BILBAO - Istituto Arrupe

BILBAO, TRANSFORMATION AND URBAN
REGENERATION: A city to imitate?
Main keys of urban regeneration in an old industrial
region
0.Introduction
Foreword
WHAT HAS IT HAPPENED?
SOME AWARDS OBTAINED BY BILBAO SINCE 2000 : (40 DISTINCTIONS)

2000/01 – UE. Cleaning innovation and waste managing

2004 – “CITTÀ D´ACQUA” AWARD

2004 – VENICE, BIENNIAL OF ARCHITECTURE – Regeneration of the river´s banks award.

2004 – EUROPEAN BOARD OF URBANISM AWARD

2005- ISOCARP AWARD FOR EXCELLENCE

2005 – ITALIAN SECTION OF MUNICIPALITIES AND EUROPEAN REGIONS COMMITTEE – Supporting strategies to
culture

2009 – EUROPEAN MONITOR OF GOVERNMENT COMMUNICATIONS AWARD

2010 – SINGAPUR CITY-STATE AND SWEEDEN NOBEL ACADEMY

2010- EXPO SHANGAI

2011 – AWARD TO BEST EUROPEAN CARGO TRANSPORT PROJECT

2011- UN/PNUMA: DISTINCTION LIV-COM AWARD
BILBAO´S EFFECT? Myth or Reality.
Some bibliographic references
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Anderson, Gordon T., 2004, The Milwaukee Effect in FORTUNE Review
Bailey, Martin, 2002, The Bilbao Effect, FORBES Review
Baniotopoulou, Evdoxia, 2001, Art for Whose Sake? Modern Art Museums and their
Role in Transforming Societies: The Case of the Guggenheim Bilbao
Ceballos González, Sara, The role of the Guggenheim Museum in the
development of urban entrepreneurial practices in Bilbao
Echenique, Flowerdew, Hunt, Mayo, Skidmore & D. C. Simmonds, 2007, The
MEPLAN models of Bilbao, Leeds and Dortmund.
Giovannini, Joseph, 2001, The Bilbao effect. Moving beyond national borders, citystates are emerging on the global map, powered by world-class architecture.
Gospodini, Aspa, 2004, Urban morphology and place identity in European cities:
built heritage and innovative design. The case of Bilbao, in Urban Design.
Plaza, B., Tironi, Manuel & Haarich, Silke, 2006, Bilbao's Art Scene and the
“Guggenheim effect” Revisited
Quiabg, Dou, 2003, BILBAO EFFECT One building brings regeneration of a city
BILBAO EFFECT One building brings regeneration of a city
Siemiatycki, Matti, 2005, Beyond moving people: excavating the motivations for
investing in urban public transit infrastructure in Bilbao Spain, in European Planning
Studies.
…/…
I. BMA. Location
and Description
The Geographical Context of the Process
BILBAO METROPOLITAN AREA:
GEOGRAPHICAL LOCATION
SOME GEOGRAPHICAL DATA
A GENERAL VIEW
BILBAO METROPOLITAN AREA:
COMPOSITION AND
CHARACTERISTICS
MUNICIPIOS
BILBAO
Barakaldo
Getxo
Portugalete
Santurtzi
Basauri
Leioa
Galdakao
Sestao
Erandio
Trapagaran
Arrigorriaga
Abanto Zierbena
Etxebarri
Ortuella
Muskiz
Berango
Derio
Sondika
Zamudio
Alonsotegi
Lezama
Loiu
Larrabetzu
Zaratamo
Zierbena
AMB
Población
353.296
99.074
80.418
47.739
46.810
42.542
30.165
29.194
28.970
24.185
12.262
12.183
9.722
9.644
8.408
7.287
6.790
5.751
4.473
3.188
2.838
2.472
2.447
1.919
1.720
1.382
874.879
Extensión
/Km2
41
29
12
3
7
7
9
32
4
18
13
16
18
3
8
21
9
7
6
18
16
17
16
21
10
9
370
Densidad
8.552
3.371
6.763
14.872
6.547
6.069
3.540
922
8.184
1.346
938
752
539
2.958
1.088
351
766
777
710
176
177
149
157
90
172
151
2.364
The BMA is an urban continuum of 26 municipalities:
•
Total population of urban metropolitan area reaches 874.000
inhabitants (2010)
•
The overall surface is 370 kms2.
•
High density. In some municipalities the density reaches 14.000
inhabitants/km2 (Portugalete) provoking hard problems to solve for
urban planners (no physical space for cars)
•
A structural feature of BMA is the lack of urban land for new
developments. All urban land is practically occupied, just the
opportunity coming from ancient urban renovation projects may allow
new projects. These have to be done outside of metropolitan area
•
The opportunity created as consequence of the lockout provided the
necessary land to undertake new projects
BILBAO METROPOLITAN AREA:
DEMOGRAPHICAL TRENDS
YEAR
POPULATION
∆ AGI %
1981
936.848
-
1986
926.949
-0,21
1991
905.468
-0,47
1996
887.977
-0,39
2001
865.799
-0,51
2006
867.777
0,05
2010
874.879
0,16
AGI = Annual Growth Index
Source: EUSTAT
BILBAO METROPOLITAN AREA:
ACTIVITY & UNEMPLOYMENT RATE
Unemployment rate has come down
from the end of 80´s, but right now has
increased up to 15% (Spain 25%)
1996-2006 Deep transformation of
the BMA´s productive structure
35
1996
0,3
0,1
0,1
25,3
2001
0,4
0,1
0,1
19,2
2006
0,3
0,1
0,1
16,5
1,6
1,1
0,6
7,0
9,8
10,7
13,7
15,1
16,4
4,9
7,8
3,9
9,1
7,6
7,4
6,8
3,6
0,7
0,0
100
5,4
7,9
3,3
10,8
6,5
7,2
7,5
3,5
2,3
0,0
100
6,0
6,3
3,1
15,0
4,9
6,1
7,8
4,5
1,7
0,0
100
30
25
20
%
SECTORES DE ACTIVIDAD
Agriculture, crop and hunting
Fishing, aquaculture
Mining and quarrying
Manufacturing
Water supply; sewerage, waste management and remediation
activities
Construction
Wholesale and retail trade; repair of motor vehicles and
motorcycles
Accommodation and food service activities
Transportation and storage
Financial and insurance activities
Real estate activities
Public administration and defence; compulsory social security
Education
Human health and social work activities
Other service activities
Activities of households as employers
Activities of extraterritorial organisations and bodies
Gran Bilbao
BMA. Evolution of unemployment rate
15
10
5
0
1993 1994 1995 1997 1998 1999 2001 2002 2003 2005 2006 2007 2009 2010
Margen Derecha
25,6
23,5
25
21,5
18
16,5
8,9
12,4
13
6,3
2,4
4,2
6,4
Bilbao
28,9
25,9
26,2
25,6
20,7
19,5
13,1
10,2
10,8
7,2
4,8
4,9
9,5
11
32
30,1
29,3
25,9
20,3
18,6
9
10,1
11,6
7,3
4,5
3,8
10,6
8,6
Margen izquierda
12,2
BILBAO METROPOLITAN AREA: Land
for Economic Activities and Rent
No urban land for new
economic activities
Land classified by Territorial Planning SUITABLE to host new economic activities (in
a 8 years term)
Private
Public
MUNICIPIO
TOTAL (Há) Developers(Há Developers(Há
s)
s)
Abanto-Zierbena
83
25
58
Alonsotegi
0
0
0
Barakaldo
0
0
0
Muskiz
0
0
0
Ortuella
54
12
42
Portugalete
0
0
0
Santurtzi
0
0
0
Sestao
0
0
0
Trapagaran
0
0
0
Zierbena
0
0
0
MARGEN IZQUIERDA
137
37
100
BILBAO
0
0
0
Derio
15
0
15
Erandio
22
22
0
Larrabetzu
0
0
0
Lezama
77
0
77
Loiu
49
49
0
Sondika
0
0
0
Berango
7
7
0
Getxo
12
0
12
Leioa
14
14
0
Zamudio
48
26
22
MARGEN DERECHA
244
118
126
Arrigorriaga
0
0
0
Basauri
0
0
0
Etxebarri
0
0
0
Galdakao
2
2
0
Zaratamo
0
0
0
BAJO NERVION
2
2
0
BILBAO METROPOLITAN AREA
383
157
226
Maintenance of purchasing
power
50.000 €
BMA. YEARLY INCOME (ON AVERAGE)
40.000 €
30.000 €
20.000 €
10.000 €
0€
2001
2003
2006
Familiar Rent
29.519 €
32.186 €
39.181 €
Personal Rent
12.383 €
13.416 €
17.519 €
II. The Landscape of
Urban Regeneration
Process
The economic crisis in 80´s really became in an
urban crisis
90´s. THE AIM OF METROPOLITAN REGENERATION
PROCESS: The Generalized Crisis of the Basque
Industrial Model
•
•
•
Crisis of the industrial production mode affecting of majority
metropolitan municipalities
Generalized lock out of steel and shipbuilding factories
Urban crisis
•
Formerly the Urban land of city center had
been occupied by old exhausted mines and
it was totally necessary a wasting
management policy
90´s. THE AIM OF METROPOLITAN REGENERATION PROCESS .
An important part of city center occupied by the remains of
the old steel factories and cargo rail infrastructures
In the late of 90´s, a view of the remains of
Santa Ana steel factory sited in one of the
most populated neighborhoods
A view of the old cargo rail useless
infrastructures in the city center
90´s. THE AIM OF METROPOLITAN REGENERATION PROCESS. The
Environmental Regeneration: Special Planning for the Integral
Recovery of the River (1980-2000)
1979
1976
2003
2006
90´s. THE AIM OF METROPOLITAN
REGENERATION PROCESS: RECOVERING OF
DEGRADED SPACES
1979
2003
III. Managing
the Strategic
Plan
General scheme of the model of management
Managing The Strategic Plan:
Some Elements (I)
1. AGENTS:
2. THE OWNERS
3. LIMITS:
•PUBLIC
ADMINISTRATION
•PRIVATE OWNERS
•DEVELOPPERS
•BILBAO RIA 2000
•BILBAO
METROPOLI 30
•85 % PUBLIC
•15% PRIVATE
•No Investments
•Pollution
•Legal
fragmentation
•No public
investments .
4.
0PPORTUNITIES:
• Autonomy
• Financial
instruments
• Institutional
Commitment
• Supporting
committed
sectors
Managing The Strategic Plan:
the Agents - Developers
BILBAO
RIA
2000
ACTIVITY
CHARACTER
To act as a private development agency
BILBAO
METROPOLI
30
ACTIVITY
To take forward the Strategic Plan
To serve as a Forum for citizen
participation
To project and sell the image of
Bilbao in a global world
Public
To coordinate to different actors of
the civil society
Participated by different Administration
levels
CHARACTER
MANAGING
As private firm. Committee Board to adopt
decisions
More than 120 entities (non
lucrative and lucrative)
participated in the seminars and
work groups
Unanimity in decision making of the
Committee Board
Balanced representation
FUNCTIONING
Managerial
Promote new developments
Selling the urban land to private
developers
Reinvesting surplus for financing new
projects
RESOURCES
Semi public and private
Leasing of urban land done by public
administration and private owners
FUNCTIONING
Creation of Work Groups
Establishing comittments between
private and public sectors
Selecting the priorities in terms of
estrategic plannin
Managing the Strategic
Plan: Methodology
IMPORTANCE
PRIME MOVER EFFECT
METHODOLOGY USED
IN THE SELECTION OF
THE STRATEGIC
PROJECTS
VIABILITY
OPPORTUNITY
Managing the Strategic
Plan: Prime Movers Axis
 INVESTMENT IN HUMAN RESOURCES
 SERVICE METROPOLIS IN A MODERN INDUSTRIAL REGION
 MOBILITY ABD ACCESIBILITY
 ENVIRONMENTAL REGENERATION
 URBAN REGENERATION
 CULTURAL CENTRALITY
 COORDINATED MANAGEMENT BY THE PUBLIC
ADMINISTRATION AND PRIVATE SECTOR
 SOCIAL ACTION
IV. The Rhythm
of
Transformations
BILBAO – RIA 2000: Investments
1997-2004
435.169.419 €
381.853.646 €
317.281.028 €
258.968.463 €
215.309.519 €
181.426.437 €
125.355.908 €
85.107.919 €
1997
1998
1999
2000
2001
2002
2003
2004
1980-2010 A FRENETIC RITHM
1980-2000 Plan Saneamiento Integral de la Ría
1987. Plan General de Ordenación Urbana de Bilbao
1991. Bilbao-Ría 2000
1991. Strategic Plan Starting
1992. Strategic Plan was Approved
1993-1994: Master Plan Abando Ibarra
1994. Inaugurated Bilbao Metro (N. Foster)
1996. Aeropuerto de Bilbao (S. Calatrava)
1997. Inaugurated Guggenheim Museum (F. Gehry)
1999. Palacio Euskalduna Concerto Hall (F. Soriano)
2004. Bilbao Exhibition Center
2010. Alhondiga Building (Philipe Stark)
2011. Garellano Master Plan (Richard Rogers)
2012. Iberdrola Tower (Pellii)
….
TOTAL EXECUTED MORE THA 150 PROJECTS IN 20 YEARS
V. THE RESULTS
Urban and infrastructural projects
REENFORCING THE CENTRALITY: THE
ABANDO IBARRA PROJECT
 1992
 2009
ADDING NEW RESIDENTIAL SPACE IN
OLD RAIL CARGO ZONE
 1994
 2009
ACCONDITIONING OLD INDUSTRIAL
SPACES: BARAKALDO PROJECT
 1998
 2009
COVERING RAILROAD LINES
 1990
 2005
REBUILDING OLD DEGRADED
ZONES
1994. WAS INAUGURATED THE
METRO
1992. WORKS FOR ENLARGEMENT THE
EXTERIOR PORT
1997- REINFORCING THE CULTURAL
CENTRALITY: Museo Guggenheim-Bilbao was
inaugurated (Frank Gehry)
REINFORCING THE CULTURAL FACILITIES:
2011. LA ALHONDIGA (Philipe Stark)
outside
inside
V. CONCLUSIONS
CONCLUSIONS
 The regional level may be an excellent platform to reach an
agreement to face the future
 The political capacity to reach an agreement is definitive
 The Public System may be an excellent leader to carry out the
transformation: legitimacy
 The success lay on the capacity to imagine and to articulate effective
mechanisms for the transformation
 The participation of the driving forces is determinant
 Initially there is an important amount of people reluctant with the
process as the projects are executing the support increases
significantly
 Always the transformation implies non-controlled effects, f.i. an
important raising of the housing prices