ARCsys MASURIN Sourcebook FinalReport

Examples of Revitalised
Urban Industrial Sites

Across Europe
Final Report
Ute Gigler
Tanja Ttzer
Markus Knoflacher
Issue 1
ARCsys-0022
Examples of Revitalised
Urban Industrial Sites
Across Europe
Final Report
of the MASURIN Sourcebook
Contract number: EVK 4-CT-2001-00054
Project number: 7.64.00103
Ute Gigler
Tanja Ttzer
Markus Knoflacher
December 2004
ARCsys-0022
Department of Environmental Planning
Department of Regional Studies
Table of Contents
Introduction
Methodology
1
3
PART I SITE DESCRIPTIONS

1A
Norra lvstranden, Gothenburg, Sweden
Setting
History of the site
Revitalisation plans and status
Management of the revitalisation process
Aspects of sustainability
10
Lessons learned
12
Conclusions
14
Bibliography
15
1B
17
Parque das Naes, Lisbon, Portugal
Setting
17
History of the site
17
18
20
22
Lessons learned
24
Conclusions
26
Bibliography
27
1C
29
Am Borsigturm, Berlin, Germany
Setting
29
History of the site
29
Revitalisation plans and status/Management of the revitalisation process
29
33
Lessons learned
33
Conclusions
36
Bibliography
37
1D
39
BMW-Steyr, Steyr, Austria
Setting
39
History of the site
39
40
41
Lessons learned
42
Conclusions
42
Bibliography
44
1E
45
Parc Logistic in the Zona Franca, Barcelona, Spain
Setting
45
History of the site
45
46
50
51
Lessons learned
52
Conclusions
53
Bibliography
54
1F
55
Speke Garston, Liverpool, United Kingdom
Setting
55
History of the site
55
57
63
Lessons learned
64
Conclusions
66
Bibliography
67
PART II CITY AND SITE-SPECIFIC DATA AND POLICIES

2A
Norra lvstranden, Gothenburg, Sweden
69
City data
71
Economic/Socio-economic data
72
Demographics
73
Site-specific data
74
Land use
74
Infrastructure/Transportation
75
Economic data
76
Socio-economic data
77
Environmental data
79
Site-specific policies
80
General framework
80
Specific measures on site
80
Organisation of redevelopment process
81
Management of the process
82
2B
85
Parque das Naes, Lisbon, Portugal
City data
85
Land use
85
85
Demographics
86
Site-specific data
89
Land use
89
91
Economic data
91
Socio-economic
92
Environmental
92
94
General framework
94
94
95
96
2C
99
Am Borsigturm, Berlin, Germany
City data
99
Land use
99
100
Demographics
101
District-data/Reinickendorf
104
Land use (2001)
104
104
Demographics
105
Site-specific data
106
Land use
106
108
Economic
109
Socio-economic
109
Environmental
110
111
General framework
111
112
113
114
2D
117
BMW-Steyr, Steyr, Austria
City data
117
Land use
117
118
Demographics
119
Site-specific data
121
Land use
121
121
Economic
121
Socio-economic
122
Environmental
124
125
General framework
125
126
126
127
2E
129
Parc Logistic in the Zona Franca, Barcelona, Spain
City data
129
Land use
129
129
Demographics
133
Site-specific data
135
Land use
135
135
Economic
136
Socio-economic data
138
Environmental
138
140
General framework
140
141
142
143
2F
145
Speke Garston, Liverpool, United Kingdom
City data
145
Land use
145
Economic/Socio-economic
146
Demographics
149
Site-specific data
150
Land use
150
152
Economic
154
Socio-economic
154
Environmental
158
160
General Framework
160
Specific Measures on site
161
163
164
Table of Figures
Figure 1:
Map of Norra lvstranden
Figure 2:
Gtaverken Repair Shipyard
Figure 3:
Lindholmen Knowledge Centre
Figure 4:
Apartments, quay and public art in Eriksberg
10
Figure 5:
View from Norra lvstranden towards lvsborgsbron bridge
11
Figure 6:
The Dieder Sequence, public art in Lindholmen
13
Figure 7:
Map of Lisbon
17
Figure 8:
Industrial tanks on site prior to redevelopment
18
Figure 9:
Rendering of Parque das Naes at full build-out
19
Figure 10:
Vasco da Gama Tower
20
Figure 11:
Atlantic Pavillion
21
Figure 12:
Public Art at Parque das Naes
22
Figure 13:
Oceanarium
25
Figure 14:
Site after the 1st World war
30
Figure 15:
Site in 1992
30
Figure 16:
Model of the site Am Borsigturm
32
Figure 17:
Before revitalisation
35
Figure 18:
After revitalisation
35
Figure 19:
Map of Steyr
39
Figure 20:
Location of Zona Franca and Parc Logistic
45
Figure 21:
Models of the office buildings
46
Figure 22:
Parc Logistic under construction
47
Figure 23:
The four major projects of Barcelona currently
49
Figure 24:
Current situation at the port
50
Figure 25:
Development due to the Plan Delta
50
Figure 26:
Speke Garston the Liverpool Region
55
Figure 27:
Garston Docks and Industries
56
Figure 28:
Speke Garston regeneration area
59
Figure 29:
The Matchworks
59
Figure 30:
The Estuary
60
Figure 31:
Housing in Speke Garston
62
Figure 32:
Coming Together Sculpture, Speke Garston, Liverpool
65
Figure 33:
Population development
86
Figure 34:
Population in Lisbon and in metropolitan area
87
Figure 35:
Age distribution by gender
89
Figure 36:
Gross Value 1991-2001 (real), City of Berlin
100
Figure 37:
Population-development
102
Figure 38:
Location of the site Am Borsigturm in Berlin
107
Figure 39:
Infrastructure and access
108
Figure 40:
Plan of the EpB (Development concept for the production oriented sector)
112
Figure 41:
133
Figure 42:
Transportation map of Parc Logistic
136
Figure 43:
Employment by industries, Liverpool 1996, 2001
148
Figure 44:
Map of South Liverpool
152
Figure 45:
Network of Public Transportation
153
Introduction
The Sourcebook presents six different revitalisation case studies conducted on urban old industrial
sites in Europe. The aim of this document is to transfer knowledge acquired during the revitalisation
process to interested parties in other cities such as public administrations, developers, planners,
investors and other practitioners to support them in their revitalisation process. The research team
conducted case studies that included interviews and on-site visits on former industrial sites in Gothenburg (S), Lisbon (P), Berlin (D), Steyr (A), Barcelona (ES), and Liverpool (UK). Part 1 of the
Sourcebook entitled Site Descriptions presents in-depth case histories that include an analysis of the
management process, stakeholders involved, challenges encountered, sustainability aspects and
lessons learned whereas part 2 City and Site-Specific Data and Policies - contains environmental,
social, and economic data about the city and the site as well as information on e.g. funding sources
and measures applied on the site.
Many cities in Europe are faced with having to revitalise former industrial sites that are often situated
on prime real estate in the core of the city, present an eyesore, and are contaminated. Apart from the
physical and environmental degradation, high unemployment rates and ensuing social deterioration
associated with those sites also plague cities and their administrations. The question then becomes
how to best deal with the social and environmental problems resulting from industries becoming obsolete or moving off site. The examples researched demonstrate that certain key factors and approaches need to be in place that allow cities to redevelop old industrial sites successfully and in a
sustainable manner.
Even though each city examined chose a slightly different redevelopment approach, a number of
common features and lessons can be discerned. The following list illustrates the most important lessons learned. The examples listed in parentheses indicate that those cases were particularly notable
for a specific approach or lesson learned. Not listing an example, however, does not necessarily
imply that the approach is not applied on sites not mentioned as well. We refer the reader to the specific examples to read an in-depth description of a particular approach or lesson learned.
Successful Approaches and Lessons Learned
-
Involving all relevant stakeholders in the revitalisation process (Berlin, Gothenburg, Liverpool)
Developing a vision that guides the process (Barcelona, Gothenburg, Lisbon)
Co-operating, forming public/private partnerships and developing trust (Gothenburg, Lisbon,

Liverpool)
Investing in education and training of locals (Liverpool, Gothenburg, Steyr)
Engaging in good marketing of the site to attract well-known companies (Barcelona Gothenburg,
Lisbon, Liverpool)
Supporting clustering efforts between e.g. educational institutions and firms (Steyr, Gothenburg,
Liverpool)
Clearly spelling out funding mechanisms prior to revitalisation (Berlin, Lisbon, Liverpool, Steyr)
Applying integrative planning approaches (Berlin, Gothenburg, Lisbon, Liverpool)
Engaging in regional planning (Barcelona, Gothenburg, Liverpool)
01
Management: private developers with public or public/private boards manage revitalisation;

fiscal responsibility lies with developer (Berlin, Gothenburg, Lisbon, Liverpool)
Monitoring to allow feedback between planning and implementation (Gothenburg, Lisbon, Liverpool)
Remaining flexible and adapting to e.g. market needs (Berlin, Gothenburg, Lisbon)
Creating diverse, mixed use sites (Berlin, Gothenburg, Lisbon, Liverpool)
Improving sustainability on site through e.g. environmental clean-up (all examples)
02
Examples of Revitalised Urban Industrial Sites Across Europe
Methodology
Research strategy
In order to find suitable case studies, the research team employed a broad research strategy. It
ranged from contacting Masurin partners to assist the team in finding appropriate sites in their respective countries, to contacting people in our own research network and those we met at conferences and other events to conducting extensive research on the internet. In total, we contacted 56
individuals in various countries. The internet search yielded by far the most relevant information for
us and we were able to find several promising cases. However, for the definitive selection of the
cases it was important to establish personal contact with experts on site and potential cases had to
satisfy certain criteria.
Procedure
A list of criteria was generated that would allow the ARC team to separate relevant cases from those
that were not suitable. The following criteria were applied:
-
the revitalised site should be well into the implementation stage
some industrial activities should be present on the site
negative environmental impacts on site and in the surrounding area should be reduced
In this initial screening phase, especially due to the second criterion, most cases could not be accepted for further analysis. The majority of urban industrial sites that are in the middle of cities are
being redeveloped with the idea in mind that future uses should fit into the urban fabric and should
be a mix of different uses. Typical production-oriented industrial uses are rare and usually make up
only a small fraction of all uses on a given site. The criterion that industrial uses have to be present
even if it includes e.g. chemical storage or waste treatment activities often could not be satisfied
which is why many interesting cases had to be excluded from analysis.
Once the cases were selected, appropriate contact persons who also had time and resources to
share information with the research team had to be found. Individuals were informed that the research team would conduct on-site visits and interviews with key officials involved in the revitalisation
process in order to gather in-depth information. They were also told that their example along with
several others would be published in a Sourcebook that could assist them in their own redevelopment work. Those two factors increased peoples willingness to assist us in our work.
The research team generated a standardised data needs sheet that served as a guiding document
for the interview process. The document contains a number of different data categories such as land
use, economic, socio-economic, demographic, and environmental data. In addition, contact persons
were asked about the regulatory framework guiding the redevelopment process, measures employed
on the site, organisation of the entire process and how the different phases in the process were
managed. Data needs sheets were sent to all potential interview partners in the different cities prior
to the teams visit. Following that, the research team conducted site visits and interviews with key
individuals on each site.
After a thorough analysis, the research team described each of the examples and provided a historical background, best practice examples, management tools employed, and lessons learned (Part 1).
Part 2 lists comprehensive data and information on environmental, social, and economic aspects as
well as the organisational and management framework of the case.
03
Part I
Site Descriptions
04
1 A Norra lvstranden, Gothenburg, Sweden

Setting
Norra lvstranden which means the Northern Riverside is located across from the historical centre of
Gothenburg along a 5 km stretch of the Gta lv River. The site encompasses about 250 ha of land
and 40 ha of water and is bordered by industrial and residential use to the west, a highway and industrial railway lines to the north and industrial use to the east. The area can now be accessed via
the Gta lvbron bridge from the historical centre of Gothenburg with cars, trucks, etc. and buses run
on a regular basis between the city centre and Norra lvstranden and from other parts of Gothenburg. From the west, the site can be reached via the lvsborgsbron bridge. A ferry service also exists
to different docks along the site.
The site is divided into several major areas with distinct names that will be used throughout the
document. Please refer to the following map for reference.
Figure 1: Map of Norra lvstranden

Source: City Planning Authority, 2001
History of the site

Gothenburg was founded as a centre of trade and seafaring by Gustavus II Adolphus in 1621. At the
time, iron and lumber were the primary export goods. The city of Amsterdam with its canals was
used as a model in the construction of the new city of Gothenburg which matured into a vital seafaring and trade city over the centuries. The giant herring catches in the 18th century also enabled the
city to become the largest fishing town in Sweden.
With the rise of the machine industry in the 19th century, the shipyard era began. The shipyards
Gtaverken, Lindholmen and Eriksberg were created and thrived until the 1970s. In that period, several large harbours such as Sannegrd, Frihamnen, Lindholmshamnen and Lundby were built on the
north side of the river. Prior to World War I, textiles dominated the industry whereas thereafter shop
industries and shipyards comprised the two major industrial branches in Gothenburg. In the mid
1970s after the oil crisis, the shipyards had to close one by one because of shipbuilding competition
from Asian countries. The die-out of this very important industrial activity in Gothenburg triggered a
major physical and structural transformation in Norra lvstranden and for the city as a whole.
At the time, the City of Gothenburg was faced with thousands of unemployed from the shipyard industries that needed new jobs and a large site that had completely lost its purpose. Initially, the two
05
major landowners, the City of Gothenburg and Svenska Varv AB (Swedeyard Corp. which is stateowned and was in charge of all the shipyards on Norra lvstranden) launched a process to develop
ideas on how best to revitalise the entire area. The Swedish State became the owner of the shipbuilding industry and a municipal owned company (Gothenburg Hamn AB) owned the harbours. Between 1975 and 1980, the vision was to establish industrial activities on the site again which should
be related to the offshore industry and the energy sector. The State provided 60 million SEK for a
research and training centre to be established in collaboration with the municipality and industry to
revive business in the area. An upper secondary school also moved to Lindholmen offering courses
in engineering which were the beginnings of the area transforming into a knowledge centre.
Figure 2: Gtaverken Repair Shipyard

Source: Gothenburg City Planning Authority et al., 2000
In the next phase which lasted through 1985, one of the major landowners, Swedeyard Corporation
began to operate as an independent developer and presented its initial plans as to how to best transform the area. The ideas were to place housing in Eriksberg, the Lindholmen shipyard should be
turned into a city-owned research company mainly focusing on labour and welfare issues, whereas
improvements to the seafront in Lindholmen began. At the time, however, city land use plans only
permitted industrial use in the area. Due to a housing surplus in greater Gothenburg, the city also
rejected plans to build yet more housing in Eriksberg.
It was only in the next period between 1985 and 1990 that plans to regenerate the area really took
off. The City of Gothenburg presented its new Comprehensive Plan which included a detailed description of how the site should be transformed. The Plan was adopted in 1991. Eriksberg was to not
only include housing, but should become a centre for cultural events, a hotel, and an exhibition area.
Furthermore, all the different actors involved wanted to create a scheme that linked companies with
educational institutions in an effort to create a cluster of knowledge-intensive industries and the vision of the Lindholmen Knowledge Centre was created.
The period between 1985 and 2000 will be described in more detail under revitalisation plans and
status because it was in those years that the area was transformed from an industrially used part of
town to a mixed use neighbourhood in its own right.
06

The effort to regenerate Norra lvstranden began the first decade after bankruptcy of the shipping
industry. The first several years the general direction of how to revitalise the area was unclear and
lacking a clear vision and comprehensive plan. Beginning in 1985, the speed of change increased
and the area began to be transformed into an urban area with multiple functions.
Swedeyard Corp. who was initially responsible for handling redevelopment of the properties left vacant by the shipbuilding industry started to operate under the name of Celsius Industrier. It also
formed an administrative company called Eriksberg Frvaltnings AB whose task was to administer
the land, buildings and facilities at the former Eriksberg shipyard and to develop the area.
1985-1990:
Again, a new vision was developed to create a Friendly City that included a plan to provide for housing and small companies in Eriksberg. The developer firm and the City of Gothenburg realised that
the area was not well known to residents of Gothenburg because it had been closed off for so many
years. Therefore, they staged several large events such as outdoor concerts in order to draw many
people to Norra lvstranden and introduce them to this new part of town.
Figure 3: Lindholmen Knowledge Centre

A different strategy was employed for Lundbystrand starting in 1987 which focused on creating a
business environment that attracted small and larger firms from a variety of sectors. In the southwestern part of the area, another project was undertaken whose aim it was to renovate four buildings
that still housed a few companies associated with the shipping business. The renovations were completed in small steps and it was hoped that other companies would move in who consider the area
attractive and a positive business environment. The project proved to be rather successful with 80
new companies moving into the renovated buildings.
Throughout the different planning phases, the idea of Gothenburg becoming a centre for the knowledge-based industry emerged (in Lindholmen) and became more and more concrete. Other efforts
centred on developing the waterfront into an attractive site for those who live and work in the area
and certainly for visitors or residents of Gothenburg. Most importantly, the municipality began to engage in a planning process to develop a structure plan for the area guided by the vision to create a
07
city district complete with all amenities that also had functioning links to the city centre and other city
neighbourhoods. The structure plan was approved by the city council in 1990.
1990-1995:
The real estate and financial crisis in the period between 1990 and 1995 had a major impact on
planning in Norra lvstranden. The developer company realised that it was best not to rush implementation of various plans but to adapt to circumstances and act according to what the market demanded. They put forth and started to implement their idea of creating a city that is vibrant, diverse,
where uses are mixed and people feel at home and one that is built for the long-term.
Major events marking the period between 1990 and 1995 included the implementation of a passenger ferry service that connected Norra lvstranden to the rest of the city. In addition, a branch of the
Chalmers University of Technology moved into Lindholmen to reinforce the notion of Lindholmen
being a knowledge centre.
1995-2000:
In 1995, the municipality of Gothenburg became the sole owner of Eriksberg Frvaltnings AB and
changed the companys name to Norra lvstranden Utveckling AB (NUAB). The three harbour areas Sannegrden, Lindholmen, and Lundby were also acquired from Gothenburg Hamn AB. The
company became a wholly owned, municipal, limited liability company operating like a private developer with a public board of directors on the market. It was in charge of developing Norra lvstranden
by constructing different buildings, selling them and reinvesting the profits in the construction of new
buildings and the promotion of the area.
The idea of developing an IT cluster developed in 1998. Major players such as NUAB, Volvo, Ericsson and the municipality of Gothenburg wanted to create a cluster that would be situated in Lindholmen and would encompass the above companies, a university, other schools, and many other companies who work on similar technologies. A year later, the municipality and Chalmers University of
Technology developed the scheme of Lindholmen Science Park. At that time, a new IT University
partially financed by Ericsson was also created that would act as the centre of the newly formed
campus. The Science Park focuses on three major themes: telematics, mobile Internet, and media.
Since conception of the Science Park, many new companies aside from Ericsson and Volvo such as
Semcon, Sigma or Caran have also moved to Norra lvstranden. When the area is fully developed, it
is hoped that about 100 companies with a workforce of up to 18,000 people will be located in the
area.
Housing in Eriksberg and Sannegrden harbour also continues to be built and more and more students go to school in Norra lvstranden and in small increments, the friendly city as originally conceived is taking shape. At full build-out, it is planned that there will be 35,000 employees, 15,000
residents and 15,000 students working, living and studying in Norra lvstranden.

Norra lvstranden Utveckling AB
As described in the two previous chapters, the company formed out of the previously state-owned
firm whose mandate is to develop all of Norra lvstranden as sole developer. The company has a
public board and was given the land for 1 SEK as well as loans and other obligations. The company
operates like a private developer firm. Even though it is publicly owned, any profits made in real estate transactions can be used to invest in the construction of new buildings rather than having to
return profits to the city. NUAB also has to pay for environmental clean-up related to e.g. contaminated soils.
08
Even though the firm operates like a private developer on the market, its mission differs from that of
regular developers according to NUAB officials. The mandate is to create a well-functioning, mixed
use city for the long term, where residents and workers can enjoy a high quality of life. It is crucial to
consider the long-term identity a place will have. If creating a high quality place is the goal, the developer also needs to take responsibility for maintenance and upkeep of buildings and grounds. According to company officials, most other developers have an interest in creating buildings rather than
neighbourhoods and making quick profits and moving in and out of an area very quickly. In addition,
the company is charged with being the developer of one particular area over several decades. During such a long-term process, the developer constantly needs to set priorities and assess what resources are available at a particular point in time and act accordingly. Company officials believe in
developing the area slowly and according to market demands rather than according to strict deadlines and out of synch with market developments. In case of e.g. a housing surplus in a particular
period, it would make little sense to create yet more housing in the middle of Gothenburg.
The developer closely cooperates and collaborates with the municipality of Gothenburg. The planning process has worked rather well since the companys transfer to the city. The Comprehensive
Plan, adopted in 1991 and up for revision every four years is a long-range planning document that
has advisory character and serves as a framework and guiding document for the revitalisation. According to NUAB officials, it is important that planning and implementation go hand in hand. Aside
from the City of Gothenburg, other close collaborators include investment firms, architects, and consultants.
NUAB will be in existence as long as the development process is on-going which may take another
2 decades or more. Currently, there are no plans whether there might be any other projects the company would engage in.
Financing
In the early years, the State of Sweden took over the ailing shipyards and the properties associated
with them. They financed initial activities to revitalise the area such as a support centre for research
and training focused on industrial injuries in Lindholmen with a 60 million SEK grant. The state
owned developer firm and its successor NUAB had ownership of the land but had to finance all
their construction activities through the private market.
Time-frame
The revitalisation process officially started in the mid seventies, although major redevelopment really
only started in the mid 1980s. According to company officials about 1/3 of development was completed as of March 2003. It is assumed that the process will take another few decades.
Strategies and objectives
Major revitalisation objectives include the following:
Build a friendly city for the long term, where creating a mixed use environment and using environmentally friendly and high quality construction materials go hand in hand to create a new urban
neighbourhood.
Create a city for the human being on a human scale that aside from diverse surroundings also include meeting points that enable individuals to naturally come together for discussions or casual
conversation.
09
Establish a focus on mobile internet, telematics, and modern media industries in Lindholmen, which
provides opportunities for small and large companies, universities, and schools to work together in
knowledge intensive industries.
Cluster companies, universities, and industries to enable better cooperation and an ideal setting and
a framework for innovations.
Make the waterfront attractive and accessible to the public, in particular to the people of Gothenburg.
Figure 4: Apartments, quay and public art in Eriksberg

Mixed use
Creating a multi-functional, walkable neighbourhood as was planned and executed in Norra
lvstranden represents a large contribution toward a more sustainable and more resilient living situation in an urban environment for several reasons. Employees working in the area have the opportunity to shop, engage in recreational or cultural activities and go out to lunch or dinner all within walking distance. Employees who also live in the area can combine working, living, and sending their
children to school in one area. Travelling short distances, public transit opportunities, and doing a lot
of trips on foot forgoes many otherwise necessary trips in private vehicles.
10
Friendly city, meeting point, diversity

The vision of creating a friendly, diverse city is closely tied to the concept of mixed use. Promoters of
development in Norra lvstranden wanted to create a part of town that was not only physically attractive and aesthetically pleasing, but also a place where people liked to be and to engage in various
activities. Officials at NUAB also believed that natural meeting points both indoors and outdoors
should be established that would give individuals the opportunity to meet in a nice, unpretentious
environment by chance or as planned for discussions or simply to chat and exchange ideas.
Public transport
During the revitalisation process, the Traffic and Public Transport Authority, Norra lvstranden Utveckling AB along with several other organisations initiated Vision Lundby which is a long-term,
collaborative project for the promotion of sustainable traffic and transport solutions for the Norra
lvstranden area. The Vision Lundby team has already implemented a number of innovative public
transport initiatives such as the Public Transport Cards. Companies were offered to purchase
monthly public transport tickets that they can then offer to their employees at a discounted rate. The
measure was marketed well and generated considerable success.
Another project about to be implemented is freight collaboration based on the concept of cutting
down on the number of deliveries made by trucks in Norra lvstranden on any given week by changing delivery routines and logistics. The pilot project showed that deliveries can be cut in half when
companies start collaborating on their delivery needs. Several other projects such as providing car
pools with alternatively fuelled vehicles and getting companies to offer company bicycles that can be
used by employees to move around in Norra lvstranden are also being implemented.
Figure 5: View from Norra lvstranden towards lvsborgsbron bridge

Safety on site
During the industrial era, very few individuals lived in Norra lvstranden and most of the site was not
accessible to the residents of Gothenburg. Since the revitalisation process has begun, the place has
become more and more open and has become more frequented by residents, employees, students,
and visitors. Because uses are mixed in the area, there is activity 24 hours a day 7 days a week and
the area is considered very safe during the day and rather safe after dark.
Contaminated soils
A large part of the area was contaminated with oils and heavy metals due to shipbuilding activities in
Norra lvstranden up until the 1970s. The developer as the landowner had to pay for clean-up of
contaminated areas. Because the developer company had to finance everything on the private mar11
ket, they had to decontaminate each lot as needed prior to building rather than conducting a onetime clean-up operation. At this point, there is no more seepage of contaminated material into soils,
groundwater or sediments and most contaminated sediments have been dredged and replaced with
clean ones.
Lessons learned
Value of Best Practice Examples
In the first several decades following the collapse of the ship-building industry, the revitalisation progress was rather sluggish. It was unclear which strategy should be followed and how to redevelop
the site. In the early stages, promoters were also lacking a vision for the process. Only a decade
after first considering to revitalise the site, did ideas for redevelopment become more concrete and a
vision was developed in the early 90s.
Important to note is that NUAB did look at a number of other revitalisation examples in Europe in
order to learn from their experiences. However, it was very clear to the developer that even though
they could learn from others, they had to develop their own vision, their own ideas and develop them
within the framework of Gothenburg and the entire region. They clearly understood the value in observing other processes and assessing what has and has not worked in those examples, but they
also knew that they could not simply copy what was done elsewhere and instead adjust it to local
circumstances.
Cooperation
Everyone interviewed in this project mentioned the importance of good cooperation in the entire region in order to successfully develop a project of this magnitude. Not only is it essential that NUAB
cooperate well with investors, architects etc. and the municipality of Gothenburg on e.g. land use and
traffic planning, it is also crucial that the region of Gothenburg collaborates with actors at the local
level. To that end, Gothenburg and its neighbours have formed a voluntary, informal political cooperation that consists of 13 municipalities with the objective to reach consensus more quickly on issues related to waste management, education, or training.
Business Region Gothenburg (BRG) also plays an important role in the City of Gothenburg. Their
main task is to promote economic growth in the region. In the past, Gothenburg has mainly focused
on 3 industrial branches; ship-building, harbour activities, and the automotive industry. BRG was
founded in 1977, at a time, when the local economy had suffered enormously due to their heavy
dependency on the ship-building industry, which had gone bankrupt. The organisation set out to help
Gothenburg diversify its economy and stand on 12 legs rather than just a few to become more robust during economic downturns. Some of the branches BRG is promoting include the IT sector
whose centre is being developed in Norra lvstranden, biotechnology, finance, the automotive sector, chemistry, the wood industry etc.
Setting of priorities
In a project of this magnitude, promoters consider it essential to first set priorities as to which components of a project should first be executed. Concurrently, resource availability has to be checked
and decisions made based on level of priority and resource availability. Project managers should
always be proactive and focus on what needs to be done rather than what should be avoided.
Adaptation to circumstances
One of the important lessons learned include that plans cannot always be executed as originally
intended. During a period where office space is in oversupply, building more office space would be
counterproductive. In situations such as that one, project promoters need to adapt to what the overall
12
needs for the region are and assess the market situation rather than focusing solely on their project.
In part, NUAB is forced to follow this path because the company operates without public subsidies
and therefore has to examine and adapt to market needs to a certain extent. A greater openness
toward changing plans also implies that overall project length may have to be extended and deadlines might not be strictly adhered to.
Extending the length of a project can also have a number of advantages. On the one hand, economic
and or social priorities in a city or a region tend to change more in the span of a few decades than
they do in 5-10 years. NUAB can thus take advantage of niches that might open up over time that
they otherwise, had the project been implemented in less than a decade might not have recognised
as opportunities. A long-term process might thus result in a more sustainable outcome. On the other
hand, crises such as the real estate and financial crisis in the 80s, the banking and employment crisis in the 90s, and the IT crisis in the early years of the 21st century can be buffered much better in a
planning environment that promotes adaptation and flexibility rather than strict adherence to plans.
Adjusting priorities according to the citys needs can just be an advantage and also result in e.g. a
number of different architectural styles for apartment or office buildings and possibly remain accepted and pleasing for the longer term.
Housing prices
NUAB does not receive any public subsidies for building apartments or any other buildings as previously mentioned. The firm aims at creating an environment where quality of life is high; building and
environmental standards are strict and require high investments on the part of builders. Additionally,
some of the apartment buildings were built on prime real estate right along the waterfront with open
views toward the other side of the river and the ocean. NUAB also had to pay for infrastructure on
the site. For these reasons, prices of newly built apartments tend to be above average in Norra
lvstranden. Although some housing is within reach for medium income individuals and families,
NUAB has been criticised for not building affordable housing which would have allowed people with
more diverse income ranges to live in the area. Although a valid criticism, it might be very difficult
under the above described circumstances to build truly affordable housing.
Figure 6: The Dieder Sequence, public art in Lindholmen

High quality environment attracts high quality firms

Project promoters wanted to create a pleasing, human-scale, walkable part of town with neighbourhood character because they believed that it would attract major firms that would in turn attract many
smaller firms and help diversify the area. They also hoped that competence attracts competence.
13
Thus far, the mixed use concept has been rather successful and a variety of large firms such as
Volvo and Ericsson have already moved in and others will soon follow suit. Some also believe that
Volvo was central to the success of the site and acted as the crystallisation core of the new development. Creating an IT-cluster and the Lindholmen Science Centre have also attracted different
firms and educational institutions.
Conclusions
The revitalisation process in Norra lvstranden has been on-going for several decades now and will
likely last at least another two decades. Throughout that time, crises such as the financial and real
estate crisis in the 80s, the banking and employment crisis in the 90s and the IT crisis at the beginning of the millennium have challenged planners and all actors involved to remain flexible and adapt
to circumstances continuously, while simultaneously taking advantage of opportunities on the market
as they occur.
A single developer firm under different ownership and a number of different names has been in
charge of the revitalisation process almost since the very beginning. Although the developer had a
mandate to regenerate the area, it could not do that single-handedly but instead closely and successfully collaborated with the State, the municipality and many other actors throughout the process.
Even though the redevelopment process is still on-going, the new direction for Norra lvstranden is
clearly visible. The area has developed into an attractive, multi-functional, popular environment visited by residents of Gothenburg and visitors alike. Major lessons learned include the importance of
having a clear vision, setting priorities throughout the process, creating a high quality environment
that attracts industry and commerce, and mixing uses to establish a multi-functional, diverse environment. Also notable are the numerous traffic and transport measures already implemented or in
pilot-phase which increase awareness among companies, employees, students and residents alike
that public transport is crucial in a functioning city neighbourhood.
In a large and long-term collaborative process, Gothenburg has managed to turn a former industrial
zone into a neighbourhood, where industry and residences can co-exist just as well as offices,
schools, universities and commercial activities. About one third of the area has been developed, the
rest will follow in the next few decades. It is likely that development in the area continues to be successful and that it will provide a major economic boost for the entire region.
Please also refer to Part II 2 A for more specific data on the city and the site and a description of
policies and measures relevant for each site.
14
Bibliography
Interview partners
Hans Ander, March 2003
Project Leader, City Planning Authority, City of Gothenburg
Maria Derner, March 2003
BRG Business Region Gothenburg AB
Johan Ekman, March 2003
Project Leader, Norra lvstranden Utveckling AB
Kjell-Ove Eskilsson, March 2003
Director, City Planning Authority, City of Gothenburg
Ulrike Firniss, March 2003
BRG Business Region Gothenburg AB
P-G Persson, March 2003
Aktiviteten AB and Researcher
Literature
Gothenburg City Planning Authority et al., 2001
Norra lvstranden The Process, City of Gothenburg, pp. 45
Gothenburg City Planning Authority, 2001
Norra lvstranden Planning Conditions Utilisation of Land, City of Gothenburg, pp. 42
Lundby Mobility Centre, 2002
Vision Lundby 2002, Brochure, Gothenburg, Sweden
Gothenburg City Planning Authority et al., 2000
Norra lvstranden The Guide, City of Gothenburg, pp. 38.
http://www.alvstranden.com/html/fsnyhe.html
http://brg.iweb.nu/default.asp
http://www.goteborg.se/
http://www.miljo.goteborg.se/luftnet/vader/7Dygn/ppframe.htm
15
16
1 B Parque das Naes, Lisbon, Portugal

Setting
The area lies in the eastern part of the City of Lisbon. The Trancao River is bordering it to the north,
the Tagus (Tejo) estuary to the east and the Northern Railway lines to the west. It covers an area of
330 hectares and 5 km waterfront along the River Tagus. 75 hectares were devoted to the Expo and
a plan for the entire urban area was created that integrated the Expo area into the 330 ha site, 110
ha of which were devoted to green space. The area can now be accessed via the Ponte Vasco da
Gama, a newly built bridge for the Expo event, construction of a highway going north, railroad tracks,
and the Metro line directly from the centre of Lisbon to the site.
Figure 7: Map of Lisbon

Source: Internet
History of the site

Prior to redevelopment, the site was in a very derelict state not accessible and not interesting to people from Lisbon. It was only used by workers from Lisbon and known as an old and contaminated
industrial site. Formerly, the site was occupied by a refinery with dozens of oil tanks and large areas
covered by petrochemical activities. In addition, the slaughterhouse of Lisbon and military barracks
along with a depot for explosives, and boat repair areas occupied the area; in short, the entire area
was in industrial use. At the time the industries were built little to no measures to protect the environment were implemented. The urban area surrounding the site (mainly low-cost social housing)
had grown substantially in the last several decades and has enveloped this former derelict industrial
site.
Parque das Naes in Lisbon, Portugal was conceived in 1989. It was hoped that the site would be
transformed into a place that can be used by people from all over the world and certainly also the
Lisboans. The theme for the Expo should be the oceans and the event should also commemorate
Vasco da Gamas voyage to India in the 15th century. The Expo candidature was submitted in 1989
and planning for the Expo areas began in 1992. The city also wanted certain projects such as a
multi-purpose pavilion, and new exhibition halls built somewhere in Lisbon and this redevelopment
created the opportunity to do just that. However, planning did not just include the Expo event that
would take place in 1998. Instead, the area should be transformed into a large urban renewal project
that would encompass the entire site and have a mix of uses such as residential, commercial, cultural, sports, and leisure activities. The second planning phase should be concluded in 2009. Parque
Expo was a strong promoter of this dual approach in part due to lessons learned from other international events such as the Expo in Sevilla, Spain in 1992, and the Olympics in Barcelona in the same
year. Particularly in Sevilla, plans for using the site after the event focused on high-tech industries
17
and the place is suffering now for lack of a diverse industry as a result of economic changes. Barcelona, on the other hand, was more successful in creating a mix of uses after the Olympics event.
Figure 8: Industrial tanks on site prior to redevelopment

Source: Farinha, 1998
Promoters of the Expo and potential developers of the site were aware that redevelopment would be
extremely difficult without a major event such as the Expo. Political buy-in was achieved through this
event and it was easier to find investors with a strong interest in the site. Needed infrastructure developments such as the construction of the new bridge and the Metro line further contributed to making it more attractive to investors.
Parque Expo SA, the development company in charge of redeveloping the expo site was created in
1993 as a public company with a board of directors whose share capital is wholly owned by the State
in order to design, execute, construct and operate the Expo 1998 and be responsible for fully developing the site till 2009. In addition to share capital, all land previously administered by the state was
transferred to Parque Expo SA.
They were also given the opportunity by government to operate within a special legal framework for
the urban regeneration of the area that enabled them to make decisions much more quickly due to
special legal powers that were valid through 1999. Both municipalities and five different ministries
approved of this special legislation. Parque Expo SA over time increased its large and small share
holdings in other companies. That way, they created the Grupo Parque EXPO which formed a number of different subsidiaries. Aside from Parque Expo and the cities, other major players in the urban
regeneration of the old industrial site were the State of Portugal, the European Union, investors, developers, architects, designers, and consultants.

The Expo site was planned and constructed in two phases, the first phase lasted between 1993 and
1998, which proved to be an extremely tight schedule for such an ambitious program and the second
will last through 2009. Even though the two phases were treated separately and were methodologically distinct, they were closely interlinked. In the first phase, the firm was responsible for laying the
groundwork for the entire site and developed an urban design and land regeneration concept and
implemented a number of infrastructure projects. Parque Expo was also in charge of designing and
constructing the exposition contents and handled management and organisation of the Expo 98.
18
A master plan was made that divided the site into 6 sectors and 6 architects were chosen to draw up
detailed plans for each sector. The different plans were completed step by step beginning with the
zone around the Oriente Station, business district and some residential areas. Even though a master
plan existed, there had to be room for new ideas that would emerge during the development process.
As a result, a careful balance had to be found between the master plan and the right measure of
flexibility and adaptability.
The first and primary responsibility of Parque Expo was to construct the Expo 98 site. Initially, all
existing buildings had to be demolished and the soil had to be decontaminated and removed. Once
the site was cleared, construction could begin. Parque Expo engaged famous architects to create
several major landmark buildings that would also attract other users. Between 1994 and 1998, buildings such as the Oriente Station, the Vasco da Gama shopping centre, the Atlantic Pavillion, a multipurpose indoor arena, the Oceanarium (architect Peter Chermayeff), the Vasco da Gama Tower and
exhibition halls for temporary exhibitions in fine arts, architecture, and photography, a new theatre, a
science centre, restaurants along with large green areas and public art were constructed.
Figure 9: Rendering of Parque das Naes at full build-out

Source: Parque Expo 98, S.A, 1999
Since then, Parque Expo has been responsible for planning the surrounding area while integrating
and adapting the former Expo buildings to create a fully functional, mixed use urban area and
neighbourhood and has coordinated the construction of numerous apartment complexes, shops,
hotels, schools, kindergartens, and a total of 110 ha of green space. The Expo was a big success
and provided a major impulse to the real estate market. In addition, the new bridge, direct connections to the highway, and the Oriente Station offered the infrastructure needed to be internationally
competitive. The 5 km stretch of waterfront made the site even more attractive to investors, potential
residents, and visitors. Mid 2003, only 4% of all plots were left, the rest had already been sold to
investors. A number of nationally and internationally acclaimed firms have moved to the site including
Sony, Vodafone, Portugal Telecom, SAPEC Imobiliaria S.A, Sabiol, Ford, and Mitsubishi. Parque
Expo expects that development of the entire site will be completed in a few years.
A large number of apartment buildings, restaurants, hotels, and shops were also built on the 330 ha
site in order to create the mixed use urban area envisioned by Parque Expo. Critics of the housing
developments on the site have remarked that apartments are too high-priced for many individuals
19
and especially for young families with children. Thus, providing housing for a population reflecting a
truly diverse age and income structure might not have been achieved to the extent envisioned by
some. At this point, approximately 7,000 people live there and 10,000 people work on the site. At
completion, there will be 22,000 workers and 25,000 residents. Counting visitors, a total of about
100,000 people will live and work here, and visit the area on any given day.

Parque Expo
The City of Lisbon declared its intention to revitalise the derelict area in the eastern part of Lisbon at
the end of the 1980s. When the State and the City of Lisbon learned that their candidature for the
Expo was successful, the State created Parque Expo SA, the firm that would act as developer and
manage the planning and construction process on the entire site (see also History of the Site). Parque Expo collaborated with the municipalities of Lisbon and Loures since the site was in both jurisdictions. Even though Parque Expo was given special powers to manage planning of the site, it considered working with the cities as essential because the firm intended to hand management of the
site over to the cities once construction was completed. Furthermore, close coordination was necessary because one of the Metro lines was extended all the way to the Expo site and ended at the Oriente Station, the portal to the Expo site.
Initially, the intention was that Parque Expo would exist as long as the site was under development
but no later than 2009. Due to their success and their newly built expertise in urban renewal such as
creating the Expo Park and the urban area surrounding it, they have also begun to apply their skills
in managing similar revitalisation processes in Portugal and in other countries. In addition, it is still
unclear whether the municipalities of Lisbon and Loures will really take over site management.
Therefore, Parque Expo might continue to fulfil that role in the future as well. Both the City of Lisbon
and Parque Expo are convinced that the site will continue to thrive in the future regardless of who will
manage the site.
As a firm, Parque Expo has evolved over time and the number of employees has fluctuated and
ranged from around 800 before the Expo to 6,000 during the Expo and was reduced to around 300 in
2003. Today, the firm focuses on urban and environmental renewal projects in Portugal and worldwide. Recently, Parque Expo was reorganised and some businesses no longer exist (e.g. culture and
leisure, multimedia).
Figure 10: Vasco da Gama Tower

Source: Lisboa em Mapas
20
Financing
Parque Expo received State and EU funding and assumed all costs associated with project design,
construction, installation of infrastructure, and management and operation of the Expo. Loan contracts were guaranteed by the State and revenues generated by the sale of developed land and the
operation of the Expo were used for further development of the site.
In addition to share capital, all land previously administered by the state was transferred to Parque
Expo SA. In total, the State of Portugal provided about 500 million Euros to Parque Expo, whereas
the European Union contributed 200 million Euros mainly to finance needed infrastructure and soil
decontamination. No financial support came from the City of Lisbon. About 65% of the funding came
from private sources. Overall, not including the bridge and the new metro, investment costs were 2
billion Euros.
The State of Portugal provided its financial contribution to Parque Expo only very late in the planning
and construction process which was a major challenge for Parque Expo. As a result, Parque Expo
needed to obtain very large loans with high interest rates to finance construction of the Expo. Those
loans had to be paid back throughout the development process. Because the company had to finance buildings via the private market, it depended on being able to sell soon after completion. The
money earned could then be reinvested in constructing more buildings and part of it had to be used
to pay back the loans.
Time-frame
Planning for the project began in 1993 and the Expo site had to be completed prior to the beginning
of the Expo event in 1998. As of May 2003, the site is still in the process of development.
Figure 11: Atlantic Pavillion

Source: Blau, Lda., ed., 1998
Strategies and objectives

In order to finish within this very ambitious time-frame, several adaptations to regular planning procedures had to be implemented. On the one hand, Parque Expo was given a special legal framework
and special legal powers by the State in order to speed up decision-making processes and move
forward in constructing the site more quickly. On the other hand, Parque Expo did not have to conduct an environmental impact assessment (EIA) which is standard planning procedure for large projects such as this one. Instead, the ministries allowed the company to conduct independent environmental assessments and studies to fulfil the EIA requirement. Even though the same stringent environmental standards had to be achieved, this approach enabled Parque Expo to complete all studies
much more quickly than would have been possible within the EIA framework.
21
Major objectives followed included the following:

-
Improve a formerly derelict area and make it accessible to a diverse set of users through a variety of infrastructure improvements and create economic opportunity, jobs, attractive housing, a
range of leisure activities, and a site of high environment quality. (expo 98)
Apply adaptability as a core concept in the project. Buildings designed for the Expo should later
be adaptable to other uses (past, present, future)
Future users of the site should benefit from mixed uses where the site is used 24 hours a day
unlike e.g. an office park or a bedroom community. Uses range from office, commercial, industrial, residential, cultural, sports, leisure to schools and hospitals etc.
Make the large waterfront area (5km) and the green space accessible and enhance the geographical uniqueness of the area to the people of Lisbon, the region, and to visitors. (expo 98)
Figure 12: Public Art at Parque das Naes

Source: Parque Expo S.A, 1999
The realisation of this project is unusual in a number of ways. A wide variety of e.g. environmental
measures were implemented, some of which were introduced above and beyond legal requirements.
The overall strategy Parque Expo followed was to make best possible use of the site, existing materials and assets, and the riverfront. Therefore, most of the waterfront was zoned for housing and
green space. Moreover, Parque Expo created a large network of footpaths and emphasised public
transportation over the use of private vehicles.
Recycling
The firm placed high emphasis on recycling materials during the demolition phase. The list of recycled materials is long and includes the following: about 110,000 tonnes of debris was incorporated
into sanitation and soil improvement work; 35,000 tonnes of steel were removed and transported for
recycling and 1.1 million tonnes of demolished concrete were used for construction. Other materials
such as rusted items were taken off site and recycled appropriately.
22
Contaminated soils
The refinery once situated on the site left a legacy of contaminated soil. During site demolition, engineers discovered that the first 2 meters of soil had to be removed in the most contaminated areas
because a layer of clay presented a barrier to further seepage into groundwater and deeper soil layers. In total, 250.000 m3 of soil had to be removed and were placed in confined cells into the landfill
on site so that contamination could not leach out.
Innovative infrastructure
A rather unusual element featured on this site is the so called technical gallery, a 6 km long tunnel
situated 80 cm below ground. That passageway houses pipelines for drinking and irrigation water,
gas supply, electricity lines and state of the art communication lines (fibreoptic cables), air conditioning and hot water as well as the automatic solid waste collection system. Access is provided through
access points about every 100 meters. The tunnel has a number of advantages over conventional
approaches: Repairs that need to take place can be carried out in the tunnel and do not hinder above
ground activities; above-ground wires do not obfuscate views or present a public danger and lastly,
more open space is available because utilities were placed below ground.
Solid waste is handled by the automatic solid waste collection system which is completely automated
and controlled by a central computer. It consists of chutes which carry different types of waste (organic, non-organic, paper, glass, etc.) accessible by people in every building on the site. The waste
is carried to a central depot, compacted and transported to its final destination. All buildings on the
site are obliged to participate in the system.
Parque Expo also aimed at constructing energy-efficient buildings by using both appropriate materials and by installing a central heat and cooling distribution system. The pipes carry two channels of
water previously heated and cooled in a Cogeneration Station which will simultaneously produce
electricity, heat and cold. The water heats the buildings and supplies them with fresh hot water. As a
result, energy savings can be realised because similar efficiency and infrastructure standards apply
to all buildings.
Comprehensive monitoring plan
Monitoring continues to take place on the site to ensure that all standards are met. A comprehensive
monitoring report is issued regularly reporting on groundwater and surface water quality, sediment
contamination, noise levels, meteorological data, and air quality. In addition, data on vegetation
communities on different points across the site is analysed.
Safety on site
Revitalisation of the site has not only improved the area physically, but has also enhanced safety on
the site. Mixed uses such as housing above restaurants and shops, offices above shops, in short
commercial uses mixed in with residential alongside opportunities for cultural, sports and other leisure activities provide for a 24 hours a day 7 days a week use of the site which makes an area safer
for everyone to engage in activities. In addition, a major portion of the site is pedestrian friendly or for
pedestrians only which creates a safer site in particular for children.
Public transport
Parque Expo emphasised the importance of public transport to the site. A large multi-modal station
serves as a portal to the area. A direct metro line was built from the city centre to the site along with
bus and taxi service from the city and surrounding areas. Goods are transported by rail.
23
Lessons learned
Pitfalls
In reading through this description, it might appear to the reader that the revitalisation process from
the conceptual to the implementation stages has run smoothly and without any perturbations. It is
important to note, however, that there were many potential pitfalls along the way. Only because of a
number of crucial factors present in this particular process was it possible to conduct the revitalisation successfully.
Factors identified include the following
-
Publicly owned developer company who can act independently essential to process.
Parque Expo had to work under extreme time pressure because the entire site needed to be
presentable and ready for the Expo 98. The environmental assessment had to be streamlined
and the company was given special legal powers to execute the plan most efficiently. Without
such provisions, an ability to adjust to new circumstances as they arise, and a recognition that
lessons learned during the process need to be applied, redevelopment would not have been as
successful.
A clear concept and vision that guided the process throughout its duration.
Clear financial concept
Developers ability to finance the project even though some public subsidies arrived years after
projects were implemented.
Parque Expo
Creating the developer company Parque Expo was essential for a number of reasons. The firm was
able to streamline planning applications and conduct environmental assessments without having to
do an environmental impact statement. Parque Expo also was able to make fast-track decisions because it only had to deal with its board consisting of members from the municipality of Lisbon and the
State of Portugal rather than a large number of different stakeholders who all want to participate in
decision-making and push their own agendas.
Attract major firms
According to Parque Expo officials, it was crucial to attract large, well-known companies such as IBM
or Vodafone at the very beginning which signalled to everyone on the market that this was an important, strategically located site to move to. Without that, it would have been more challenging to attract
small and medium size businesses to the site.
Mixed Use
Even though it was intended from the very beginning, the concept of mixed use and its implementation demonstrates the success of integrating different uses on a site. Urban areas whose form resembles that of cities in medieval times often have integrated different uses and functions. In addition, most residents were able to obtain all necessities on foot. In the 21st century, there appears to
be a renaissance of the mixed use concept at least in some western European cities where attempts
are made to create pedestrian-friendly neighbourhoods and towns with a variety of public transport
opportunities and a mix of uses.
24
Figure 13: Oceanarium

Source: Blau, Lda., ed., 1998
Importance of shopping malls

The Vasco da Gama shopping centre, which serves as a portal to the entire site has acted as a
magnet for the Expo area during and after the Expo event. A very heterogeneous group of people
visit the shopping centre which boasts long opening hours, restaurants and cafes, cinemas along
with a large number of different shops. Some of them, according to Parque Expo officials certainly
combine a trip to the mall with a visit of the aquarium, one of the many restaurants on the site or
simply a stroll along the waterfront. Thus, the shopping centre draws many to the site who then discover other assets the site offers.
Financial issues
A major issue affecting the liquidity of Parque Expo and their ability to move quickly in a competitive
market was the fact that some of the funding from the State of Portugal was given to the firm only in
1999 after the Expo had already taken place and a lot of the site had been developed. The late arrival of public funding forced Parque Expo to take out expensive loans which had to be paid back and
continue to be paid back. The firm would have been debt-free a lot sooner and possibly could have
made better deals along the way, had they had the budget required at an earlier date.
Housing
After the Expo event was concluded, the city needed new housing and supported the construction of
new apartment buildings on the Parque Expo area. Many people have chosen to move to the site
because of its attractive location along the waterfront, the safety situation, and large amounts of quality green space and areas for recreational opportunities. But a few years ago, the city started a program aiming at revitalising the city centre and refurbishing many of the old buildings in the city. The
two strategies work counter to one another, although the City of Lisboa thinks that there will be a
large enough need for more housing to accommodate more people because the citys long-term
strategy is to have a population close to 1 million, the figure from a few decades ago. Now the population is around 560,000.
25
Conclusions
The success in revitalising this formerly derelict, heavily contaminated area shows how quickly an
area can be turned around and become vibrant, popular, diverse, interesting, and beautiful for a variety of different users. Parque Expo carried the primary responsibility in the task of regenerating the
area and was able to complete the task so quickly for a number of reasons. The Expo event was a
major factor in the success of the entire project because resources were pooled and focused on this
one event, additional infrastructure was built which in turn attracted the attention of investors and
firms. The developer also emphasised the need to think about how to use the site beyond the Expo
and developed a flexible, adaptable, mixed use concept that could be built for the long term. About
one third of the financing was public, the rest had to be financed privately. In addition, many of the
planning applications could be fast-tracked which also helped in completing construction of the site
more quickly.
The site is also unusual because of the large number of sustainable measures implemented such as
the technical gallery, recycling of construction materials, and a comprehensive monitoring plan. The
long list of lessons learned also demonstrates the value in sharing experiences made in large, complex revitalisation processes with others involved in similar processes.
Please also refer to Part II 2 B for more specific data on the city and the site and a description of
26
Bibliography
Interview partners
Joo Amorim, May 2003
Relaes Pblicas e Protocolo/Public Relations & Protocol Gabinete do Porta-Voz e Comunicao Institucional,
Parque Expo98, S.A.
Luis Viana Baptista, May 2003
Director Planeamento e Projectos Urbanos Parque Expo98, S.A.
Luis Cachada, May 2003
Infrastructure Specialist, Director Coordenador Requalificacao Ambiental, Parque Expo98, S.A.
Jorge Carvalho Mourao, May 2003
Camera municipal de Lisboa, DPE - Departamento de Planeamento Estratgico
Luis Miguel Rodrigues, May 2003
Environmental Specialist, Ambiente, Unidade de Gestao Urbana, Parque Expo98, S.A.
Joo Paulo Velez, May 2003
Spokesman for the Board Gabinete do Porta-Voz e Comunicao Institucional, Parque Expo98, S.A.
Literature
Blau, Lda., ed., 1998
Lisbon Expo 98 Exposio mundial de Lisboa, Arquitectura, Lisboa, Portugal, pp. 215
Farinha, O., 1998
Memria da interveno, Lisboa, pp. 86
Lisboa Camara Muncipal, Urbanismo, Centro de informao urbana de Lisboa, 2001
Lisboa Conhecer Pensar Fazer Cidade, Lisboa, pp. 119
Parque Expo 98, S.A, ed., 1999
Exposio Mundial de Lisboa de 1998, pp. 375
PARQUE EXPO 98
S.A., Requalificao Urbana e Ambiental (Environmental and Urban Renewal), 2002
Lisboa em Mapas, 2002
CD containing data on the City of Lisbon
http://www.cm-lisboa.pt/
http://www.parqueexpo.pt/
27
28
1 C Am Borsigturm, Berlin, Germany

Setting
The 15ha site Am Borsigturm lies in the North-western part of Berlin/Germany in the district Reinickendorf. The site can easily be reached via highway, railway, and the metro. Industrial production
has taken place on this site since the 1830s. The history of the site is strongly connected with the
famous entrepreneur-family Borsig, who has produced locomotives on this site and who has given
the site its current name Am Borsigturm. The revitalisation process started in 1992 and is nearly
completed in 2003.
History of the site

Am Borsigturm is one of the oldest industrial areas in Germany. Industrial production on this site
can be traced back to the 1830s when the entrepreneur Anton Egells moved his factory from the city
centre to the outskirts in the neighbourhood of Tegeler Lake. The most formative company for the
site was the Borsig company, which gave the site its name. The company of August Borsig was
founded in 1837, the first factory in Tegel was built in 1898 and became a symbol for economic
growth. More than 14,000 locomotives were produced in the Borsig factory. In 1924 the first highrise-building of Berlin the Borsigturm was built (height: 58m).
The production of locomotives (by Borsig) in Tegel stopped in 1930 for economic reasons, but industrial production on the site continued until today.
Because of its steady growth, the site was owned by many different companies. As a consequence
of industrial change, the economic situation of many producing companies deteriorated. Some
moved their production to cheaper countries, others went bankrupt. They left contaminated oldindustrial areas that were not very attractive for new companies.
Revitalisation plans and status/Management of the revitalisation

process
Situation before revitalisation
Before revitalisation, the site was a derelict industrial site surrounded by residential and other industrial areas (W: HerlitzAG, SW: Babcock-Borsig, S: abandoned factory halls of the steel factory and
some SMEs). Some buildings were classified as cultural heritage, some were in a very derelict state.
29
Figure 14: Site after the 1st World war

Source: Borsig zwischen Tradition und Aufbruch
Figure 15: Site in 1992

Source: Borsig zwischen Tradition und Aufbruch
Since the beginning of the 1990s very rapid structural change has taken place: Aside from the common trend of de-industrialisation and migration of companies and residents from the city centre to
suburban regions, Berlin had to cope with particular challenges. Before the fall of the Berlin wall,
(West-) Berlin had an exceptional position as an island in the middle of the GDR (German Democratic Republic). Therefore, the industry in Berlin enjoyed the privilege to be protected under special
conditions and received subsidies for the western part of the city. After the fall of the Berlin wall,
structural changes happened very fast. In the span of a few years, industry had to adapt to completely new market conditions. Similar processes also took place in other western European cities,
which often lasted several decades. On the other hand, the decision that Berlin would become capital of reunited Germany turned Berlin into a very attractive market for investments. Developer companies were very interested in the sites expecting a booming market and a lucrative deal.
In 1992, Herlitz AG, producer of office equipment and stationery on the site bought a large area Am
Borsigturm from Thyssen Stahl AG. In order to develop the area, Herlitz founded the developer
company Herlitz Falkenhh AG as a subsidiary (today RSE Projektmanagement AG subsidiary of
the RSE Grundbesitz und Beteiligungs AG). That marked the starting point for revitalising the site
Am Borsigturm.
30
Administrative framework
In November 1992, an initiative of the Senate of Berlin was passed which should protect and maintain industrial sites within city borders (Industrieflchensicherungskonzept, short: ISK). The Borsig
area was selected by the Senate to be included in the instrument. One provision of the concept was
that selected areas were zoned for industrial use only. The aim of the instrument was to prevent
suburbanisation of industry, to transform Berlin into a modern, economically attractive location, and
to maintain prices for industrial land at acceptable levels. The measure was very effective resulting in
stable prices for industrial land, but restrained developers who need and want to operate on a free
market. Large investors from the industrial sector failed to appear, which meant that the objectives of
the instrument needed to be reconsidered. Studies were conducted which showed the importance of
spatial proximity between pre-supplier, industrial companies and services. For successful economic
development, networking between industry and services becomes more and more important,
whereas the classic separation between industry and services no longer makes sense because
boundaries between the sectors are disappearing. As a result, the city administration revised the
concept in 1999 and also allowed production-oriented services, not just industrial use.
The revitalisation process
The developer RSE Projektmanagement AG was in charge of the entire revitalisation process. The
process was initiated by Herlitz Falkenhh AG, a subsidiary of the Herlitz AG (producer of office
equipment and stationery on the site). In 1999, Herlitz Falkenhh AG was taken over by RSE Projektmanagment AG, which is one of the leading German real estate companies. The developer company financed the majority of the revitalisation whereas the city and the EU provided only partial financial support. RSE had full responsibility for the revitalisation; added challenges were their dependence on the market on the one hand and on the other hand the recognition that the project
needed to be approved by the public administration.
RSE embarked on a strategy to develop the site in intensive co-operation with the City of Berlin,
which was essential for a successful implementation of the project. Both parties benefited from the
co-operation: the developer was able to obtain approvals from the city and the city was guaranteed
that redevelopment of the site fit into the Citys urban concept. The central question for the city was:
How does manufacturing change in the city and how should the city react to the economic changes?
The close interaction with the developer supported a better understanding of market needs.
In 1993, RSE presented an integrated mixed use concept, which was in line with the citys strategies
(maintaining industry in the city, improving living conditions in the district) and with economic
changes (decline of the manufacturing industry, growth of light industry and services). This concept
contained the basic principals for all further planning. The main idea of the concept was to combine
light, environmentally friendly industry and production-oriented services with other uses such as residential, shopping, recreational and leisure to create a truly mixed use site. Am Borsigturm should
become the new economic centre of north-western Berlin. Preservation of historic buildings and old
structures should also play an important role. The centre or heart of the site became the Borsigturm, a cultural heritage and landmark of the site. The history of the site was viewed as an asset and
therefore as a chance rather than a burden for the revitalisation.
During the revitalisation process, further plans and concepts were developed, demand analyses
were conducted, ideas and strategies were revised and adapted. Basic ideas and concepts existed
right from the start and were necessary to give the whole process a direction, but the implementation
was a process, which lasted more than 10 years and had to be realised step by step, always taking
into account new experiences and changed circumstances.
31
What does the site look like today?
Figure 16: Model of the site Am Borsigturm

Source: http://www.am-borsigturm.de/#
The revitalisation process has already lasted for more than 10 years and is approximately 80% complete. Following the principles of mixed use, the site was opened to the population and reintegrated
into the urban fabric.
At the beginning of 2003, there were approximately 1,000-1,500 employees and 80-100 small and
medium size companies on the site; 65,000m2 are occupied (rented), 30,000 are still unoccupied.
The developer company already invested 440 Mio Euros which includes decontamination, site preparation for reuse, restoration costs, infrastructure and construction costs.
Different types of uses can now be found on the former industrial site:
-
Residential use (see model, nr. 5):

206 flats were built, including a day care centre, and senior- and handicapped-friendly flats
Offices:
In 1999, the first phase of construction of the office park (see model, nr. 9) was finished. Three
6-story office buildings and one hotel with 105 rooms (nr. 7) have already been constructed.
The Borsigturm (nr. 8) is located in the middle of the site, and has housed the developer company since 1995. Additionally, the building provides office space for service-suppliers. For the
successful restoration of the Borsigturm, the building was honoured with the "Bauherrenpreis" in
1996, a special award for excellent refurbishment of old buildings.
Another office building lies directly on Berliner Strae (nr. 1). The upper storeys accommodate
offices, in particular for users of large joint areas. The two lower storeys of the building are occupied by retail in the "Hallen Am Borsigturm".
Trade and innovation park (nr. 4):

1998 the technology centre for new industries was opened. The third construction phase was
completed in 2001.
The trade and innovation park includes the incubation centre Phnix. Thematic focus of the incubation centre lies in the field of traffic engineering technologies. The building offers rooms
suitable for small manufacturing companies as well as offices. The incubation centre was publicly funded to improve the economy at a regional level.
32
Shopping centre:
The shopping centre (nr. 2) (architect: Claude Vasconi) was opened in 1999 and was fully occupied before opening. It contains 120 shops, international restaurants, and services. The Hallen am Borsigturm received the real estate award 2000 and the Certificate of Merit of the international Council of Shopping Centres.
Office and health centre (nr. 6):

This building formerly housed Borsig headquarters and was preserved as a cultural heritage
building with new uses. One part of the building was rebuilt to become a health centre, which
houses different physicians.
Parking:
The indoor parking garage (nr. 3) provides 1,600 parking spaces.
Motorola:
Motorola (nr. 10) was attracted to the site, but bought the land it occupies due to a special deal
with the city the city paid for the decontamination and commissioned a major order).
Improvement of the ecological situation:
-
Clean up of contaminated site
Compliance with environmental requirements:

Impervious surfaces had to be removed from 20% of the site additional tree plantations took
place and court yards were constructed. Only 50% of rainwater can be discharged into the public waste water system, the rest has to be infiltrated therefore infiltration ditches had to be
built. Builders had to comply with emission requirements throughout the construction phase.
Through improving the ecological situation, the site increased in value and was opened for new uses.
The site was no longer restricted to only industrial use, but developed into a mixed use area.
Thereby, integration into the urban fabric was markedly improved. The site is now accessible to all
residents and improved the quality of the whole district.
Although the revitalisation affected a radical restructuring and modernisation of the site, historical
features were kept alive. Monuments were restored and maintained as land marks (e.g. the Borsigturm). This facilitated building a sense of identity among residents for the new site.
Lessons learned
Pitfalls
After the fall of the Berlin wall, Berlin had to cope with rapidly changing economic conditions. It was
a big challenge to adapt to completely new market conditions in the span of a few years. High expectations were present on the real estate market and at first the City of Berlin reacted with restrictions
and regulations to the new situation. But soon Berlin had to realise that it made no sense to conserve prior conditions and adapted its strategies and plans to the changes. This was a necessary
step to enable modernisation of the urban economic structure.
33
The revitalised 14 ha site Am Borsigturm offers high quality living and working conditions and improves the value of the whole district. RSE was able to establish such harmonised structures, because the company owned the whole area and had a holistic concept for the site. Transforming
large, old industrial sites to modern, vital living and working places, needs a vision, a concept and
ownership of the site.
Balance between public and private interests
Many different stakeholders are directly or indirectly affected by and involved in a revitalisation process when it takes place in the middle of an urban area. Often like in this example - the revitalisation
is conducted by a developer company who mainly has economic objectives and not social or ecological priorities that would be in the interest of the city or neighbouring residents. However, finding a
balance between private and public interests is essential for a successful re-integration of an abandoned site into the urban fabric.
Therefore, close co-operation and contracts between the developer and the city were very important
in the successful revitalisation of the site Am Borsigturm.
Co-operation
Key factors
-
Willingness of authorities to cooperate with the developer
Direct communication with representatives of decision-making authority
Formal base for the co-operation between officials and the developer were 2 contracts: one for the
housing project (e.g. to include a day-care centre, senior- and handicapped-friendly flats etc.); the
second contract was regarding street furniture and infrastructure of the site to improve access. All
streets, bicycle lanes, and sidewalks had to be financed by the developer and not by the city. These
important infrastructure elements guarantee integration into the existing urban fabric and improve the
quality of the whole district.
Environmental regulation
RSE had to comply with environmental regulations and requirements such as providing for at least
20% green areas on the site. The city in turn also had an obligation to fulfil. In 1996, the city adapted
the land use designation plan, whereby the Berlin Senates restrictive concept of allowing industrial
use only in certain areas was softened.
Site image
In order to improve the sites image, maintenance of historical buildings and design on the entire site
were very important issues. To that end, the Senate and the developer company conducted an urbandesign competition to obtain the best design solutions. The main buildings were designed by the
following architects: Claude Vasconi (shopping centre), Axel Schultes (office park), Walter Rolfes
(trade and innovation park). Accepting the history of the site as a brand and not a burden improved
quality and acceptance of this new quarter.
34
Figure 17: Before revitalisation

Source: Birk and Engel, 2000
Figure 18: After revitalisation

Source: Birk and Engel, 2000
Ownership
One of the key issues in any successful revitalisation process is land ownership. In this example, the
developer company RSE owns the land, which enables the company to devise a development concept for the whole site. Only the Motorola site is owned by Motorola and could not be included in the
development plan.
Funding issues in long-term processes
In many cases, revitalisation is a long term process with many ups and downs. For the realisation, a
vision and a visionary are needed, people who believe in the projects future success and are willing
to move through the cycles of the process. Initial financial support for e.g. infrastructure or decontamination can also help start the process and facilitate project improvements. However, restructuring must adapt to the needs of the region and the market and must therefore be able to finance itself
without continuous funding.
35
Conclusions
Berlin was confronted with a very particular situation: with the fall of the Berlin wall changes came
very sudden and fast. That caused an unexpected and uncertain situation which was hard to deal
with, but also an atmosphere of departure and new opportunities. In the example of Am Borsigturm,
the challenge to change was taken on by Herlitz Falkenhh AG, later RSE Projektmanagement AG.
The new situation and uncertainty about future development resulted in speculation and the need for
regulative measures. The Berlin Senate had to set a framework to regulate the free real estate market for industrial sites with the help of the ISK. In order to find a balance between public and private
interests, exchange between the Berlin Senate and the developer company was essential. The authorities provided the regulative framework for protection of public interests and the developer reflected upon and followed market needs, a fundamental issue when having to adapt to changes.
In summary, key elements of the revitalisation process in Berlin are:
-
Taking on the challenge for change and believing in the potential for successful restructuring
Cooperation between authorities and developer
Staying adaptive to new circumstances and needs
Using the history of the site as a brand for future development and for strengthening the identification with the site
Please also refer to Part II 2 C for more specific data on the city and the site and a description of
36
Bibliography
Interview partners
Peter Hoffmann, January 2003
Construction manager, Project planning and supervision RSE, Projektmanagement AG
Hans-Peter Rosenbrock and Marius Helmuth-Palant, January 2003
Office of City Planning of the district Reinickendorf
Further contacts with

Axel Gruenberg
Berlin Senate Department of Urban Development
Falko Liecke
Berlin Senate Department of economics, employment and women
Carsten Rothmann
Environment, Health and Safety Manager, Motorola Funk Berlin
Mr. Dhler
Deutsche Babcock Borsig AG
Literature
Senatsverwaltung fr Wirtschaft und Technologie
Wirtschaftsstandort Berlin Entwicklungskonzept fr den produktionsgeprgten Bereich
M. Birk, H. Engel, Deutsches Technikmuseum Berlin (editors), 2000
Borsig Zwischen Tradition und Aufbruch. Jovis. Berlin
H. Lindner, J. Schmalfu, 1987
150 Jahre Borsig Berlin-Tegel. Nicolaische Verlagsbuchhandlung Berlin, Berliner Beitrge zur Technikgeschichte
und Industriekultur. Schriftenreihe des Museums fr Verkehr und Technik Berlin. Band 7
Bezirksamt Reinickendorf (editors), 1998
Die Denkmale in Berlin-Reinickendorf. Jaron Verlag. Berlin
Flchennutzungsplan Berlin Oktober, 1998
RSE Projektmanagement AG: Info-Package: Der neue Standort im Neuen Berlin Am Borsigturm.
http://www.statistik-berlin.de/
http://www.hallen-am-borsigturm.de/
http://www.am-borsigturm.de/
http://www.phoenix-gruenderzentrum.de/
http://www.berlin.de/
Friedrich Ebert Stiftung, 1999
Entwicklungspotentiale in Stadtteilen und Stadtteilzentren: eine Veranstaltung der Friedrich-Ebert-Stiftung am 14.
April 1999 in Bonn. Electronic ed.: Bonn, FES Library, 2001
http://library.fes.de/fulltext/fo-wirtschaft/00951001.htm
37
38
1 D BMW-Steyr, Steyr, Austria

Setting
Figure 19: Map of Steyr

Source: ARC land use model; Map of Austria
Steyr is a medium-sized town in the province of Upper Austria with 40,000 inhabitants. It has a long
industrial tradition with its origin in the early 19th century. The site is located in the Eastern part of the
town, next to residential areas that developed in the immediate neighbourhood of the Steyr industrial
plants. The site encompasses 22.2 ha and is the location of BMWs diesel engine development and
production. For the transportation of goods, the railway runs directly through the area and is frequently used. There is no direct highway connection to Steyr, which creates access problems and is
a major disadvantage for the company.
History of the site

The origin of the industry in Steyr lies in the arms production. After the 1st World War, the industry in
Steyr suffered a complete break-down. After the 2nd World War, the industry received a new impulse
in the direction of automobile production. Mainly responsible for economic development in the region
was the Steyr-Daimler-Puch AG (SDP), once the largest industrial company in Austria. The whole
region depended on employment in the Steyr plants. In the 20s and 30s, economic instability and
resulting declines in production lead to dramatic unemployment and poverty in the region. After the
2nd World War, Steyr suffered a second economic crisis. Parts of the plants were destroyed or dismantled. Step by step, the plants were reconstructed and in the middle of the 1970s, Steyr Daimler
Puch reached the highest number of employees ever. In 1979, BMW and SDP-AG founded a new
BMW-Steyr Motoren GmbH. In the early 80ies the economic downturn led to a crisis in SDP. As a
consequence, the company was sold to international entrepreneurs. In 1981, the BMW-Steyr Motoren Gmbh became a 100% subsidiary of the BMW AG.
Today, BMW Steyr is a very successful company with 2,500 employees, a production of 630,000
engines per year and an added value of 1,781 Mio Euros per year. BMW is very important for the city
of Steyr in multiple ways: BMW is a major employer and tax payer in the city, helps improve the image and attracts many suppliers from the metal-working sector. Steyr as a location is considered to
be relatively secure, although BMW Steyr is a subsidiary of an international company. Aside from
production, BMW diesel engine development is also fully based in Steyr. The majority of BMWs
39
world-wide drive with engines from Steyr. Successful development of the company leads to an
enlargement of the BMW area. The BMW plant is embedded into the urban fabric, which means that
spatial resources for enlargement are scarce. Even though, BMW decided to use Hinterberg, an old
industrial area adjacent to the BMW site to expand to. The main problem for reuse was site contamination, because of the sites former use as landfill for industrial waste and construction materials
between 1975 and 1979. A contaminated flood detention basin was located next to the landfill which
was used for waste water from metal foundries since 1941. The State of Upper Austria conducted
clean-up of both sites which cost approximately 18 Mio Euros.

process
BMWs move to Steyr, the companys successive development at that location and revitalisation of
the area can only be fully understood when considering all measures employed by different stakeholders in the whole region. Initiatives of public authorities have supported regeneration of industry in
the region. The city of Steyr currently focuses on three main targets:
-
To keep industry in Steyr: get away from being dependent on a single, dominant company and
improve infrastructure and access to the site. E.g. the city bought land for developing an industrial services park named Stadtgut Steyr and tries to attract new companies to the site.
To become a location for higher studies such as vocational colleges: expanding course offers in
Steyr; improving the linkage between qualifications present at the local labour market and industry.
Steyr can already offer a good educational and technological infrastructure:
HTL (technical vocational schools) in the fields of electronics, automotive engineering,

mechatronics, and metal design
Fachhochschule (vocational colleges): 5 fields of study:

-
Production and management
International logistics management
Process management health
E-business
International technical marketing management
Planned for 2004/5: business development
To obtain the world heritage listing: Steyr has good chances, if it applies as a city lying along the
Eisenstrae (iron road)
Several initiatives were started to reach these targets and to strengthen Steyr as a location. In 1986,
the city of Steyr founded a centre for research and training in different technologies (Forschungsund Ausbildungszentrum Arbeit und Technik) (FAZAT Steyr). Together with the TMG of Upper Austria and the TiG (Agency for providing technological impulses funded by the federal government) it
has developed into an agency for regional development and sets activities in the fields of local marketing, regional development, project management for construction and real estate supervision for
FAZAT Steyr. FAZAT was the driving force for the foundation of the industrial services park Stadtgut
Steyr, which was opened in 2002. The city of Steyr also played an important role right from the start.
The city bought the land for the park and adapted its planning politics to this new industrial zone. The
park is supposed to be developed into an R&D centre for the region. FAZAT is responsible for opera40
tions management of the park and tries to attract developers and engineering companies. A first
success is having attracted Profactor, a centre of excellence for industrial research and development
with more than 45 scientists. Profactor aims to enhance the competitiveness of the production sector
and supports research, development and introduction of new production concepts and new technologies. This project is funded by EU Objective 2 money and the state of Upper Austria.
The TIC Steyr (Technology and Innovation Centre), which is similar to an incubation centre, is also
located at the Stadtgut Steyr. FAZAT was responsible for its establishment and conducts operations
management of TIC Steyr.
Another initiative comes from the state of Upper Austria: The TMG, the agency for technology management and business development of Upper Austria, is a not-for-profit organisation and should
coordinate and support the settlement of new companies and the transfer of knowledge between
universities, research institutes, and industry. The TMG also initiated the formation of clusters for
automobiles, diesel-technologies, synthetics, wood and health. The clusters are trans-disciplinary
networks for the support of innovation and international competitiveness.
TiG offers funding programmes for improving technological infrastructure and cooperation between
science and industry, and wants to help increase the innovative potential of the region.1
There are multiple aspects of sustainability in this example:
On the political level, the strategies of the city of Steyr show elements of sustainability:
-
To foster development of a heterogeneous set of industries and to decrease dependency on

single dominant firms.
To improve educational facilities for the local population and to strengthen the linkage between
research, education and industry
To improve the image of the city and the region
Environmental conditions on the site itself have improved as well:

-
Clean up of contaminated sites in Hinterberg
Reduction in the use of energy and water, reduction of emissions and noise ( EMAS certification of BMW Steyr)
Company vans are available that can be used by employees for car pools
1 http://www.tig.or.at/en/
41
Lessons learned
Industry in Steyr
Revitalising old industrial sites and changing the economic structure in Steyr has been and still is an
arduous, long-term process. Industry is deeply engrained in the citys fabric, the regional economy
and part of peoples identity change needs time. The need for change became evident for the first
time in the 1920s, when an industrial crisis caused dramatic poverty in the region. Gradually, Steyr
realised that a strong dependency on a single type of industry cannot lead to a sustainable employment situation in the city nor does it have an economic future on the global market. Therefore, various stakeholders have tried to bring new impetus to the region. Developing BMW successfully is only
one piece of the modernisation process in Steyr, albeit a crucial one. BMW attracts many other
metal-working companies and is the centre of a cluster of suppliers.
Education and training
The greatest strength of Steyr is its long industrial tradition and a highly qualified work force. Steyr
tries to use and to improve upon this valuable asset by offering a variety of educational facilities, in
particular occupational schools, such as technical vocational schools in engineering and vocational
colleges (Fachhochschulen). FAZAT Steyr tries to attract research institutes to Steyr. The interchange between research education industry is essential for keeping up with the market and its
fast changes.
BMW
A highly qualified workforce and the existence of a network of technology, research and centres of
excellence were major reasons for BMW to invest in Steyr. On the other hand, due to the statements
of our interview partners at BMW, the companys location within the urban fabric still is problematic.
The firm has to comply with many regulations (emissions, noise, traffic) and there are spatial restrictions if the plant were to be enlarged. In order to keep companies within city borders, incentives are
offered by at provincial and city levels, e.g. for clean up of contaminated land to allow for an
enlargement of the BMW plant. BMW has always tried to minimise nuisance for neighbouring residents and to improve production efficiency. BMW Steyr annually publishes an environmental declaration and is EMAS certified. There are efforts on both sides BMW and authorities to balance public
and private interests.
Conclusions
In times of crisis, restructuring is very difficult, sometimes even impossible and takes a long time.
The process can be accelerated and supported through external initiatives from organisations such
as the TMG or TiG and financial support through national and European funding. Although external
support can be very helpful, the process should not be top down, but has to be supported by the
local population. Resources originating directly in the region are its greatest strength. Realising, using and enhancing this potential is the key for future development of a region like Steyr.
Variety and a diverse industry instead of one sector dominating are also essential for long term stability and resilience. It minimises dependence on single companies or industrial branches and makes
the economy more adaptable to changes. Steyr is aware of the risks a single-sector economy entails
and fosters industrial heterogeneity e.g. with the foundation of the TIC, which supports smaller businesses and start-ups.
42
Networking between research, education, and industry also strengthens the adaptability of an economy. Constant exchange is essential for keeping up with the market and its rapid changes. Steyr
already has a wide range of educational facilities and continues to improve upon the existing situation. Profactor, a centre of excellence for industrial research and development, can be seen as a first
step to establish research activities in Steyr.
If there is such a strong linkage between flourishing industry and prosperity of a city and region like in
Steyr, a continuous interaction between industry and authorities for balancing private and public interests has to take place. There is national, regional and local support for maintaining industry in the
city of Steyr including funding, a large number of higher education facilities, other educational facilities and research institutes, establishment of a network of technology, research and centres of excellence etc. For protecting society and the environment, private interests of firms also have to be restricted by regulations. Additional incentives and regulations, and exchange between public and private entities could still be enhanced in Steyr.
In summary, key elements of regeneration in Steyr are:
-
Enhancement of the regions inherent potential
Industrial heterogeneity
Strengthening of networking between

-
public and private entities
research, education, and industry
different companies
Please also refer to Part II 2 D for more specific data on the city and the site and a description of
43
Bibliography
Interview partners
Gnter Grabner, November 2002
Representative for urban development of the City of Steyr, Regional representative for environmental- and landscape-protection of Upper Austria, Magistrat-Steyr
Peter Jaros, November 2002
Fazat-Steyr
Heribert Moser, November 2002
Representative for environmental protection, BMW-Steyr
Literature
http://bmw.at/motoren-steyr/
http://bmwa.gv.at
http://www.austrianmap.at/
http://www.fazat-steyr.at/
http://www.museum-steyr.at
http://www.ooe.gv.at
http://www.profactor.at
http://www.statistik.at/index.shtml
http://www.steyr.at/
http://www.tig.or.at/
http://www.tmg.at/
Umwelterklrung 2001
BMW Motoren GmbH, Standort Steyr
44
1 E Parc Logistic in the Zona Franca, Barcelona, Spain

Setting
The site lies in the South-Western part of Barcelona between the river Llobregat and the ring highway Ronda del Litoral. Zona Franca encompasses 600ha, whereas the revitalised site Parc Logistic
has an actual size of 40ha. Industrial use of the site can be traced back to the beginning of the 20th
century, when El Consorci de la Zona Franca was founded in 1916 by the City Council and the
Chamber of Commerce to develop the Zona Franca, a tariff-free zone of Barcelona. The original
project was focused on industrial use. Today, Zona Franca Industrial Estate is the biggest and most
active industrial area in Spain, where 250 businesses are located and 43,429 direct and 276,000
indirect jobs were generated in 20012. For a certain part of the site, namely the 40ha Parc Logistic
area, first attempts are already made to transform the formerly exclusive industrial site. Zona Franca
Parc Logistic was opened in 1992.
Site location is ideal, because it is close to the city centre, the airport, and next to the coastal ring
road (Ronda del Litoral) and the port. Until now, public transportation has been insufficient, but the
L9 Barcelona-Airport metro line with a station at Parc Logistic Avenue is being planned.
Parc Logistic
Zona Franca
Figure 20: Location of Zona Franca and Parc Logistic

Source: El Consorci: Annual report 2001 p.58
History of the site

Barcelona has been an industrial city since the beginning of the 18th century.3 Industry has shaped
the citys form and is important for its identity. Originally, industry was situated in the centre of town,
but with growth and enlargement of factories, companies moved out to the outskirts or neighbouring
municipalities of Barcelona.
2 Annual report 2001 of El Consorci, p.15

3 Internet print-out Barcelona an industrial city
45
Before Zona Francas industrialisation, the site was agriculturally used. In the early 20th century, the
city decided to transform the site into the main industrial location of Barcelona. After the City of Barcelona purchased the area, El Consorci de la Zona Franca was founded in 1916 by the City Council
and the Chamber of Commerce to develop the site. The tariff free zone la Zona Franca was
given to El Consorci as seed capital. Today, it still belongs to El Consorci and premises can only be
rented not sold. The original focus of El Consorci was to establish industrial use in Zona Franca.
In 1950, the Sociedad Espaola de Automviles de Turismo, S.A. (SEAT) was founded and built its
first factory in Zona Franca. SEAT was created under the auspices of the National Institute of Industry (INI); in 1981, 95% were owned by INI. Thus, SEAT became the first wholly-owned Spanish carmaker. In 1971, SEAT was Spain's largest industrial company and dominated the Spanish car industry in the following decades, with 32,000 employees in 1980 and a production peak of 430,000 cars
in 1988. In 1993, SEAT closed its old factories in Zona Franca and concentrated on production in
Martorell, which lies in the Northwest of Barcelona. This marked the beginning of the site conversion
process. In 1995, agreements were signed with El Consorci on use of the land occupied by SEAT up
to that point and the site was sold to El Consorci.
Parc Logistic became responsible for recovering the site. The aim of Parc Logistic was to transform
the site and to replace traditional industrial use with other, more innovative commercial and industrial
activities (particularly in the field of logistics). Currently, two thirds of the site are in industrial use and
one third is used by logistics firms.

Parc Logistic
Parc Logstic de la Zona Franca S.A. was founded in 1997 and was responsible for revitalising the
abandoned SEAT site. The site is situated very close to the city centre, the airport, and the port and
thus offers ideal preconditions for logistical use.
For transforming the site to more innovative industries in the field of logistics, the site had to be
equipped with modern infrastructure and technologies. Parc Logistic has a dedicated public telephone switchboard with more than 7,000 lines, a fibre-optic ring that will connect all the buildings and
premises and all necessary infrastructure for value-added services (standard wired telephone, cellular telephone and cordless telephone, configuration of virtual switchboards, private digital
switchboards, pp data-transmission lines, Frame Relay and ATM networks, Internet access, configuration of private networks between different buildings etc.).4 Even though the site might have been
contaminated during previous uses, site clean-up was not conducted. The site offers plenty of outdoor parking lots and underground parking in the buildings. A metro line connecting Parc Logistic
with the airport and the city centre is planned. A certain mix of cafs, restaurants, shops, banking,
travel agencies etc. shall create an optimum working environment for employees. Parc Logistic coordinates basic services such as surveillance and security, maintenance and cleaning of common facilities, selective waste collection and garden maintenance.
150.3 Mio. Euros were invested (in total) for transforming to area into a logistic park. Parc Logistic
now offers 105,000 m2 warehouse space and 22,000 m2 office space. Architect Ricardo Bofill designed the spectacular looking buildings shown below, whose roofs are reminiscent of waves.
4 Parc Logistic de la Zona Franca
46
Figure 21: Models of the office buildings

Source: http://www.elconsorci.net/
Figure 22: Parc Logistic under construction

Source: Annual report of El Consorci
Use of the buildings is flexible and warehouse and office space can be rented modularly (from 1,300
to 21,000m2). The first phase of the revitalisation is fully completed now. The first two office-buildings
have already been finished and are occupied by El Consorci and Autopistas (C.E.S.A.). Clients of
Zona Franca Logistic Parc include Actebis, Aeris, E. Erhardt, Esmar, Fagor, Federal mogul friction,
Hamman Group, Hennes&Mauritz, IP Powerhouse, Telefnica Distribution Services.
Future construction activities
Further construction activities depend on market needs. Enlargement of the logistic area depends on
whether SEAT wants to stay on the site or move to another location. However, plans already exist to
expand the logistic park to 120ha. In the near future, more buildings with another 35,000m2 of office
space are planned and at the end of the process, the site will offer 90,000 m2. For lack of demand,
office space is not reserved for logistical use only, but will be open for a variety of uses instead. The
strategy of Parc Logistic is to construct buildings in anticipation of demand and then wait for companies to move in.
Political framework in Barcelona
Redevelopment of Parc Logistic is embedded into a political framework aiming at revitalising Barcelona. With the Olympic Games in 1992, renewal of the city commenced. The enormous collective
effort of central, regional, and local government in creating a vital and successful city prior to and
47
during the Olympic Games served as a catalyst for the citys transformation. Several initiatives were
started and many areas have been revitalised, mainly for business or residential use. The government has supported industrial policy initiatives to create industrial estates in order to move economic
activities outside the city. Industrial growth then shifted to the outskirts of the city. Between 1990 and
2000, industry grew by 2,000ha outside the Barcelona municipality. Currently, Barcelona is the largest industrial agglomeration in Spain and the fifth largest in Europe5. The service sector dominates
the economy with almost 80% of the employed population.6 The centre of urban industry is located in
the Zona Franca.
Port of Barcelona
The transformation of the former industrial site of SEAT to a logistic parc did not happen accidentally.
It fits well into the strategy of the city to expand the port of Barcelona to a hub of southern Europe.
Barcelona has excellent potential as a logistics platform: it offers ideal infrastructure (airport, highway, proximity to the city centre) and it is already the top port in the Mediterranean and second in
Europe in terms of car exports. The port possesses special terminals for cars and car components,
which are produced in Zona Franca or in the Barcelona region and exported. The expansion of the
Logistics Activities Zone (ZAL) (265 ha) is a key project in promoting the Port as an intermodal freight
distribution hub for southern Europe specialising in the logistics handling of sea traffic.7 Both ZAL
and Parc Logistic markedly improve Barcelonas potential to succeed in the logistics sector.
Major redevelopment projects in Barcelona
In addition to the transformation already described, there are four major redevelopment projects in
Barcelona called FORUM 2004, 22@bcn, Delta Plan, and Sagrera-Sant Andreu. Each of them plays
an important role in developing a city that is recognised internationally and in particular in the Mediterranean countries as one of the major players in commerce, industry, and culture. The Delta Plan
will be described in more detail because it is geographically close to Zona Franca and development
plans overlap.
5 Barcelona a city to B, p.24

48
Figure 23: The four major projects of Barcelona currently

Source: Barcelona City Council: Barcelona the place to B. S.45
Delta Plan
The River Llobregat Delta Plan is a cooperation agreement between the Spanish and Catalan government and local authorities to develop major transport infrastructure projects in the area
The Plan Delta includes the following measures and development projects:
-
Re-channelling of the last section of the river Llobregat 2.5 km to the south.
Expansion of the port of Barcelona.
Expansion of Barcelona airport to include construction of a third runway.
Construction of new European-gauge tracks for the projected High- Speed Train, from Castellbisbal to the port and airport.
Construction of the Llobregat highway, along the right bank of the river - already in progress.
Construction of the Llobregat Sewage Treatment Plant: will be one of the biggest in Europe. It
will serve a population of 2 million from the city of Barcelona and 8 surrounding towns. The investment amounts to approximately 2 billion Euros, 80% of which is funded by the EU. The water is cleaned to 98% (includes tertiary treatment). Up to this point, capacity has been insufficient, and a lot of sewage has reached the sea untreated.
49
Figure 24: Current situation at the port

Source: Internet
Figure 25: Development due to the Plan Delta

Source: http://www.enpc.fr/enseignements/Legait/projet/MEI/Barcelone/plandelta.htm
There is also scepticism among the population towards this project, because re-channelling the river
endangers existing wetlands. Two nature reserves, "La Ricarda-Ca l'Arana" and "El RemolarFilipines", which were established in 1987, are now in grave danger of disappearing.8

El Consorci
Revitalisation of the abandoned SEAT-site was conducted by Parc Logstic de la Zona Franca, S.A.,
which was founded in 1997 as a joint-venture between Autopistas Concesionaria Espaola, S.A.
(ACESA) and El Consorci de la Zona Franca de Barcelona. ACESA is the leading company in Spain
in managing toll motorways. El Concorci is a public company, but managed like a private company
with a mandate to make decisions that take into account the social impacts of its actions. El Consorcis board is made up of politicians from the municipality and ministries. Parc Logistic is an independent agency (S.A.), but has strong connections to El Consorci; e.g. the President of Parc Logistic, Mr. Enrique Lacalle, is also the Special State Delegate of El Consorci.
8 http://personal.redestb.es/llp0001/plan2.htm
50
Redevelopment of the abandoned SEAT-site and the transformation process in Zona franca are
accompanied by several other projects such as Delta Plan as previously mentioned. These projects
are financed and supported by local, regional and national authorities. Political strategies and plans
of the city of Barcelona have to comply with the political framework on the regional level (Catalonia)
and the national level. Barcelona as the capital of Catalonia, has to define its own identity and solidify
its position alongside Madrid, the capital of Spain.
Strategic Plan
Currently, Barcelona is the largest industrial agglomeration in Spain. 1986-1991 the loss of jobs in
the city of Barcelona (-35,655 jobs) was almost equivalent to the number of new jobs created in the
first metropolitan belt (44,095). Typical urban-suburban commute patterns can be observed between
the inner metropolitan area (city+first belt, encompassing 33 municipalities) and the second belt
(=Barcelona region, encompassing 163 municipalities). The city and its first suburban belt are intensively interlinked; functionally they represent a unit. There is also a tendency of the tertiary sector to
move out of Barcelona. The size of the companies decreases and the degree of specialisation increases. In order to be able to cope with and manage these changes, Barcelona decided to develop
a Strategic Plan. The recent Strategic plan of 2002 already encompasses the metropolitan area of
Barcelona, which is increasing in importance. Current dynamics are driving the Barcelona region in
the direction of a more integrated urban structure, functionally less centralised and morphologically
more reticulate. Barcelona and its immediate surroundings will continue to play a decisive role in the
region as a whole.
The Strategic Metropolitan Plan of Barcelona is a public-private cooperation, established by a private, non-profit association founded in 1988. El Concorci de Zona Franca was an initiator of the
foundation and is member of the association. In 2002, the association extended its metropolitan
scope and representatives of 8 municipalities (of the 36) became members of the Executive Committee. The Associations General Council includes 300 members including private companies, public
institutions, and governmental bodies.
Principal milestones:
-
1988: Plan initiated
1990: 1st Barcelona Strategic Plan approved
1992: The Olympic Games
1994: 2nd Plan approved
1999: 3rd Plan approved
2002: 1st metropolitan Plan initiated
Adaptation
The revitalisation was a reaction and adaptation to new circumstances. The old industrial structure
was transformed to new modern industry in the field of logistics. This fits well to the existing industrial
structure and uses the given potential of the site (proximity to the airport, port, city centre). The establishment of the logistic park is complementary to plans to expand the port of Barcelona to a hub of
southern Europe.
51
Improvement of infrastructure
To ameliorate the condition and image of the site, the infrastructure had to be improved. Roads,
parking lots and underground parking were built, the site was equipped with fibre-optic networks and
plans for a new metro line already exist.
Llobregat Sewage Treatment Plant
Improvement of purification capacity and quality of treatment (tertiary treatment). Will also contribute
to improving sea water quality.
Ecopark
In 2002, Barcelona has opened a new Ecopark in the Zona Franca area. Its the first facility for complete treatment of municipal waste in the metropolitan area of Barcelona. This plant will permit the
treatment of 325,000 tons of waste materials each year, will convert part of the citys urban waste
into biogas, electricity and fertiliser, and will recover reusable materials, all of which will result in an
improved environment.
Lessons learned
Metropolitan Area versus Barcelona proper
The metropolitan region of Barcelona is the most important industrial area of Spain. A closer look on
the region reveals that a distinction between the core city and its suburban rings has to be made.
The city itself tries to transform its old industrial structures to new, modern ones, which fit into the
urban fabric and are in compliance with plans for high quality tourism and a city for its residents.
Therefore, knowledge-based economies are supported, and abandoned areas are revitalised for
business and residential use. Industry moves voluntarily or is displaced to the outskirts of Barcelona.
Our example, Zona Franca, also lies at the periphery of the city, but still within its borders. The Zona
Franca is a large industrial area of 600ha and lies in a unique position within the city, because of its
proximity to the port and the airport. Additionally, it fits in with political strategies to expand the port of
Barcelona to a hub for Southern-Europe. Therefore, public and private interests in Zona Franca
complement one other. The establishment of the Parc Logistic does not exclude or eliminate existing
industry, but is a necessary reaction to the structural changes in Zona Franca.
Regional strategy
Changes in the urban structure in Barcelona have to be seen in connection with the transformed selfimage of the city. Strategic planning now takes place at the regional metropolitan level and no longer
at city level only. When thinking in regional dimensions, it is no longer necessary to have industry
within city borders as long as industry is kept in the region. The core city is no longer the centre of
industry as it was in past centuries. Through the transformation, living conditions in the city have
improved and the city has become a supplier of public services and of high quality business and
residential facilities.
Impetus for transformation
Transformation often needs initial stimulus. In Barcelona, the Olympic Games acted as a catalyst for
the transformation. In the port area, EU-regulations and funding have provided important impetus for
improving the environmental situation.
52
Pitfalls
Possibilities and responsibilities of cities are reduced to the area within the cities borders. Nevertheless, big cities, like Barcelona, have to think and plan in larger dimensions. For Barcelona this fact
became evident only in the last few years. The city reacted to the high suburbanisation-rate and accepted the first metropolitan belt as a part of the city itself. The first metropolitan strategic plan gives
evidence of this rethinking. In other points, the city is restricted in their freedom of action by national
measures, regulations and frameworks. Although e.g. the future of big rivers, like the Ebro river, or
large infrastructure projects strongly influence Barcelona, the responsibilities for measures of this
kind lies on national level. Barcelona, the capital of Catalonia, competes with Madrid, the capital of
Spain, for significance and of course for financial resources. Political rivalry can lead to unsatisfying overall results in the end.
One of the major plans of Barcelona is the Delta Plan, which encompasses several large infrastructure projects. The Plan is a Catalan and national project and some projects of the plan are highly
funded by the EU. However, the necessity for such extensive measures has to be proved. Additionally, the impact on nature has to be assessed.
Barcelona works hard on its image as a liveable and lively city. (Heavy) industry doesnt fit with this
image. Therefore the strategy of Barcelona is to move industry to the outskirts and suburban regions
of the city. Industrial estates, like Zona Franca, are large monofunctional areas, which are now confronted with technological change and emigration of companies. Changing existing structures of
monofunctional areas is much harder and expensive than in mixed use areas. Parc Logistic is a reasonable reaction to these changes, but is only the first step in a long-term transition.
Conclusions
Barcelona has high ambitions. Once the location for some of the best known industries in Spain, the
city now has to cope with diverse structural changes (e.g. due to migration of residents and companies to the suburban region). Barcelona has to make changes in two ways: it has to accept itself as a
metropolitan area and it has to redefine itself. The aim of the city is to change to a clean metropolitan
area that focuses on logistics and develops attractive residential areas and offers cultural attractions
in order to become more significant in Europe. In addition, it wants to develop the most important
port in the Mediterranean region. Huge amounts of European, national and local money have been
invested thus far to implement the various projects.
Restructuring the abandoned 40ha-SEAT-area within the Zona Franca to a logistic park is only one
single measure which fits into the citys transformation process. In this example, the revitalisation of
the site was conducted by Parc Logistic, a public-private cooperation between the public institution El
Consorci and the private Autopista C.E.S.A.. The establishment of a logistic park with warehouses
and business facilities are in line with the citys strategy to improve logistical capacity of the port and
uses the given potential of the location next to the port, airport, and the city centre.
The transformation illustrates that project promoters have tried to adapt to changing conditions and
market needs. In order to market the image of the site, modernisation of the site has taken place.
Equipping the site with modern infrastructure along with the design of open space and buildings improve the quality of the area and increase attractiveness of the site for new companies. The Parc
Logistic of Zona Franca is the result of a successful revitalisation process of an abandoned industrial
site to a modern business and logistic area alongside existing industries in Zona Franca.
Please also refer to Part II 2 E for more specific data on the city and the site and a description of
53
Bibliography
Interview partners
Xavier Borrell, May 2003
Foreign Economic Promotion Department, Barcelona Activa -Local Development Agency
Rosa Rodrigo, May 2003
Director of Marketing, Research and Projects, El Consorci, Zona Franca de Barcelona
Dolors Roig i Canals, May 2003
Service Economic Promotion, Area Metropolitana de Barcelona Mancomunitat de municipis
Francisco Sensat Viladomiu, May 2003
Director Comercial, Parc Logistic de la Zona Franca
Literature
Barcelona Activa
Ayuntamiento de Barcelona (Barcelona City Council) (2003): Barcelona the place to B.
Parc Logistic de la Zona Franca
commercial document
El Consorci de la Zona Franca (2002)
annual report 2001
Mancomunitat de municipis de lrea metropolitana de Barcelona (1996)
Dinmiques metropolitanes a lrea i la regi de Barcelona.
Ajuntament de Barcelona (1999)
Pla Estatgic. Econmic i Social de Barcelona (en la perspectiva 1999-2005)
Josep Maria Montaner
A closer look at Barcelona today
http://www.publicacions.bcn.es/bmm/44/ang_18.htmb
http://www.bcn2000.es/index_eng.html
http://www.elconsorci.net
http://www.metrex.dis.strath.ac.uk/en/comms/governance/barcelona.html
http://www.amb.es
http://www.mediambient.bcn.es/cat/welcome.htm
http://www.barcelonactiva.es/webcorp/Inici.nsf/IndexCT?readForm
http://www.ema-amb.com/en/index.html
http://www.pacteind.org/english/default.htm
http://www.parclogistic.es/ang/default.htm
http://www.gencat.net/
Strategic Plan:
http://www.bcn2000.es/eng/02-025/ANG_Pla.pdf
54
1 F Speke Garston, Liverpool, United Kingdom

Setting
Speke and Garston are two neighbourhoods in the city of Liverpool located about 7 miles south of
Liverpool city centre. The area designated for regeneration was named Speke Garston with a combined population of 23,400 and encompasses industrial, residential and commercial areas as well as
green space, and sports and leisure facilities. The districts of Speke and Garston are situated within
a region called Merseyside which is under the jurisdiction of five local authorities (please see Figure
26). Until March 2002, 192 hectares of land were improved in Speke Garston. The revitalisation process is on-going and it can be expected that additional hectares will be improved in the coming decade. The area is directly accessible via the Liverpool airport located adjacent to the site and 10 minutes away from several national motorways. Speke Garston is also reachable from the centre of Liverpool in about 15 minutes by car and several bus lines and two main rail lines connect the city with
the site. The Port of Garston is now a major player in the local economy handling primarily timber
and steel shipments.
Figure 26: Speke Garston the Liverpool Region

Source: Speke Garston Development Company, 2002. Speke Garston. Liverpools Premier Business Location
History of the site

The city of Liverpool was likely at the peak of its economic power at the turn of the 20th century when
the city was and continued to be a very important regional and national port and trading city. However, during the inter-war years, the citys economic stronghold, port and port-related activities, began to crumble as global trade closed down. As a result, the city struggled with a recession, because
domestic and international trading links were severed. In the 1930s, the City took action to counteract the unavoidable decline in port-related employment by creating new opportunities for employment. The City Council passed the Liverpool Corporation Act in 1936 which entitled the Council to
buy up land at the outskirts of the city in order to promote industrial development. However, during
the war, emphasis shifted toward military-related production (Meegan, 2004). The city sustained
major damages during the war. After the war for clearance of appalling slum housing, thousands of
people were moved to new towns and municipal housing estates at the outskirts of the city.
55
Figure 27: Garston Docks and Industries

Source: Brett M. and B. and Garston and District Historical Society, 1996
Central government investments after the war and again in the 1960s focused on a relocation program for national and overseas-owned multi-national corporations moving a lot of industry to Liverpool which created jobs and helped alleviate unemployment in the city. This second wind for Liverpool only lasted until the 1970s at which point a new wave of decline was initiated: the social and
housing problems created through relocation to the outskirts decades earlier combined with a major
die-out of local businesses in the city centre because they were unable to compete with multinational corporations and a general decline in Britains economic power led to yet more social and
economic problems. Between 1978 and 1991, 37% of jobs disappeared in Liverpool despite numerous urban policy initiatives to reverse the decline. What followed was out-migration and soaring unemployment rates (Meegan, 2004).
In 1991, the Speke Garston area at the southern end of Liverpool was similarly hard hit and struggled with unemployment rates hovering around 23% and of those a staggering 48% were long-term
unemployed. The shipbuilding industry went out of business, multi-nationals and other firms relocated operations overseas or left Liverpool because of its poor image and for lack of a modern international airport. The Liverpool airport was built in the 1930s and was one of the best airports in
Europe at the time. However, since the 1950s there had been no investments in its upkeep or improvements up until the mid 1980s. At that point, operation of the airport was moved to an area
southeast of its former location with the hope of once again creating an airport of regional and international importance that would also help attract industry.
The mostly low-rise housing stock in the Speke Garston area built around 1900, 1930 and after the
2nd world war was also in desperate condition in the early 1990s. The houses were built to last 20
years and many more decades had gone by without any maintenance at all. The areas infrastructure
including roads was also in a very poor state, and public transport links were inadequate. In the past,
numerous efforts to revitalise the area backed by millions of pounds of public money failed.
It was against this backdrop that efforts in Speke Garston got underway to attempt to regenerate the
area once again. A national agency called English Partnership had been established to promote, and
work in partnership with on major regeneration projects across England. Regional offices such as the
Northwest Development Agency were then set up to ensure sustainable economic development in
the different regions by supporting regeneration efforts and running spending programmes. In 1993,
Liverpool received Objective 1 status as one of the poorest areas in the EU with only 71% of average
European Union GDP. The City of Liverpool and English Partnerships submitted successful bids for
UK Government and European Union funding to support the establishment of a bespoke physical
development agency the Speke Garston Development Company (SGDC) and a community re56
generation body the Speke Garston Partnership (SGP). SGDC was to receive between 57 million
and 71 million of English Partnerships (later North West Development Agency) funding, offset by,
initially, 21 million of EU Objective 1 funding support (later 26 million). In 1994, all the regeneration funding programmes were put together in one single fund, called the Single Regeneration
Budget (SRB) with the aim of enhancing peoples quality of life in areas of need (for more detail,
please refer to Part 2, Funding/other incentives on page 161). SGP received 25 million of Single
Regeneration Budget (SRB funding), offset by Objective 1 funding support, applied for on a projectby-project basis.
Speke Garston received 17.5 million ( 25.1 million) of Objective 1 funding to be used to revitalise
the area. The following chapter will describe how the regeneration effort got under way in 1994.

process
Initiators of this new effort to regenerate Speke Garston were very much aware that long-lasting,
deep rooted regeneration was needed, not the trickle approach from the 80s and early 90s that
proved unsuccessful. Speke Garston was in desperate shape; a lot of industry had left the area,
unemployment was very high, roads and infrastructure were in need of repair, and the area struggled
with a poor image. This time around, Liverpool City Council and the other agencies involved in submitting the bid wanted to design a holistic approach that would attract large-scale inward investment
to the area, tackle unemployment through training and empowerment initiatives for locals, and help
improve the housing stock.
Management approach
Liverpool City Council and other agencies decided on creating a unique three agency programme to
regenerate the area:
1. Liverpool City Council (LCC) and English Partnerships (EP) created the Speke Garston Development Company (SGDC) in 1996 as a joint venture company limited by shares. The company was to
have a limited life-span from July 1996 through to the end of March 2003. It was 100% funded
through Objective 1 and English Partnership funds. Because British legislation dictates that a local
authority must not have more than a 20% interest in a shareholder company, the shares were divided as follows: 19.9% were owned by the city and 80.1% by English Partnerships. The board consisted of seven people, six from the public sector and one private sector person. The company also
had a freehold interest in an area totalling about 900 acres (364 hectares) given to it by the City of
Liverpool; that land was valued at 3.75 million pounds ( 5.3 million). Prior to the formal establishment of SGDC, English Partnerships bought the Bryant&May match factory site (which had closed
down at the end of 1994 and had been, at one time, the largest factory of its kind in the world) and
the 999-year leasehold of 128 acres (52 hectares) of land at the northern end of the former Northern
Airfield which SGDC was to convert into the flagship Estuary Commerce Park.
Speke Garston Development Company was established to develop and promote Speke Garstons
strategic sites in order to attract large-scale investments to South Liverpool. Its main tasks included
upgrading the physical environment of all the main road corridors through Speke Garston, improving
infrastructure and building appropriate new infrastructure and working with private sector developers,
investors, and end users. Company representatives emphasised that working in a small executive
team enabled them to work together easily and it facilitated decision-making and communication with
the board. SGDC subbed out work to a lot of consultants such as landscape architects, planners,
marketing specialists etc. Its aim was to create three million square feet of new industrial and commercial accommodation and 9,300 full-time jobs. The company has fulfilled many of its major objectives for Speke Garston, was reorganised in 2003 and named Liverpool Land Development Company (LLDC). It is now responsible for continuing regeneration in Speke Garston and for several new
regeneration projects in the rest of Liverpool.
57
2. Speke Garston Partnership (SGP) was formerly set up in 1995 to work alongside SGDC. It was
also established after the successful 17.5 million ( 25.1 million) bid by the Liverpool City Council to
the governments Single Regeneration Budget Challenge fund. SGP is located in the same building
as SGDC which facilitated co-operation. The board consists of members drawn from all sectors of
the community of Speke Garston. SGP is responsible for establishing training and education programmes for the local population so that locals would be in a better position to take advantage of
new jobs created. The agency also addresses other issues crucial in assisting the local population
such as community safety, childcare and health thereby empowering the local community. A third
programme the agency engages in involves supporting new and existing firms in Speke Garston.
The agency also has a time-limited contract until 2004.
3. South Liverpool Housing was formed in 1999, the third agency essential in regenerating the area
holistically. Members of the community of Speke Garston make up its board as well. Residents of
Speke and Garston voted for a housing stock transfer from the Liverpool City Council to South Liverpool Housing. In total, the agency is responsible to manage and upgrade 4,500 homes and received
100 million pounds to run a 5-year programme of improvements in the area. Key objectives of the
programme are to provide affordable, well-maintained homes, create a safe and pleasant, peoplefriendly environment, support youth and the local community sector, and manage neighbourhoods in
a caring and responsive way to bring about lasting regeneration.
The above three agencies have primary responsibility in this comprehensive regeneration approach
and have been co-operating closely throughout the revitalisation process.
Development projects
Speke Garston Development Company
SGDC drew up a masterplan for the former Northern Airfield, which was approved in 1997 and implemented over succeeding years. The first programme undertaken on site was to improve the public realm of the main road corridors. Roads were improved such as Speke Boulevard, the main
southern gateway into Liverpool with the construction of new footpaths and cycleways and the planting of 250,000 trees, shrubs and plants. These and other infrastructure upgrades were to support a
targeted marketing of the area, because it was the first step toward improving the image of Speke
Garston. SGDC had to fulfil several marketing objectives simultaneously: they needed to attract larger industrial office users to the Estuary Commerce Park and Boulevard Industry Park, smaller local
and incoming SMEs to the Speke Industrial Estate (Venture Point), and shops for the New Mersey
Shopping Park. At the same time, the team had to develop a scheme for restoring historic buildings
in Speke Garston and negotiated with investors, developers, planners and architects. Negotiations
with private developers also resulted in new housing developments in the area. SGDC also set up a
Management Company that would be in charge of managing and maintaining all the common areas
and premises. Important to note is that the developer company would always own at least 1% of
shares as a site is being developed to ensure that site development could be controlled by SGDC
until the last property was developed (Golden Share Mechanism). Funding comes from occupiers
and SGDC.
58
Figure 28: Speke Garston regeneration area

Source: Speke Garston Development Company, 2002. Speke Garston. Liverpools Premier Business Location
Restoration of historic buildings

SGDC also secured the restoration of four historic buildings that are listed Grade 2* or Grade 2 as
being of architectural or historic interest. Its development partner transformed the former airport terminal building into a 160-bedroom 4 star Marriott hotel which was opened in 2001. Through the proactivity of the Speke Garston JET (Jobs, Education and Training) Centre, three quarters of the 160
staff initially recruited were from Liverpool and nearly half from the immediate Speke Garston area.
This marked one of a substantial number of successes for SGP which initiated the training and education programmes responsible for getting local people into local jobs. Two former hangar buildings
have also been converted, Hangar 1 into a David Lloyd Leisure Centre and Hangar 2 which is currently being converted into a national headquarter for the Littlewoods retail and catalogue shopping
group. Finally, the former Bryant & May match factory was redeveloped into the Matchworks business village, which is now the base for more than 1,200 jobs (Figure 29).
Figure 29: The Matchworks

Source: http://www.liverpooldev.co.uk/about_us/location.asp
59
Industrial, commerce, and shopping parks

Boulevard Industry Park is located on a 26 ha site next to the Jaguar Halewood car plant. The site
was marketed to the pharmaceutical and automotive industries that were already important in the
local economy. Current occupiers include Chiron Vaccines, Medimmune, Aviron, the seat maker
Lear, instrument panel maker Visteon and others. The Park has brought a total of 100 million pounds
of investment to Speke Garston and created 800 new jobs.
SGDC also established the Estuary Commerce Park, a 140 ha site with striking water features that
has become one of the most prestigious business locations in the North West (Figure 30). Halifax
Bank of Scotland (HBOS) and DHL have already located there along with several other companies.
Thus far, over 1,000 new jobs have been created on the site.
Figure 30: The Estuary

Source: Alexander MacGregor LTD. www.alex-mac.co.uk
The New Mersey Shopping Park, which stimulated 150 million ( 215 million) of private sector investment and generated 1,400 jobs, also proved to be a major success for the area.
Education, training and community empowerment
Speke Garston Partnership
The projects described above were so successful in part because two other agencies, Speke Garston Partnership and South Liverpool Housing worked alongside and in partnership with SGDC to
implement numerous programmes and initiatives that briefly will be described below. Speke Garston
Partnership initiated a number of education and training programmes for the local workforce to enhance peoples employability, reduce unemployment figures and the number of people working in the
informal economy. As a result of those programmes, many locals were able to obtain jobs in the
companies newly attracted to the site. Crucial in the Partnerships success were their efforts to communicate with many companies already on site to inform them about the different training programmes and get their support. Local empowerment initiatives to support community groups and
voluntary organisations and improvements of leisure and community facilities also proved essential
in the overall strategy to engage in deep-rooted and long-lasting regeneration of the area.
60
Speke Garston Partnership is also a time-limited organisation because of funding and will be in existence until 2004. South Liverpool Housing will likely take over some of the programmes SGP initiated
and some will be self-sufficient or will be financed through different public and private funding
sources so that programmes can be continued. South Liverpool Partnership was also founded in
2000 with similar tasks as SGP but a broader geographical focus and will carry on some of the programmes and initiatives. The following highlights some of Speke Garston Partnerships initiatives.
Jobs, Education and Training JET
The Partnership established a Jobs, Education and Training Centre called JET in 1998 to assist the
local population and get people back into jobs. Employees at the Partnership started out with a skills
and qualifications survey of the economically active local population to get a better understanding of
needs. At the same time, they spoke to employers in the area to obtain data about potential labour
shortages, expansion plans, number of employees required and skills needed. Government officials
also had to be convinced that an additional programme was necessary that would be separate from
that run by the Department of Social Security (now Department for Work and Pensions) although it
had similar objectives, namely to reduce unemployment figures in the local population. Locals were
also sceptical initially, because they feared that JET would require an employment history and history
of benefits claimed at the DSS. Instead, JET was interested in providing customised skills training to
people and no questions were asked.
JET set up a base office in Speke that also functioned as a drop-in centre. People interested in employment were asked about their ambitions and skills. Depending on needs they were instructed in
everything ranging from comprehensive skills training in e.g. how to succeed at job interviews or how
to dress for interviews to specific skills for a particular job. JET employees also remain in constant
contact with employers, visit companies and industry to ensure that the right person is selected for
the right job. Prior to JET, human resource managers had little to no interest in employing people
from Speke Garston because of their poor employment habits and skills. Now, employers have recognised that local employees have the skills they need and have shifted their policies to preferably
recruit people from the area for their 24hr operations. JET has already helped 4,000 locals find a job
and has advised about 6,000.
Initially, JET was financed by SRB and Objective 1 and will continue to receive EU funding through
2006. Companies already pay for services offered by JET and in the future it will be self-sustaining
because those funds will be used to run the centre. JET was incorporated as a Company limited by
guarantee in 2002.
Partnership for Learning
Speke Garston Partnership also was an important catalyst to attract public funding (SRB grant) for a
private-sector led 6 million initiative called Partnership for Learning. In 2001, three pharmaceutical
companies and Jaguar funded a training facility to provide high-quality training for the locally strong
pharmaceutical and automotive sectors. All other companies who are interested in training their employees are also welcome at the centre. The Partnership for Learning Centre offers a large variety of
courses ranging from first aid, health and safety, computer training to fork lifting or truck training.
Depending on the needs of client companies, new and modified courses can be offered at any time.
The centre was so successful that it broke even after only one year of operating. In the first two years
of operation 16,000 people received training and the client base grew from 4 to 293 in that period.
Partnership for learning is organised as a charity organisation. JET also closely co-operates with the
Partnership. An added benefit is that local people receive training for free and get to work alongside
people who are already employed and receive additional training. That way locals can learn from
them and find out what life might be like inside a particular company. Companies pay for services
offered by the centre on a sliding scale which enables smaller companies to also benefit from the
training opportunities. All education and training initiatives were instrumental in reducing unemployment figures in Speke Garston from 23% in 1996 to 7.3% in 2004.
61
South Liverpool Housing

In 1999, tenants of housing owned by Liverpool City Council (council tenants) had overwhelmingly
voted for a stock transfer from Liverpool City Council to a new housing association to be in charge of
the management of 4,500 homes. 85% of tenants had voted on the issue and 78% voted for a stock
transfer (Figure 31). At that point, South Liverpool Housing was founded to complement the work of
the other two agencies mainly responsible for regenerating Speke Garston. SLH is responsible for
upgrading homes, creating safe neighbourhoods, reducing crime in the area, providing excellent
services to tenants and works closely with a number of partners in the community. SLH also conducted a survey of local residents to find out what their most pressing issues were. The survey revealed tenants liked living in Speke Garston and wanted to remain there even though housing was in
poor shape.
Figure 31: Housing in Speke Garston

Source: Ttzer, 2003
Liverpool City Council provided the properties for free and also received a grant of 44 million ( 63.2
million) from the national Estates Renewal Challenge Fund (ERCF) that was given to South Liverpool
Housing. ERCF was an initiative to assist the transfer of local authority housing in negative value
areas like Liverpool. In total, SLH has 100 million ( 143.7 million) to invest in upgrading the housing stock within 5 years. There are 23,400 residents living in Speke Garston, which translates to
about 10,000 households. SLH will receive Objective 1 funding till 2006; thereafter it will be financed
through rental income and other grant funding. South Liverpool Housing will remain in Speke Garston and continue to manage the housing stock and engage in a large variety of initiatives to improve
living in the area for all residents.
Housing and community initiatives major achievements
SLH is in the process of upgrading thousands of homes: improvements include window replacements, re-roofing, installing central heating systems and modernising kitchens and bathrooms. The
programme is ahead of schedule and for the most part accepted by tenants. Tenants also have to
contribute financially to the improvement of their homes.
SLH has also established a one-stop-shop shared with the city council so that tenants only have one
place to go to if they have any problems. Co-operation with the City enables SLH to offer a range of
services including housing, health, social services, leisure and support for the elderly and youth.
62
Anti-social behaviour was another important issue that needed to be tackled in Speke Garston. Local
residents identified crime as one of the most pressing neighbourhood problems. Many crimes (e.g.
theft) in the area were never reported to police because people do not have insurance. In order to
increase community safety, SLH started an initiative in cooperation with local police called report a
crime every time which has resulted in a seven percent increase in reported youth crime.
Another innovative initiative called your TV, your Broadband, your Learning was launched because
SLH felt the need to improve communication between the organisation and its tenants and to increase tenant participation in different activities offered by SLH. Your TV, your Broadband, your
Learning consists of three main operations which are your TV, your Broadband and your Learning.
your TV offers free to view digital TV and radio, broadband internet and email services, local information services such as travel and housing advice and local stars. Local stars features local people
doing local things (e.g. showing junior football league games). Through this initiative, those members
of the community not yet familiar with newer technologies can slowly get used to e.g. internet through
a familiar medium, their television.
SLH also needs to generate revenue to finance this initiative. They will thus sell broadband network
solutions to local businesses; this part of the programme is called your Broadband. Four existing
learning centres will develop large-scale, interest based learning programmes called your learning
that can then be offered to local residents. The initiative will enable residents to acquire new skills,
become more familiar with new technologies and feel that they are part of a community. It will also
increase demand for new business start-ups and promote local businesses because they can use
state of the art communication services at competitive rates.
The regeneration process in Speke Garston is still on-going and will continue for many years to
come. However, SGDC has already implemented many of the capital projects and numerous initiatives and programmes started by Speke Garston Partnership and South Liverpool Housing are also
operating successfully. SGDC, now LLDC will continue to attract business to Speke Garston and
Liverpool as a regeneration company and is also responsible for the physical improvement of different disadvantaged areas of the city. Some of Speke Garston Partnerships programmes such as JET
are now largely self-sustaining. Other initiatives are being handed over to South Liverpool Housing.
SGPs operations as an organisation will end in 2004. South Liverpool Housing will continue to serve
its residents as a housing association and all its programmes will continue to exist.
Speke Garston has received several awards for successful regeneration of the area. The three
agencies were given the prestigious BURA (Best Practice in Regeneration) award in 2001 to recognise the successful model of three agencies working together in a holistic and partnership-oriented
approach. The Speke Garston Development Company also received the Regeneration award at the
2002 Property Week awards. The one-stop-shop concept implemented by South Liverpool Housing
won an award for public service excellence.
Sustainable development in Speke Garston
All of the projects, programmes and initiatives undertaken by the three agencies described in detail under
Revitalisation Plans and Status aim at regenerating the area holistically and for the long term. Each individual project that turned out to be a success contributed its small part to achieving the goal of revitalising Speke Garston in a sustainable manner. Turning around an area that for many years had been in
economic and social disarray required an approach that would address all problems the community
faced; high unemployment and crime rates, few opportunities for youth, companies leaving Speke Garston and a run-down physical environment. Apart from the many initiatives and programmes already
described, a few additional ones are also notable:
63
Maintaining and promoting a diverse set of uses in Speke Garston

Land use in Speke Garston is a mix of residential, commercial, industrial, cultural and recreational
uses along with schools, administrative buildings and large areas of open space (see also City and
Site-Specific Land Use in Part 2 of this report). The Speke Garston Development Company emphasised that they wanted to promote a diverse set of uses in order to be more robust against any potential future economic downturns. Therefore, they worked to attract a diverse mix of users, including
large and small industries, offices, hotel and leisure. However, Speke Garston cannot truly be called
a mixed use area as was the case in some of the other examples reported in this Sourcebook, because mixed use implies an integrated mix of uses similar to inner-city areas in many European cities. In Speke Garston, however, housing is separate from business parks or industrial areas.
Public transport
Providing reliable and frequent public transport opportunities in Speke Garston represented a major
challenge to the three agencies. Many residents of Speke Garston do not own cars and have to survive on very low incomes. Therefore they have to rely on public transport to get them to and from
work or to the city centre. Initially, service to the site was extremely poor. Now, there are high speed
buses between the city centre and the airport and several other bus lines have been started; some
connect the city centre with Speke Garston, others service the shopping centre and different residential and commercial areas in Speke Garston. However, there is still a large service deficit and a lot
remains to be done to improve public transport services for Speke Garston residents.
Short distances between work and home
Speke Garston Partnership in co-operation with many other partners has aimed at training and educating the local population to enable locals to work in the companies that moved to Speke Garston.
Short distances create fewer emissions and save a lot of time for residents to spend time with their
families or engage in leisure activities. Locals are also closer to their children when working in the
same area. Companies also benefit from a local workforce because they can be drawn upon at fairly
short notice and do not have to travel long distances to get to work.
Improvements to physical surroundings
At the beginning of the development process, Speke Garston Development Company was mainly
responsible for improving Speke Garston physically. Measures included upgrading roads, planting
hundreds of thousands of plants, creating new water features at the Estuary Commerce Park, installing new infrastructure, and generally improving the outward appearance of the area. South Liverpool
Housing improved open space areas in the residential areas of Speke and Garston and also contributed substantially to upgrading the physical surroundings, which in turn might have helped improve
crime rates. Officials at SGDC stated that an area that is well taken care off and perceived to be a
secure site is much less likely to fall victim to littering, graffiti or criminal activity and is thus safer for
all users.
Lessons learned
Partnership approach essential
The three agencies with primary responsibility to regenerate Speke Garston repeatedly emphasised
the importance of creating partnerships in order to succeed at regeneration. Each of the three agencies worked independently at reaching its objectives, but constantly co-ordinated their efforts with the
others (Fig. 32). Much of the co-ordination process was taken care of informally in part because
those responsible knew each other well and they were physically located close to one another.
SGDC (now LLDC) and SGP are in the same building and SLH is reachable within a 5 minute drive.
64
Figure 32: Coming Together Sculpture, Speke Garston, Liverpool

Source: http://www.leighspaints.co.uk/news/MerseysideSculpture.asp
Apart from the collaborative and partnership work described above, each of the three agencies cooperated and established partnerships with numerous other organisations and agencies such as
government offices, private developers, investors, non-profits, voluntary and community bodies as
well as companies in Speke Garston (Figure 32). And it was this partnership approach even if at
times contentious that ultimately enabled all stakeholders involved to implement their projects and
programmes. Richard Meegan (2004) in his description of urban regeneration in Liverpool in the last
several decades also poignantly stated that the City of Liverpool went from a city mainly characterised by conflict in the 1980s to a city of partnership in the 1990s and thereafter.
Land ownership, funding, and good partners

Company officials at Speke Garston Development Company stated that the combination of owning
land, having enough funding from public and private sources to carry out the programme and having
good and reliable partners were key factors in the success of the regeneration process in Speke
Garston. Owning land enabled the company to have a much stronger stance during negotiations with
investors and developers. Finding reliable partners and having enough funding for the duration of the
programme and possibilities for obtaining further financing are also crucial in any revitalisation process.
No in and out approaches, stay there for good

In the decades preceding the 1990s, the city and other agencies made several attempts at regenerating Speke Garston and other areas of Liverpool. During that period, numerous new urban policies
were tested in Liverpool. All of them promised to achieve the impossible, namely to generate employment, attract new companies and reduce poverty in the area. Unfortunately, those policies never
lived up to expectations and resulted in partial and temporary fixes at best. Many factors were responsible for poor success in the past; one major issue was that millions of pounds were spent for
different uncoordinated, single projects that all lacked a holistic approach. Regeneration also takes a
long time before successes become evident which often had been underestimated. And, most importantly, provisions need to be put in place that ensure a successful continuation of a regeneration
process so that programmes and projects initiated are finalised or supported until they are selfsustaining or no longer necessary.
65
One-stop-shop
Speke Garston Development Company represents a single face that companies can turn to if they
are interested in moving to the site. Companies often do not want to deal with public agencies much
and also tend to have little experience in doing so. In this case, companies were able to address one
single organisation, SGDC, in order to access a range of financial support. SGDC worked with the
appropriate public agencies and was able to streamline many sometimes tedious application processes or approvals thereby satisfying their own needs and those of their clients.
High quality environment attracts high quality firms

The example of Liverpool once again illustrates the importance of creating a high quality environment
in order to attract high quality firms. SGDCs vision was not to compromise on quality whatever it is
that they undertake. The chairman of the Board also stated that projects were not worth doing unless
they were done with quality. As described under Revitalisation Plans and Status the company improved the area by installing new infrastructure, building new roads, planting trees and shrubs, and
standardising and upgrading street furniture. That provided the basis for improving Speke Garstons
image and for being able to approach different companies.
Conclusions
The regeneration process in Speke Garston began in 1995 and will continue for many years to come.
The area had been in desperate condition both economically and socially for several decades as a
result of the shipbuilding industry going bankrupt and changes in the global economy. Extremely high
unemployment rates, poor housing conditions and companies leaving the area all contributed to a
downward spiral that seemed impossible to stop. Numerous attempts to revitalise the area in the
past had failed.
It was this combination of factors that inspired a new approach to tackle the many problems Speke
Garston was facing. After having submitted successful bids for UK Government and European funding, key individuals at the Liverpool City Council and other agencies decided to try a more holistic,
joined-up approach that involved the creation of three new agencies that would be mainly responsible to regenerate Speke Garston and act as catalysts for redevelopment.
The Speke Garston Development Company became the owner of large tracts of land, handled property development, made infrastructure upgrades and should contribute to improving the image of the
area. Speke Garston Partnership was in charge of community empowerment and creating job training initiatives to enhance employability of locals. Housing stock in the area was also very run down
and South Liverpool Housing was founded to improve housing conditions and create partnerships
with the community.
In less than a decade, the area was transformed into a preferred business environment for SMEs
and large national and international firms with good access, large tracts of land available for production, and a local workforce. Now, the area features a successful shopping mall, a 4 star hotel, a large
Jaguar production plant, several large pharmaceutical companies and many other industries and
firms. Unemployment was reduced significantly, the community spirit was enhanced and the areas
appearance improved. Nevertheless, the regeneration efforts in Speke Garston and the south of
Liverpool will continue for many years in order to ensure the areas long-term success.
Please also refer to Part II 2 F for more specific data on the city and the site and a description of
66
Bibliography
Interview partners
Matthew Gardiner, November 2003
Chief Executive, SLH Group (South Liverpool Housing and South Liverpool Regeneration, Liverpool
Tracy Gordon, November 2003
Environmental Sustainability Manager, Northwest Regional Assembly, Wigan
Rob Green, November 2003
formerly in charge of property and infrastructure development, Speke Garston Development Company, Liverpool.
Now Project Executive at Northwest Development Agency
Catherinne Innes, November 2003
Monitoring and Evaluation, Government Office for the Northwest, Liverpool
Phil Ireland, November 2003
former Programme Liaison Manager, Speke Garston Development Company, Liverpool. Now at Liverpool City
Council
Mitch Poole, November 2003
Communications Manager, Liverpool Land Development Company; Liverpool
Lyn Spencer, November 2003
Executive Director, Speke Garston Partnership, Liverpool
Diane Spivey, November 2003
Commercial Manager, Liverpool Land Development Company, Liverpool
Martin Wright, November 2003
Development Director, Liverpool Vision the City Centre Regeneration Company, Liverpool
Literature
Brett, M. and B. and Garston and District Historical Society, 1996
Images of England Garston, Tempus Publishing Limited, Midway Colour Print, Wiltshire, Great Britain, pp128
Ferrari, E. and J. Roberts, 2004
Liverpool Changing Urban Form, in: Shrinking Cities; Working Papers. A project initiated by the Federal Cultural
Foundation Germany et al.
http://www.shrinkingcities.com/fileadmin/shrink/downloads/pdfs/WP-II_Manchester_Liverpool.pdf
Government Office for the Northwest, 2003
Environmental Monitoring Report, Merseyside Objective 1, 2000-2006, September, 2003, Liverpool, UK, pp. 73
Merseyside Objective One Programme Data Report, the objective one programme eu&Merseyside, November 7th,
2003, Liverpool, UK, pp. 46
So what has Europe done for us? Prospectus 2003, the objective one programme eu&Merseyside, Liverpool, UK,
pp. 46
Meegan, R., 2004
Urban Regeneration, Politics and Social Cohesion: the Liverpool Case, in: Shrinking Cities; Working Papers. A project initiated by the Federal Cultural Foundation Germany et al.
Misselwith, P., 2004
Liverpool City Profile, in: Shrinking Cities; Working Papers. A project initiated by the Federal Cultural Foundation
Germany et al.
67
Northwest Development Agency, 2003
315 The RDA Magazine, October 2003, 1, pp. 31
Paul, D., 1997
Images of England Around Speke, Tempus Publishing Limited, Midway Colour Print, Wiltshire, Great Britain, pp.
128
SLH Group, 2003
SLH Group: Annual Report 2003, Liverpool, UK
Speke Garston Development Company, 2002
Annual Report & Summarised Accounts, Year ended 31 March 02, Liverpool, UK, pp. 29
Speke Garston Development Company, 2002
Speke Garston. Liverpools Premier Business Location, Liverpool, UK, pp. 18
The Mersey partnership, 2003
Merseyside Economic Review, Summary 2003, Merseyside, UK, pp. 19
http://www.estuary-development.co.uk
http://www.btinternet.com/~philipbparker/a_look_at_the_port_from_the_air.htm
http://www.pfl.org.uk/about-us.asp
http://www.jetsouthliverpool.org/jet.htm
http://www.slhltd.co.uk/
http://www.liverpooldev.co.uk/index.asp
http://www.sgp.org.uk/sgp.htm
http://www.englishpartnerships.co.uk/
http://www.nwda.co.uk/
http://neighbourhood.statistics.gov.uk
http://www.go-nw.gov.uk/
http://www.nwra.gov.uk/
http://www.euandmerseyside.org/PAGES/ABOUT_US/SITE_FSET.html
Alexander MacGregor LTD Brochure; http://www.alex-mac.co.uk
68
Part II
City and Site-Specific
Data and Policies
69
70
2 A Norra lvstranden, Gothenburg, Sweden

City data
Land use
Size
450 km2 land area
Land use
Land use (2002, km2)

Agriculture
39.5
Green space
20.6
Dwellings
84.8
Institutions (schools, etc.)
4.5
Working area
40.1
Mixed use areas
7.4
Infrastructure
4.3
Forest
209.3
Water bodies
39.5
Source: Gothenburg City Planning Authority, 2003
Land use designation in ha

(Comp. Plan)
Short term
(5-10 years)
Long term
62.65
4.34
Single family dwellings
278.39
462.34
Industry
330.35
2.78
7.12
2.78
215.24
454.47
70.28
22.39
964.03
949.1
Dwellings
Institutions
Mixed use areas
Offices
Total
71
Value added by sector
not available; instead sales value of industry
1 Euro = 8.97706 SEK on December 3, 2003
Industry Sales Value (2002) in MSEK

Food products
6,481
Textiles
335
Wood
398
Paper/Graphics
4,118
Chemical products
3,612
Stone Products
346
Steel
270
Machinery
Cars (e.g. Volvo)
59,212
45,137
Other
2,503
Total
77,275
72
Employed persons by economic sector
Employees in Gothenburg by sector (2000)
Men
Women
Total
381
83
464
33,446
10,745
44,191
1,700
634
2,334
Agriculture, forestry, finishing

Manufacturing/Mining
Technical Services (garbage, electricity, water, )
Construction
Trade, communication, transport, postal service,
telecommunication
10,815
1,126
11,941
34,971
21,800
56,771
Finance, consulting, insurance, real estate
29,203
19,801
49,004
Education and science
7,987
12,565
20,552
Health care, nursing
6,281
35,622
41,903
Personal and cultural services, recreation, sports
8,840
10,890
19,730
Public administrations, state government
5,679
7,585
13,264
Unknown
2,752
1,940
4,692
142,055
122,791
264,846
Total
Percentage of Employees in industry/employees total

16.6%
Employed persons in industry in detail
Please see above
Unemployed persons
In 2002: 13,539 or 4.49%
10 years ago figure was much higher than today (nearly 10%)
Demographics
Vital statistics
2002: 474,877 inhabitants
Births: 5,835
Deaths: 4,853
(Foreigners: 41,315 or 8.7%; Born abroad 92,071 or 19.4%)
73
Age Distribution
Age Distribution and Gender, 31.12.2002
Age distribution by sex
0-19 yrs
20-64 yrs
>65 yrs
Entire Population
101,650
299,892
73,335
Men
52,241
151,670
29,552
Women
49,409
148,222
43,783
Level of Education
Education of individuals older than 16
Basic school
(9 years)
High school
University
Unknown
Total
2 years
3 years
<3 years
>=3 years
76,179
73,028
68,910
52,886
73,318
8,200
352,521
21.6%
20.7%
19.5%
15.0%
20.8%
2.3%
100.0%
Site-specific data
Land use
Size
250 ha land, 40 ha water
Land ownership
90% city of Gothenburg (Norra lvstranden Utveckling AB), 10% private
Age of site and different uses
Former uses:
Since mid 19th century, Lindholmen shipyard founded in 1845, 1852-53 Eriksberg established as
machine shop, other shipyard activities followed. Mostly shipyards, harbour, and associated businesses into the 70s, last shipyard closed in eighties.
74
Present Uses:
Revitalisation began in late 1970s, iterative approach; in March 2002 process is about 1/3 completed. Uses now are industrial (Volvo, Ericsson, Hasselblad, ship repair), commercial (shops, supermarket, hotel, restaurants, cafes), residential (single family and multi-family homes), cultural activities (concert hall, artist studios, East India Man), sports fields, green space. Distribution between
uses will change over time, overall mix will remain.
Number of Residents
About 4,000 in March 2003; difficult to put a number on, because it changes constantly.
Land use (% brownfields, % contaminated)
All contaminated sites are cleaned up before any building takes place. Decontamination occurs in an
iterative process. Different land uses chosen based upon level of contamination. Prior to any construction activity for new buildings, site is decontaminated. Some areas classified as brownfields
only briefly (see detailed historical account). New development done iteratively.
Location of the site within the city
Located on northern river bank across from the historical centre; represents core area of city (see
maps).
Infrastructure
Ferry service improved, there are more stops and it runs more frequently
Bus service between city centre and Lindholmen runs frequently and is fast; also have their own
bus lanes in Norra lvstranden
Tram lines not extended into Norra lvstranden
Bike trails and pedestrian trails expanded in entire area
Lundby tunnel expanded, has relieved traffic in area
Transportation of goods
Not available
Number of commuters from within the district/from outside
unknown; most come from outside site; commuters from Gothenburg often use public transit, commuters from surrounding areas often use car
Number of employees using public transportation
Not available
75
Economic data
Production facilities
about 500 companies with registered address. Companies that are already on site include: Ericsson,
Volvo, Gtaverken Cityvarvet, a former shipbuilding company that now focuses on repair, maintenance, and conversion.
250-300 firms (production facilities, trade and commerce) are conducting business there.
Number of factories on the site
Exact figures are not available as site development is in progress;
Hasselblad will move there soon. A ship repair yard is also on the site.
Turnover; added value, revenues
Not available
Trade and commerce
Exact figures are not available as site development is in progress. A number of small shops, a supermarket, restaurants, a hotel, cafes, etc. are already on the site.
Cultural facilities, sports facilities, office buildings
Eriksbergshallen is now used for concerts, exhibits, and conferences; Hotel Quality 11 also has conference facilities; sports arena.
There are numerous office buildings (high tech firms such as Semcon or Sigma, and many small
ones) and schools on the site ranging from kindergarten to University level.
76
Socio-economic data
Employed persons by sector
6,420 in 2000 see tables below, since then about 4,000 more (March 2003)
Number of employees in
Norra lvstranden
1975
1985
1995
1999
2000
Frihamnen Ost
157
Frihamnen Vst
12
Lundbyhamnen
Lundbystrand
Lindholmshamnen/
Teknikparker
504
756
82
42
40
4,767
2,368
1,365
1,675
2,368
60
Lindholmen LUAB
1,160
Postjrnanas industriomrade
391
Lindholmen/Slotsberget
122
Ostra Sannegardshamnen
Polstj. O jrnvgen/Golfbanan
Sannegardshamne Eriksberg
0
1,311
579
201
1,253
12
316
319
154
25
58
Sannegardshamne Vstra
Snickeriet
373
Norr om Eriksberg
191
Eriksberg resten
Frjestaden
Total Norra lvstranden
4,129
182
1,425
1,742
1,191
99
134
135
170
285
11,126
4,630*
4,353*
6,716*
6,420

* Total does not equal sum of numbers listed because some numbers were unavailable at the time of publication
77
Number of employees (>16 years of age) in Norra lvstranden by sector
Sectors
ManuTrade and
facturing Transport Finance
Education/
Science Healthcare
Public
Services
Total
Frihamnen Ost
17
132
157
Frihamnen Vst
12
Lundbyhamnen
11
19
10
40
831
99
1,187
135
70
46
2,368
11
10
39
60
24
1,101
30
1,160
227
60
59
43
391
30
20
16
42
14
122
10
12
30
12
16
58
Snickeriet
210
35
54
72
373
Norr om Eriksberg
171
19
191
Eriksberg resten
137
191
680
175
1,191
Frjestaden
122
147
15
285
1,801
745
2,054
1,287
218
315
6,420
Lundbystrand
Lindholmshamnen/Teknikparker
Lindholmen LUAB
Postjrnanas
industriomrade
Lindholmen/
Slotsberget
Ostra Sannegardshamnen
Polstj. O jrnvgen/Golfbanan
Sannegardshamne Eriksberg
Sannegardshamne Vstra
Average monthly gross wages and salaries

Not available
Employees by gender
Not available
Employees level of education
Not available
Percentage of retrained employees
Not available
78
Safety situation on entire site

During day, safe, after dark, some places unsafe
Not enough people in Norra lvstranden, yet to make the place safe after dark also. Mixed use also
supports safety situation on the site and also will be promoted in the future.
Environmental data
Air
City conducted more extensive air quality monitoring at the beginning, did modelling thereafter.
Detailed air quality data about the City of Gothenburg in general is available on
http://www.miljo.goteborg.se/luftnet/vader/7Dygn/ppframe.htm
NOx: due to traffic along main roads, NOx levels are exceeded; program of local government to reduce NOx by reducing number of cars
PM: Ships use unclean diesel fuel, so some air pollution, especially particulate matter and CO2
stems from there. Along big roads also have PM exceedances, but city does not do monitoring
Ozone: with southerly winds and the right atmospheric conditions, ozone is a problem. However, it is
not restricted to Norra lvstranden, but city-wide.
VOC: in vicinity of refinery and oil harbour, levels of volatile organic carbons are assumed to be problematic. Monitoring is not yet taking place.
Water
Industrial waste discharge goes largely to the sewage treatment plants. During heavy-rain periods,
sewage overflows due to lack of capacity do occur which leads to direct discharges to the river.
There is no sewage treatment plant on site.
Water quality in the river has improved since the 70s; people want to swim in river which currently is
not allowed for security reasons.
Waste
Materials from demolitions such as concrete are separated out and reused in new buildings when
possible.
Railway: Explosives, gases etc. are transported. Security zone of 80 m on both sides is required if
apartments are nearby; for other uses such as storage, 30 m are sufficient.
Large roads have a security zone of up to 100 m on both sides.
Noise
Level allowed: 55db over 24 hour period
Some areas near shipyard and in heavy-traffic areas have levels around 60. If apartments are
nearby, a silent side needs to be designed for where e.g. bedrooms can be placed.
79
Odour
Permanent wind, cannot smell anything in Norra lvstranden. Region west of there just under and
near the bridge, odour from refinery noticeable.
Energy use
Not available
General framework
EU-Regulations
All EU-regulations that apply in the local context also apply to this site.
National, regional, local regulatory frameworks
Planning process mainly governed by town, planning applications are processed by local planning
authority. Comprehensive plan is also required by law, but only has advisory character and deals
with long-term issues; CP covers a variety of issues including land use, infrastructure, reserves, cultural heritage, environment, traffic, safety i.e. in transportation of hazardous goods, etc.). Every four
years reviewed and possibly revised. CP facilitates communication with the state and other officials.
Detailed plans and building permissions done on basis of CP and act as legal documents.
Next step: program for environmental questions that are raised in the CP, but not in any detail. If
necessary, EIA is done
Neighbourhood issues are controlled by the county
Planning issues covered by the state are: health, safety, national interest, and cultural heritage
Non-governmental programs for local activities
Not applicable
Funding/other incentives
In late 1970s plan was to revive industry in the area and focus on offshore industries and the energy
sector; Swedish state financed initial activities and took over shares of Eriksberg shipyard. Granted
60 million SEK to support centre for research and training focused on industrial injuries in Lindholmen.
1980-85: changes initiated on state-owned land; Swedeyard Corporation (later changed to Eriksberg
Frvaltnings AB) operated as independent developer; in charge of redevelopment of Eriksberg.
In 1996, in a comprehensive land package deal covering land tenure and infrastructure loans, the
state handed over the area to the City of Gothenburg for 1 Swedish crown (SEK). At the time, the
company was in poor shape economically so the City had to take over all outstanding debt as well.
The City then had to find a way to develop the land it was given and be profitable at the same time
80
since they did not receive any other funding. City changed name of developer company to Norra
lvstranden Utveckling AB which became a wholly-owned, municipal, limited liability development
company which must operate like a private firm.
List of measures relevant to site
Major principles applied since early 90s:
Created vision of Friendly City
-
build a friendly city
take human being as a guide and create human-scale area
promote variety and mixed uses
build in places that can function as natural meeting points
Costs for revitalisation

State-financed 60 mio. SEK; numbers since then not available
Total investment excluding above until 2001: about 5.5 bio Swedish Crowns (1 Euro = 8.97706 SEK
on December 3, 2003)
Source of investments
State of Sweden
Financed through private market
Specific revitalisation techniques, tools, measures
Clustering of companies, universities, schools, re-education centres
Mixed use of site (industrial, commercial, residential, green space, cultural facilities)
Soil remediation
Public transportation important
Multi-modal transport

History of program at city
See site analysis and description
Stakeholders involved
1975-1995:
Main stakeholders involved in development of site:
State of Sweden, City of Gothenburg, Eriksberg Frvaltnings AB, Universities/schools
81
1996-present:
City of Gothenburg, Norra lvstranden Utveckling AB
Other stakeholders:
Business Region Gothenburg, private developers, national and international firms, architects, designers, consultants
Organisational structure
Main actors responsible for revitalisation are the City of Gothenburg along with the wholly-owned,
municipal, limited liability company Norra lvstranden Utveckling AB. Both act independently, but
board of directors at developer firm is made up of public representatives.
For detailed description and analysis, please see Management of the Revitalisation Process.
Time frame of revitalisation
1975-present; understanding of all major stakeholders in late eighties was that process would take at
least another 3-4 decades.
Objectives
-
Mixed use was promoted from the very beginning
Lindholmen Science Centre was established in 1999: Focus is on mobile internet, telematics,
and modern media industries. Provides opportunities for small and large companies, universities, and schools to work together in the IT branch
Clustering of companies, universities, and industries to enable better cooperation and ideal setting and framework for innovations
Retraining facilities on site to retrain people for new jobs with some industrial capacity; 60 million Swedish crowns invested, but does not only apply to old shipyard workers

Approaches
Please refer to Management of the Revitalisation Process for a detailed description.
Role of Municipality vs. other public actors; interaction between partners
Municipality responsible for comprehensive plan, strategic planning goals, cooperation with county
and state on matters concerning them. Now, over 90% of site in city ownership, the remainder is
privately owned.
Business region Gothenburg is financed by municipalities in the entire region and receives money
from profit-making municipal companies such as the Port Authority. They are responsible for promoting Gothenburg as a business region and have set themselves the goal to help develop 12 different
branches to diversify the economy and allow the city and the region to subsist on 12 legs and not
just a few as was the case when the shipyards collapsed.
82
Implementation strategies
Regulations such as the comprehensive plan, local planning measures, or EU, state, and local planning, economic or environmental regulations have to be abided by and act as guiding documents in
the development process.
However, the development company Norra lvstranden Utveckling AB applies a free market strategy
and has to finance all activities without any public subsidies. They chose an interactive approach
where different uses are planned, investors found, buildings built and thereafter sold on the private
market. The profits made are then not returned to the City as is the case with other municipally
owned companies such as the Port Authority, but instead reinvested in new buildings that are then
sold on the private market again.
Monitoring plan
There is no monitoring plan for the site.
Monitoring of success of different steps/progress toward objectives
Even though there is no monitoring plan, informally, the degree of success of different measures or
buildings built is constantly monitored as it determines when a building is built and what type of building is needed. Needs are thus constantly adjusted to the market.
83
84
2 B Parque das Naes, Lisbon, Portugal

City data
Land use
Size
8,447.5 ha
Land use
Residential, industrial, commercial, farmland, woodland, schools and universities, administrative use,
other. Percentages not available
Value added by sector
Figures not available
Employees 1991: 281.078

Primary Sector
Secondary Sector
Tertiary Sector
1,124
0.4%
53,124
18.9%
226,830
80.7%
Employees/Population
42.2%
Source: CD Lisboa em Mapas
Percentage of employees_industry/employees_total
Not available
Employed persons in industry in detail: (NACE-code two-digit AA)
Not available
85
Unemployed persons
Not available
Demographics
Population: 564,657 inhabitants
Population 1960-2001
1960
1970
1981
1991
2001
801,155
760,150
807,937
663,394
556,797
Change in population 1960-2001

1960/70
1970/81
1981/91
1991/2001
1960/2001
-5.12%
6.29%
-17.89%
-16.07%
-30.50%
Population Development (in thousands)
Figure 33: Population development

86
Comparison of City of Lisbon and the Metropolitan Area of Lisbon (AML consists of 19 municipalities):
Figure 34: Population in Lisbon and in metropolitan area

Population of Lisbon
and AML 1991-2001
Lisbon
AML
1991
2001
663,394
556,797
2,540,276
2,662,949
Change in Population
1981/91
1991/2001
Lisbon
17.89%
-16.07%
1.50%
4.80%
AML
Lisbon has the biggest decline in inhabitants of all municipalities in the AML
Vital statistics (live births, deaths, balance of migration)
Not available
87
Population Age distribution
Age distribution
Inhabitants 1991:
663,394
0-19 years
132,015
19.9%
20-64 years
384,105
57.9%
65 and older
147,273
22.2%
Population Level of education:
Level of education in %
Without education
10
Primary education
Grades 1-4
27
Grades 5-6
Grades 7-9
Secondary education
Medium education
Higher education
18
2
25
Source: INE Instituto Nacional de Estatisticas, 2001
88
Population Gender
Gender distribution (men/women)
Figure 35: Age distribution by gender

Site-specific data
Land use
Age of site
First industrial use of the site petrochemical activities and slaughterhouse in early 20th century
Uses on-site in percent or total area:
Size: 330 ha, 5 km waterfront
Used in last century for oil refinery, slaughterhouse, military barracks; overall very derelict area.
Mixed use area covers 962,550 m2
89
Land use in m
Multi-use
239,950
Residential
638,100
Industrial
84,500
Railway network
66,500
Road network
40,000
Intermodal station
32,750
ETAR
65,750
Municipal facilities
227,125
Sports facilities
107,875
Tourist facilities
28,750
Public urban space (parks, green space, walkways)

Water (including dock and wharf)
1,864,400
102,000
Source: Blau, Ltd., 1998
Land Ownership
96% private, 4% Parque Expo
Former Uses
Oldest oil refinery in Portugal with dozens of tanks, covered about 50 ha. Slaughterhouse, military
barracks, and depot for old and new materials (guns and explosives), sewage treatment, sanitary
landfill, solid waste treatment, port-related activities.
Present Uses
Expo in 1998, thereafter, mixed urban uses such as residential, commercial, sewage treatment, solid
waste treatment, green space, aquarium, multi-functional arena (concerts, events, etc.), sailing area,
trade fairs in former pavilions, shopping mall, etc.
Number of residents
7,000 in May 2003, at development completion 25,000
Land use (% brownfield, % contaminated)
In total, 250,000 m3 of soil had to be removed and were placed in confined cells so that contaminated materials could not leach out.
90

The site lies in the eastern part of the City of Lisboa. The Trancao River is bordering it to the north,
the Tagus estuary to the east and the Northern Railway lines to the west.
Infrastructure (public transportation, road network, parking lots, parking garages, etc.)
Oriente Station: multi-modal public transit station; metro, buses, taxis also direct connection to the
airport. All buildings and the shopping centre also have underground parking.
Train tracks also border entire area on the western part of the property and act as a border to the
community.
Major thoroughfare where trucks and heavy vehicles are allowed to go along northern end of the site,
several smaller ones. One road leading through the centre is only accessible to VIPs.
In preparation for the EXPO, an about 17 km long bridge (Vasco da Gama) was built to connect the
other side of the river Tagus with the EXPO site. Connecting roads to highways were also constructed in addition to a big road between Lisboa and the bridge and a highway going north.
Transportation of goods on and off site (by truck, boat, rail, intermodal)
Not available
Not available, believed that vast majority comes from outside the site.
Approximately 30% arrive by Metro, 20% by train, 10% bus, the rest in private vehicles. Many arrive
from the surrounding cities
Economic data
Production facilities/industrial uses
Pharmaceutical company Sabiol, Schindler Lifts, water treatment plant, and an automatic solid waste
collection system. At the central depot, the waste is compacted and packed into large cylinders for
later transport to its final destination. Organic and non-organic wastes are collected separately. All
other types of waste can also be collected if needed.
No factories on site
Not available
91
Trade and commerce (type, number of firms, products)

Restaurants, hotels, pavilion where fairs etc. take place, IBM, Vodafone, Mitsubishi, Ford, offices,
shopping centre.
Cultural facilities, sports facilities, office buildings, services
Pavilion where cultural and sports events are held, aquarium, old refinery smokestack kept as a cultural heritage landmark, nursing school, hospital, rehabilitation centre, youth centre, schools.
Socio-economic
Not available
Average monthly gross wages and salaries according to sectors
Not available
Employees gender
Not available
Employees - level of education
Not available
Industry left to go elsewhere and workers also left. Landfill had very few employees, same was true
for military warehouses.
Much safer than other neighbourhoods of Lisbon. Many visitors there during the day, evening, and
into the night due to the shopping centre, restaurants and the pavilion. In addition, emphasis on
mixed uses throughout the site, where residential areas are combined with commercial, green space,
etc. As a result, site is considered very safe.
Environmental
Large scale monitoring is being conducted on the site: parameters monitored include air quality,
groundwater and surface water quality, precipitation, temperature and wind speed, and noise levels.
Air
Since 2000, the values for NOx (NO2 and NO) have gone down significantly, the same is true for
PM2.5 and PM10. Monitoring will continue and values are expected to remain low.
92
Water
Groundwater contamination has been reduced significantly over the years also, arsenic levels are
higher than projected, all other values such as volatile organic carbons and hydrocarbons are much
lower than was anticipated.
Sewage is treated in the on-site sewage treatment plant.
Waste
Annual accumulation of solid waste
Not available
Annual accumulation of hazardous waste
Not applicable
Sanitary landfill
There is a sanitary landfill on site that is now closed. During excavation, contaminated soil was
placed in confined cells and placed in landfill to stabilise slopes. The leachate is being cleaned in the
wastewater treatment plant on site (ETAR, municipality of Lisboa) and then will be used for irrigating
green areas on site. Biogas produced by landfill will also be used for producing energy for sewage
treatment plant.
Incinerator on site/off site
Not applicable
Rate of waste recycling and reuse
During construction, thousands of tons of steel, granite, concrete, and recycled steel bars recycled.
See also under sanitary landfill.
Management of collective facilities, public spaces
Public space is now managed by Parque Expo; within the next few years, management tasks for the
entire site will likely be given to the municipalities of Lisboa and Loures.
Noise (caused by firms)
Noise levels were exceeded at only one of 10 stations during the day and at night.
Odour (caused by firms)
Not applicable
93
Energy use
Annual industrial energy use by sector
Not available
Energy consumption per unit output
Not available
Utilisation of renewable energy sources
Not available
Reuse of excess energy
Biogas from sanitary landfill is used to power sewage treatment plant
General framework
EU-Regulations
As a member of the European Union, Portugal has to comply with all EU regulations. No specific
regulations exist that are only relevant for the site.
Parque Expo would have had to conduct an environmental impact assessment. Because it would
have taken too many years for the EIA, Parque Expo negotiated with all relevant ministries to be able
to do the required studies independently, not within the EIA framework. All studies were concluded
within a very short time-frame. Nevertheless, requirements were as stringent as if they had conducted an EIA.
Not applicable

See Source of investments
Total investment for the revitalisation was 2 billion Euros excluding the bridge and the new metro
line.
94
The EU contributed with 200 million Euros to infrastructure and decontamination investments.
Contributions from government were 500 million Euros.
Schools and other public buildings were also financed with public money. The rest (about 65%) was
financed through the private market.
-
Mixed use of site (landfill, sewage treatment plant, commercial, residential, green space, cultural
facilities)
Soil remediation
Public transportation important; built multi-modal hub with Metro, buses, taxis, and private vehicles

History of program at City
Site was very run down at the beginning of the 1990s with old refinery, military installations, and
other obsolete industries; city declared its intention to revitalise the area in order to open it up to all
citizens and to create an area that could be beneficial for both business and the public.
Planning for the EXPO event in 1998 began in 1993 at which point Parque Expo S.A was created by
the State of Portugal in order to orchestrate and be responsible for planning the entire site. They
were also given special powers by the state and the municipality that enabled them to make decisions much more quickly due to special legal powers. Please refer to History of the Site for a detailed description of the company.
Parque Expo did involve both the municipality of Lisbon and Lores in their decision-making processes, because the firm wanted to co-ordinate important issues such as public transit connections
with the cities. Those municipalities would also manage the site once the revitalisation process would
be finished.
About 4% of the entire site belongs to Parque Expo, the rest has already been sold. Buildings such
as the aquarium, the Atlantic Pavilion, and the administrative building among others still belong to
Parque Expo; some of them might remain in their ownership, others might be sold or rented in the
future.
Municipalities of Lisbon and Loures, Parque Expo, private investors and developers, architects, designers, consultants, and international firms.
95
Parque Expo was and is in charge of the entire planning and construction process and worked in
close cooperation with the two municipalities. It is planned that site management will be given to the
Cities of Lisbon and Loures once the entire site is developed (possibly in 2004).
See also History of program at City.
Time frame of revitalisation (planned vs. actual)
Planned time frame for creating the Expo site was 6 years and it was finished in time and according
to plan. As of May 2003, the site is still in the process of redevelopment.
Objectives
-
create a mixed use area including industrial, commercial, and residential uses along with green
space, cultural and sports centres that functions as a neighbourhood.
construct all buildings for the expo with the overall plan to create a functioning and popular
mixed use area for the period after the Expo
open up the waterfront to the people of Lisbon and to visitors

Approaches
Parque Expo acts as planning firm and was created by the state to be the sole company responsible
to organise and plan the construction of the Expo area and the urban, mixed use site for use beyond
the Expo period. Parque Expo works mainly on the private market with private investors, developers,
architects, engineers, etc. and selects them through public invitations to tender.
Role of municipality vs. other public actors
Parque Expo coordinated e.g. public transport connections to the Expo area with the municipality of
Lisbon and handling of the wastewater treatment plant. The state financed some of the construction
for the Expo site and is 99% shareholder of Parque Expo.
The site was primarily built through the private market. Financing was 65% private and 35% from
public sources. A large portion of public funding was used for environmental remediation and cleanup.
See approaches above and see also History of Program at City.
Establish monitoring plan
Parque Expo established a comprehensive environmental monitoring plan that includes monitoring of
groundwater and surface water quality, noise levels, meteorological data, air quality, vegetation
communities etc.
96
Monitoring of success of different steps/ progress toward objectives

No official monitoring plan. However, Parque Expo employees closely observe market developments
such as the residential housing market or the office market and also attempt to attract internationally
acclaimed companies such as Sony.
97
98
2 C Am Borsigturm, Berlin, Germany

City data
Land use
Size
of Berlin: 892 km2
Land use (2001, km)

Built area and undeveloped land
357
40.07%
1.01%
Recreation
105
11.78%
Traffic
135
15.15%
46
5.16%
159
17.85%
Areas of other use
59
6.62%
Woodland
21
2.36%
Industrial and commercial
Farmland
Water bodies
Source: A. Grnberg, Berlin Senate Department for urban development and planning
Public institutions (2001)

Universities
Public general education schools
Special schools
Vocational schools, others
17
827
99
273
99
Gross value added (2002, billion Euros)

Agriculture, Forestry, Finishing
0.1
Producing Industry/Manufacturing
12.7
Services (without public sector)
51.8
Public Sector
7.2
Total
71.8
Gross Value 1991-2001 (real), City of Berlin
in Mrd Euro
80
70
60
50
Total
Agriculture, Forestry, Fishing
Producing Industry/Manufacturing
Manufacturing
40
30
Services (without public sector)

Public Sector
20
10
Figure 36: Gross Value 1991-2001 (real), City of Berlin

Source: Statistical office of Berlin
100
2001
2000
1999
1998
1997
1996
1995
1994
1993
1992
1991
Employed persons by sector (2001, in thousands)

Agriculture, hunting and forestry, Finishing
5.78
0.5%
228.6
20.3%
0.3
0.0%
141.6
12.6%
Electricity, gas and water supply
11.7
1.0%
Construction
75.0
6.7%
890.6
79.2%
141.9
12.6%
Hotels and restaurants
43.4
3.9%
Transport, storage and communication
73.3
6.5%
Financial intermediation
42.0
3.7%
Real estate, renting and business activities
197.3
17.5%
Public administration and defence; compulsory social security
102.0
9.1%
61.1
5.4%
146.0
13.0%
82.4
7.3%
1.2
0.1%
Producing industry
Mining and Quarrying
Manufacturing
Services
Wholesale and retail trade
Education
Health and social work
Other community, social and personal service activities
Private households with employed persons
Total
1,125
Percentage of employees_industry/employees_total: 9.9%

(Note: employees of firms with more than 20 employees, manufacturing, 2001)
Not available
Unemployed persons
annual average of 2001: 16.1%, actual (March 2003): 18.7%
Demographics
Inhabitants 2001: 3.388 Mio.
101
Figure 37: Population-development

Population Vital statistics
Vital statistics
1990/91
1995/96
2000/2001
Balance of live births and deaths
-13,092
-8,194
-4,200
Balance of migration
25,428
-4,461
10,467
Total
12,336
-12,655
6,267
Vital statistics
1991/2001
-93,674
48,415
Total
-45,259
Gender (Nov. 2002, in million)

Male
1.65
48.53%
Female
1.75
51.47%
102
Age distribution (2001)

0-14 years
15-59 years
447,018
13.39%
2,172,177
65.06%
719,451
21.55%
60 years and older
Population Level of Education
Graduation general (April 2002, in thousands)

Pre-school age, pupils; without specifications
731.9
21.6%
Without graduation
108.4
3.2%
2,548.8
75.2%
Elementary and lower secondary school
818.2
24.1%
Polytechnical school of the former GDR
332.6
9.8%
Secondary school
595.3
17.6%
Secondary school with university entrance diplomas
802.8
23.7%
With graduation
Total
3,389.1
Graduation vocational schools and higher education

(April 2002, in thousands)
Persons under 15 years
625.2
18.4%
Without vocational graduation
776.0
22.9%
1,987.9
58.7%
1,259.6
37.2%
Vocational school
265.5
7.8%
Vocational college
142.9
4.2%
University
319.9
9.4%
With vocational and university graduation

Apprenticeship
Total
3,389.1
103
District-data/Reinickendorf
Land use (2001)
Size 8,945 ha
Land use (in % of the whole district area)
Residential areas 27.1%
Industrial + commercial areas 3.9%
Water bodies 8.2%
Green space (including: farmland 4.7%, woodland 21.6%, recreational areas 7.8%) 34.1%
Traffic area 15.8%
Others 10.9%
Value added by sector (Industrial, commercial, services, farming, forestry, public administration)
Not available at district-level
Employed persons by sector (2001)

Agriculture, hunting and forestry, Finishing
255
0.4%
Energy industry
174
0.2%
17,084
24.0%
4,817
6.8%
10,479
14.7%
5,575
7.8%
232
0.3%
27,913
39.3%
Non-profit Organisations
2,082
2.9%
Public administration
2,452
3.5%
0.0%
Manufacturing
Construction
Trade
Financial intermediation Services
Services
Unspecified
Total
71,064
Source: Employment office Berlin North
104
Percentage of employees_industry/employees_total: 17,084/71,064 = 24%
Employed persons in industry in detail (2002)

Manufacture of food products; beverages and tobacco
3,066
17.9%
Manufacture of textiles and textile products
229
1.3%
Manufacture of leather and leather products
32
0.2%
318
1.9%
1,820
10.7%
762
4.5%
Manufacture of rubber and plastic products
506
3.0%
Manufacture of other non-metallic mineral products
203
1.2%
Manufacture of basic metals and fabricated metal products
2,359
13.8%
Manufacture of machinery and equipment n.e.c.
4,022
23.5%
Manufacture of electrical and optical equipment
1,973
11.5%
Manufacture of transport equipment
874
5.1%
Manufacturing n.e.c.
920
5.4%
Manufacture of wood and wood products

Manufacture of pulp, paper and paper products, Publishing
and printing
Manufacture of chemicals, chemical products and man-made
fibres, coke, refined petroleum products and nuclear fuel
Total
17,087
Source: Employment office Berlin North
Unemployed persons (in relation to the population aged 18-60):

15.3%
Demographics
2001: live births: 1,889
2001: deaths: 2,749
balance: -860
Migration 2001 (all of Berlin!):
Immigrants: 125,324; emigrants: 114,857 +10,467
years before: 2000: -858; 1999: -7,015; 1998: -21,325; 1997: -26,926; 1996: -4,461
Population (31.12.2001): 246,507 ( 7.39% of inhabitants of Berlin)
Population/km: 2,756/km (Berlin: 3,794/km)
105
Age distribution (31.12.2001)

0-6 years
12,311
4.99%
6-17 years
29,176
11.84%
18-64 years
160,756
65.21%
44,264
17.96%
65 years and older
Population Level of education

Not available
Population Gender
Male: 52.4%, female: 47.6% (Source: Statistical office of Berlin 30.6.2001)
Site-specific data
Land use
Size of site
15 ha
Land ownership
RSE Projektmanagement AG; Shopping centre Am Borsigturm: DEGI Deutsche Gesellschaft fr
Immobilienfonds mbH; Area of Motorola: Motorola
Age of site
Industrial production has taken place on this site since the 1830s
1992: Start of the revitalisation
Uses on-site in percent or total area
New industry: industrial and innovation estate 36,000 m (building lot) including the PhnixIncubation centre 7,000 m (floor space)
Area for traditional industry 30,000 m (building lot)
Offices and 1 hotel 23,000 m (building lot)
Housing: 208 accommodation units
106
Retail shopping centre with a multiplex cinema, leisure, catering and supplementary services: Total
area 30,100 m (building lot)
Schools + universities: 0
Number of residents
208 flats approximately 300-400 residents
Inhabitants of the census area Borsigwerke: 849
Age distribution (31.12.2001)

0-6 years
38
4.48%
6-17 years
89
10.84%
18-64 years
613
72.20%
65 years and older
109
12.84%
Source: Statistical office Berlin

During revitalisation contaminated soil had to be cleaned up before reuse of the site.
The revitalisation process is nearly completed (not completed yet: 3rd phase of construction of the
office park buildings, rotunda near Borsig Tower).
In the Northwest of Berlin, district Reinickendorf, surrounded by the Tegeler Lake and residential
areas.
Figure 38: Location of the site Am Borsigturm in Berlin

Source: http://www.am-borsigturm.de/
107
Infrastructure
public transportation: railway and underground station
road network: motorway 111
parking lots, parking spaces: 1,600
Figure 39: Infrastructure and access

Source: http://www.am-borsigturm.de/
by truck
Number unknown, but the majority of employees live in the suburban region of Berlin high number
of commuters; the majority use car
Number unknown. Preference of car, but the opportunity for using public transport exists underground station Borsigwerke direct connection
108
Economic
Production facilities (type, products)
-
Herlitz: manufacture of paper products and office supply
Motorola: centre of excellence for radio and mobile communication, production of two-way radio
sets/systems. In the future there will also be R&D of new technology-issues (GPRS, UMTS,
TETRA), production of two-way radios with TETRA-technology.
Multi-application smart card
Phnix incubation centre: ICT, logistics and traffic engineering (services and production)
Babcock-Borsig

Herlitz, Motorola
(Phnix incubation centre: app. 52 companies)
Not available
Hallen am Borsigturm: retail: about 120 shops (e.g. Media Markt, Hennes & Mauritz, real, Kaisers,
Strauss Innovation, Esprit, Mango, Sport Vosswinkel, Fielmann); international gastronomy; services
Cultural facilities
Cinema 2,400 seats, disco
Sports facilities
Fitness studio 10,000 m, bowling 23 tracks
Office buildings
Office park for production-oriented services
Socio-economic
-
Phnix incubation centre: 52 companies are situated in the Phnix incubation centre. There are
approximately 320 fully employed persons and app. 50 free lancers (especially in the IT-branch)
Motorola Germany (not only location Am Borsigturm) in the year 2000: 4,500 employees und
approximately 6.1 billion DM (3 billion Euros) turnover (app. 400 employees on the site Am
Borsigturm)
109
Herlitz: approximately 650 employees
Borsig: approximately 190 (year: 2002)
Hallen am Borsigturm Halls at the Borsig-Tower: app. 120 Shops

Not available
Employees gender
Not available
Not available
Not available
Safety situation on entire site (descriptive answer)
During day high level of safety because of mixed use.
Environmental
The environmental situation has improved because of a land use-change from heavy industry to
mixed use. Contaminated soils were cleaned up, current uses have to be in compliance with environmental regulations.
Environmental data for the entire site were not available. The following data refer only to the company Motorola on the site.
Data of Motorola (ISO 14001)
Air Emissions
None, district heating
Water
Annual discharge of industrial waste water (industrial purified/non-purified)
Water consumption: 2,927,000 US gallons
Sewage treatment plant treated on site
There is no treatment of industrial waste water necessary
Ground water contamination
None
110
Waste
Annual accumulation of solid waste: ca. 300 US tons
Annual accumulation of hazardous waste: ca. 100 kg
Landfill on site/off site: Area Berlin
Incinerator on site/off site: Area Berlin
Rate of waste recycling and reuse: recycling-rate of waste: 77.5%
None
None
Energy use
Annual industrial energy use by sector: 4,374 MWh
Energy consumption per unit output: Not available
Utilisation of renewable energy sources: No
Reuse of excess energy: Yes
General framework
In 1992, the City of Berlin passed a directive to set aside industrial areas (Industrieflchensicherungskonzept (ISK)). Certain industrial areas were protected for further industrial use. 1999 the
concept was revised and renamed to EpB Entwicklungskonzept fr den produktionsgeprgten
Bereich (development concept for the production oriented sector). As the title already says, stronger
emphasis was placed on production oriented services. The trend shows stronger networking between industry and services. Boundaries between the sectors disappear. Spatial proximity between
pre-supplier, industrial companies and services become more and more important.
The concept is binding for public administrations, but not legally binding, so it is a rather soft instrument.
111
Figure 40: Plan of the EpB (Development concept for the production oriented sector)
Source: Berlin Senate for economy and technology: Business location Berlin - EpB
Text to 2a) Borsigdamm in the EpB:

Size: 51ha
Development strategies: qualification and complementation of the existing structure
Target group:
-
economic branches: manufacturing and other production oriented services, especially with customer relations beyond the region
Function: R&D, production, services
Type of companies: small companies, companies with storey independent production
Planning measure
Procedure for change of land use designation; target: examination of commercial building lots.
RSE bought the whole site in 1992 and developed it.
Costs of revitalisation
RSE has already invested 440 Mio Euros, further 18 Mio Euros will be invested in the rotunda. The
investments include clean-up of contaminated soils and construction of buildings and infrastructure.
112
RSE, City of Berlin, EU
List of measures relevant to site
-
Mixed use
For better integration of former brownfields into the urban fabric, RSE intended to bring mixed
uses such as industry, commerce, services, and housing to the site.
Soil remediation
Contamination of the site was a great environmental and financial problem. Due to prior use of
the site (heavy industry, production of refrigerators), the soil was contaminated with Pb, Cu, Zn,
Cn, oil, halogens etc. to a depth of partly up to 25 metres. Soil and building foundations had to
be removed. Clean-up was fully financed by RSE.
Environmental requirements
There was close cooperation between RSE and public administrations (departments at district
and at city level (Senate)) during the whole revitalisation process. Special environmental requirements for the site had to be fulfilled: 20 % of the site had to be unsealed additional tree
plantations and court yards. Only 50% of the rainwater can be discharged into the public waste
water system, the rest must infiltrate therefore infiltration ditches had to be built. Compliance
with emission requirements already during construction phase.
Spatial requirements
Retail was reduced to 22,000m2. The whole shopping centre was reduced to 40,000m2. A market survey was conducted by the research institute for trade (FfH) to find out whether a shopping centre was needed in the district. The land use designation was changed from industry to
trade.
Funding
-
13 houses were built as social housing and were 30-40% Senate funded (approximately 8 Mio
Euros).
Infrastructure: approximately 40-50% of the construction cost for streets (25-30 Mio. Euros)
were funded by the EU. Access to the area (metro, roads etc.) was partly financed by the city (to
60%) and by RSE.
Incubation centre: also funded by the Senate.
Motorola was supported by the city: clean up of the Motorola area was financed and they received a major contract from the city.

See History of the Site
113
-
Developer Company RSE: owner of most of the site, initiator of the revitalisation Tasks of RSE:
Project development, project planning and project management, marketing and renting
Public administration: City of Berlin/district of Reinickendorf
Motorola
-
Responsibilities: RSE
Authorisation/duties: needed authorisation of City (environmental requirements, land use designation, building requirements, etc.)
Administration/management: the revitalisation process was managed by RSE, but there was
close co-operation with the City
Time frame of revitalisation

Start of revitalisation: 1992; still on-going nearly completed
Objectives
-
To bring new, mixed use to the abandoned site
Environmental improvements (remove of contamination)
Promoting technology-oriented start-ups through incubation centre Phnix
Support of existing industry through production-oriented services
Improvement of leisure and shopping facilities for the district.

Approaches how are partners/developers etc. selected, involved, responsible
Project developer: RSE Projektmanagement AG
Co-operation with: City of Berlin
Site management by RSE
For the shopping centre: design competition
Role of municipality vs. other public actors, interaction between partners
Two-stage administration: on city level Senate (superior planning authority); and on district level
Bezirksamt Reinickendorf (responsible for implementation). Very intensive interaction between
developer company RSE and authorities of Berlin in the forefront and during revitalisation. Both parties said that co-operation was good.
114
Central governance/free market/combination: free market within public regulations
Regulations incentives:
Environmental regulations, land use regulations (no wholesale on the site, reduction of retail and
shopping centre to a certain size).
Incentives for Motorola to move to the site (major order, financing of clean up of the plot). Funding of
social housing, incubation centre, opening of the site.
EU funding for construction of streets.
No monitoring plan
Although there is no defined monitoring plan, there is continuous evaluation whether the strategy
works. The developer company has to operate according to its needs and market demands and has
to comply with authorities needs. If there is no need for the facilities the developer offers, the firm
has to change its strategy and adapt to requirements.
115
116
2 D BMW-Steyr, Steyr, Austria

City data
Land use
Size
of Steyr: 26.6 km2
Land use (2003, km)

Built-up land
2.1
7.9%
Gardens
5.3
19.9%
Farmland
11.1
41.7%
Water bodies
1.6
6.0%
Areas of other use
3.7
13.9%
Woodland
2.8
10.5%
Source: http://www.steyr.at/, 2003-10-08
Land use designation for

building land (Nov 2002, ha,%)
Designated
Used
Reserve
Business area
11.30
1.16%
10.68
94.51%
0.62
5.49%
Industrial area
228.39
23.38%
178.06
77.96%
50.33
22.04%
Residential area
591.82
60.59%
484.76
81.91%
107.06
18.09%
Mixed building area
145.18
14.86%
115.74
79.72%
29.44
20.28%
Total
976.69
100%
789.24
80.81%
187.45
19.19%
Source: City of Steyr
117
Public educational institutions (2003)

Primary and secondary schools
17
Secondary schools with university entrance diplomas
Technical vocational schools
Vocational colleges (FH)
Centre for distance learning of the university of Linz
Source: http://www.steyr.at/, 2003
Value added by sector (Industrial, commercial, services, farming, forestry, public administration)-NA
Employees by sector
Agriculture, hunting and forestry
Fishing
Mining and quarrying
0%
9,093
46.0%
155
0.8%
1,284
6.5%
3,096
15.7%
622
3.1%
611
3.1%
450
2.3%
2,163
10.9%
431
2.2%
Education
425
2.1%
944
4.8%
503
2.5%
Private households with employed persons
0%
Extra-territorial organizations and bodies
0%
Manufacturing
Construction
Wholesale and retail trade; repair of motor vehicles,
motorcycles and personal and household goods
Real estate, renting, and business activities

Public administration and defence; compulsory social
security
Total
19,777
Source: Statistik Austria, http://www.statistik.at/wdbs/jsp/aztabellen.jsp

Preliminary results of the ASTZ2001
118
46% (without agricultural sector)
Employed persons in industry in detail (NACE-code two-digit AA)
Employees in manufacturing (without agricultural sector), 2001

Manufacture of food products; beverages
227
2.5%
Manufacture of textiles and textile products
0.1%
Manufacture of leather and leather products, Manufacture of footwear
0.0%
79
0.9%
163
1.8%
Manufacture of coke, refined petroleum products and nuclear fuel
0.0%
Manufacture of chemicals, chemical products and man-made fibres
0.1%
0.1%
Manufacture of other non-metallic mineral products
391
4.3%
Manufacture of basic metals and fabricated metal products
460
5.1%
Manufacture of machinery and equipment n.e.c.
1,395
15.3%
66
0.7%
6,106
67.2%
189
2.1%

Manufacture of pulp, paper and paper products; Publishing and printing

Manufacturing n.e.c.
Total
9,093
Source: Statistik Austria, http://www.statistik.at/wdbs/jsp/aztabellen.jsp
Unemployment
2001 labour market district Steyr: 5.1%
City of Steyr (2003): 7.3%
Demographics
Inhabitants 2001: 39,340
119
Vital statistics
Total
1971/81
1981/91
1991/2000
-1,010
-344
26
-870
739
-23
-1,880
395
Source: Statistik Austria, http://www.statistik.at/index.shtml
Population Age distribution (2001)

0-14 years
6,401
16.27%
15-59 years
24,067
61.18%
8,872
22.55%
60 years and older
Population Gender (2001)

Male
18,751
47.67%
Female
20,589
52.34%
Population Level of education (1991) (Population 15 years and older)

Elementary and lower secondary school
11,875
35.9%
Apprenticeship
12,141
36.7%
Vocational school
4,468
13.5%
Secondary school with university entrance diploma
1,293
3.9%
Vocational secondary school
1,666
5.0%
449
1.4%
1,226
3.7%
Higher studies (vocational colleges, etc.)

University
Total
33,118
Source: Statistik Austria, ISIS
120
Site-specific data
Land use
Age of site
First industrial use on the site: arms production, 1830
Uses on-site in percent or total area
Industrial use; factory Steyr; total area: 22.2ha, sealed area: 19.94ha
Number of residents
No residents
No brownfields, enlargement area Hinterberg was contaminated, is now cleaned up; former contaminated wastewater from metal foundry (Source: Department Environmental Law, Government of Upper Austria)
Eastern outskirts of the City of Steyr
No public transport, near a main road, parking lots on the site
Railway runs directly through the area; is frequently used
Not available
There are company vans that can be used for car pools by employees
Economic
Type: Manufacture of motor vehicles, trailers and semi-trailers
121

BMW Motoren GmbH Steyr
Business data
2001
2002
Turnover in Mio. Euro
1,781
1,764
Total production
630,000
561,000
Petrol engines
335,000
235,000
Diesel engines
295,000
326,000
Formation
1979
Start of production
1982
Building area
App. 170,000 m
Invest
App. 2.3 billion Euro
R&D
Production
Diesel engines for BMW Group

6-cylinder petrol engines and 4- and 6cylinder diesel engines
Share of export
100%
Employees
2,552
Source: http://www.bmw-werk-steyr.at/

No trade and commerce on the site
Cultural facilities, sports facilities, office buildings (type of facility, # of employees)
Not on the site
Socio-economic
Employed persons
2,529 (2001)
Average monthly gross wages and salaries according to sectors (2001):
Salaried employees: 3,700 Euro (without top management)
Wage earners: 2,434 Euro
122
Employees gender
94% of the 2,529 employees are men (2001)
Employees level of education (2001)
Salaried employees Level of education (2001)

Academics
133
18.7%
Technical vocational schools
189
26.5%
Vocational training
390
54.8%
Total
712
Source: Email I. Riedl, BMW public relations, 22nd of January 2003
Wage earners level of education (2001)

Technicians for metal works
1,005
55.3%
Skilled workers
550
30.3%
Unskilled workers
139
7.6%
Graduates from technical vocational schools
34
1.9%
Apprentices
89
4.9%
Total
1,817
Source: Email I. Riedl, BMW public relations, 22nd of January 2003

Information not available
The site is gated; everyone who wants to get inside, has to prove his identity
123
Environmental
(due to the environmental statement 2001)
Air
CO: 62,427kg
CO2: 21,289.883 kg
PM: 2,122 kg
SO2: 1,869 kg
NOx: 201,875 kg
VOC: 2,470 kg
NH3: 7,283 kg
Heavy metals: not available
Water
Annual discharge of waste water: 66,220m3; industrial waste water: approximately 39,000m3, sanitary waste water: approximately 27,000 m3
Sewage treatment plant on site
No ground water contamination
Waste
Annual accumulation of solid waste: 23,099 t
Annual accumulation of hazardous waste:
for recycling: 1,322 t, for disposal: 450 t total: 1,772 t
Landfill on site /off site
Landfill is off site
Incinerator on site /off site
Incinerators are off site
Rate of waste recycling and reuse
Recycling of non hazardous waste: 20,087 t (= rate of 94%)
Recycling of hazardous waste: 1,322 t (= rate of 75%). Total rate of waste recycling: 93%
BMW is responsible for its facilities
124

Firm does not exceed the national noise-standard values for the day (60dBA) or for the night
(50dBA). But the firm lies in the middle of residential area, therefore there are additional measures
for reducing noise: annual drawing up of a noise maps; noise barriers on the southern border of the
site. Ventilators which are constructed with noise absorbing material.
Odour
There is no emission of odorous substances
Energy use
Annual industrial energy use by sector: electric energy: 128.8 GWh, primary energy (gas, fuel oil):
89.4 GWh total: 218.2 GWh; fuel for the test benches: petrol: 378,991 l, diesel: 2,035,657 l, bio
diesel: 24,682 l
Energy consumption per unit output: production of engines 2001: 630,503; energy use: 218 GWh
2,892GWh/unit
Utilisation of renewable energy sources
Not utilised
Reuse of excess energy
Block heat and power plant on site.
General framework
EU-Regulations
Parts of the city of Steyr are objective 2 areas; the foundation and development of the business and
industrial services park Stadtgut Steyr is also funded by the EU.
Noise standard values; temperature and quality of industrial water discharged to public sewage system are regulated; regulations for air emissions.
Through the land use designation plan spatial development of the site is regulated.
Not only site-specific, but for the whole city/region see text
125

Clean-up of the contaminated site was financed by the province of Upper Austria
List of all measures which were/are relevant for this site
Environmental measures: reduction of energy and water use, reduction of emissions and noise,
clean up of contaminated site
Costs for revitalisation (current, investment)
Clean up costs were 13.6 million Euros (Source: Department Environmental Law, Government of
Upper Austria)
Source of investments (EU, state, municipality, private, etc.)
Clean up: province of Upper Austria. O Bauland Entwicklungsfonds AG. Measures applying to
company only: BMW Steyr
Contaminated site: removal of contaminated soil, contaminated groundwater is pumped out and decontaminated regularly from certain contaminated areas to prevent leaching.

See site description Part I
Province of Upper Austria, Municipality of Steyr, BMW Steyr
Responsibilities for the contaminated site: municipality of Steyr; when area was found to be contaminated: Upper Austria.
Authorisation/duties: BMW needed authorisation of the municipality for enlargement; clean up of
contaminated site was necessary before enlargement was possible.
Administration/management
See above
Revitalisation of contaminated site is completed
126
Objectives
Enlargement of the factory for industrial use only
Promoting certain industrial activities/sectors such as technology-oriented etc.
BMW Steyr not only produces engines, diesel engine development of BMW is also fully based in
Steyr. Important diesel technologies were developed in Steyr such as all-electronic management of
diesel engines and the world's first direct-injection V8 diesel.
Modernisation of existing industry, environmental improvements etc.
There is continuous modernisation of processes and industrial plants at BMW Steyr. Many environmental improvements have already been conducted (see environmental statements, EMAScertification), e.g. optimisation of the sewage treatment plant on site and more efficient production
processes; additional environmental targets are listed in the environmental statement.
Socio-economic measures such as retraining
Training of employees in the firm; No retraining measures of unemployed people.

There is a cooperation between BMW and the province of Lower Austria. Clean-up of the site was
financed by the province of Upper Austria.
BMW is a very important company in Steyr, because it employs a large number of individuals. Therefore there is great interest in retaining the company at that location. There are various measures
implemented by public authorities to support industrial companies in Steyr, e.g. establishment of
educational facilities, TIC Steyr (Technology and Innovation Centre) with incentives for start-up companies, marketing and consulting agencies, commissioning large public contracts and providing financial support for clean-up, etc.
Due to regulations, clean up of the site was compulsory, but financial support was given by the province of Upper Austria.
A monitoring plan for improving environmental conditions exists
Not done
127
128
2 E Parc Logistic in the Zona Franca, Barcelona, Spain

City data
Land use
Size (2001)
Area (km)
Inhabitants
(in million)
101
1.527
3,236
4,483
31,895
6,506
City of Barcelona
Metropolitan region
Catalonia
Source: http://www.bcn.es/estadistica/angles/dades/sintesi/vivat0.htm
Land use (km)

Build-up area
54.6%
Plazas and streets
16.6%
Urban green space
9.8%
Forest area
18.1%
Source: http://www.bcn.es/estadistica/angles/dades/sintesi/fisicat0.htm
Value added by sector:
Only data about business activities were available.
129
Business activities. Number of transactions by groups of activities (2001)

Agriculture
0.0%
13,962
8.94%
0.0%
13,918
8.92%
40
0.03%
Construction
12,370
7.92%
Trade
54,588
34.97%
Wholesale trade
13,935
8.93%
Retail trade
40,653
26.04%
75,183
48.16%
12,360
7.92%
4,245
2.72%
13,480
8.63%
3,624
2.32%
24,017
15.38%
Public administration and defence
1,314
0.84%
Education
3,643
2.33%
2,426
1.55%
10,074
6.45%
Industry
Manufacturing
Services
Repair and maintenance

Total
156,109
Source: http://www.bcn.es/estadistica/angles/
130
Business activities. Number of transactions by groups of

activities. (2001)
Production of metals
31
0.22%
519
3.73%
Fabrication of metal products and machinery
2,215
15.91%
1,228
8.82%
192
1.38%
Manufacture of food products; beverages and tobacco
533
3.83%
Manufacture of textiles and textile products, leather and shoes
2,271
16.32%
1,262
9.07%
Manufacture of pulp, paper and paper products
4,316
31.01%
317
2.28%
1,034
7.43%
Manufacture of chemicals and non-metallic mineral products

Other industrial manufacture
Total
13,918
131
Employed persons by economic sector (2001)
Wage earners by sector (2001)

Agriculture, forestry, fishing
1,154
0%
166,699
20%
203
0%
115,046
14%
6,200
1%
45,250
5%
664,673
80%
132,788
16%
42,896
5%
50,939
6%
44,624
5%
171,544
21%
Public administration and defence; compulsory social security
59,631
7%
Education
43,160
5%
57,057
7%
62,034
7%
22
0%
Producing industry
Mining and Quarrying
Manufacturing
Construction
Services
Trade
Not defined
Total
832,548
Producing Industry: 20%
Manufacturing: 14%
Not available
132
Unemployed persons
1st quarter
2nd quarter
3rd quarter
4th quarter
1,206,000
1,201,300
1,207,000
1,218,100
Economically active population/total
51.88%
51.29%
52.08%
52.53%
Unemployment rate
21.10%
11.08%
11.49%
11.55%
2001
Total population (over 16 years)
Source: Calculations based on: Encuesta de Poblacin Activa. Instituto Nacional de Estadstica
Demographics
Inhabitants 1.1.2001: 1,505,325
Population - City of Barcelona

2.000.000
1.900.000
1.800.000
1.700.000
1.600.000
1.500.000
1.400.000
1.300.000
1.200.000
1951
1956
1961
1966
1971
1976
1981
1986
1991
1996
2001
Figure 41: Population development

Source: Censos, Padrones y Rectificaciones padronales. Statistical office of Barcelona
Vital statistics (2001)

-3,024
19,089
Total
22,113
Source: Statistical office of Barcelona
133
Population Age distribution (2000)

0-14 years
175,541
11.6%
15-59 years
922,769
61.0%
60 years and older
414,661
27.4%
Population Level of education (2001)

Illiterate
0.2%
Primary school not completed
14.6%
Primary school completed
28.3%
Elementary school (1)
13.8%
Vocational training
9.5%
Secondary school (2)
15.2%
Bachelors degree
7.2%
Master degree
10.6%
Not reported
0.6%
(1) In Spain elementary school covers from 11-14 years old students
(2) In Spain secondary school covers from 14-16 years old students
Source: http://www.bcn.es/estadistica/angles/dades/sintesi/vivat0.htm
Population Gender (2000)

Male
707,783
46.8%
Female
805,188
53.2%
134
Site-specific data
Site: Zona Franca Industrial Estate (600ha), renewal area: Parc Logistic (40ha)
Land use
Age of site
In 1916 El Consorci de la Zona Franca was founded by the City Council and the Chamber of Commerce to develop the Zona Franca, a formerly agricultural area in the Southern outskirts of Barcelona.
Since 1950: industrial estates created through governmental initiatives
Zona Franca Industrial Estate was built in the 1960s.
Zona Franca Parc Logistic was opened in 1992
Uses on-site
Mainly industrial use, also some restaurants, convenience shops, etc.
Now: 2/3 industrial use, 1/3 logistics
Transformation from traditional industry to more innovative industry and offices (particularly in the
field of logistics)
Number of residents
No residents
According to the interview-partners, there is no contamination on the site.
Abandoned land/halls of SEAT were for Parc Logistic no brownfield areas
Excellent logistics location
Infrastructure
-
There are only busses going from the city centre to the site. A subway is planned
Good connections to the main road network
Many parking places in the streets and in front of buildings
135
Intermodal, by boat, truck and rail
Figure 42: Transportation map of Parc Logistic

Source: http://www.parclogistic.es/ang/arealogistica/amp_conexiones.htm

Data not available
Data not available. At this point, accessibility by public transport is insufficient. It can be assumed,
that the majority of employees get to the site by car.
Economic
Production facilities
Companies from the automotive and logistics sectors. (Details see below)
250 businesses located at Zona Franca Industrial Estate, 100% occupied
The largest:
-
SEAT, S.A.
Nissan Motor Iberica, S.A.
Parc Logistic, S.A.
Iveco Pegaso, S.L. (together with: Irisbus iberica, S.L., Componentes mecanicos, S.A.)
Quimica Farmaceutica Bayer, S.A., Bayer Hispania, S.A.
136
Zona Franca Logistics park tenants:

-
Actebis (wholesale of informatics)
Aeris (logistics)
E.Erhardt (transport, conveyance)
Esmar (fabrication of metal products)
Fagor (producer of domestic appliances)
Federal mogul friction (automotive)
Hamann (logistics)
Hennes&Mauritz (fashion)
Iglesias y Rufaro (Rufaro log) (transport)
Jit Martorell (Benteler) (automotive)

Data not available
Entire Zona Franca:
-
Mercabarna (http://www.mercabarna.es/): Mercabarna is the managing company of the Alimentary Unit where the Wholesale Markets of the city of Barcelona are located: the Central Fruit and
Vegetable Market, the Central Fish Market, the Central Flower Market and the Slaughterhouse.
This 90-hectare Food and Commodities Unit houses more than 900 companies belonging to the
agro and food sectors.
Restaurants, banks, post office, petrol station, hotel
Parc logistic Zona Franca:

-
Insurance agency
Travel agency
Stationary shop
Bank
Restaurant
Delivery service
Cultural facilities, sports facilities, office buildings

Governmental institutes of the metropolitan area of Barcelona:
-
Entitat del Medi Ambiente: local government body covering 33 municipal areas in the Barcelona
Metropolitan Area.
137
Entitat del Transport (EMT): is a local body formed by eighteen municipalities in the metropolitan area of Barcelona. It was set up by Act 7/1987 of the Catalonian Parliament to provide joint
public passenger transport services in its area.
The Mancomunitat de Municipis, together with the Entitat del Transport (Transport Council) and
the Entitat del Medi Ambient (Environment Council), forms the institutional network that copes
with the supra-municipal supply service of the Town Halls belonging to the Metropolitan Area of
Barcelona.
Socio-economic data
Employed persons in Parc Logistic
-
In the (industrial) logistics space: 650 people
In the office space: 750 people
For the near future, additional 35,000m2 of office space are planned 20-30m2 per employee
(depends on number and type of company) another 1,200-1,700 employees

Not available
Employees gender
Not available
Employees - level of education
Not available
Not available
Safety situation on entire site (descriptive answer)
There is a private security service on site, so on daytimes the site is safe. But there is no mix with
housing, therefore in the night, when most of the companies and offices are closed, there are not
many people in the streets and on the site. This causes an unsafe situation.
Environmental
-
Continuous improvement of water works
Tree replanting policy
Ecoparc de Barcelona S.A. in the Carrer A in Zona Franca
138
Waste treatment plant for the citys urban waste. Transforms waste into biogas, electricity and
fertilisers, and will recover reusable materials, all of which will result in an improved environment. Since 2002 Ecoparc treats approximately 300,000 t of waste annually and produces more
than 56,000t of compost and 14,000,000m3 biogas.
Several companies on site are EMAS registered
Companies registered for EMAS (June 2001)

-
COMPAA IBRICA DE TRANSPORTES ESPECIALES, SA (CITESA)

International carriage of goods by road
Polgon industrial Zona Franca Sector A
C/ 60, nm. 1-5, 08040 Barcelona
COGNIS IBERIA, SL
Manufacture of surface-active substances
Pol. industrial Zona Franca C/ 42, sector E, 08040 Barcelona
COMPONENTES MECNICOS SA (COMESA)

Manufacture and assembly mechanical components, gearbox and rear axle for industrial vehicles
Adrea: Pol. Ind. Zona Franca c/A n 1-19
08040 Barcelona
MINIWATT, SA
Manufacture of cathode-ray tubes for 14 TV receptors
Passeig de la Zona Franca, 15 , 08038 Barcelona
Some environmental data for the site are not available
Air
Not available
Water
Not available
Water contamination
In the Llobregat Delta: industry contaminated water and soil. There are many wells, but they cannot
be used, because the water is contaminated. The improvement of water quality has higher priority
than the soil.
River Llobregat Delta Plan: cooperation agreement between the Spanish and Catalan government
and local authorities to develop major transport infrastructure for the area (Port, and airport capacity
enlargement, connection with the European network of high speed railway, highways and sewage
improvement).
Large environmental projects concerning the Llobregat-river

-
Llobregat Sewage Treatment Plant
Ecoparks
Llobregat Waterway Park
Llobregat Diversion
139
The national government is responsible for major rivers and for the National Plan Ecologico, which
deals with the Ebro river that strongly influences policies regarding other rivers. The plans are to
divert the water to other regions such as Murcia and Valencia. This project is EU-funded. The population is very sceptical of this project.
Waste
Not available
Not available
Not available
Energy use
Not available
General framework
EU-Regulations
e.g. water regulation
Spain had to pay fines to the EU because they did not comply with water regulations
Ground water contamination is a big problem
EU incentives were given to the City of Barcelona for infrastructure (e.g. incinerator, or water treatment plant of Barcelona; 80% of financing provided)
National, regional, local regulatory frameworks (rough, including environmental regulations)
First Strategic Plan 1987: included recommendations and aspects of EU, enterprises, university,
chamber of commerce, port, airport; plan for the next 5 years. Non binding!
Strategic Plan = comprehensive strategic urban plan
The actual Strategic Plan encompasses the whole metropolitan area (33 municipalities)
Barcelona Activa: commenced 1987 still running; local development agency of Barcelona, fully
owned by the city council. BA offers four services:
-
Economic Promotion Service,
Entrepreneurs Attention Service,
140
Company service,
Employment service
Sources of finance (2001): 51% of the budget: Barcelona Activa Local City Council, 49% Generalitat
de Catalunya. Till 2000 they also received funding from the EU (1997: 32%, 1998: 35%, 1999: 29%,
2000: 12%)
Local authorities in Spain do not have competence in questions of employment and business creation. Therefore, BA works on projects that they present to administrations in charge (region, central,
European), which then, if approved are carried out by the different divisions of BA
Pacte Industrial: The Pacte Industrial de la Regi Metropolitana de Barcelona is a territorial association made up of local administrations - municipal, local, and provincial -, trade-union and business
organisations and a group of numerous bodies linked to economic development and the promotion of
employment. The association was founded in 1997 and aims to improve the coordination between
different administrative authorities and economy.

Please refer to the description in the text.
Parc Logistic was responsible for recovering the site. The aim of Parc Logistic was a transformation
of the site, replacing traditional industrial activity with others that are more innovative (particularly in
the field of logistics). Formerly, the site was owned by SEAT and used for car production. SEAT
closed its old factories in Zona Franca in 1993 and concentrated on production in Martorell. Now the
site belongs to El Consorci. Current use: 2/3 industrial use, 1/3 logistics.
For the transformation to a logistic park 150.3 Mio Euros were invested (in total). Parc Logistic now
offers 105,000 m2 of warehouse space and 80,000 m2 office space (designer: Ricardo Bofill).
Characteristics
-
Location: very close to the city centre, the ring highway (Ronda del Litoral) and the airport,
Modularity: warehouse and office space can be rented modularly (from 1,300 to 21,000m2)
First two office-buildings have already been finished, which are occupied by the Consorci and Autopistas (C.E.S.A.).
Clients include Actebis, Aeris, E. Erhardt, Esmar, Fagor, federal Mogul, Hamman Group, Hennes et
Mauritz, IP Powerhouse, Telefnica Distribution Services.
Two new bus-line by Polytransport Company guarantees public transport from/to the centre; metro
station is under construction (airport zone franca - centre)
Continuous investments are made to improve the quality of the site.
141
Zona Franca Industrial estate (owner: El Consorci): In 2001 1.4 million Euro were invested in optimising the following services9:
-
Environmental improvements:
In keeping with its tree replanting policy, 412 populus alba trees were planted
Improvements in the facilities:
Improvements to the water tanks of the sewer system
Installation of a weather station
Construction of new parking areas with room for 180 cars
Improvements in the system of roads and signs:
Construction of a new road to link road Z and road A
Erection of new signs
Improvements to services:
Enhancement of client service facility which deals with suggestions from tenants 24 hours a
day via a free phone line
Increase in the watchman and security services of the industrial estate

150.3 Mio Euro were invested (in total) for transforming the area into a logistic park.
Some projects were funded by the EU mainly infrastructure project, like e.g. the Sewage Treatment
Plant. Mainly, the revitalisation was financed by Parc Logistic S.A.
Please refer to the description in the text

History of program at city (if relevant)
See History of the Site in the text.
Zona Franca = tariff free zone
9 see annual report 2001
142
Zona Franca Industrial Estate: built in the 1960s. Currently the biggest and most active industrial
area in Spain. 250 businesses located there. Generated 43,429 direct and 276,000 indirect jobs, an
investment of 8,400 million euros and sales of 11,419 million Euros. 10
-
Consorci de la Zona Franca: Institution has existed since 1916; was founded by the City Council
and the Chamber of Commerce to develop the Zona Franca. The original project was focussed
on industrial use. The entire area was a free zone. El Consorci is wholly owned by the City
Council and the central government of Madrid (ministry of economy) to 100%. Chairman of the
board of directors: Mayor of Barcelona; President of the Executive Committee: politician designated by the Ministry of economy of Spain. El Consorci is one of the most important real state
owners, whose surplus earnings are entirely reinvested in Barcelona. Although El Consorci is a
public company, they dont receive public money. So, the investments have to be profitable, the
company has to live from its profits. El Consorci is managed like a private company, but with social impact, PPP Joint Venture with private company cooperation.
Parc Logistic de la Zona Franca, S.A. was founded on July 29, 1997, as a joint-venture between
Autopistas Concesionaria Espaola, S.A. (ACESA) and El Consorci de la Zona Franca de Barcelona. In a noteworthy example of public/ private co-operation, the partners will undertake a
program of long-term investments appropriate to their particular fields of operation.
El Consorci respectively Parc Logistic was responsible for the renewal process.
First step of the revitalisation is fully completed now; further construction activities depend on market
needs.
Enlargement of the logistic area depends on whether SEAT wants to stay on the site or move to another location. But plans already exist to expand the logistic park to 120ha. Further revitalisation activities will be adapted to the situation and market needs.
Objectives
Transformation towards more innovative industries (particularly logistics); promoting of logistics

Public-private partnership
Strategies of municipality and other public actors are implemented through the developer company
El Consorci. Politicians from the municipality and ministries build the board of El Consorci. The redevelopment of Parc Logistic is embedded into a political framework for revitalisation of Barcelona.
10 see El Consorci de la Zona Franca 2002, p.15
143
Basically: free market; framework is given through plans and regulations by authorities
Monitoring plan
There is no formal monitoring plan.
144
2 F Speke Garston, Liverpool, United Kingdom

City data
Land use
Size and Land use of the City of Liverpool
Land use
Total urban area
Green space to which the public has access
Hectares (1996)
11,190
1,524
Source: http://europa.eu.int/comm/regional_policy/urban2/urban/audit/liverpool/liverp17.htm
Land use of the City of Liverpool in detail
Land use (in % of total urban area, 1996)

Housing/residential areas
%
49.42
Commercial/industrial areas
6.17
Road/rail networks
4.38
Ports and airports
2.86
Mineral extraction, dump and construction sites
0.00
Sports and leisure areas
0.00
Green space
25.20
Notes:
General: mixed use areas are not included in the table above, so figures do not sum to current total
area.
Unused urban area: data for derelict land does not include sites less than 0.5 hectares
Urban area subject to special physical/planning conservation measures: data exist for various conservation measures which are not mutually exclusive: Greenbelt = 5.3 km2, Conservation areas =
873 hectares, Sites of nature conservation = 2237 hectares.
Sports and leisure areas: data is included in green space area.
* Normal Definition
Corine definition of land use
145
Previously developed land that is unused or may be available for redevelopment

by land type and Planning Authority: England 2003
hectares
Vacant and derelict land and buildings
Currently in use
Previously
With planning
developed
Derelict land
vacant land
and buildings
Planning Authority
Vacant buildings
allocation or
Other with
permission
known potential
Proposed
Proposed
Proposed
Proposed
Proposed
for
housing
for
housing
All
for
housing
for
housing
and National Parks
All
for
housing
Liverpool
56
44
All
392
314
All
35
30
All
16
16
All types
Proposed
All
for
housing
506
Source: http://www.nlud.org.uk/draft_one/results/results_2003.htm
Economic/Socio-economic
Value added by sector (Industrial, commercial, services, farming, forestry, public administration)
Comparative GVA (formerly GDP) per head at Current Basic Prices by NUTS Area: 13,317 GBP in
2001 (UK: 14,798 GBP)
Source: ONS Dec 2003
Jobs 2002 (Annual Business Inquiry):

All Persons: 219,591
Manufacturing: 18,202 (8.3%)
All Other Services: 201,389 (91.7%)
Full Time: 146,909 (66.9%)
Part Time: 72,758 (33.1%)
Source: www.liverpoolbusinesscentre.co.uk/introduction/statistics.html
Employed persons by economic sector (NACE-Code one-digit A)

Total number of people living in Liverpool: 439,473
Employed: 146,218
Source: www.statistics.gov.uk/census2001
146
410
Employment share (%) 2001
Liverpool
GB
Agriculture and fishing
0.09
0.97
Energy and water
0.31
0.82
11.17
14.15
3.36
4.51
24.62
24.26
5.98
6.12
Banking, finance and insurance etc.
15.16
19.63
Public administration, education and health
33.96
24.31
5.35
5.23
100.00
100.00
Manufacturing
Construction
Distribution, hotels and restaurants
Transport and communications
Other services
Total
Source: NOMIS (offical labour market statistics). In: Working Papers Shrinking Cities p. 153
Employment in industry 2001
2001
496
0.3
0.0
143
0.1
16,467
10.6
674
0.4
9,292
6.0
24,284
15.7
8,385
5.4
11,988
7.7
7,577
4.9
Real estate; renting and business activities
15,748
10.2
Public administration and defence
11,618
7.5
Education
15,747
10.2
23,729
15.3
Other
8,663
5.6
Total
154,817
Agriculture
Fishing
Mining&Quarrying
Manufacturing
Electricity; gas and water supply
Construction
Wholesale&retail trade; repair of motor vehicles
Hotels and catering
Transport storage and communication
Source: Census 2001: Key Statistics for Liverpool. City of Liverpool: National Statistics
147
Employment by industries, Liverpool 1996, 2001
Figure 43: Employment by industries, Liverpool 1996, 2001

Source: Ferrari and Roberts (2004)
Employment, Number of Economically Active and Economically Inactive in Liverpool 2000-2003

% of all working age
in Employment
Economically
Active
Economically
Inactive
Number
Number
Number
May 2000
174,000
60.9
191,000
66.9
95,000
33.1
May 2001
155,000
55.3
177,000
63.2
103,000
36.8
May 2002
166,000
59.3
187,000
66.8
93,000
33.2
May 2003
174,000
65.3
196,000
71.1
80,000
28.9
Source: Quarterly Labour Force Survey 2000-2003, City of Liverpool. In: The City of Liverpool (2003); in % of working age population
Percentage of employees in manufacturing/employees_total (2001): 10.6%
Employed persons in industry in detail (NACE-code two-digit AA)
Not available
148
Unemployed persons
ILO Unemployment Rate 1996-2001
1996
1997
1998
1999
2000
2001
% change
1996-2001
16.2
13.9
13.8
11.0
11.1
10.9
-32.7
Source: http://www.odpm.gov.uk/stellent/groups/odpm_urbanpolicy/documents/page/odpm_urbpol_026867-05.hcsp, p.19
Comment: The ILO unemployment is a broader measure than claimant unemployment, counting
those who are out of work but would like a job and are actively seeking and available for work, and
those who are out of work but have found a job and are waiting to start it in the next two weeks.
(eu&Merseyside. The objective one programme)
Unemployment, Liverpool, Oct 2003 (Claimant Count Rate):
All Persons: 14,025
Total: 5.1%
Male: 8.0%
Female: 2.2%
Source: www.liverpoolbusinesscentre.co.uk/introduction/statistics.html
Persons unemployed Ward Rate (%):

Speke: 8.4%
St. Marys: 6.0%
Source: Employment PSA Bulletin, April 2004, City of Liverpool
Workless/Real rate of unemployment, Dec 2001

Speke: 21.4%
St. Marys: 15.7%
Source: South Liverpool Partnership: Neighbourhood Renewal Strategy: Cluster Strategy 2002/03
Comment: Worklessness is calculated using four mutually exclusive benefits (people cannot claim
more than one of these at any one time); Incapacity Benefit, Severe Disablement Allowance, Job
Seekers Allowance, and Income Support. The total number of claimants for these benefits is then
divided into the working age population of the area, thereby producing a percentage rate of worklessness. (eu&Merseyside. The objective one programme)
Demographics
Vital statistics
Liverpool
Live Births
Deaths
4,915
5,245
Source: eu&merseyside. The objective one programme
Balance of migration is not available for Liverpool, only for Merseyside:

Migration, Merseyside (Met County), 2003:
All people: 1,362,026
Percentage of all people: Who are migrants: 10.24
149
Population Level of education

GCSE and Key Stage 2 (2003)
Ward
% GCSE 5+
% Level 4+ English
% Level 4+ Maths
St. Marys
29.89%
65.53%
58.74%
Speke
24.03%
48.06%
47.29%
Liverpool
40.00%
71.10%
68.30%
GCSE: General Certificate of Secondary Education

Source: City of Liverpool; Ward profile Speke and St. Marys: Basic Skills Agency 2001
Population Age
Total number of people: 439,473

(Census 2001)
Aged 0-15
88,505
Aged 16-74
321,504
Aged 75 and over
29,464
Population Gender (Census 2001)
Population Gender
(Census 2001)
Females
229,668
52.3%
Males
209,805
47.7%
Source: 2001 Census of Population (Table CAS002 Sex and Marital Status) Census 2001
Site-specific data
Land use
Age of site and different uses on-site in percent or total area
Industrial, commercial, residential, administrative, schools, and open space.
150
Number of residents
Population
St. Marys
Speke
12,485
9,095
Males
5,928
4,162
Females
6,557
4,933
All people

Not available for the site, only for the City of Liverpool
Derelict land, by hectares in the City of Liverpool
Land use
hectares
Previously developed vacant land

Derelict land and buildings
56
392
Source: http://www.nlud.org.uk/draft_one/results/results_2003.htm, 2003

Speke Garston: redevelopment of 192ha
Source: SGDC (31st March 2002): Speke Garston. Liverpools Premier Business Location
151
Figure 44: Map of South Liverpool

Source: http://neighbourhood.statistics.gov.uk
Only 40% of the population have access to car.
Public transport:
Planned: 3 lines of tram system; first begins in 2005 (for the pathways areas)
Public transport accessibility model (particularly for pathways residents); partnership approach; its
now starting, but it takes some time for implementation
152
Figure 45: Network of Public Transportation

Source: http://www.merseytravel.gov.uk
Not available
Not available
Not available for the site, only for the City of Liverpool
Travel to work City of Liverpool

(all people aged 16-74 in employment)
Travel to work by car
85,336
Travel to work by public transport
38,089
Total number of people living in Liverpool: 439,473

Employed: 146,218
153
Economic
Pharmaceutical industry, automotive industry
Annual Business Inquiry Number of Business Units 2000-2002
Speke
St. Marys
Liverpool
2000
2001
2002
84
77
77
543
525
540
12,410
12,384
12,246
Source: City of Liverpool; Ward profile Speke and St. Marys: Annual Business Inquiry Workplace Analysis, ONS Nomis 2004

Not available
Shopping centre, restaurants, banks, hotel, DHL, etc.
Cultural facilities, sports facilities, office buildings (type of facility, # of employees)
Sports facilities near school in Speke, one of the 2 hangars was converted to a leisure centre, the
other to a call centre and community centre in Garston, former match factory was also converted to a
call centre, etc.
Socio-economic
In 1995/96 unemployment in Speke Garston was 22% with long term unemployment at 34%. In the
last 8 years, unemployment was reduced to 10%.
Annual Business Inquiry Jobs (Employees) 2000-2002
2000
2001
2002
Speke
1,184
1,072
1,163
St. Marys
9,625
10,097
11,508
196,933
210,445
219,591
Liverpool
154
Source: City of Liverpool; Ward profile Speke and St. Marys: Annual Business Inquiry Workplace Analysis, ONS Nomis 2004; employees counted in
above table include residents of the two wards and commuters from other wards.
All people aged 16 to 74:

St. Marys: 8,675
Speke: 6,097
Economic Activity, all people aged 16 to 74
Economic Activity
St. Marys
Speke
Economically active, Employee
41,6%
34,4%
Economically inactive
46,5%
53,6%
Source: Office for National Statistics, online, Census Area Statistics, (CAS), Economic Activity People aged 16-74
Economic Activity
St. Marys
Speke
Economically active
4,64
2,829
78%
74%
Self-employed with employees
2%
2%
Self-employed without employees
3%
3%
13%
18%
4%
3%
4,035
3,268
Retired
30%
25%
Student
9%
10%
Looking after home/family
19%
21%
Permanently sick/disabled
28%
32%
Other
13%
13%
Employee
Unemployed
Full-time Students
Economically inactive
Source: Office for National Statistics, online, Census Area Statistics (CAS), Economic Activity, Census 2001 People aged 16-74
Note: Totals may not add to 100 due to rounding
155
Industry (in %)
St. Marys
Speke
A.
Agriculture; hunting and forestry
0.5
0.4
B.
Fishing
0.0
0.0
C.
0.1
0.0
D.
Manufacturing
15.0
18.1
E.
Electricity; gas and water supply
0.2
0.3
F.
Construction
5.4
5.5
G.
Wholesale and retail trade; repairs
17.5
18.4
H.
6.1
5.6
I.
Transport; storage and communications
9.2
9.7
J.
Financial Intermediation
3.9
2.7
K.
Real estate; renting and business activities
9.0
10.3
3,999
2,295
ALL PEOPLE (absolute)
Source: Office for National Statistics, online, Census Area Statistics (CAS). Census 2001
Note: The industry in which a person works is determined by the response to the question asking any
person living in a ward for a description of the business of the persons employer (or own business if
self-employed) and is not a count of all economically active persons in a ward.
Mean Income 2002-2003
2002
2003
Speke
15,237 GBP
16,305 GBP
St. Marys
17,501 GBP
18,439 GBP
Liverpool
20,600 GBP
22,700 GBP
Source: City of Liverpool; Ward profile Speke and St. Marys
156
Employees gender
Population
St. Marys
Speke
12,485
9,095
Males
5,928
4,162
Females
6,557
4,933
All people
Estimated Adult Literacy

% low
literacy
Ward
% lower
literacy
% Very low
literacy
TOTAL poor
literacy (%)
total number of people

with poor literacy
St. Marys
18.1
8.0
8.1
34.2
2,473
Speke
19.3
9.6
9.0
37.9
2,199
Estimated Adult Numeracy

% low
literacy
Ward
% lower
literacy
% Very low
literacy
TOTAL poor
literacy (%)
total number of people

with poor literacy
St. Marys
16.8
11.8
10.1
38.7
2,798
Speke
18.0
13.2
11.9
44.0
2,554
Low Literacy/Numeracy: These adults are regarded as being on the borderline of functional literacy&numeracy, and may need little if any direct instruction to reach the national average. Many of
these will reach the threshold through private study.
Lower Literacy/Numeracy: Adults in this group will have some literacy&numeracy skills already, although these may be fragile. They would be expected to have difficulties in coping with at least some
of the everyday literacy&numeracy requirements they encounter.
Very Low Literacy/Numeracy: People in this group will need intensive instruction to bring them up to
a basic skill level.
JET has advised 6,000 people, 4,000 found jobs.
157
Community Safety
All Crime
Domestic
Burglary
Robbery
Youth
Annoyance
Count Rate
Count Rate
Count
Rate
Count Rate
St. Marys
2,546
204.6
121 21.2
31
2.5
857 68.9
Speke
1,815
186.2
266 59.3
26
2.7
604 62.0
73,828
168.2
6,749 35.9
1,824
4.2
22,601 51.5
Liverpool
Source: City of Liverpool: LCC Citysafe Data Team, March/April 2002/3; http://www.liverpool.gov.uk/pdfs/regen/spe.pdf,
http://www.liverpool.gov.uk/pdfs/regen/stm.pdf
Note: All rates are per 1,000 population EXCEPT Domestic Burglary, which is per 1,000 households.
Rates of crime and disorder in Garston and Speke compared to

Liverpool as a whole
Type of Crime
Garston
Speke
Domestic Burglary
Less
Less
Violent Crime
More
Less
Vehicle theft
More
Less
More than twice (!)
More
Anti social behaviour/disorder
More
More
Malicious fires
More
More
Theft from a vehicle
Environmental
Extent of adoption of Environmental Management Systems ISO 14001 (March 2003)
Liverpool: 11 companies
Source: EMAS ISO 14001 database, Environmental Monitoring Report. Merseyside Objective 1. (Mott Mac Donald, Governmental Office, Sept.
2003)
158
Air
CO2 emissions
1996
Total CO2 emissions (tonnes)
2,348,377
Total CO2 emissions per person (tonnes)
5.06
Notes: CO2 emissions: data correspond to the city centre only.

Not available for the site, only for Liverpool City Centre
Days of air pollution: Liverpool City Centre (2002):
Carbon Monoxide : 0
Nitrogen Dioxide 8
Ozone 0
Particles 25
Sulphur dioxide 3
Source: Environmental Monitoring Report. Merseyside Objective 1. (Mott Mac Donald, Governmental Office, Sept. 2003)
Heavy metals not available

Water not available
Annual discharge of industrial waste water (industrial purified/non-purified) not available
Sewage treatment plant treated on site
Ground water contamination not available
Waste
Not available for site, only for Merseyside:
Industrial and Commercial Waste Recycled 000s Tonnes 1998/1999
Total Industrial Waste Produced: 839
Total Industrial Waste Recycled: 302
Percentage Industrial Recycled: 36
Total Commercial Waste Produced: 542
Total Commercial Waste Recycled: 143
Percentage Commercial Recycled: 26.4
Source: Environmental Monitoring Report. Merseyside Objective 1. (Mott Mac Donald, Governmental Office, Sept. 2003)
159
Annual accumulation of solid waste
Waste collection and processing (for Liverpool)
1997/98
Total solid waste collected

(domestic and commercial, kg per capita per year)
349.36
Recycled (%)
2.27
Proportion of solid waste incinerated and/or recycled (%)
2.27
Annual accumulation of hazardous waste not available

Landfill on site/off site not available
Incinerator on site/off site not available
Rate of waste recycling and reuse not available
Management of collective facilities, public spaces not available
Noise (caused by firms) not available
Odour (caused by firms) not available
Energy use not available
General Framework
EU-Regulations, national, regional, local regulatory frameworks (including environmental regulations), Non-governmental programs for local activities
Speke Garston is Objective 1 Area (the regions gross domestic product (GDP) has to be below 75%
of average performance.)
GONW (Government Office for the North West) receives all Objective 1 funding and decides on
strategy of what to fund.
1992-1998: City Challenge: A UK Government initiative that preceded the Single Regeneration
Budget. 31 City Challenge Partnerships were established to regenerate deprived urban areas between 1992 and 199811
1994-1999: Merseyside got first Objective 1 funding of 650 Mio Pounds ( 933.8 mio)
2000-2006: additional Objective 2 funding of 850 Mio Pounds ( 1,221.2 mio)
SPD (single programming document) is the strategy document for Objective 1 funding. It provides
the strategic framework to aid economic regeneration. The SPD spells out the region's priorities and
what it hopes to achieve with EU money. This, in turn, affects the type of projects that can apply for
and receive European Funding.12
http://www.go-nw.gov.uk/gopages/nwstrat.pdf, p.27
11 http://www.odpm.gov.uk/stellent/groups/odpm_planning/documents/page/odpm_plan_606539-11.hcsp
12 http://www.nwpost99.org.uk/
160
Main themes in SPD:

-
Developing Business
Developing People
Developing Locations
Developing Pathways Communities
And embedded within these Priorities are three cross-cutting themes:

-
Equal Opportunities and Social Inclusion
Environmental Sustainability
Information Communication Technology
Objective 1 also funds the clean up of contaminated sites

Specific Measures on site
-
EU: Objective 1, European Regional Development Fund (ERDF)
Single Regeneration Budget (SRB): The SRB, which began in 1994, brought together a number
of programmes from several Government Departments with the aim of simplifying and streamlining the assistance available for regeneration.
SRB provides resources to support regeneration initiatives in England carried out by local regeneration partnerships. Its priority is to enhance the quality of life of local people in areas of
need by reducing the gap between deprived and other areas, and between different groups. It
supports initiatives that build on best practice and represent good value for money. The types of
bids supported differ from place to place, according to local circumstances. To obtain funding,
organisations have to demonstrate that their bid meets one or more of the eligible objectives.
The SRB is administered at regional level by the Regional Development Agencies and, in London, by the London Development Agency.13
National: gap funding - following a full appraisal of the developer's application for assistance, the
amount awarded would be the minimum necessary to bridge the gap between development costs
and forecast end value, and enable the developer to go ahead. A clawback arrangement ensured
that, if actual costs were less than forecast, or end values were higher than forecast, an appropriate part of the grant was repayable.
(http://www.odpm.gov.uk/stellent/groups/odpm_urbanpolicy/documents/page/odpm_urbpol_608061.hcsp)
City council: development grants and land (Interview Ireland)

-
Development agency that upgraded the environment, got private sector developers on board,
got end users, worked with investors, and built appropriate or needed infrastructure Speke
Garston Development Company (SGDC): joint venture company, limited by shares between City
13 http://www.odpm.gov.uk/stellent/groups/odpm_urbanpolicy/documents/page/odpm_urbpol_608001.hcsp
161
Council and English Partnership. In 2003, SGDC changed to Liverpool Land Development
Company (LLDC).
-
For regeneration they received: national money, EU money (18.5 Mio Pounds = 26.5 mio) and
land (very important for controlling how regeneration should proceed)
Long-lasting, deep rooted regeneration needed and wanted linked jobs with the economy
Number 1 query of firms: are there qualified local people which fulfil our needs?
At SGDC they linked firms to training facilities and environmental services. The facilities available make the companies feel welcome. (Interview Ireland)
Helpful that SGDC was a single place that companies could turn to. The companies did not
have to deal with too many agencies at once.
Measures specifically targeting sustainability/revitalisation objectives

-
Clean up of soils on site
Social measures:
-
Joblink Network: transfer people from where they live to where they work
Jobs Education Training (JET): JET South Liverpool was established in 1996 by Speke
Garston Partnership as part of its Round 1 Single Regeneration Budget programme. It is
designed to offer practical help on education, training and employment issues. In 1996, unemployment in the Speke Garston area was over 22% and long term unemployment (more
than 3 years) was 34%, rising to over 40% in parts of the Speke estate. It was recognised
that for regeneration to be effective:
-
Local employers and inward investors must recognise the potential in the local community.
Residents must acquire the requisite skills and job opportunities must be made available to residents14.
It was necessary to change both attitudes amongst employers who assumed that long term unemployed people were unemployable and to boost confidence among local people in their own
abilities and in the capacity of training and employment services to meet their needs.
-
Improvement of social housing
Partnership for Learning Liverpool

Four of Liverpool's largest employers have committed their training to Partnership for
Learning in Halewood. Already working with over 168 companies, involving over 10,000
learners, the most popular courses run by this learndirect premier business centre are IT
courses leading to the European Computer Driving Licence and fork lift truck AITT accredited courses15. Partnership for Learning was funded through SRB grants, now it is selffunding.
14 http://www.jetsouthliverpool.org/history.htm
15 http://www.learndirect-business.co.uk/centres/nw/liverpool/?view=Standard
162
Costs for revitalisation (current, investment)

GO North West has been working with the Speke Garston Development Company to bring about the
comprehensive regeneration of this part of Liverpool, in a programme with public and private funding
totalling some 180 Mio Pounds ( 258.5).16
EU, state and municipality
Please see measures targeting sustainability objectives

History of program at city (if relevant)
Please refer to Part I, description of Liverpool.
Stakeholders involved (Municipality, Company representatives, Developers, International firms,
Planners/designers/architects/consultants)
-
EU-funding: English Partnership, GONW
Development companies, South Liverpool Housing (SLH), Speke Garston Partnership (SP)
City of Liverpool
Consulting firms, architects
Private or public/private funding partnerships (political and administrative level)

Please refer to funding/other incentives
Organisational structure, Responsibilities, Authorisation/duties
-
Holistic regeneration approach:

Mainly responsible for regeneration: SGDC (later LLDC); cooperated with: Speke Garston Partnership (SGP) and South Liverpool Housing (SLH)
Liverpool City Council and English Partnerships created the Speke-Garston Development Company (SGDC) in 1996. It was funded through a mix of PIP (Partnership Investment Programme)
and ERDF objective One Funding, which has allowed SGDC to acquire land, service sites and
undertake substantial environmental improvements. Aim of SGDC was to attract investment and
jobs in Speke Garston. SGDC and SGP in the same building easy communication; both
companies: small, executive teams, very coordinated, flat hierarchy
Strategy of SGDC to attract businesses:

-
Get local people into jobs
Deal with SMEs and local businesses and business support units
16 http://www.go-nw.gov.uk/gopages/goprospectus.pdf
163
Speke Garston Partnership (SGP) focuses on training, education and community development.
Was established in 1995 as a result of a successful 17.53 million ( 25.1 mio) bid by Liverpool
City Council to the Governments Single Regeneration Budget Challenge Fund to complement the
work of the SGDC and to support the process of self regeneration. SGP is investing over 22 million ( 31.6 mio) of central governmental funding by 2005.
South Liverpool Housing (SLH) joined the process in 1999, after council tenants voted in favour
of a housing stock transfer to the newly established registered social landlord. SLH delivers and
manages the transfer of local authority housing stock in Speke and Garston. To upgrade the areas
housing stock it is implementing a 100 million programme of investment.
Administration/management
Please see organisational structure
The majority of objectives were achieved by 2004 and everything was implemented according to
plan. However, the revitalisation process is on-going; community support will continue to be provided
and job training, housing and business development programmes will be continued in order to ensure a successful regeneration of Speke Garston for the long term.
Objectives
SGDCs goal was to create a mix of uses in Speke Garston: industry (e.g. Jaguar), banks, hotel
(Marriott), shopping centre, leisure centre, call centres, housing SGDC was promoting certain industrial activities/sectors such as technology-oriented, pharmaceutical, and automotive industries
Modernisation of existing industry, environmental improvements etc.
Socio-economic measures such as retraining, refer to description in the data sheet
Holistic regeneration approach; please refer to organisation of redevelopment process
-
Northwest Development Agency: 1 of 9 regional development agencies established by the

government to develop the English regions. Main role: resources and investments: integration of
funding regimes and coherence of the delivery of national, regional and local expenditure programmes.
Since 1999: governmental bodies of the Regional Development Agencies (e.g. emda (east midlands development agency) or Northwest Development Agency) and parallel voluntary bodies of
local representatives (region Chambers/Assemblies)
Regional development Agencies have control over nationally administered regional funds, such
as the Single Regeneration Budget.
164
Currently the most important regional and local agencies are

-
The governmental offices for the Regions (GORs) Governmental Office North West
The Regional Development Agencies (RDAs) Northwest Development Agency
The Training and Enterprise Councils (TECs)
The Business Links
Recently, the Regional Chambers were added
English Partnerships:
National regeneration agency with four key areas of activity:
-
Sustainable Regeneration: helping communities to thrive through initiatives like Urban Regeneration Companies17
Housing
Strategic Brownfield Redevelopment
Best Practice (forum)
-
SGDC owned freeholds and bought land, sold it to SMEs, put infrastructure in, cleaned up sites,
put in services etc. and had long-term lease with management of building, they also approved
designs
As site is being developed, 1% of shares is always owned by SGDC = the golden share mechanism. That way they could control what would happen until the last piece of land was developed
and it had to be kept it attractive.
SGDC has no planning powers, but negotiated with the Citys planning department, that applications go through more quickly.
Had a masterplan, but tried to build in flexibility and design for the unexpected. To augment the
masterplan they produced detailed design guides which could be adapted to their needs.
The revitalisation company mainly followed a market-oriented approach but closely cooperated with
the City of Liverpool and other public agencies to ensure compliance with regulations etc.
There is no formal monitoring plan
SGDC has had to report a number of figures and key data such as improvements in unemployment
figures to the European Union and agencies at different levels of government throughout the redevelopment process. The company also conducted informal monitoring for its own purposes in order
17 URCEnglish Partnership was responsible for developing the URCs model 3 pilot projects in Liverpool, East Manchester and Sheffield. English
Partnership is a funding partner and board member of URCs.
165
to assess progress toward objectives. SGDC has been audited a lot, but benefits are not instant and
do not occur overnight as one company official stated.
166
Impressum
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Examples of Revitalised

Urban Industrial Sites

Department of Environmental Planning

Department of Regional Studies

PART I SITE DESCRIPTIONS

Norra lvstranden, Gothenburg, Sweden

History of the site

Revitalisation plans and status

Management of the revitalisation process

Parque das Naes, Lisbon, Portugal

History of the site

Revitalisation plans and status

Management of the revitalisation process

Am Borsigturm, Berlin, Germany

History of the site

Revitalisation plans and status/Management of the revitalisation process

BMW-Steyr, Steyr, Austria

History of the site

Revitalisation plans and status/Management of the revitalisation process

Parc Logistic in the Zona Franca, Barcelona, Spain

History of the site

Revitalisation plans and status

Management of the revitalisation process

Speke Garston, Liverpool, United Kingdom

History of the site

Revitalisation plans and status/Management of the revitalisation process

PART II CITY AND SITE-SPECIFIC DATA AND POLICIES

Norra lvstranden, Gothenburg, Sweden

Specific measures on site

Organisation of redevelopment process

Management of the process

Parque das Naes, Lisbon, Portugal

Specific measures on site

Organisation of redevelopment process

Management of the process

Am Borsigturm, Berlin, Germany

Land use (2001)

Specific measures on site

Organisation of redevelopment process

Management of the process

BMW-Steyr, Steyr, Austria

Specific measures on site

Organisation of redevelopment process

Management of the process

Parc Logistic in the Zona Franca, Barcelona, Spain

Specific measures on site

Organisation of redevelopment process

Management of the process

Speke Garston, Liverpool, United Kingdom

Specific Measures on site

Organisation of redevelopment process

Management of the process

Map of Norra lvstranden

Gtaverken Repair Shipyard

Lindholmen Knowledge Centre

Apartments, quay and public art in Eriksberg

View from Norra lvstranden towards lvsborgsbron bridge

The Dieder Sequence, public art in Lindholmen

Industrial tanks on site prior to redevelopment

Rendering of Parque das Naes at full build-out

Vasco da Gama Tower

Public Art at Parque das Naes

Site after the 1st World war

Model of the site Am Borsigturm