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Infrastructures for Innovation

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sampo ruoppilapanu lehtovuorinina von hertzen

Infrastructures for Innovationenhancing innovation activity through urban planning in baltic metropolises

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AuthorsNet Effect Ltd, HelsinkiSampo Ruoppila (sampo.ruoppila@neteffect.fi )Nina von Hertzen

Helsinki University of Technology, Centre for Urban and Regional StudiesPanu Lehtovuori (panu.lehtovuori@tkk.fi )

PublisherBaltMet Inno Project

CopyrightThe document may be freely reviewed or abstracted provided due acknowledgement is made to the source.

Maps, photographsThe published photographs and maps are in the courtesy of the institutions who have delivered them. In addition, some of the photos were taken by the authors.

AcknowledgementsThe authors would like thank all the experts interviewed for the study, and Klaske Havik (TU Delft) for co-authoring the chapter 2.

DesignJaakko Pesonen

PrintingLönnberg Print 2007

ISBN 978-952-223-041-6

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Foreword 71. Introduction 9 Linkage between urban planning and innovations 9 Structure of the book and the empirical data used in the analyses 102. Enhancing innovation activity through planning: theory and concepts 11 Focus on ‘innovation activity’ 11 Urban space and innovation activity 11 Planning for innovation 16 Exploratory mapping of the spatial underpinning of innovation activity 183. Addressing innovation issues in the city strategies 20 Broadly 20 More specifi cally 214. Concrete developments of innovation infrastructure and creative environments: case studies 23 Berlin Berlin Adlershof 24 Wasserstädte Berlin Oberhavel & Rummelsburger Bucht 26 Copenhagen Copenhagen Biotechnical Science Park (COBIS) 28 Hvide Kødby 30 Ørestad 32 Helsinki Arabianranta-Suvilahti 34 Aviapolis 36 Viikki 38 Malmö Moving Media City 40 Det Medicinska Malmö 42 Oslo Fjordcity 44 Riga Castle of Light – Latvian National Library 46 Latvian Contemporary Art Museum 48 Riga Concert Hall 50 Riga Science and Technology Park 52 Stockholm Hammarby Sjöstad 54 Karolinska/North Station 56 Kista Science City 58 Telefonplan 60 Tallinn Kultuurikatel 62 Tehnopol 64 Ülemiste City 66 Vilnius Paupio Historical Crafts and Industries Centre 685. Planning for innovation twines into contemporary urban development 70 Innovation activity as a target, by-product or a resource 72 Focal points of transforming urban areas 72 Process led by cities 736. Proposals for project ideas 74References 76Appendix 78 List of strategies 78 List of interviewees 79

Contents

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Baltic Metropoles Network (BaltMet) represents a forum for capitals and large metro-politan cities around the Baltic Sea. It brings together the cities of Berlin, Copenhagen, Helsinki, Malmö, Oslo, Riga, Stockholm, St. Petersburg, Tallinn, Vilnius and Warsaw. The main goal of the network is to promote innovativeness and competitiveness in the Bal-tic Sea region by engaging cities, as well as academic and business partners, into close cooperation. Another focus area is identity building and marketing of the Baltic Sea region. The European Union is striving to be a role model for competitive knowledge-based economy in the world by 2010. Metropolises play a central role in the realisation of the Lisbon agenda. The Baltic Metropolises Innovation Strategy project (BaltMet Inno) was initiated by the BaltMet Network and implemented as its “fl agship” project. It was co-fi nanced by the Baltic Sea Region INTERREG III B Neighbourhood Programme. The primary aim was to investigate, identify and strengthen the role of large metropolitan areas as in-novation actors at local, regional, national and transnational levels. A special emphasis was on the enhancement of regional and international cooperation of metropolises, businesses and universities. For that purpose, a common innovation policy framework, including concrete proposals for future joint actions was produced. This study, “Infrastructures for Innovation – Enhancing innovation activity through urban planning in Baltic metropolises”, is one of the many signifi cant outputs produced during the three-year BaltMet Inno project. The study explores how cities seek to en-able and accelerate innovation activity through measures of urban planning. It contains valuable theoretical and strategic viewpoints for understanding the link between innovation policies and urban planning. Furthermore, it examines more than twenty concrete case examples from nine cities. The authors also present three very concrete proposals for further joint actions. I would like to thank warmly the research team and the more than 40 experts from Baltic metropolises for their contribution to this study. I would also like to thank the members of the BaltMet Inno project team for their efforts.

Helsinki 21 December 2007

Matti OllinkariHead of Lord Mayor’s Offi ce

City of Helsinki

Foreword

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1. Introduction

Linkage between urban planning and innovationsMetropolitan areas acting as hubs of fl ows of goods, capital, technology and knowledge are signifi cant motors of economic growth. Their role in the knowledge-based society has become even stronger. The regions’ economic development is continuously more dependent on the science and knowledge base, as well as how the potentials can be turned into benefi ts. Being increasingly aware about this, the cities have adopted an active role in innovation policy. Transnational approaches are also searched to secure the know-how. The Baltic Sea Region (BSR) is already a successful economic and cultural zone, globally known for its innovative capacity. The BSR metropolises share the com-mon will and vision to develop the knowledge-based economy and society in a sustain-able way. This has been the basis of the BaltMet Inno -project that has focussed on the transnational complementary innovation policies of the metropolises in relation to the urban policies and spatial planning. The increased interest on the linkage between innovation policy and urban plan-ning is related to broadly agreed notion that in the increased global competition the success of cities or city regions is guaranteed by creativity – turned into product or service innovations. The physical city planning is considered as a means to support the realisation of the inventive potential of the city regions. Broadly, contemporary urban planning is infl uenced by two interpretations of the role of urban space in fostering creativity and innovation. The notion of ‘innovative mi-lieu’ addresses regional economic systems and well-defi ned innovation networks, while ‘creative city’ can be seen to provide a basis for inventions in the ‘fuzzy’ realm of human encounters and in the mixes of cultural fl ows that urban centrality (Lefebvre 1991) facili-tates. A third, place-based and embedded approach is emerging. The starting point of this study was to approach the linkage between innovation policy and urban planning as such strategies, development plans and measures related to land use, traffi c and spatial development which affect, promote and enable the pro-cess of innovation, knowledge creation, and creativity in the metropolitan areas. In the theory chapter, we reformulate this, identifying three approaches to plan for innovation, each with specifi c contexts, targets and outcomes. In the BaltMet Inno project the link between innovation policy and urban planning was initially understood to include all the following topics: development of science and technology parks as well as campus areas; advancement of connections, e.g. traffi c connections between the knowledge concentrations; development and adaptation of old industrial areas or other brown-fi eld areas to new purposes (e.g. renovating old fac-tories for the needs of knowledge-based start-up companies and/or creative industries); establishment of new (green-fi eld) and development of existing innovative environ-ments, city districts, facilities, and test-beds for new technology and service innovations; and improvement of housing and the residential environment in the knowledge con-centrations or zones and in their vicinity. In addition, redevelopment of urban water-front areas was a special interest.

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The task of the study has been to examine (1) how the city strategies tackle the development of innovation infrastructure, as well as innovative and creative environ-ments by the means of urban planning, and (2) examine 24 concrete cases how the cities in the Baltic Sea Region are developing infrastructures for innovation and creative environments, and to draw analytical conclusions about it, as well as (3) to propose further project ideas to transnational cooperation in the fi eld.

Structure of the book and the empirical data used in the analysesThe second chapter discusses a set of theory-laden approaches that valorise the link between innovation activity and urban space. A list of concepts, each providing an understanding of the spatial underpinning of creativity and innovation, is introduced to the reader. These theoretical approaches are used in analysing the results of case stu-dies and they underpin also assessing policy recommendations for BaltMet cities. The third chapter presents results of a brief mapping of existing city and regional level strategies that include elements related to development of innovation infrastruc-ture, and innovative and creative environments. The main question addressed is how do the city strategies tackle the development of innovation infrastructure, as well as innovative and creative environments by the means of urban planning? As to the data, a comprehensive set of strategies was obtained from the cities of Helsinki, Stockholm and Tallinn. The analysis cover also Copenhagen and Riga, based on English translations of some of their recent strategies. In cases of Copenhagen, Riga and Tallinn the data was complemented by interviews of city planners. The voluminous fourth chapter presents 24 case studies from nine cities in the Bal-tic Sea Region. It addresses the question how infrastructures for innovation and creative environments are currently being developed in the region. The analysis concentrate on the aim and features of the projects, their relation to the on-going urban change, the leading agent and important partners as well as the time span of the projects. The analysed cases and the experts interviewed were selected by BaltMet project partners in each city. The relatively large sample provides a valuable perspective how the innova-tion activity is enhanced through planning in BSR, although it is slightly biased due to emphasis of the BaltMet Inno project (this issue is discussed in the fi fth chapter). The authors travelled to Berlin, Copenhagen, Helsinki, Malmö, Riga, Stockholm and Tallinn between October and December 2007 to conduct interviews in these cities as well as to visit the development sites. The cases of Oslo and Vilnius were analysed as desk studies and via e-mail or telephone interviews. Altogether 41 interviewees were conducted in the 9 case cities. In addition to the interviews, the authors used various other materials to ana-lyse the cases, including project internet pages, architectural and development plans, studies, and other information material received from the interviewees and/or contact persons in each city or discovered by the authors themselves. The fi fth chapter discusses and concludes the result of the case studies; planning for innovation twines into contemporary urban development. Nonetheless, the cities could perform better. Therefore, the fi nal chapter makes proposals for further projects. The cities are recommended to cooperate in (1) strategic spatial planning of emerging clusters, (2) developing attractive public spaces, and (3) arranging a residency pro-gramme for technologically and culturally creative professionals.

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2. Enhancing innovation activity through planning:

theory and concepts1

Focus on ‘innovation activity’ The many-sidedness of the notion of innovation is well refl ected by altogether 33 entries involving the term in the OECD statistical glossary (stats.oecd.org/glossary). An elemental defi nition goes: ”an innovation is the implementation of a new or signifi -cantly improved product (good or service), or process, a new marketing method, or a new organisational method in business practices, workplace organisation or external relations” (ibid.). It includes public sector and private sector as well as the civil society; social processes as well as technologies; practices as well as products. In the context of this study, ’innovation’ refers to multiple processes of invent-ing and re-inventing, which are recognized as a source of growth in the informational economy. As to link with urban planning, the focus is on ‘innovation activity’, which takes place in spatial, functional and sometimes organisational ‘environment’ that ur-ban planning can address and support. While refraining from discussing psychological, anthropological or socio-technical intricacies of innovation(s)2, as well as the diffi culty to quantify innovation3, the task of fi nding an appropriate theoretical basis for plan-ning for innovation is not trivial. In the increasingly complex, globalising context, cities have diffi culties in fi nding policies that can be directly linked to the success of local businesses (Kostiainen 2000, 86). Same holds for physical planning. Questions that both planning projects and policy initiatives should address include appropriate scale (site, city, or region) of the intervention, the targeted economic diversity (Feldmann & Audretsch, 1999), and the degree of openness of the planning process. A theory-based view is necessary for fi nding workable planning approaches.

Urban space and innovation activityBroadly, contemporary urban planning is infl uenced by two interpretations of the role of urban space in fostering creativity and innovation. The notion of ‘innovative milieu’ addresses regional economic systems and well-defi ned innovation networks, while ‘creative city’ can be seen to provide a basis for inventions in the ‘fuzzy’ realm of human encounters and in the mixes of cultural fl ows that urban centrality (Lefebvre 1991) facili-tates. A third, place-based and embedded approach is emerging.1The fi rst section is written in cooperation with Klaske Havik (TU Delft). See Lehtovuori, Panu & Havik, Klaske (forthcoming 2008). Planning creative spaces. In O’Connor, Justin and Kong, Lily (eds.),Creative Economies, Creative Cities: Asian-European Perspectives. Springer.2Examples of such approaches would be the ’innovation cycle’ of Nonaka and Takeuchi (1995), based on the contested idea of making tacit knowledge explicit to again internalise it, with the suitable places (Ba’s) of the different phases of the cycle (Staffans 2004; Lehtovuori 2007), or Latour’s (1996) notion of innovation as unique and embedded socio-technical process, modifying actor-networks in real time and space. 3See Kostiainen & Sotarauta (eds.) (2000), ”Kaupungit innovatiivisina toimintaympäristöinä” for a clarify-ing Finnish discussion of the problem.

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a. Innovation in cities – centrality and diversityEven though creative city theories are embraced by both politicians and planners as ‘new’ approach to urban development, these theories are strongly rooted in 1960’s criti-cal comments on mainstream, rationalized urban planning. Jane Jacobs, in The Economy of Cities (1969) claimed that historically, cities have been the origin and engine of innovation and economic growth. This still powerful argument explains how new ideas and new fi elds of economy are invented in cities, driving economic diversifi cation and thereby growth. The evidence is strong: indeed, from pre-historic trade settlements through mediaeval urban networks to 19th century urban industrial capitalism, cities’ dense agglomeration of people and resources has been necessary for innovation. Jacobs holds that innovation is clearly linked to the spatial and social condition of the city – to the chaos, diversity and ineffi ciency of city life. It is in the dynamics of the city that small companies have the possibility of breaking out of mainstream, and innovating by means of trial and error. Jacobs predicted that “cities will be more intricate, comprehen-sive, diversifi ed and larger than today’s, and will have even more complicated jumbles of old and new things. (…) The bureaucratized, simplifi ed cities so dear to our present-day city planners and urban designers (...) run counter to the processes of city growth and economic development.” (1969, 97) This statement rings true in the contemporary, globalised cities and urban regions. Peter Hall reiterated Jacobs’ argument in Cities in Civilisation (1998, also Hall 1999). He defi ned three types of innovation, all needing city as the breeding ground: cultural / intellectual, technological / productive, and technological / organisational. The latter Hall (1999, 36) also calls “urban innovation”. Cultural novelties often emerged in cities with excess wealth and confl ictual social condition, so that “creative cities are not likely to be stable or comfortable places” (ibid., 39), while technological innovation seemed to fl ourish on the edges of urban systems, in upstart places like late 18th century Man-chester or early 20th century Detroit. Hall’s notion of urban innovation, which refers to innovations cities have done to manage their own growth, has become important for the current Creative City agenda. Cities have near endless “cultural resources” (Bianchini 1996), and any process can be rethought to increase urban diversity and attraction.

b. Innovation as regional process – innovative milieuIn the contemporary informational economy (Castells 1989), innovation activity has a different locational logic. Large companies’ production processes have been globally distributed a long while, but also the ‘core’ processes of management and R&D are not self-evidently bound to place (city) anymore. Flows of data and ideas underpin the distributed “network society” (Castells 1996). On the other hand, researchers have noted that in competitive environment, outsourcing and horizontal organisation of produc-tion create new regional agglomerations, which can be based for example in sectored synergy, common value-chain or clustering around a shared science-base (e.g. Storper 1995; Porter 1991). A dual process of decentralisation and qualitatively new recentralisa-tion can be observed (Gottdiener 1985 / 1994). “Innovative milieu”, as defi ned by the GREMI group4 in the 1980s, provides a socio-spatial notion of the regional condition of innovation activity. It is based on Philippe Aydalot’s insight, emphasing the interdependency of companies and their local milieu.

4Groupe de Recherche Européen sur les Milieux Innovateurs, www.unine.ch/irer/Gremi/accueil.htm

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The notion valorises cultural norms and social relationships into the type of infrastruc-ture that could nurture innovation and creativity. A milieu is conceived as a coherent whole in which a territorial production system, a technical culture, and fi rms and insti-tutions are linked (Maillat and Lecoq 1992; Maillat 1991). An effective innovative milieu is characterised by high levels of trust and norms of reciprocity among actors, and the development of a set of institutions that link these actors. In this way, the milieu provides positive externalities to actors within it by reducing uncertainty (Camagni 1991, also Goldstein 2005). Silicon Valley in California is the paradigmatic example of an innovative milieu, combining university-based networks, hard-working culture, Asian immigrants, local venture capital, regional job market and ‘garage’ as the iconic / practi-cal locus of start-ups. Other standard example is the fashion and design networks of Emilia Romagna around Milan. In BSR, Medicon Valley is an example of Ørestad region’s strategy to establish an innovative milieu. Innovative milieus need both ‘hard’ and ‘soft’ elements, e.g. good infrastructures and institutions, combined with favourable local culture. In urban planning, the idea has led to promoting technopoles and thematic economic corridors. For instance in the Helsinki Metropolitan Area, the “campus network” and “know-how routes” are targeted to produce a technologically innovative region, based on science parks and hard infra-structures. Certain neighbourhoods, e.g. Arabianranta and Forum Virium in Pasila, are designated as “living laboratories”, in other words everyday test-beds of new products and services. Developing connectivity within the Stockholm Science City is another example.

c. Spatial and temporal niches of innovation – emerging urban placesMark Gottdiener (1985 / 1994) has theorised further the contemporary, informational production of space, showing that multi-centred metropolitan region is the appropriate frame of analysing spatial processes, e.g. real-estate investment. However, central cities and especially old industrial areas close to historic cores are not insignifi cant for the discussion about links between urban space and innovation activity – on the contrary. Sassen’s global city thesis (1991) points to possible extreme centralisation of certain “command and control” functions of global networks in the informational economy. Manhattan in New York City, as well as certain parts of London, Paris and Tokyo, can be interesting exemplars of a wider re-valuation of city centres and an intensifi ed cul-ture and consumption-led gentrifi cation of derelict industrial zones. Zukin (1992), for example, points to “fashion, fi nance and food” as the drivers of Manhattan’s change; Roppongi Hills in central Tokyo boast an art museum on top of skyscraper and extensive program of street furniture-cum-art. Such environments do play a role in the inter-urban competition for business-locations, tourists and upper-middle class residents, attracting members of the so-called “creative class” (cf. Florida 2002; 2004). Numerous case areas analysed in this study also follow this route. Nevertheless, for our discussion, new sites of cultural production are more impor-tant than arenas of consumption. It is well known that the rough aesthetics of indust-rial wastelands and left-over spaces attract artists, designers and other creative profes-sionals. Dutch harbours, canals and industrial zones of England, as well as industrial monuments of Nordic cities have become breeding grounds of cultural and creative economies. Cable Factory in Helsinki, Northern Quarter in Manchester, NDSM wharf in Amsterdam, Luma factory in Stockholm or temporary uses of waterfront of the River Spree in Berlin are just some examples of the European scene of post-industrial sites

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of urban cultural production. The study at hand introduces Hvide Kødby (meat packing district) in Copenhagen, Suvilahti (gas factory premises) in Helsinki and Kultuurikatel (old thermal power station) in Tallinn also as such locations. The appreciation of the un-designed and indeterminate coincides with the wish to develop something new, in-novative – just there. Place, or the concrete situatedness, is the key. Adaptive reuse, new social forms and new business models lead to real innovations in such circumstances (Lehtovuori & al. 2003; Pruijt 2004). This cultural / atmospheric / alternative interest is not new, but the growing European trend to manage very large redevelopments, including offi ces among other programmes, in a fresh, ‘cultural’ manner might repre-sent urban innovation in Peter Hall’s sense. Amsterdam, Barcelona, Hamburg are clear examples, but also Dublin, Oslo and Riga show signs of the new approach. Not acciden-tally, waterfront is an element in all these cases. In these projects – from small and alternative to big and commercial – the mean-ing of place shifts from mere ‘pragmatic’ location, with focus on availability of mate-rial, labour and infrastructure, to a focus on the experience and appropriation of place. According to Florida, cities striving for economic growth should invest in ’creative spaces’ and offer circumstances (in the form of challenging working and living environ-ment, but also ’tolerance’ in atmosphere and nightlife) by means of which the so-called ‘creative class’ can commit to a city. In recent years, we have seen cities deliberately

TEMPORARY USES AS A TOOL

Temporary uses could become much stronger parts of the urban planning and governance than is currently the case. Temporary uses facilitate a multiple coding of a site. They may also provide an opportunity to preserve the existing values and interesting features of the site better than other development options. They are a research tool, which helps the planner in testing different uses and spatial patterns. After a while, the different situations can be analysed, leading to potentially wiser decisions. (Lehtovuori, Hentilä & Bengs 2003, 57-60)

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CULTURAL PLANNING

‘Cultural planning’ is an alternative and integral approach to urban development. It can be defi ned as 1) the strategic use of cultural resources for the integrated development of commu-nities at the local, regional and national level, 2) an action-re-search approach based on broad defi nitions of ‘culture’ and ‘cul-tural resources’, which encompass the heritage, local traditions, the arts, the media, the crafts, topography, architecture, urban design, recreation, sports, entertainment, tourism and the cultural representations of places and 3) a culturally sensitive approach to urban and regional planning and to environmen-tal, social and economic policy-making. The key notion is that of ‘cultural resources’, in which Bianchini (1996, 21) includes (lo-cal) skills in arts and media; youth, minority and occupational cultures; heritage and traditions; local and external perceptions of the place ( jokes, songs, literature, myths, Lonely Planet, etc.); the qualities of the natural and built environment; the diversity of retailing, leisure, cultural, eating and drinking facilities; the repertoire of specifi c local products and skills.

’constructing’ such circumstances, and developing techniques of branding as to attract creative groups. But we can also reverse the idea of ’constructing’, stating that it is not in every case the city (as an institution) that provides these places, but rather creative people in search of affordable workspace, inspiration or freedom, that discovers and in a way also produces such ’creative spaces’. Writers, performers and artists are often the fi rst to reveal the strong potential of urban places – which is often the start of altena-tive bottom-up processes of urban regeneration. In this study, only Kultuurikatel in Tallinn is a clear example of this process. Such ’found’ socio-spatial realities can play a major role in urban development. “Every crevice in the city had a hidden story or undis-covered potential that could be re-used for a positive urban purpose”, as Charles Landry (2000, 7) states.

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Planning for innovationUrban planning can be understood as any systematic work that aims to control and infl uence urban process and settlement form. In recent decades, planning style (if not paradigm) has gradually changed from traditional blueprint planning towards com-municative practice (Taylor 1998). Without going in any detail of planning theory, it is justifi ed to say that in different situations, the links between innovation activity and planning measures take very different forms. As noted above, questions of scale, content and process typically frame a planning project. We identify three approaches to plan for innovation, each with specifi c contexts, targets and outcomes. As defi ned earlier, with ’innovation’ we refer to multiple processes of inventing and re-inventing, which are recognized as a source of growth in the informational economy. Concerning planning, the focus is on ‘innovation activity’ that takes place in an ‘environ-ment’, which urban planning can address and support.

a. Innovation activity as a targetDirect efforts to plan for innovation include projects to provide for the spatial re-quirements of science parks and create other physical infrastructures (roads, public transport, ICT systems) that are assumed to be necessary hard elements of an innova-tive milieu (Rönkä & al. 2004; Yhdessä huipulle… 2005). These elements cater for the recognised protagonists of innovation activity, such as universities, research institutes and established companies. Planning style is often a quite traditional mix of distribu-tive economic planning and physical blueprint planning, but it can take the form of strategic development planning. Innovation activity (eg. science park) is seen as a “programme” (like leisure, housing or anything else), and the complexities of innova-tive milieu are superfi cially understood. The target of planning effort is nevertheless to increase innovation activity, and – at least in theory – the success can be quantitatively measured in increased high-tech jobs, patents or absolute or relative change of regional GDP. Top-down projects to create cultural clusters or centres for creative industries (CI) belong to these direct planning efforts. To take an international example, the City of Shanghai has several tens of creative industry clusters, which are set up using the model of business incubator and science park.5 Also regional promotion, combined with infrastructural initiatives, can be regarded in this planning category, a good example being the Ørestad region’s “Medicon Valley” concept.

b. Innovation activity as a resourceAn enabling, low-key approach to support ‘found’ places of innovation includes a wide variety of planning measures and examples. Cultural planning (see BOX), utilisation of temporary uses in planning (Lehtovuori & al. 2003), policies to harness local cultural actors to start alternative cultural breeding places (example of Amsterdam, Havik 2004), Creative Industries business support systems (eg. CIDS, www.cids.co.uk), as well economic and regulatory tools to slow down real estate speculation to provide cheap space for innovative start-ups are among them. In enabling practices, innovation activity is understood rather as a resource of planning than a target in itself. Innovative practices, people and products are the resources to be nurtured to create an attractive

5For more details on Shanghai’s projects. see e.g. http://www.contractmagazine.com/contract/magazine/article_display.jsp?vnu_content_id=1003625878; http://www.tdctrade.com/imn/06020701/design007.htm

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/ alternative / thriving place. Enabling planning can be conceived as “curating” the con-tents of urban space (Bunschoten & al. 2001), as an organic and processual approach to built from the existing. The formation of such ‘organic’ innovative spaces is often con-nected to urban regeneration; changing uses of former industrial areas or equivalent. To maintain the rent low is a typical problem, since clusters of creative industries tend to attract also developers, which causes price pressure. Refi ned policies of “actively let-ting it be” are needed, combined with accessibility by public transport (Söderlind 1999). Tallinn’s Kultuurikatel might become a relevant BaltMet example.

c. Innovation activity as a by-productOther planning agendas, for example pedestrianisation, beautifi cation of public spaces, ecological sensitivity, heritage preservation, equality access to services, or social housing may indirectly provide for innovation. Creating culturally attractive and socially central urban places and neighbourhoods is the key to success. Lively urban settings are self-organising. They continuosly attract new, creative people, sustaining the metropolitan social mix and codes of behaviour which are crucial for strangers to adapt and act positively (Jacobs 1961). While the close-knit street-neighbourhoods, Jacobs observed in 1960s Greenwich Village are hard to achieve today, active use of public spaces has not lost importance. New, ‘liminal’ forms of social organisation may replace older ones, creating similar positive effects.6 Generally, high quality of urban life (not only physical / visual environment) should not be underestimated as an element of innovation policy (eg. Raunio & Linnamaa 2000; Kostiainen 2004). We call this approach ‘soft planning’ for innovation. Innovation activity is by-product of other planning efforts. The main is-sue is that planners are aware of innovative actors and their needs, so that they do not inadvertently harm the innovation potential of a site or area. ‘Urban renaissance’ should not destroy the positive core characteristics of the urban. In conclusion, planning for innovation hardly can happen in isolation of other agen-das, but has to be coordinated with them. Organisational capacity is needed to achieve “harmonious city” (van den Berg 2008), where economic, social and ecological issues are reasonably settled. While a completely harmonious city is utopian (or boring), the notion points to the necessity of inclusion and participation. Case by case, innovation activity has surprisingly long institutional and spatial roots. Unlike roads or housing districts, innovation activities cannot be planned in a detached manner. Strategic participation of key actors is a condition for success.

6We think of a heterogeneous informal organisations, such as skaters, temporal task groups in events or confl icts, workers of cultural managed workspaces, environmental or social artists and art projects, and real-life uses of the social media of web 2.0, to mention a few.

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Exploratory mapping of the spatial underpinning of innovation activityIn an increasingly complex and connected urban process, both analysis of innovation activity and planning for innovation can take very different forms. To help create an overview of possible strategies, we suggest an exploratory mapping of the spatial un-derpinning of innovation activity. Different notions are organised along two axes, those of scale and planning style. The axes refer to the above discussed theoretical framings.

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Innovative Milieu‘Innovative milieu’ refers to a larger urban area, eg. region. It is not a geographic area, per se, but refers to geographically con-nected networks, including both hard infrastructure (e.g. roads, universities, fi rms) and soft infrastructure (e.g. local culture, trust). It is seen as a “complex which is capable of initiating a synenergetic process… an organisation, a complex system made up of economic and technological interdependencies… a co-herent whole in which a territorial production system, a techni-cal culture, and protagonists are linked.” Maillat (1991, 113) Emilia Romagna in Northern Italy is a classic example. In BSR, Medicon Valley is an example of Ørestad region’s strategy to establish an innovative milieu.

Growth CorridorRegional entrepreneurial, innovation generating belt, based around a particular traffi c axis. For instance ITC agglomeration around Route 128 in Massachuset, near Boston. The new City Tunnel in Malmö may stimulate major development.

Thematic corridor, Opportunity areaPlanning concepts that aim to support certain emerging zones by directing attention and perhaps also fi nancial support towards them. Examples include the Art and Science axis in Helsinki, Fjordcity concept in Oslo, Stockholm Science City and waterfront redevelopments in central Riga.

Creative City A concept of cultural planning that refers to a possibility to cre-ate a positive upward spiral of economic success and cultural vigoration in a post-industrial city. Key concept in implementa-tion are ”cultural resources” that can be used broadly and crea-tively (Bianchini 1996). E.g. the European City of Culture -projects.

Campus A concentration of university functions and enterprises working broadly in the same fi eld. Usually situated outside of the core city in greenfi eld site, providing a pleasant setting. In innovation policy, the usage of the term is sometimes broader. E.g. Viikki University District in Helsinki.

Science park, technology parkA concentration of high-tech companies with common support services. Usually a planned one. Like campuses, science parks tend to locate in green fi eld areas, but not necessarily. At heart, science parks are knowledge partnerships that foster innova-tion. Sophia-Antipolis in Southern France in classic, full-grown example.7

Thematic districtA city district or neighbourhood developed under a common theme or with reference to certain actors. Usually thematic district is a tool of urban regeneration, and may involve both gentrifi cation and physical upgrading. For instance Temple Bar in Dublin, Design District in Helsinki, SoFo in Stockholm.

Living labA city district or otherwise geographically framed area, in which the inhabitants or local enterprises are used as product and service developers in (commercial) R&D processes, typically in mobile communication or ubicomp. A real life test-bed of user-centred technology development. For instance Arabianranta in Helsinki (cf. Kangasoja & Schulman 2007; Kangasoja 2004).

Cultural clusterAny concentration of cultural activity, though usually geographi-cally a rather small one with clear and perceivable bounders. Often involves both production and consumption of culture. For instance Tilburg Pop Cluster, Helsinki’s Cable Factory, as well as Hvide Kødby (Meat Packing District) in Copenhagen and Moving Media City in Malmö.

Urban fallowfieldTerm used in real estate development. Refers to leaving a proper-ty or larger area ‘as it is’. Cheap rent and attractively robust milieu provide possibilities for new and temporary actors – possibilities that otherwise would not exist. Usually a temporal phase in the development cycle. For instance Northern Quarter in Manches-ter, parts of Stadhaven in Rotterdam and part of Refshaleøen in Copenhagen.

Flagship projectA singular building, for instance a major cultural institution, which is aimed to show the way of development (as a locomo-tive) and bring a spill-over effect in the neighbourhood under-going urban regeneration. E.g. the new city library in Marseille, or construction of three major cultural buildings on the developing waterfronts of the River Daugava in Riga.

7Some researchers have questioned the benefi ts of science parks, claiming, for example, that the same companies simply relocate, creating no net benefi t for regional (or national) economy. See Massey 1974 and Massey & al. 1992 for empirical critique of the science park concept.

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3. Addressing innovation issues in the city strategies

This chapter presents results of a brief mapping of existing city or regional level strate-gies; how they broadly and more precisely address the development of innovation in-frastructure, and innovative and creative environments. The main question addressed is how do the city strategies tackle the development of innovation infrastructure, as well as innovative and creative environments, by the means of urban planning. The analysis below is based on the material obtained from fi ve BaltMet cities: Copenhagen, Helsinki, Riga, Stockholm and Tallinn.

BroadlyWe will begin with the broad perspective, a framework appearing from the strategies; it shows the core targets according to which the cities want to develop. The exact phras-ing varies, but the main strategic goals are fairly similar from one city to another. First of all, the strategies of all cities outline the importance of innovation and knowledge (and creativity) related branches as a source of economic growth. They all seek to foster knowledge-intensive industries, through co-operation between busi-nesses, the city, and universities as well as other institutions of higher education. The capitals and other large cities in BSR tend to be highest number of their national insti-tutions of higher education, which adds positively to their development. In the Latvian National Development Plan (2006, p. 33) the co-operation between entrepreneurs and academia is even designated as a national assignment of the City of Riga. The impor-tance of ‘creativity’ and creative industries is most notably pointed out in strategies of Helsinki and Stockholm. Helsinki Business Development Strategy (2007, p. 21) notes that in 2006 altogether eight per cent of Helsinki’s jobs were in the creative industries, and that the number of these jobs is increasing. The Stockholm County’s Regional Strategy for Entrepreneurship (2007) emphasises commercialisation of different kind of crea-tivity through entrepreneurship. All in all, importance of entrepreneurship as well as dynamic and innovative business life is highlighted in the strategies. All cities want to create good conditions for these. All cities also provide support and counselling services, including incubation, for small and medium size enterprises (SMEs). The role of educa-tion is also emphasised. Equally, all the cities consider the labour force with high level of education their asset. Secondly, all cities seek to increase their international renown. Superlatives are not avoided: Stockholm’s vision is to become “a versatile and experience-rich world-class metropolis”, whereas the Helsinki Region visions to become ”a dynamic world-class centre for business and innovation”. Copenhagen promulgates that its “status as an international city will play an important part in its future development”. Riga and Tallinn do not yet dare to use as extravagant wording, but they also increasingly posit themselves in international perspective. Nonetheless, Tallinn reminds us in its “Strategy 2025” (2004, p. 10) that it was chosen as “one of the world’s most promising investment locations”. To sum up, each city is eager to improve its international appeal in order to become a selected destination among new residents, labour force, enterprises, invest-ments and tourists. They also understand that to succeed in competition, attractive environment for people and enterprises is needed. Copenhagen clarifi es that it “must be a city with quality of life”. The Helsinki Regional Innovation Strategy (2005, p. 22) acknowledges “the importance of creative settings”, frankly “high standards in housing, work and leisure opportunities.”

21

Thirdly, all cities aim to develop as poly-centric urban areas. The position of city cen-tres as actual core areas is however uncontested, and the strategies emphasise keeping these as attractive and active places. The strategies also underline the importance of physical expansion of the core areas – related to redevelopment of former industrial or harbour areas in or close to the city centres. Great expectations are laid on waterfront revitalisation in particular. Poly-centralism is phrased with small variation. Stockholm City Vision defi nes seven cores outside the city centre; the Spatial Plan of Riga speaks about development of multi-functional local centres subordinated to the city centre, and Copenhagen Development Plan about development areas, for instance. Invariably, developing transport system is among the top subjects addressed in the strategies. Often – but not always – the development of rail-based public transport is highlighted and development of the areas around stations emphasised. Inside and outside the core, redevelopment of areas with out-dated uses is linked also to environmental sustainability. Cities and regions aim to increase effi ciency of their land-use, and subsequently densifi cation where infrastructure permits; promote urban growth within their built-up areas increasingly, in order to reduce expanding out-wards. When developing areas, all cities emphasise mixed land-uses (instead of mono-functionality), yet development of housing in particular. The following excerpt is taken from Copenhagen’s Development Strategy (2005, p. 11), but could be from strategy of almost any other city in the BSR: ”The new development areas must be developed with a considerable element of housing and good public transport services. The stationary parts of the new urban development areas should primarily be used for mixed hous-ing and commercial areas with high density and a wide offer of service facilities and cultural offers”.Another viewpoint stated in the Copenhagen Development Strategy is also widely shared: “If major investments have to be made in the infrastructure of a development area, the development rate for the area must be high” (CPH, p. 62). In addition to these three goal areas above, connected broadly with innovation issues, all the cities also address mitigating social inequality, increasing safety, and producing high-quality and cost-effective public services.

More specificallyAs to the question how the strategies tackle the development of innovation infrastruc-ture, or innovative and creative environments by the means of urban planning, the link is seldom explicit. Basically, the cities intend to create general conditions and solid “environments” for entrepreneurship and innovation activity; whether organisational or physical ones is not always clear. As presented above, the cities emphasise promoting innovation activ-ity in their strategies, but most of their contribution in this fi eld is else than urban plan-ning. Nonetheless, a crucial planning question, and highly important in this respect too, is development of the transportation system so that it supports connectivity between most important nodes of activity. The Helsinki Regional Innovation Strategy states that “in the Helsinki Metropolitan Area the city authorities have played an important role in establishing the basic infrastructure for business and innovative activity. These general conditions range from city planning to transport connections and a wide variety of services such as basic education and business incubators.” The Development Plan for Stockholm Region as well as the Business Development Strategy of the Helsinki Capital City Region use the concept “innovative environment”, referring broadly to centres of business support services and incubators for different

22

knowledge-intensive fi elds, for instance in science parks. Helsinki Region Innovation Strategy emphasises reinforcing knowledge-based clusters and creating common development platforms. The latter however are rather thematic networks than place-bound. Clusters are also often mentioned in this context, with reference to various thematic areas and spatial scales. The analysed strategies make no explicit reference to “creative environments”. A business centre for creative sectors in Arabianranta is though mentioned in Helsinki’s strategies. In an illuminating interview, Tue Rex, a planner working for the City of Copenha-gen, divided Copenhagen’s strategy to enhance “creative” through planning into two qualitatively different measures. In terms of high-tech, the city is trying to facilitate a better framework between the universities, research and new small companies. From planning perspective, this means facilitating environments where private enterprises and universities come together. This is considered less of an urban planning issue though. In the “low-tech” end, meaning musicians, graphic designers etc., the city has pointed out eight city areas where creative industries could fl ourish. These are mostly former industrial areas. Some low-key measures, which enable people to live and work in the same place for instance, have been taken to strengthen their development proc-ess. Critiques say putting the places on the map only increases prices and adds pressure to property development as the locations get prominent. The measures were, however, taken relatively recently, and no evaluation has yet been made how they have worked.

23

4. Concrete developments of innovation infrastructure and creative environments: case studies

24

1992

The Berlin Senate decided to establish “an integrated scien-tifi c and business landscape” on the Adlershof site and made building investments amounting 230 million Euros.

1994

WISTA-MANAGEMENT GMBH emerged from EGA.

Berlin Adlershofproject in a nutshell“Berlin Adlershof - City of Science, Technology and Media” is a new city district being created in the south-east of Berlin. The core idea is to support connections between businesses and academia. At the heart of Berlin Adlershof is the Science and Technology Park consisting of enterprises, science institutes and the mathematics and natural science faculties of the Humboldt University. The Science City is surrounded by a Media City, an industrial park, and residential areas. Before unifi cation of Germany, Adlershof was a home of East German Academy of Science’s scientifi c institutes in the fi elds of physics and chemistry. Adlershof is located outside the city centre near the Schönefeld airport. The city centre can be reached within 30 minutes by public transport.

1991

The State of Berlin founded the “Adlershof Development Society” (EGA).

1998-2003

The departments of the Humbolt University moved to the area.

2004

Construction of the single-family houses began.

25

basics • The size of Berlin Adlershof is 420 ha, surrounded by a park of 66 ha.• Currently there are around 739 companies with 12,700 jobs. Out of these 400 are “innovative companies” with around 4,300 employees, 12 non-university affi liated research institutes with around 1,500 employees (of which 800 are scientists) and 138 media companies with 1,400 employees. Furthermore, 6 natural science institutes of the Humboldt-University Berlin have altogether 130 professors, 6,400 students and 750 other staff.• The leading agent is WISTA-MANAGEMENT GMBH, which is working under auspices of the Federal State of Berlin. Important partners include the Investment Bank of the Federal State of Berlin, Berlin Partners GmbH, Humboldt University, science institutions and the Technology Foundation Berlin.• The land is owned by the Federal State of Berlin. • Investments to the Science and Technology Park have been worth 1,5 billion EUR between 1991 and 2006.• Contact person: Helge Neumann, Executive Manager International Cooperation, WISTA-MANAGEMENT GMBH, e-mail: helge@wista.de • Internet: www.adlershof.de

Berlinurban changeSince the development of the area started, the integration of Adlershof to the overall urban structure of Berlin has strengthened. Adlershof is benefi ting from the development of the Berlin-Brandenburg International Airport and a new city district nearby. The infrastructure will ameliorate by construction of a new railway station. Adlershof has also had its own highway intersection since 1,5 years.

backgroundAdlershof has been a research and development area since the German Experimental Institute for Aviation was established there 1912. The fi rst institute for the German Academy of Sciences was built in Adlershof in 1949, and the East German television was established there in 1952. Many buildings were constructed espe-cially for the Academy of Sciences in the 1960s/1970s. Altogether nine East German Academy of Science’s institutes in the fi elds of physics and chemistry used to locate here. After the country’s reunifi cation the German Science Council (Wissenschaftsrat) was ordered to evaluate Adlershof. The existing infrastructure was considered to be adequate to utilize further and to develop into a science, business and media park combined with residential areas. The council decided on the most relevant business and research areas for the Adlershof. The overall aim was to foster Berlin’s eco-nomic development through technological development. The Berlin Adlershof strategic focus is in line with the innovation strategy of the Land of Berlin. The competence areas developed for Berlin Adlershof Campus are as follows: (1) information and communication technology, (2) optical technologies and photonics, (3) micro systems technology and new materials, and (4) environmental, bio and energy technologies. The land ownership of the Federal State of Berlin facilitated rapid development. The tradition and infrastructure of a research and development area has supported Adlerhof’s attractiveness. To encourage innovative businesses to settle, modern specialized centres were established on the premises, some in reconstructed old buildings and others in new buildings with spectacular archi-tecture. The development of Adlershof has had many qualitatively different challenges. The fi rst was caused by the reunifi cation process: all the previous employees lost their jobs fi rst. Although most of the jobs could be saved, many of the former, skilled em-ployees had by then left Adlershof for new jobs. The second big challenge has been the development process as such: there were no previous examples how to build up such a comprehensive sci-ence, business and media park. The third big challenge has been to make the area feasible both to residential and working purposes.

26

1992

The “Housing Construction Strategies 95” was approved by the Federal State of Berlin. Development Trust Agencies were founded to develop the areas.

Wasserstädte Berlin Oberhavel & Rummelsburger Buchtproject in a nutshellWasserstadt (“Water city”) Oberhavel and Rummelsburger Bucht are housing-biased mixed-use areas on the riverbanks. Rum melsburger Bucht is located along river Spree in eastern central Berlin, only 5 km from the core (Mitte) and Oberhavel by the river Havel, around the lake of Spandau, close to the Old Town of Spandau, ca. 9 km northwest from Berlin. At the beginning of the 1990s the number of Berlin’s inhabitants was expected to grow rapidly from 3 to 4 million. To increase housing supply considerably, the Senate approved an action programme called “Housing Construction Strategies 95” (Wohnungs baustrategien 95) in 1992. At this point several former industrial areas that located on the riverbanks and close to the city were defi ned as housing development areas. Nonetheless, it became clear already by the mid 1990s that the urban growth and thus demand for new housing was lower than expected. Consequently, in both “water cities” the scale of construction was cut down considerably com-pared with the original plans. The solution to overcome the fragmented land ownership structure was to develop the areas as spe-cifi c “urban development zones” using the urban development measures (Städtebauliche Entwicklungs-maßnahme) under the German Federal Building Code. These are particular measures used to serve the public interest, particularly in meeting the demand for housing and employment, for public amenities and associated facilities, and in returning derelict land to productive use. Urban development measures may only be under-taken where there is a public interest in uniform development and speedy implementation.

1990

New spatial concept for Berlin was approved: the development emphasis was laid on the nodes of the S-Bahn-Ring.

By the mid 1990s

It became clear that the demand for new housing is smaller than expected. Subsidised housing production was cut.

1997

New Development Trust Agency Wasserstadt GmbH was founded in a merge.

2003

Quantitative development goals were abandoned.

2007

The Development Trust Agency Wasserstadt GmbH was abolished.

rummelsburger bucht wasserstädte berlin oberhavel

27

basics • Wasserstadt GmbH, owned by the Federal state of Berlin, was the leading agent in both areas. The land owners and the districts that approve the plans were signifi cant partners.• Contact persons: Petra Nickel, e-mail: petra.nickel@senstadt-verwalt-berlin.de (Rummelsburger Bucht) and Gerald Schulze e-mail: gerald.schulze@senstadt.verwalt-berlin.de (Berlin Oberhavel), the Senate Administration for Urban Development. • Internet: www.wasserstadt.de and www.stadtentwicklung.berlin.de/bauen/entwicklungsgebiete/ wasserstadt oberhavel• Size: 206 ha. • 7500 new dwellings with 13 000 inhabitants (planned). 3,800 new dwellings realised by now (90 % of them by the government) as well as over 700 residential units for seniors.• The planned gross fl oor space of new business premises: 910 000 sq m. • Number of jobs: 4800. The idea has been to develop the area, the Eiswerder Island in particular, as a media and event cluster.• Fragmented land ownership: originally the Federal State of Berlin owned one-fi fth of the land, 14 big real estate owners a half of the land, and the small real estate owners the rest. • The total cost of the development was 610 million. The share of the Federal State of Berlin was 450 million. rummelsburger bucht • Size: 131 ha.• 2265 new fl ats and 205 single family houses. • Share of housing developed by the government: 42 %.• Gross fl oor space of new business premises: 300 000 sq m.• Number of jobs: n.a.• Fragmented land ownership: originally the Federal State owned 34 % of the land, the Confederacy 15 %, the State Railways 13 % and diverse landowners the rest 27 %. • The total cost of the development was 262 million. The share of the Federal State of Berlin was 100 million.

Berlin

urban change“Water cities” are waterfront redevelopments along the rivers Spree and Havel. The areas were in industrial and warehous-ing use until the reunifi cation of Germany and redundant afterwards. The environment was contaminated and consider-able land and water cleaning operations were carried out in the course of redevelopment.

backgroundThe developments were realisations of Berlin’s housing strategy of the early 1990s. Both developments were challenged – and delayed – by the landowners who did not agree the development plan and summoned to the court. A prerequisite to development was thus their defi nition as urban development zones, which enabled goal-oriented and more rapid development led by the Development Trust Agency. The specifi c feature of “the urban development zone” is the extended right to engage the land-owners to develop the area. In case of reluctance, the community is entitled to expropriate the land. The development of Oberhavel had also fi nancial challenges, which were solved by revenue-dependent development: new infrastructure was built only after land had been sold. Participatory planning was arranged through a Development Advisory Board. It consisted of representatives of the senate, the Development Trust Agency and the Agency of Concerned. The latter was elected by all of the people who live or work in or near the area and consisted mostly of landowners, landlords, lease-holders and craftsperson.

28

Late 1990s

The government initiated the idea.

Copenhagen Biotechnical Science Park (COBIS) project in a nutshellCopenhagen Biotechnical Science Park (COBIS) aims to strengthen the Medicon Valley’s position as a recognized biotechnological growth environment and to become a show-centre of biotechnological innovations. Medicon Valley is a major bi-national life-sci-ence cluster that connects academia, hospitals and companies in the Öresund Region, which includes the regions of Greater Co-penhagen and Zeeland in Denmark and Skåne in Sweden. COBIS will be located in Copenhagen city in close proximity to the main hospital, new Biotech Research and Innovation Centre (BRIC) and the University of Copenhagen, which form a dense cluster. COBIS will be the physical facility to connect capital, research and business within life science. COBIS is a commercially based science park owned by three leading science parks in Denmark. It is intended to work as a com-mercialisation hub for the research institutions in close proximity, but also as a pipeline for these larger mother institutions. COBIS will focus on facility management, business development and project partnering. The business model is currently being developed and the fundraising is on its way. The constructions will start in 2008 and COBIS is due to open in 2009.

2006

The three partners won the tender to run the science park.

2008

Constructions will begin.

2009

COBIS will be opened.

29

basics • Construction will take place in two phases. The fi rst phase will cover 4500 sq m and the total size of the project will be 10 000 sq m. 30 % of the building will be laboratories.• When completed (10.000 sq m) COBIS will be home to 40-50 companies with 400-500 employees. • COBIS is a commercial entity. It is a consortium of three science parks Symbion (40%), Scion-DTU (40%) and Science Park Århus (20%).• Land ownership: COBIS (bought it from the state).• Contact person: Torben Orla Nielsen, Chief Operation Offi cer, e-mail: ton@sciontu.dk• Internet: www.cobis.dk

Copenhagen

urban changeCOBIS represents a node of activity that draws attention to spatially dense cluster of life science research institutions and related agents in the immediate surroundings as well as in the Medicon Valley region. The lot where COBIS will be built used to be part of hospital premises, and is now part of the campus of University of Copen-hagen for medical and pharmaceutical sciences.

backgroundCOBIS is a concrete example of Öresund regions strategy to establish an innovative milieu, promote interaction between research and business and thus facilitate the innovation process. The project is based on government initiative to locate a science park in the immediate vicinity of a new biotechnical research centre (BRIC) next lot. COBIS won a public tender concerning the right to establish the science park and to buy an attractive site with a moderate cost. Moreover, the government and the capital city region provide a limited rent guaranty of DKK 10 million for the fi rst 10 years. The project has also a strong backing from universities, largest biotech companies etc. A crucial challenge for COBIS is its dependence of the performance of university’s technology-transfer offi ces that select the spin-offs, i.e. future clients of COBIS, and thus form a pipeline from university’s side. Other challenges include drawing a commercially sustainable business model, current low number of new biotech companies, and a smooth cooperation between the three owners.

30

2004

Initial analysis.

Hvide Kødbyproject in a nutshellHvide Kødby (the white meat city), Copenhagen’s meat packing district, is being transformed into a spot where creative indus tries are combined with food industries. The site has also opened to wider public. The meat city is located next to gentrifying Vesterbro city district, near the central railway station. A decision has been made that the area’s functional division should be- come 50/50 between the food industries and other – namely creative industries, restaurants, night clubs etc. The current division is around 70/30, a few galleries and a nightclub/restaurant/art gallery are accessible so far. The transformation occurs gradually through the tenant change: as the old leases come to an end, the creative entrepreneurs replace the food industries. “White” refers to the colour of the buildings: the functionalist architecture dates back to 1934. The oldest “brown” part of the meat city is already converted into new uses and the “grey” part is a mixed-use territory.

2005

First development plan (expired).

2005

Decision that all new tenants must represent creative functions.

2007

Second development plan (MUTOPIA) and decision to follow it.

31

basics • Size of the area 10,5 ha.• Leading agent: Copenhagen Property.• Land owner: City of Copenhagen.• Contact person: Line Maj Aagreen, Project Manager, Copenhagen Property, e-mail: lineaa@kff.kk.dk

Copenhagen

urban changeThe transformation is driven by diminished necessity of a meat processing district, a quest to fi nd new locations to let for crea-tive industries with sustainable prices as well as an attempt to create interesting urban spot. All the meat consumed in Copenhagen used to pass through “the meat city”. Due to improved logistics such a place has become unnecessary. Tightened requirements for hygiene are ad-ditional challenge. However, the food processing business itself is less willing to give up the traditional location. The former outskirts of an industrial city provide potential in what is today a rather central location. The successful renewal of the neighbouring Vesterbro residential area also increases the pressure for change. The gradual transformation occurs through tenant change. Although information has spread only by word of mouth, the demand for rental space is high among creative entrepreneurs. The Copenhagen Property chooses the tenants on the basis of how they contribute to the transformation of the whole area. The tenant restructuring is proceeding on a slow pace. ‘Den Hvide Kødby’ is a national industrial heritage site, which means that spatial changes in the grounds will be fairly limited.

backgroundThe recognised importance of creative industries materialises in the white meat city because the city owns the property. It may be regarded also as an initiative to combine different kind of industries in search for something new. Two plans have been drawn for transforming the area. The fi rst one, expired later on, developed on an idea to locate the School of Design in the area. The second one, drawn in 2007 by MUTOPIA architects, suggests a more gradual change with multi-functional uses. The main challenge for the project is money. Currently all investment in physical change is made from the rents. A more rapid transformation would require fi nancing from the city budget. No such resources have yet been allocated. Moreover, although an overall decision on the direction of change was taken, to attain consensus on its specifi c course and timetable among politicians and tenant organisation remains another challenge.

32

Ørestad project in a nutshellØrestad is a new mixed-use city district located between the centre of Copenhagen and the Copenhagen Airport as well as the Öresund bridge connecting Denmark with Sweden. Ørestad is a 5 km long and 600 m wide “linear urban development project” along a new metro line. Ørestad’s planning began in 1991 after Danish and Swedish governments had agreed to build the Öresund bridge. The mode of development has based on the Act on Ørestad (1992) passed by the Danish parliament. The Act deals specifi cally with the establishment of an Ørestad Development Corporation. The Ørestad-concept links investment in infrastructure, the consequent land value appreciation and the fi nal marketing of the building sites. The income from the land has been used to fi nance the construction of Copenhagen metro. Ørestad has developed rapidly during the last fi ve years and the plan is that it will be deve-loped over the next 20 years.

Ørestad will be developed over the next 20 years.

1991

Danish and Swedish governments agreed to build the Öresund bridge.

1991

Ørestad was initially presented as an urban development project and a source of income to fi nance the Copenhagen metro.

1992

Act on Ørestad is passed.

1994

International ideas competition for the master plan was held.

1995

Construction of the Öresund bridge began.

2000

The Öresund bridge was opened.

2001

The fi rst major constructions were completed in Ørestad.

2002

The fi rst phase of the metro was opened..

33

basics • The total area: 3.1 million sq m.• Aimed number of inhabitants: 20,000+.• Aimed number of working places: 80,000+.• Already 20,000 people study in Ørestad.• Leading agent: Ørestad Development Corporation.• Land ownership: Originally common land ownership of the city (55 %) and the state (45 %) state. In the course of development the lots have been sold to developers.• Contact person: Kresten Bloch, Head of Planning, Port and City Development Corporation, e-mail: kbl@arealudvikling.dk• Internet: www.orestad.dk

urban changeDeveloping of the Ørestad district complements the urban structure of Copenhagen and the whole Ørestad Region. The regionalisation (bridge) and increasing importance of air traffi c has brought a new logic through which the former outskirts – the land was formerly used as military shooting fi elds and a junk yard – have gained new centrality. Frankly, the new town is located in a major traffi c junction of the Ørestad Region. Ørestad has aimed at providing attractive building sites for offi ces between the city and the airport as well the Öresund bridge. Another aim has been to establish attractive housing areas for young families to hamper suburbanisation and to keep these “good tax payers” within the city borders. The Northern part also holds university departments, research institutes and knowledge-based industries. Ørestad provides ample space for new constructions that could not be fi tted into the existing quarters of Copenhagen due to their mere size. The Ørestad Act defi ned the grounds in the left (Western) side of the new district as a nature reserve area.

Copenhagen

backgroundThe role of the development company has been to take care of planning and construction of the infrastructure and then selling the lots to private investors. After the development company has fi nished its job it will be abolished and the city will take over the maintenance of the district. One of the main ideas has been that the development company would secure that a new part of Copenhagen is built with a high building standard. One way to do this was to show a high standard of infrastructure, which the developers would have to match. In fact, the main boulevard was built before a single lot was sold. Ørestad is divided into fi ve sub-districts. The main features of the areas are set in a local plan approved by the City of Copenhagen. The plan regulates for instance the borders of built-up area, maximum of height of construction, density (construction 340 % of the area inside the block) etc. The land is sold developers block-wise. The developer has discretion in more detailed matters of development. The sale contract requires the developer to draw a “master plan” (overall plan) for the whole block, which the development company has to approve, before they may develop a single lot in their block. When the city later reviews the singular projects, they may take the overall plan into account. The Ørestad project (the income from land) is used to fi nance all three lines of the Copenhagen metro. The decision to build the metro was completely connected to this project. A main challenge was to overcome starting problems; a lot of people were doubtful about realisation of the project in the beginning. The development corporation had to sell the fi rst lots with very buyer-friendly terms. But as favourable economic development boosted demand for new housing and offi ce areas, the project suddenly started to roll. The development pace has been rapid during the last fi ve years. By now, the district has established its position in the eyes of real estate investors due to its high standard of infrastructure, including the airport, in particular.

34

Arabianranta - Suvilahtiproject in a nutshell Central Helsinki is located on a peninsula by the sea. The inner city’s eastern waterfront is under a major redevelopment process that is changing the shores which used to be characterised by manufacturing industries, harbouring, warehousing and adjacent workers’ housing areas. Arabianranta (“the Arabia waterfront”) acquired its name from the Arabia porcelain and ceramics factory founded there in 1874. The new Arabianranta, developed since the early 1990s, consists of a residential area as well as a cultural cluster created by the edu-cational institutions and enterprises in the area. At the heart of the area, the University of Art and Design Helsinki and the Pop & Jazz Conservatory locate in the old Arabia factory premises. The development of the Arabianranta residential area has had several specifi c features which were made possible by the city’s landownership and regulative planning measures. Specifi c terms of plot reservation included for instance “art percentage”; a rule that 1-2 % of construction costs of each residential building were to be budgeted in art works to be placed in yards, stairwells etc. An-other term was a “fi bre rule” that required all the housing associations (residential multifamily buildings) to connect to the area data network. In developing Arabianranta, the city also continued its policy to mix different social groups in new residential areas through provision of housing with different tenure. As to development of the cultural cluster, the city, the state, the educational institutions located in Arabianranta and three compa-nies that owned land in the area signed a letter of intent in 1995, with the aim of building a leading hub of design industry in the Baltic context. To further purpose, a development company, Art and Design City of Helsinki (ADC) was established. ADC’s role has been most visible in development of local area information network, the Helsinki Virtual Village. The district has developed as a well-known Living Lab; a “research platform” where prototypes of things and services can be tested in a real life context. Suvilahti gas factory area (dated from 1909) is located further south in the eastern waterfront, adjacent to the large Kalasatama redevelopment area. The gas factory premises will be converted into a centre of urban culture and creative industries, providing perma-nent and short-term rental space for different fi elds and forms of art, applied arts, education and happenings.

The late 1980s

Planning begins.

1986

The University of Art and Design Helsinki relocates to Arabia.

1992

Master Plan introduces “the Science-Art -axis”.

2000

First new resi-dents move in.

2008

Development of Kalasatama area begins.

2012

Development of Arabianranta is completed.

35

Helsinki

basics • The size of the Arabianranta area is 85 ha and the Kalasatama area further south 135 ha. Within the latter, the size of Suvilahti gas factory premises is 1,25 ha.• In Arabianranta, the expected total number of residents is 10,000 and the number of jobs 8,000. The area has also 6,000 students. • The leading agent and the main landowner has been the City of Helsinki.• The development company Art and Design City Helsinki is a public-private joint-venture.• The management of Suvilahti is likely to be taken over by the Helsinki Cable Factory which is an independent cultural centre managing another big factory premises.• Contact persons: Petri Hoppula, Project Coordinator, the City of Helsinki Economic and Planning Centre, e-mail: petri.hoppula@hel.fi Kari Halinen, Managing Director, Art and Design City Helsinki, e-mail: kari.halinen@adchelsinki.fi • Internet: www.helsinkivirtualvillage.fi

urban changeThe transformation of Helsinki’s eastern waterfront has its roots in change of the city’s economic base, i.e. a gradual de-industri-alisation, and consequent re-recycling of land use. In Kalasatama area (including Suvilahti) the change is boosted by Helsinki’s strategic decision to relocate cargo shipping to new Vuosaari harbour (2008), which leaves vacant central waterfront areas. An essential feature is also transformation in social stratifi ca-tion, namely relative growth of middle strata. Consequently the former working class areas are increasingly occupied by middle-class residents in central locations in particular. The character of new working places in eastern waterfront represents the city’s will to consolidate its economic base today – through supporting higher education, research and develop-ment, knowledge intensive businesses and creative industries.

backgroundThe planning of the new Arabianranta was initiated in the late 1980s, when it was decided that the undeveloped shorelines would be used for housing production. The City Planning Depart-ment started drafting plans for the area in the early 1990s. The Helsinki Master Plan 1992 introduced the strategic planning concept “Science-Art -axis”. The axis extends from the university campus in the city centre to Viikki (see page 38) along the eastern waterfront. Technical challenges to develop Arabianranta have included strengthening the ground for construction, cleaning the polluted land, and constructing next to natural reservation area on the other side of the Viikki bay. A usual planning challenge has been also to agree matters with the numerous interest groups. A strategic challenge is posed by a recent idea to establish an Innovation University in the Helsinki Region. There is some pressure for the University of Art and Design Helsinki to relocate to another premises, which confronts with Helsinki’s aim to develop the Science-Art -axis.

36

Aviapolisproject in a nutshellAviapolis is a marketing brand for a development area adjacent to Helsinki-Vantaa international airport. The Airport, located 19 km north from the Helsinki city centre, dominates the spatial confi guration of the whole central part of the City of Vantaa. The key area locates south of the airport at the NW side of the crossroads of the Ring Road III and the Tuusula Motorway. This is an infrastructural focal point since the Ring Road III is a part of the E18 TEN-highway, connecting Scandinavia with Russia, from Oslo to St Petersburg, and the Tuusula Motorway is one of the main northbound arteries from central Helsinki. Following increased internationalisation, the airport was recognised as a major regional location asset in the 1990s. Subsequently, the area has developed successfully as a new major offi ce construction zone. Furthermore, following the growth of the Helsinki metro-politan area and expanding of the commuting area, major shopping developments have also concentrated on the central part of the Ring Road III during the last decade. Nonetheless, despite these developments the area is still a sparsely built peripheral industrial polygon. The City of Vantaa aims to develop it with more diverse and dense land-uses, including housing development.

1998

Master Plan for the Airport Road marked the beginning of Aviapolis as the offi ce development area.

2000

Aviapolis cooperation between the city, the airport operator, and commercial property and business service developers began.

2002–2006

Several idea plans were presented.

2007

Vantaa Master Plan enabled the mixture of housing and working places.

2013

The railway connection between the airport and the city centre of Helsinki is due to be ready.

37

Helsinki

basics • The leading agent is the City of Vantaa since it establishes the limits and functions within which the landowners are permitted to develop the land. Other important actors are Finavia (a state owned commercial enterprise that manages the airport) as well as private landowners and real estate developers. • The land of the key area is owned by the City of Vantaa, Finavia and corporate landowners including major construction companies. The landowners together with several business services providers form the Aviapolis Development Team. The cooperation concentrates to marketing of the area.• The Helsinki-Vantaa airport handled 12 million passengers in 2006.• Contact person: Matti Pallasvuo, the City of Vantaa Urban Planning Department, e-mail: matti.pallasvuo@vantaa.fi • Internet: www.aviapolis.fi , www.vantaa.fi

urban changeAviapolis exemplifi es the development of airports as one crucial node in transformation of urban regions. The increased impor-tance of connectivity by air has paved the way to development of a new centre of activity in what used to be a periphery. The Helsinki airport was relocated to Vantaa in 1952 and the Ring Road III was constructed in the 1960s. During the following decades, the area developed as a peripheral zone of industries and warehousing. Besides necessary node of logistics, the airport was considered mainly as an environmental disturbance, espe-cially problematic source of noise, as well as a claimant of eternal improvements on developing the road access. Increased internationalisation of business and other spheres of life, and consequent requirements of connectivity, have turned the airport to a critical asset. Furthermore, the airport operator has assumed a new business orientation with a stronger focus on landside development. Both of these are international trends, which apply in the Helsinki Region since the mid-1990s.

backgroundThe development of Aviapolis has a crucial part in the Entre-preneurial Strategy of the City of Vantaa and its importance is acknowledged also in the Innovation Strategy of the Helsinki Region. From the city’s perspective the area reserved for working-places function is far too large for any growth scenario. Thus pri-oritisation would rather be needed. To introduce a more diverse and dense land-use, the City of Vantaa has considered housing development in the area. As to recent milestones of planning, the Master Plan for the Airport Road (1998) enabled the fi rst technology park Teknopolis to be built in Aviapolis and commenced the offi ce developments. An overall development vision of connecting the airport to the current city centre of Vantaa (Tikkurila) via an urban boulevard was presented by Kaj Wartiainen & SRV Developers in the ambi-tious “K2” plan (2002). The development opportunities around the forthcoming (Marja-)railway stations were studied by LT Con-sulting (2003). Studies by real estate agency Huoneistokeskus (2004) and Catella Property Consultants (2004) were cautiously positive on possibilities to develop housing in the area. The idea of introducing residential units as in-fi lls was taken further in the “Aviavillas” development plan (2006) by Harris & Kjisik architects. The new Vantaa Master Plan 2007 enables residential develop-ments, defi ning large areas for working places and/or residential use.

38

1999 and 2003

Two business incubators were com-pleted.

Viikkiproject in a nutshell“Viikki University District” is a new city district consisting of university campus, a science park and residential neighbourhoods. The University of Helsinki’s teaching and research facilities for the agriculture and forestry, biosciences, pharmacy, and veterinary medicine are located in Viikki. The adjacent Helsinki Business and Science Park business incubator buildings provide facilities and services primarily for new companies in the biotechnology, drug development, health service technology, environ-ment technology, and food technology business areas. Of the several residential neighbourhoods in Viikki, one is an experimental area for ecological construction. To obtain a building permit there, the residential projects have had to comply with strict ecological criteria. Several experiments on energy effi ciency, the use of solar energy, timber construction of blocks of fl ats etc. have also taken place in the area. Viikki is situated fairly close to central Helsinki, at amidst extensive green areas, near the intersection of Lahti Motorway and the Ring Road I.

1992

Master Plan and structural model for Viikki was approved.

1992

Helsinki Business and Science Park Ltd was founded.

1993

Initial land-use agreement be-tween the city, the state and the Parish Union of Helsinki.

1995–2006

University bio-centres and new faculty premises were built.

1998

First new residential blocks were completed.

2007

Commercial centre was opened.

By 2015

Residential developments are due to be completed.

39

Helsinki

basics • The built-up area is ca. 300 ha.• By 2015 Viikki is due to have approximately 18,000 residents, 7,000 jobs and 6,000 students. • The leading agent, i.e. planner and developer of infrastructure, has been the City of Helsinki.• The major landowners are the city, the state and the Parish Union of Helsinki. Through transactions of the plots there are now also private landowners.• Helsinki Business and Science Park Ltd is owned by the Finnish Government, University of Helsinki, the City of Helsinki, Sitra and several business associations.• Contact person: Heikki Rinne, the City of Helsinki, Economic and Planning Centre• Internet: www.helsinki.fi /viikki/english, http://www.sciencepark.helsinki.fi /en_GB/

urban changeViikki is a green-fi eld investment, i.e. it was mostly constructed to formerly unoccupied land. Viikki’s landscape is an extensive open area consisting of lands formerly used for cultivation as well as forests, the wetlands and open water areas. The explanation why such a central area had been left unconstructed is that the state had not had pressure to liquidate its land holdings, until the university, whose properties are owned by the state, proposed to expand to Viikki. Viikki is a large “in-fi ll” in urban structure; it utilises the infrastructure, especially the road network, already in place, and connects new residents with broad recreational areas. The city’s interest has been to develop a multifunctional district instead of a traditional residential suburb.

backgroundThe agricultural sciences of the University of Helsinki have located in Viikki since the 1960s. In the early 1990s, the university made a decision to concentrate its activities into four campus areas, one being Viikki. The Science Park was developed together with the university campus. This development was initiated by the University of Helsinki in cooperation with the city. Viikki’s excellent access to road network was considered as advantage to create jobs there. The idea of developing a university district with housing areas was initiated in early planning phase. The fact that Viikki is surrounded by large green areas, including natural protection areas, and also an experimental farm (150 ha) of the University of Helsinki, was a starting point in planning and gave also the idea to experiment ecological housing there. In the planning phase, the project was challenged with dis-agreements between the major landowners. Construction next to major natural protection area was also questioned. A continued challenge has been to establish Viikki, located in north-eastern Helsinki, as an attractive location for enterprises despite the university campus and excellent access to road network. The location of knowledge-intensive enterprises tends to be central and westbound in the Helsinki Region. On the other hand, the overall growth of bio-tech companies has been slower than expected in the 1990s, independently of location.

40

Moving Media City project in a nutshell“Moving Media City” is a growth centre that will be established in Malmö’s rapidly redeveloping Western Harbour area. The aim is to create an innovation setting for everything in and surrounding the fi lm, TV and computer games industries in new media. The area is adjacent to Malmö University and the business incuba-tor MINC for knowledge-intensive companies. The new Swedish television south (SVT) premises will also locate in the area – close to customers, production companies and the university. The “content manager” of Moving Media City is Media Mötesplats Malmö (MMM, “Media Meeting Place Malmö”), which is one of the eight hubs of the Swedish creative industries and one of the driving forces behind the moving image cluster development in the Skåne-Blekinge Region. Rather then developing a particular property, the target is to establish the area as the location (a “meeting place” creating conditions) for an exciting mix of students, researchers, and new companies with innovative ideas. The key words are clustering, openness, fl exible spaces and low thresholds between actors coming together.

1997

Kockum’s shipyards closed at Western Harbour.

1998

Malmö University was established with half of the faculties locating in the Western Har-bour.

2001

Redevelopment of Western Harbour got a kick start with Bo01 housing exhibition.

2005

Media Mötesplats Malmö was established.

2006

Region of Skåne started a cluster project Moving Media Southern Sweden.

1999 and 2003

Swedish Television South (SVT) decided to relocate to the area.

2007

Media Mötesplats Malmö was appointed as a content manager of the Moving Media City.

2008

The construction will begin.

2009

SVT moves in, to be followed by many other companies

41

Malmö

basics • Media Mötesplats Malmö is a leading agent in content development of the Moving Media City, the City of Malmö coordinates the physical land-use development.• The landowner is Peab construction company.• Contact person: Magnus Thure Nilsson, Media Mötesplats Malmö, e-mail: magnus.thure@mmmalmo.se• Internet: www.mmmalmo.se

urban changeMoving Media City is part of major waterfront redevelopment in Malmö’s Western Harbour area. The extensive premises of former Kockum’s shipyards are being rapidly developed into a contempo-rary residential and offi ce district. The place where the Moving Media City will be built is well located in the southern part of the Western Harbour near the university and the central railway station as well as the Malmö Old Town which is the city’s commercial centre.

backgroundMedia Mötesplats Malmö (MMM) is one of the eight Meeting Places of the creative industries in Sweden which the Knowledge Foundation (KK Stiftelsen) has set up since the year 2002. The Meeting Places were fi rst established around existing creative clusters, for instance Rock City Hultsfred, a Meeting Place for music industry following the Hultsfred Rock Festival. Sweden’s major cities Stockholm, Göteborg and Malmö were appointed as Meeting Places in 2005. MMM is fi nanced by the Knowledge Foundation, the City of Malmö and the Region of Skåne. MMM defi nes itself as an “enabling agency”, which performs constant market surveillance to understand novelties and com-municate the needs between business, the City of Malmö, the Region of Skåne, researchers and educational institutions. It thus leans on the triple-helix model: collaboration between the public sector, business and the academic world. MMM also provides business development for companies, particularly by coordinat-ing, facilitating, linking and developing cooperation and partner-ships between different actors. MMM currently establishes a media hub within the Minc incubator. Development of a media cluster is one target of the city’s enterprise development plan. The Region of Skåne has also had a cluster project Moving Media Southern Sweden since 2006. Consequently, one challenge has been to formulate the concept of Moving Media City so that both the region and the city can agree it. The challenge to keep the rents low enough for starting companies has been recognised. MMM, the construction com-pany and the city property management board are working to-gether to fi nd a solution. It could be cheaper building techniques, subsidies by the city council, or relatively bigger fees for the big companies as for them the mixture of big and small companies is also important.

42

Det Medicinska Malmöproject in a nutshellDet Medicinska Malmö – the Medical Malmö – refers to the development plan of the so-called UMAS-Medeon-Triangeln -area in south-ern Malmö which is developed as the place for medical care, health-care education and life science research and technology. The Medical Malmö is a cooperation project between the University Hospital (UMAS), Medeon Science Park, the Malmö University College (Malmö Högskola) and the City of Malmö. The collaborative effort is intended to strengthen Malmö’s position in the life sci-ence and medical sector. The plan includes also housing and commercial developments in the area. The overall goal is to make Malmö a more attractive city for businesses and residents. The Medical Malmö is thus both an urban development project and support for research, education, and entrepreneurship in the fi eld of life sciences. The focus of the project is on creating good physical pre-requisites for an expansion of the Medeon Science Park, which is in a “bridge-building position” in creating a meeting place for academia and industry. The development is stimulated by a new City Tunnel that provides a shortcut between the Malmö city centre and the Öresund bridge. The tunnel, which is under construction and due to open in 2011, passes underneath the area, and the area will have also its train station at Triangeln. The city tunnel will cut the travelling time between the Malmö central railway station and Copenhagen inter-national airport to less than 20 minutes.

2004

The Municipal Executive Board commissioned the City Planning Offi ce to design a comprehensive plan for the area.

2008

The comprehensive plan will be passed.

2011

The City Tunnel will be opened.

The development is envisioned to take place within the next 10-20 years.

43

Malmö

basics • The size of the Triangeln-UMAS-Medeon area is ca. 70 ha.• The area has now 3,000 residents and 9,000 jobs. Both are due to increase.• The leading agent is the City of Malmö in cooperation with the University Hospital (UMAS), Medeon Science Park and the Malmö University College (Malmö Högskola).• Land owner: the City of Malmö.• Contact persons: Tyke Tykesson, planner, the City of Malmö, e-mail: tyke.tykesson@malmo.se Charlotte Ahlgren, Managing Director, Medeon Science Park, e-mail: charlotte.ahlgren@medeon.se• Internet: www.malmo.se/medicinskamalmo

urban changeThe former outskirts of Malmö South gain new centrality in the Örestad regionalisation process. Provision of infrastructure in-creases connectivity and initiates further development. The new City Tunnel station will have a strong impact on its immediate surroundings as it will make the area an important entry point into the city and Malmö’s new “front side”. The Öresund bridge, a fi xed link between Copenhagen and Malmö, has made a tremendous change for the whole region. The labour market is integrating and especially Swedes commute to the booming Copenhagen area. Meanwhile also at least 6,000 Danes have moved to the Swedish side due to lower housing prices.

backgroundTo concentrate the premises for medical studies and related functions in the university hospital area has been a strategic decision in Malmö since a long time. The two health-related Malmö University faculties were placed here 10 years ago. Also one faculty of the University of Lund is located in the area, and connected to the latter a new Clinical Research Centre (CRC) was opened in 2006. The Medeon Science Park has also located in at the southern end of the area already for 20 years, and in the course of the Medical Malmö -development it will expand in the university hospital area. The main components of the Medical Malmö are thus already in place and it is conscious policy of the city to strengthen its assets. The Medeon Science Park concentrates to supporting knowl-edge-intensive enterprises seeking to commercialise research results in the fi eld of life science (pharmaceuticals, medical technology, biotechnology and health care). The Medical Malmö is part of Medicon Valley which is a major bi-national life-science cluster that connects academia, hospitals and companies in the Öresund Region, which includes the regions of Greater Copenhagen and Zeeland in Denmark and Skåne in Sweden. Altogether 60 % of life science industry in Scandinavia is located in the Medicon Valley.

44

Fjordcityproject in a nutshellThe Fjord City development comprises a great deal of central Oslo’s waterfronts that will be transformed from harbour and industrial uses to residential, commercial and recreational purposes. The aim is to reconnect the urban life with the fjord comprehensively. By making the waterfront accessible to the public and by locating cultural institutions along the water-front, the city seeks also to attract “creative classes” and equivalent organisations. The area comprises the central waterfront from Frognerstranda in the west to Orm-sund in the southeast. The development area is sub-divided into 13 project areas, some of which are already built and others not yet even planned. The Fjord City Plan, which currently is under political discussion, focus especially on Filipstad, Vippetangen, Alna and Orsmund.

Oslo

1997

The report of the City Planning and Build-ing Authority recom-mends the Fjord City development.

1999

The decision to locate the Norwegian Na-tional Opera to Bjor-vika was taken by the central government.

2000

The City Council approved the “Fjord City” strategy, which has been the basis for further planning.

2002

The Oslo Water-front Planning Offi ce was established.

2007

The proposal for the Fjord City Plan is under political discussion.

By 2025

The area is due to be completed .

45

basics • The total Fjord City area comprises 225 ha.• The aimed number of dwellings is 8,000 and the aimed number of jobs 45,000.• The leading agent is the City of Oslo’s Planning and Building Agency, which is responsible for the planning process. The Oslo Waterfront Planning Offi ce, which is part of the agency, is responsible for facilitating the development in close cooperation with municipal and governmental bodies, landowners, property developers and other experts.• The largest landowner of the development area is the City of Oslo, with port areas administered by the Port of Oslo. Other landowners are Directorate of Public Construction and Property, ROM Eindomsutvikling AS, Oslo S Utvikling AS, the Norwegian National Rail Administration and the Norwegian Public Roads Administration. • Contact person: Jorleif Jørgenvåg, Senior Architect, the Oslo Waterfront Planning Offi ce, e-mail: jorleif.jorgenvag@pbe.oslo.kommune.no • Internet: www.oslo.technopole.no/fjordcity/, www.prosjekt-fjordbyen.oslo.kommune.no/

urban changeFjord City is a major waterfront revitalisation project of former industrial and harbour areas. The population of Oslo has been growing already for decades and the forecasts expect also a further 11 % population growth in Oslo during the next 15 years. The residential density is fairly low, which means that the population is rather spread out. However, the strategic decision in “Oslo’s Comprehensive De-velopment Plan 2004-2020” was to cut the excessive sprawling, leaving the surrounding forests as recreational areas, and to raise the density of development in the inner city areas. Redevelop-ment of the waterfront was also considered as most sustainable location for new developments. The different sub-areas of Fjord City will respond to vari-ous needs of the growing city: the areas with a strong contact to the downtown area will focus on large-scale development-programmes and housing construction, yet there will be also recreational areas emphasising the connection with water or cultural-historical aspects. The Fjord City development is aimed to complement the city districts adjacent to it. The possibilities to make links and con-nect the “new” areas with the “old” ones vary. Infrastructural bar-riers will remain in some places, but the areas are connected for example by the Fjord City Tram, public urban spaces and harbour promenades that run from the waterfront into the “old” districts through the new areas.

backgroundThe City Planning and Building Authority prepared a report on the harbour and waterfront of Oslo in 1997. The report recom-mended the Fjord City development alternative. The area was initially planned to relieve increasing demand for housing and offi ce space in Oslo. The idea was to make the former industrial sites and harbour areas accessible for the citizens and bring the fjord closer to inhabitants and tourists. Business and cultural activities were also meant to be developed in the area. The Fjord City is hoped to develop as a creative cluster due to its concentration of cultural activities. A new monumen-tal Opera house is being constructed to Bjorvika and the new Museum of Culture of the University of Oslo is planned to the area as well. Another important feature of Fjord City develop-ment is the signifi cance given to principles of sustainability, including an emphasis on low energy consumption, concentrated land-use and good access for pedestrians, cyclists and users of public transportation in order to reduce the car traffi c. The main challenges will be to fi nd proper planning tools and practical ap-plications to ensure sustainable city building.

46

Castle of Light – Latvian National Library project in a nutshellThe Castle of Light – Latvian National Library is one the three major national cultural buildings to be constructed near the shores of the Daugava River running through the Latvian capital. It is a major opening in extension of the city centre to the left bank of the river, creating a new façade of the city, just opposite the Old Town of Riga. The architect of the new National Library is Gunars Birkerts, a Latvian emigrant and resident of US. He has said that “the intention for the building is expressive. Its appearance includes metaphors and references to the most important images of Latvian folk legends and folk songs – the hill of glass, the symbolic Castle of Light which, according to legend, sank into the depths during the blood period of oppression in Latvia. The legend says that when brave men and women summon it, the castle will rise from the darkness, and the people will once again be free.”

1993

The library building was designed by Gunars Birkerts.

1995

Hill International won the tender to manage the National Library project.

2003

The Saeima (Parliament of Latvia) passed a Law on the Realisation of the National Library of Latvia Project.

2005

The state agency J3B was established.

2005

The technical project was started.

2007

The technical project was completed and approved.

2008

The detailed planning is due to be ready.

47

basics • The size of the Latvian National Library building itself is around 45,000 sq m.• There will be room for more than 1,000 readers, and services will be provided to as many as 3,000 people a day. There will be free access to 335,000 books and other print works from the library’s collection of six million titles. The plan is that part of the library will be open on a 24/7 basis.• The leading agent is the State Agency New Three Brothers (J3B) under auspices of the Ministry of Culture. The task of j3b is to ensure the planning, design and construction of the Latvian National Library. The infrastructure will be developed in cooperation with the City of Riga.• The construction will be fi nanced by the state, but how it will fi nance it is still under discussion. The most realistic option is using the money the state will obtain from selling the shares of LatTelecom. The construction cost was estimated at 140 million Lats (200 Million Euros) in 2007.• The land is now in state ownership, after it bought out private owners and received part of the land from the City of Riga without compensation.• Contact person: Elīna Bīviņa, Head of Communications, the State Agency Three New Brothers, e-mail: Elina.Bivina@j3b.gov.lv• Internet: www.gaismaspils.lv

Riga

urban changeThe National Library building will be constructed to central, yet relatively under-developed part of the left bank of the River Daugava. It contributes to a major project of extending the city centre by developing a new part to the left bank, which has not been considered a central location until recently. The imposing architecture plays an important role in creating a novel façade of the city, just opposite the Old Town of Riga in the right bank. The plot of the National Library had seven buildings that had to be demolished, fi ve of them residential buildings. The state bought new dwellings for all residents of the buildings.

backgroundConstruction of the new National Library has been a longish project. The building was designed already in 1993, and the construction project has been seriously prepared since 2005. It is a very symbolic project and no matter the fi nancial burden, it will be important for the state to fi nish it. The project is also a part of implementation of the state cultural policy. An inviolable part of the National Library project is the Unifi ed National Library Information System, also known as the “Network of Light”, which brings together some 2,000 libraries in all of Latvia. A main challenge has been the political will and subsequent-ly allocated fi nancial means of the state to run and complete the major project. The time was not ripe neither when the building was originally designed, nor when Hill International was chosen to manage the project. During the recent years the work has been hard, and numbers of parameters are in place by now, in-cluding the cleared landownership and the completed technical design. Another main challenge is the whole development of the left bank, which requires considerable infrastructural invest-ments; new bridges (or tunnels) connecting the two sides of the city, development of the road network, water and electricity sup-ply etc. These are, however, by no means connected only to the library project, but severe needs for the whole city to develop.

48

Latvian Contemporary Art Museum project in a nutshellThe Contemporary Art Museum is to become a multifunctional cultural centre with a basic exposition, a series of temporary exhibitions, as well as grounds for learning and leisure. It is one the three major national cultural buildings under preparation. The museum will be constructed in an old power station, redesigned to a museum by well-known Dutch architect Rem Koolhaas. The property is located in the centre of the Andrejsala area, which is a part of a major waterfront renewal project called the Riga Port City. Andrejsala is located in central Riga, north from the Old Town, adjacent to the Art Nouveau area, on the right bank of River Daugava. Construction of the museum is to be based on the principle of public-private partnership.

Riga

2004

The Ministry of Culture and Riga City Council chose Andrejsala for the future location of the Contemporary Museum.

2005

The fi rst Museum Night was arranged to pro-mote contemporary art and the future museum.

2006

The agreement was signed with the developer of the site, and Rem Koolhaas and OMA architects was invited to design the concept.

2006

The second Museum Night arranged in “the Southern End of Andrejsala” drew 15,000 visitors.

2008

The decision on detailed private-public partnership model to implement the project is due to be made.

49

basics • The total fl oor space of the museum building is 15,000 sq m.• The size of the Andrejsala development area is 39 ha altogether.• The leading agent is the State Agency New Three Brothers (J3B) under auspices of the Ministry of Culture, together with the “New Riga Development Corporation” (the private real estate development company of the whole Andrejsala territory), and the Riga City Council. • Construction of the museum is to be based on the principle of public-private partnership working with the New Riga Development Corporation. The company has fi nanced the design and blueprints for the building from the architect Rem Koolhaas. In order to identify the mutually most convenient model of project implementation within the framework of the public and private partnership, a feasibility study of the project is currently being undertaken. • The land is owned by the state, but it is leased to the private developer for 50 years. The Ministry of Culture will thus be a tenant in the building.• Contact person: Elīna Bīviņa, Head of Communications, the State Agency Three New Brothers, e-mail: Elina.Bivina@j3b.gov.lv• Internet: www.camriga.lv

urban changeThe museum locates in a former industrial harbour area, a closed zone to citizens until recently. The museum development seeks to preserve the feel of the industrial heritage as well as plenty on machinery inside the power station. The Riga Port City redevelopment covers a major area in the right bank of the waterfront. The area is divided into several zones, each of which planned with its own identity, atmosphere and main buildings (e.g. the Contemporary Art Museum), as well as the landscape formed for a purpose. The plan envisages mixed use in Andrejsala; housing, hotels, offi ces, plazas, and marinas on both sides. The traffi c planning follows pedestrian over vehicle priority. Andrejsala is already developing as a diverse environment for culture. The private development company is pursuing a project called “Southern End of Andrejsala”. In cooperation with J3B an “Art City”, a low-key territory for artistic events, has been established in wooden barracks of an old ship repair facility. The barracks comprise the Museum of Naïve Art, a youth hostel, as well as informal working places for artists. The former industrial shop and the canteen are venues for projects, exhibitions, confer-ences organised by the Contemporary Art Centre.

backgroundThe location was originally chosen by an international architect seminar arranged in Riga in 2004. Implementation of the Contemporary Art Museum project in Adrejsala is originally planned basing on the public and private partnership principle. The purpose the on-going feasibil-ity study is to elaborate a more detailed as well as technically and economically more feasible concept for the Contemporary Art Museum project implementation. The study will allow to calculate more precise costs of the project implementation and maintenance of the Museum, as well as to establish possible principles of cooperation. Interestingly, the collection development was also started only in 2005 by the assortment of the International Experts Committee by the Latvian Culture Ministry. The Committee is an advising body that is responsible for the acquisition selection. The State Agency J3B is responsible for the administration, re-search, preservation, exhibiting and promotion of the collection. Geographical focus of the collection is Latvia as well as the Baltic Sea Region.

50

Riga Concert Hallproject in a nutshellThe Riga Concert Hall is the third major national cultural building to be constructed in the revitalizing Daugava River waterfront. It has the most central and extremely visible location on a former dam (“AB dam”) in the immediate waterfront, just opposite the Old Town of Riga, and next to the city’s developing administrative and business centre – the skyline of the left bank. The architect is a Latvian offi ce Sīlis, Zābers un Kļava. The new acoustic concert hall will be home to the Latvian National Symphony Or-chestra, the state academic choir Latvija, and the National Chamber Orchestra Sinfoni-etta Riga. However, in order to make the Concert Hall a main cultural centre – and draw big audiences - the widest range of musical genres is likely to be incorporated into the programme. The timetable of construction is yet obscure, however the intent is to have the fi rst audience in 2012.

2004

The AB Dam was chosen as the location of the Concert Hall

2006

The Latvian offi ce Sīlis, Zābers un Kļava won the architectural competition.

2007

The Riga City Council supported the intent of building Riga Concert Hall on AB Dam.

2008

The detailed plan for territories of Riga Concert Hall and Latvian National Library and adjacent territories is due to be completed.

2009

Elaboration of construction design is planned to be completed.

51

basics • The estimated size of the concert hall is around 24,000 sq m. • The hall will have one large auditorium “Symphony Hall”, one small auditorium “Chamber Hall” and a multifunctional hall “Black box”, along with a public zone, as well as facilities for the everyday work of musicians – rehearsal rooms, dressing rooms, offi ce space, technical facilities, a library, an archive, warehouse facilities, etc.• The leading agent is the State Agency New Three Brothers (J3B) under auspices of the Ministry of Culture. The task of j3b is to ensure the planning, design and construction of the Riga Concert Hall. The infrastructure will be developed in cooperation with the City of Riga.• The land is owned by the City of Riga.• The Business plan for the Concert Hall will be fi nished early 2008. The fi nancial scheme is not considered yet. However, the State Agency J3B is working on the possibility of cooperation with private investors based on different PPP models offering different segments to the investors – parking areas, offi ce building adjacent to the new National Library nearby as well as all other infrastructure objects. • Contact person: Elīna Bīviņa, Head of Communications, the State Agency Three New Brothers, e-mail: Elina.Bivina@j3b.gov.lv• Internet: www.koncertzale.lv

Riga

urban changeThe development of the Riga Concert Hall (as well as the Nation-al Library) contributes to a major project of extending the city centre by developing the central part of the left bank of Daugava River. The Concert Hall will have an extremely visible location in the immediate waterfront. It is place making par excellence. From the side of Old Riga, the new Concert Hall, with its dark fi nishing, will create visually a unique contrast to the building of the Latvian National Library. The new Concert Hall will be made up of a series of dark and polished rectangles and cubes, refer-ring to irregularity of the Old Town rooftops. The dark colour will constantly change, offering exciting tones. As the sun moves across the sky, each plate of the building will shine differently, and the dark building will refl ect the Old Town, the sky, the river and the seasons of the year.

backgroundThe acute need for a Concert Hall has been bubbling on the political agenda since the last years of the Soviet occupation. Most recent proposal on the construction of a modern Concert Hall was made by the then chairman of the Riga City Council’s Cultural Committee, Dainis Īvāns, in 2003. Next year the new concert hall was declared a government priority, and the Ministry of Culture began to work on it. In 2004, the Ministry of Culture and the Riga City Council organised an international architectural seminar to choose the best location for the Concert Hall and the Contemporary Art Mu-seum. AB dam, supported by the architects, was offi cially decided to be the location. By today, the technical condition of AB Dam has been inspected; an architectural competition for design has been ar-ranged, won by Latvian architects’ offi ce Sīlis, Zābers un Kļava; and public discussions have taken place on the project. Detailed plan for territories of Riga Concert Hall and the Latvian National Library and their adjacent territories is being elaborated with the aim of determining opportunities for provi-sion and development of infrastructure.

52

Riga Science and Technology Park

project in a nutshellRiga Science and Technology Park (RSTP) is currently under planning. It plans to specialise to ICT and logistics, biotechnology and avia-tion industries. The City Development Department is trying yet to persuade the scientifi c institutions of the key industries to relocate to RSTP. A preliminary plan for the functional division is 15 % education, 20 % science and research, 20 % business park, 20 % industrial, 20 % public territory (hotels etc.), 5 % services and green zones. The potential RSTP area is an attractive green-fi eld site next to the Riga Airport, 8 km from the city centre.

Riga

2000

The idea to collect certain institutions of higher educa-tion to the same location.

2005

Initial plans were made and the location was chosen.

2007

The Ministry of Economy allo-cated the money for the project through structural funds.

2007

Riga City Council made the decision to reserve the land for this purpose.

2008

The Detailed Plan will be prepared for the site.

53

basics • The size of the development area is 50 ha.• The leading agent is the City of Riga. There are no other partners yet, only consultant assignments have been conducted. The interest has been big, but the decision has not been made yet how the development will be organised, including what are the rules and division of responsibilities among partners. However, some kind of public-private partnership is likely.• The land is owned by a public body.• The project will be allocated 20 MEUR from structural funds (by the Ministry of Economy), which means that at least 30 MEUR must be collected from other sources, that can be entrepreneurs or Ministry of Science and Education for instance.• Contact person: Valdis Saplaks, Riga City Council, City Development Department, e-mail: valdis.saplaks@riga.lv

urban changeThe RSTP area is located next to the Riga Airport, 8 km from the city centre. The passenger traffi c of the Riga Airport growing fast and the airport area is gaining increasing importance as corporate location also there. In addition to Riga Science and Technology Park planned by the city, a business park is being developed nearby by Norwegian EBO group. Furthermore, the Riga Airport is extending and just like many of its international counterparts, the airport operator is also focusing on landside development with a business orientation. These development visions refl ect the airports becoming crucial nodes in transforma-tion of urban regions also in the Baltics. However, the location for RSTP was chosen among few larger pieces of land owned by the city. Initially, the excellent airport connection was thus slightly a coincidence.

backgroundThe project is in line with the city’s development plans’ general emphasis on innovation and science based enterprises. How-ever, as such, the project is not mentioned in the Riga Economic Development Plan. So far the city has conducted various preparatory analyses, including several consultant works by local and international companies to adapt suitable solutions from the range of science park models, and to develop the project in more detail. Investiga-tions have been also whether the scientifi c institutions are will-ing to relocate. Furthermore, the business plan is under prepara-tion. Main challenges include persuading the scientifi c institu-tions to relocate. Furthermore, both the city and the airport are keen to develop the airport region, which causes some power wrestle.

54

Hammarby Sjöstadproject in a nutshellHammarby Sjöstad (“Hammarby Lake City”) has been Stockholm’s largest urban development project for years It is a residential area with particularly environmen-tal friendly buildings as well as technical and traffi c solutions. The aim has been to cut the total environmental impact into a half compared to an ordinary residential area built in the early 1990s. The buildings have plenty of environmental innovations such as water-saving water tabs and gas-stoves using bio-gas. The buildings also make use of sustainable materials such as glass, steel, wood and stone. The area is located by the Hammarby lake, near the city-centre and attached to the old inner city area. It is well connected to the city centre with a light rail, bus and ferry traffi c.

Stockholm

1994

Planning begins.

1996

The environmental plan was approved.

1997

Construction begins.

2016

The area will be completed.

55

basics • Size: 150 ha without water areas and canals, with them ca. 200 ha.• A total of 13,000 residential units will be built and it will be a home for 28,000 people by year 2016.• The aimed number jobs locating in the area is 10,000 by 2016. • Leading agents have been Stockholm City Planning Administra- tion and Stockholm City Development Administration.• The land was originally owned by the City of Stockholm. The city has invested in the infrastructure and soil decontami nation, but it has gained revenues by leasing or selling the land to developers.• Contact person: Erik Freudenthal, GlashusEtt (an information centre in Hammarby Sjöstad)• Internet: www.hammarbysjostad.se

urban changeStockholm has developed as a multi-nodal urban region, with an ongoing migration process from the city towards outskirts, already for decades. The land use of the inner part has been con-sidered to be very effective, and thus there has not been much room for expansion. Since the 1980s, however, the former har-bour and industrial areas, including this area, have been regarded as promising premises for new housing developments.

backgroundThe fi rst and foremost motivation to construct Hammarby Sjös-tad has been to provide new attractive residential areas within the city, making use of the existing urban infrastructure. Hammarby Sjöstad was offered as an Olympic village con-nected with the city’s application for the summer Olympics 2004, and the environmental program was originally developed as an asset for this application. The city did not get the Olympics, but the environmental programme was implemented any way. The strict environmental norms are part of the plan which developers must follow. An integrated planning approach, a partnership between public authorities, is considered a key to success in this case. The project offi ce for Hammarby Sjöstad combines people from different organisations and backgrounds. They also permanently locate in one offi ce. The fact that the land was owned mostly by the city of Stockholm made it easier to develop the area. A main challenge was to bring the real estate developers in accordance with the environmental plan. As the construction works started one crucial bridge was not yet built, which made delivery of construction materials compli-cated and time-consuming. Establish a logistics centre for the whole construction site was a process innovation. Other than very large construction materials were delivered via the logistics centre, which reduced the traffi c within the area considerably. Benefi ts exceeded costs also for the developers since the materi-als were easier and faster at hand when needed.

56

Karolinska / North Stationproject in a nutshellThe Karolinska / North Station project has two parallel endeavours. First, the Stockholm BioScience’s aim is to create a new life science cluster in the new city section North Station close to the tree universities (Karolinska Institutet, The Royal Institute of Technology, Stockholm University) and Karolinska University Hospital, which together form the so-called Stockholm Science City. A new specialized hospital will also be constructed and connected to the area. As a very research-dense location, the area is of particular strategic interest. Secondly, in the project, the Stockholm inner city area is physically extended over a former railway yard (North Station) and E 20 highway with continuing street pattern etc. This new “city section” will thus connect the universities to the city, integrating science and technology with everyday city functions and residential areas. The North Station area is located at the NW end of the central Stockholm (inner city), where the E20 high-way runs between Uppsalavägen and Solnabron, in the border of adjacent Solna municipality.

Stockholm

1999

Several construction companies, the City of Stockholm and Jernhusen AB made an initiative to cover of the North Station area with a deck.

2000

The actual planning started.

2004

The city purchased the land owned by Jernhusen AB (Swedish Railways’ real estate holding company).

2010

The construction work will begin and it will be fi nished by 2025.

57

basics • The total size of the development area is 220 ha.• The aimed number of inhabitants is 12,000 and the aimed number of jobs 30,000.• The leading agent is Stockholm Science City -organization, which is owned by Karolinska Institutet, The Royal Institute of Technology, Stockholm University, the City of Stockholm, and the Stockholm City Council. The organization works in close cooperation with its owners and the City of Solna adjacent to the new city section.• Part of the land used to be owned by the Swedish Railways’ real estate holding company (Jernhusen AB). However, after purchases, the whole area is now owned by public actors; the City of Stockholm, Stockholm County Council and the Government (through owning university premises). • Contact persons: Henrik Mickos, CEO, Stockholm Science City, e-mail: henrik.mickos@stockholmsciencecity.se and Ola Björkman, Director Bioscience, Stockholm Science City, e-mail: ola.bjorkman@stockholmsciencecity.se • Internet: www.stockholmsciencecity.se

urban changeOn the one hand, Karolinska - North Station project exemplifi es the increased importance given to universities’ locations and connectivity. This development that strengthens the east-west connections within the Stockholm Science City seeks to enhance interdisciplinary research and innovations by supporting connec-tivity between the universities (Karolinska Institutet, The Royal Institute of Technology, Stockholm University) and the hospital area. In addition to integrated urban development in the “new section”, the plans include also infrastructural developments of the E 20 Highway (in a tunnel), the City Tunnel as well as a sub-way connection from Odenplan. On the other hand, the North Station development is an example of cities’ aim to increasingly develop housing in central areas with outdated uses. In this project, the inner city structure is extended to the border of Solna over a former infrastructural boundary. The historical streets will continue seamlessly from the city centre to the new area and the block structure will be similar. Mixed functions and density will also resemble the city centre. Integration through street extensions means easy accessibility. The new subway connection can be seen also as an essential link to the inner city.

backgroundFrom the city’s viewpoint a strategic motivation for develop-ment has been the need to increase housing provision. A leading point for developing the area has been sustainable development – construction where the infrastructure already is and where transport by car is less necessary – as well as seeking more urban character through density. The North Station was particularly at-tractive for redevelopment because there the inner city structure fi nishes abruptly. Another particular reason for choosing the development area has been to support collaboration between the universities and the hospital area. Challenges have included the cooperation between the cities of Solna and Stockholm in developing their border area, as well as issues with landownership.

58

Kista Science Cityproject in a nutshellToday’s Kista Science City is the result of a common vision formulated by the business community, property owners, universities, and the City of Stockholm in year 2000. The model of Kista is strongly based on the triple-helix model, i.e. cooperation between the business sector, academia and the public sector. The area’s economic backbone is the strong ICT cluster focusing on wireless services, mobile applications, and broadband. Kista Science City calls itself Sweden’s largest corporate park. It is called a Science City instead of a science park, because in addition to companies, colleges, and univer-sity units, it provides a selection of offi ce space, housing, cultural events, services, and recreation. Kista Science City stretches across four municipalities around the area traditionally known as Järvafältet: Sollentuna, Järfälla, and Sundbyberg, as well as the Stockholm’s districts of Kista, Rinkeby and Spanga/Tensta. At the heart of the area, the Stockholm’s city district Kista is located on the northern part of the city (15 min-utes by underground from the central station), near to the Arlanda airport.

1970s

Housing estates are constructed in the area.

1975

Ericsson moved to the area followed by other electro-nics-companies.

1983

The City of Stockholm initiates to develop a electronics centre in Kista.

2000

The business sector, academia and the municipalities develop a joint vision to develop a science city. Kista Science City AB is estab-lished to implement the vision.

2001

Major construction projects were commenced.

2002

The IT University is inaugurated in Kista.

2003

Kista Science Tower, the highest offi ce building in Scandi-navia, is completed.

59

basics • The total size of Kista Science City is 2,000 ha.• Currently about 120,000 people live in Kista Science City, 65,000 work there and 5,000 study at the university level. • No one individual organization, company or public authority is in charge of Kista Science City (KSC). The model is based on cooperation, networking and consensus. The leading operational agent is Kista Science City AB (Ltd) that markets and develops KSC. The agent is a fully owned subsidiary of the Electrum Foundation that extends Swedish expertise in the fi eld of information and communications technology. The foundation was rejuvenated in 2000 through a common initiative by the City of Stockholm, the business sector, and academia. The goal was to realize the parties’ agreed vision of the future of KSC.• The municipalities invest jointly in growth of the business sector and in higher education, housing, the transportation network, local public transit, and other infrastructure.• Contact person: Mats Hedenström, Marketing Director, Kista Science City, e-mail: mats.hedenstrom@kista.com • Internet: www.kista.com

Stockholm

urban changeThe development of Kista represents the multi-layered develop-ment of Stockholm’s multimodal city structure. o Kista as well as other Stockholms’ districts in the KSC area was originally built as housing estates following the so-called “one million dwellings” housing program in the 1970s. Today, these housing estates are generally considered as socially challenged areas. However, Kista started to develop as concentration of elec-tronic industries also in early stage. The Ericsson-owned radio company moved to Kista in 1976 and IBM in 1978. An Electronics Centre was established already in the mid-1980s paving the way to signifi cantly expanding cluster development. In 2000 a broader regional perspective was adopted in the joint vision for developing the area around Järvafältet from a science park into a science city. Besides branding, this refl ects the cities’ interest to develop the existing built-up areas instead of further expansive urban growth. The decision to develop a Science City was motivated also by ideas of social integration of the resident and working popula-tion through developing new high quality housing facilities in order to attract also skilled employees to live in the area.

backgroundThe prospects for economic development in the area have been identifi ed in early stage by the City of Stockholm. The extensive city ownership of the land has facilitated the development. The physical location between the city centre and the airport has also been important attractor. Nonetheless, the development has been very business driven, and the initial presence of large com-panies like Ericsson has been essential for creating the location and developing the rest of the area. The board members of Electrum Foundation behind the Kista Science City represent all the important actors in the devel-opment of the area. This is a prerequisite for the commitment of all relevant partners. The smooth development KSC was interrupted by a minor recession of the ICT industry in 2000 that caused an economic low tide also in the “Swedish Silocon Valley”. The social integra-tion of various sub-areas has proven to be a persisting challenge.

60

Telefonplanproject in a nutshellTelefonplan (“telephone plan”) is a former Ericsson factory settlement with manufacturing and residential premises that is being further developed as a mixed-use area with an emphasis on creative industries. In addition to refurbishing the old factory premises, new dwellings and offi ce space will also be constructed. The University College of Arts, Crafts and Design (Konstfack) has been located in Telefonplan since 2004. The same year the city planning administration outlined a comprehensive program to gradually develop Telefonplan into a “city of tomorrow”. Telefonplan is developed as a design area and cluster. The idea borrows from a science park model, yet focus-ing on the creative industries. An innovative environment is being created by bringing together different players from the design process, e.g. established design fi rms, start-up companies, art academy, and real estate com-panies. The creative business incubator Transit provides business training and advisory services in cooperation with established design fi rms. Development of Telefonplan is based on a triple-helix model, where public sector organisations, research and education and the business sector cooperate in order to gain synergies. Telefonplan is located in south-western Stockholm, immediately west from the E4/E20 road. Travelling to the city by metro takes 13 minutes.

Stockholm

1940s

Ericsson built a factory to the area for 6000 – 7000 employees.

2000

AP Fastigheter buys the property from Ericsson Ltd

2003

Majority of Ericsson functions move to Kista

2004

The University College of Arts, Crafts and Design (Konstfack) relocates to the area

2004

The City Planning Offi ce outlines a comprehensive development program for Telefonplan

61

basics • The size of the area is 10 ha.• The current number of people working in the area is 2,600 and the number of students 900. • The aimed number of visitors stands at 250,000 a year.• The planned number of new dwellings is 2,200. • The planned amount of new business space is 40,000 sq m (in addition to the existing 80,000 sq m).• The leading agent in the property owner AP Fastigheter. Important partners include the City of Stockholm, the City District of Hägesten/Liljeholmen, Ericsson Ltd and the University College of Arts, Crafts and Design (Konstfack).• The major landowner AP Fastigheter owns approximately 1/3 of the total area. The other landowners are Stena Fastigheter, HSB, JM, and SSM Fastigheter.• Contact person: Lennart Berg, Project Manager for the Telefonplan development, AP Fastigheter, e-mail: lennart.berg@apfastigheter.se• Internet: www.telefonplan.nu , www.telefonplan.com

urban changeTelefonplan is an example of transforming centrally located areas of manufacturing industry into a new mixed use. What make it special are the adjacent residential settlement and the architec-tonic entity that is a core resource also in developing the area. The story of Telefonplan began in the 1930s when LM Ericsson opened a factory there. In addition to industry it was developed as a residential area for employees. The settlement was like a small town (“the LM-town”) including all the basic services such shops, cafés, restaurants etc. The area was designed by architect Ture Wennerholm. Majority of Ericsson functions moved from Telefonplan to Kista in 2003. The current development of Telefonplan is profi ting from the already existing urban infrastructure and the architectonic value of the area; the functionalist milieu is being preserved and complemented with new buildings, streets and parks.

backgroundThe initial idea of the property developer was to develop the area as an ITC cluster, but since the timing coincided with the burst of the “IT bubble”, the plan was reconsidered, and instead AP Fastigheter decided to rent the space for the University College of Arts, Crafts and Design (Konstfack) in 2004. This relocation triggered a novel kind of development. The new residents have brought along “demographic” change in the neighbourhood, which has also supported establishing new services like design shops and restaurants. The city planning administration outlined a comprehensive program to develop Telefonplan from the functional industry-city to a “city of future” with an innovative environment in 2004. There was a need and political will to develop a creative environ-ment to enhance Stockholm’s economic development and the area was considered adequate. The aim was to develop the area not only for business but also for housing and studying purposes. In the Southern Stockholm’s Vision for the Future (Söderortsvi-sionen, 2005) Telefonplan was characterised as a design area and cluster. The area offers a range of premises for companies in the design fi eld; from cheaper ones for start-up companies to more developed ones for already established companies. Meeting places and exhibition places are being created. An important factor in developing the area was the triple-helix model which ensures that the interest of all relevant par-ties is represented.

62

Kultuurikatel project in a nutshellKultuurikatel (“Culture Cauldron”) is an old thermal power station in a transformation into a multipurpose cultural centre. Without a doubt, the building has a great potential. It has plenty of interesting spaces, including a 20 m high hall. However, the premises are in need of major investment; a great part of the building is even troubled by an asbestos problem, which increases the costs. The project is lead by an inventive and energetic NGO that has plenty of winged ideas how to make it work, but no major fi nancing for implementation yet. However, the city is willing to invest approxi-mately 100 million EEK (€ 6.4 M) upon a feasible business plan. The thermal power station is situated in a focal point of Tallinn’s transforming waterfront, north side of the Tallinn Old Town, in the address Põhja puiestee 27a and 35.

Tallinn

2006

The NGO Kultuurikatel was established together with its “creative council” of 25 most prominent culture professionals.

2007

Development of the concept, low-budget maintenance of the building, and activation of cultural programming are on-going.

2008

Planning and project documentation, start of construction, and development of cultural programming are expected to take place.

63

basics • The size of the old thermal power station is 10,000 sq m. and there is another 10,000 sq m. unused building right on the plot. The property is owned by the City of Tallinn. • The leading agent in the transformation is the NGO Kultuurikatel. Up to now it has done mostly self-funded voluntary work; only one team member taking care of building maintenance is working on salary. • The NGO has been fi nanced so far through grants by the Estonian Cultural Endowment and Tallinn Cultural Heritage Department (support for events organising). • The fi nancial scheme of the project is open. The NGO envisions four sources of income. Firstly, they see the Cauldron developing as a creative industry incubator (which could pave the way to EU creative industries funds). Secondly, developing the property provides rent incomes. Thirdly, the NGO considers the Cauldron as a project based educational institution focusing on creative entrepreneurship and art education. Fourthly, the NGO has winged ideas to develop renewable energies on the site. • Contact persons: Peeter Eerik Ots, e-mail: eerik@ots.ee & Veronika Valk, e-mail: veronika.valk@mail.ee • Internet: www.kultuurikatel.eu

urban changeThe thermal power station is perfectly situated in a Tallinn’s trans-forming waterfront, in a stepping stone from the centre (and Old Town) to the waterfront, near to both. How the waterfront should be developing and what the city should or could do about it is a major planning question in Tallinn today. Since the urban development in Tallinn is greatly led by the private developers, the Culture Cauldron represents quite a distinctive project focussing on development of public space and being a clever grass-root initiative for a place of “creation, not just consumption”. The particular location of the Cauldron has drawn plenty of atten-tion recently since the new Tallinn City Hall will be constructed to the neighbouring plot. A controversial Linnahall, a grandiose concert hall from the 1980s, locates also in its immediate vicinity.

backgroundThe starting point of the project was the year 2000, when one of the core members of the NGO, Veronika Valk, won with her colleague the open ideas competition about the waterfront. In their plans, the ther-mal plant was nominated as a future culture centre. When the former mayor termed the key development area as “cultural space” (2005), people got activated. This is how the idea of Culture Cauldron in its present form got started. Until now, only the fi rst phase of the asbestos removal operation is completed. Accordingly, various concerts, happenings, and theatre acts have been arranged in the building. However, as a non-compre-hensive step by step renovation project, the project remains in the early phase. The next step would be to get the building itself in order. The building has three kinds of spaces: bigger halls that could be rented out on hourly/weekly/monthly bases; cross-use/workshop spaces that could be scheduled between theatres and private users; and smaller units (rooms) that scale from more public to more private space. From the NGO’s perspective, the City of Tallinn should invest in Cauldron in regard of its position as the European Capital for Culture (2011). Even more so, because the buildings are city’s property, the place is a key point in the waterfront redevelopment, and this is a major development project of public space in Tallinn’s scale. There has been discussion whether Tallinn’s Cultural Capital Organization could establish its offi ce in the building. The Cauldron could become also the location of the creative industries incubator to be established by the city. New head of Cultural Capital 2011 Founda-tion, Mr Mikko Fritze has chosen to locate in the offi ce in Culture Caul-dron as a gesture by the city to help Cauldron ahead. Low-cost and low-maintenance interior design and reconstruction project is needed to confi rm this decision. The NGO thinks that the state should also contribute, because there is no project in this scale in creative industries in the country; “we are leading the discussion of creative industries in Estonia”.

64

Tehnopol project in a nutshellTallinn Technology Park TEHNOPOL is a full scale science and technology park created to support knowledge-based innovative entrepreneurship. It provides various working environments, services for its tenants companies, and a business incubator. TEHNOPOL is closely linked with the Tallinn University of Technology and and located at neighbouring territories. TEHNOPOL specialises in ICT and electronics, biotech, health, chemistry and mechatronics industries. TEHNOPOL is located in Mustamäe City District, 5 km south-west from the city centre, close to the Tallinn University of Technology.

1998

Tallinn Technical University Innovation Centre (TUIC) was founded.

2002

Mustamäe Technology Incubator was opened as a joint project of TUIC and the Tallinn City Government.

2003

The Tallinn Technology Park Development Foundation (Tallinn Technology Park, TEHNOPOL) was established.

2003–2005

The ownership of TEHNOPOL was established over all buildings and other assets transferred by the founders.

2004

The renovation of existing buildings started.

2008

Detailed planning of expansion will be completed.

65

basics • The territory of TEHNOPOL is 9,6 ha with 51,000 sq m of rental space. Construction of new buildings will begin in the end of 2008. • The park has currently 115 mature tenant companies and an incubator with 17 start-up companies. • TEHNOPOL was established in 2003 by the Estonian State (represented by Ministry of Economics and Telecommunication), Tallinn City Government (represented by Tallinn City Enterprise Board) and Tallinn University of Technology.• The leading agent is the Tallinn Technology Park Development Foundation, owned in equal share by the founders. Foundation is also the landowner; the land has been donated to it by the founders.• Operationally, TEHNOPOL is a self-sustaining entity. Its core business (income) is from business development services for the tenant companies and the real estate management. Revenues from real estate management are used to develop and deliver business development services and to renovate the property. • Contact person: Pirko Konsa, Member of the Management Board, TEHNOPOL, e-mail: pirko.konsa@tehnopol.ee• Internet: www.tehnopol.ee

Tallinn

urban changeThe part of Mustamäe district around Tallinn University of Techno-logy is developing rapidly as a major concentration of research and development. Partly the development is path-dependant; the seeds were sown already during the Soviet era. For instance TEHNOPOL is located in the area for applied research and development of former Academia of Sciences, which used to have a strong Cybernetics Institute for instance. In fact, founders of many companies located nowadays in TEHNOPOL have their background in former research institutes of the Academy of Sciences. In addition to several university departments, also Estonian Institute for Chemical and Biological Physics, a North–Estonia Re-gional Hospital, and soon also Tallinn IT-College are located nearby. Moreover, EU Centre of Excellence in PV Materials and Devices, ELIKO Competence Centre in Electronics-, Info- and Communication Technologies, Competence Centre for Cancer Research, Competence Centre for Food and Fermentation Technologies are in the vicinity. TEHNOPOL itself is expanding through construction of new properties in its 9,6 ha site. Moreover, the major success story of the TEHNOPOL’s tenant companies, Skype, has already moved its Development Department to new premises in immediate vicinity TEHNOPOL is located in Mustamäe city district, about 5 km SW from the city centre. The distance to all important logistical nodes (airport, railway station and harbour) is no more then 7.5 km.

backgroundA starting point was the establishing of the Tallinn Technical Uni-versity Innovation Centre (TUIC) in the Tallinn University of Techno-logy in 1998. One of the main tasks of TUIC was to prepare creation of a technology park and main services for companies. The incubation activity has been part of the city strategy since 2001, when Tallinn approved its fi rst SME development programme. TUIC was invited to run the fi rst incubator, founded in 2002. The interest to set up a technology park followed, and on March 2003, the state, the university and the city founded the Tallinn Technology Park Development Foundation, and subsequently the Tallinn Technology Park (TEHNOPOL). The city fi nanced the incubator activity from 2002 to 2006. Since then the incubator has been fi nanced by the park itself. Renovation of the old buildings started in 2004; the incuba-tor is the only completely refurbished building. At least partly, the delay is due to slowness in the transfer of properties; the entire infrastructure of TEHNOPOL was fi nally under one legal body only in 2007. Planning of new infrastructure and buildings in on-going; the detailed plan will be approved in the beginning of 2008. The fi rst new buildings should be ready by 2010. These include a techno-medical centre established in co-operation with the hospital and a competence centre for automation and mechatronics.

66

Ülemiste City project in a nutshellÜlemiste City, a “smart business city” as the slogan goes, is a privately operated business/technology park. Specifi c in the project is the emphasis on design of the environment as well as number and character of services provided for people employed in the area. The business park specialises to IT services and related industries (e-services etc.). Already four largest Estonian IT companies are to be located in there. Ülemiste City is located on the grounds of the former Dvigatel factory, 3 km southeast from the city centre, close to Tallinn Airport.

Tallinn

1996

Mainor Ltd privatised the premises.

2005

New concept for using the area was introduced.

2005

The detailed plan for the whole area by AT architects is approved.

2007

The construction work of the fi rst stage was completed with 45,000 sq m. modern offi ce space and refurbished area between buildings.

67

basics • The total area of Ülemiste City is 33 ha.• The plan is to develop 20,000 working places in the area within 10 years.• The leading agent Ülemiste City AS is a private development company, owned by a conglomerate Mainor AS, who is also the landowner. • Ülemiste City is a market based development, which does not enjoy any subsidies.• Contact person: Andre Veskimeister, Chief Innovation Offi cer, Ülemiste City AS, e-mail: andre@ulemistecity.ee• Internet: www.ulemistecity.ee

urban changeThe revitalisation of Ülemiste is a good example how economic development accompanied with rapid change of the economic base of the city (that has been the case in former social-ist cities) may also change the perception of a location very quickly. Ülemiste City is located on the grounds of the former Dvigatel factory, relatively close to the city centre, yet apart from it in an industrial zone. The Dvigatel factory was established in the mid-19th century to construct and maintain then new Tallinn – St Petersburg railway. Already by the beginning of the 20th century, it had developed to a major industrial area. During the Soviet years, military industries were developed in Dvigatel. This know-how how-ever disappeared at the moment of Estonian re-independency, leaving aside a major area with a minor use. The property was privatised in an auction arranged by the state in 1996. The buyer was Mainor Ltd, leaded by Ülo Pärnits. For the fi rst nine years, the new owner sought to develop metal industries in the area. Some companies working in the fi eld still remain in some of the old buildings. Nonetheless, by mid-2000s the Estonian real estate market had developed so that the location began to appear as an outer zone of the central Tallinn rather then pe-riphery. Consequently, Mr Pärnits hired Mr Gunnar Kobin to formulate a new concept for the area. The story of Ülemiste City had begun. The fi rst detailed plan for the whole area was approved in 2005. Currently a new proposal is being drawn in order to increase the permit-ted building volume. The area is characterised by small-scale limestone factory buildings complemented with glass-extensions and modern offi ce architecture. The historical scale with narrow streets provides a cosy feeling as does the green areas. Comprising offi ces and related serv-ices only, this “city” however gets totally empty by night.

backgroundThe specifi city of Ülemiste City (ÜC) as a business/technology park is in the provided servic-es that focus on conformability of people working there. Firstly, ÜC emphases the quality of built environment more than usual business parks. The area has been planned as an entirety including landscaping and developing a park in the middle. A clever detail is park benches equipped with tray tables for working with laptops. Secondly, number of services is provided for those employed in the area to satisfy their personal needs, “buy time” for them. Thus, as a contemporary version of a factory settlement, ÜC has its own sports club, a kinder garden, a large food court, and health institutes, plus a supermarket very near. Ülemiste Client Card, available for people working in the area, provides a substantial discount for all these servic-es. Another parallelism to traditional factory settlements: the park provides also its own bus transfer between the Tallinn city centre and Ülemiste City – free with that card. Thirdly, for inspiration, the Ülemiste City organises “smart business seminars”, free of charge for their clients, bringing guests from Estonia and abroad to lecture. For instance Nick Leeson, Rowan Gibson and Carlotta Peres have been among the foreign guests. Fourthly, for companies, the ÜC organisation offers common procurement (anything from copy paper to courier services and car rentals), a server hotel, and more typically a possibility to rent negotiating rooms etc. according to need. In addition, one of the business incubators fi nanced by the City of Tallinn operates in the premises of Ülemiste City. Money-wise, the business of the Ülemiste City AS, just like other business parks, is the rents collected from the real estate. The organisation itself is small; all the services are out-sourced, i.e. provided by the partners. The company has registered the trademark Smart Business City in EU and Eastern Eu-rope and will seek to lever the concept in other countries.

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Paupio Historical Crafts and Industries Centre project in a nutshellThe project is a conversion of a former industrial territory on the river Vilnele to a multifunc-tional centre with new dwellings, commercial property and public spaces. Until now the development of riverside for other than industrial and logistical purposes was strictly limited. Therefore, an important part of the project is to integrate the river Vilnele to actively used urban landscape as grounds for leisure purposes – a fi rst waterfront area developed in public use in Vilnius. The area is well located in central Vilnius, within the Old Town territory, east from its core and next to Uzupis neighbourhood that has drawn actors, painters, architects and students since the mid-1990s and is consider having potential in developing the creative industries in Vil-nius. Art Academy, an „Art Printing House“, Uzupis Art Incubator as well as a number of private art galleries and workshops give the district a special development conception.

Vilnius

2005

Planning process starts. Detailed plans are under preparation.

2007

The territory development program (Conception of the detailed plan) was approved by the City Municipality Council.

By 2015

The constructions are due to be ready.

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basics • The total size of the area is 22,7 ha excluding the adjacent park (5 ha) which is under construction.• Planned purpose of the territory is residential buildings (50 %), commercial purposes (20 %), infrastructure (10 %), recreational purposes (15 %) and public purposes (5 %). The area is planned to house 2,000 new inhabitants.• The City of Vilnius is planning the conception for the whole territory. The owners of private land plots are developing the detailed plans.• The City of Vilnius has carried out “Project proposals for the river Vilnele waterfront clearing” in the central part of the city and in the Old Town. Project proposals are ready to be approved.• The land is mostly private ownership.• Contact person: Ruta Matoniene, Head of Development Projects Division, the City of Vilnius Urban Development Department

urban changeThe Paupio Historical Crafts and Industries Centre is an exam-ple of heritage development – a development of a simulacrum refl ecting a selected era of urban history. The fi rst water mills and craftsmen workshops were built in the area in the 16th century. The special product of the Tymo quarter, which is part of the Paupys territory, was high quality white leather. Inns, tea-rooms, shops, bakeries and laundries were located in many of the Tymo quarter’s buildings. The buildings of the area were demolished, and the ponds and gardens of the Missionary’s monastery were destroyed in 1960. During the Soviet times few factories were established on the territory. Today majority of these factories are closed and there are real plans to convert the whole territory into the multi-purpose area. Following the Ethnographic and Fine Crafts and Fairs Programme it was decided to rebuild the rundown historic suburb by setting up the Crafts Town where traditional crafts and related businesses are to be developed. In 2000 - 2004 the Municipality fi nanced the improvement of the environment and the infrastructure of the area. Historic Kudru ponds were cleaned, Kudru and Tymo streets were reconstructed, places of the former channel and Zuvu street were marked, the crossroad of Maironio and Subaciaus streets was reconstructed, pedestrian paths and sightseeing places were established, former springs and plants were recreated.

backgroundThe basis for the preparation of the territory development con-cept is Vilnius city Strategic plan 2002-2011. The document sug-gests (1) conversion of former industrial territories to other uses in the Old town and the surrounding territories, (2) preparing of a strategy for waterfront redevelopment, and (3) encouraging strengthening the residential function in the Old town. The location in the Vilnius Old Town next to tourist fl ows, but also next to Uzupis district with its creative potential gives a positive effect for the territory development. A major challenge is to coordinate activities and manage the entirety including possible interest clashes between the city and the private developers, including quality of integration in the waterfront. In addition to physical planning, a partner is needed also to develop the creative industries concept in the territory.

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5. Planning for innovation twines into contemporary urban development

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Innovation activity as a target, by-product or a resource The concluding chapter uses the concepts introduced in the sec-ond chapter, where we identifi ed three approaches to “plan for innovation”, each with specifi c contexts, targets and outcomes. A half (12) of the cases represents the approach that we called “‘innovation activity as a target”. Three quarters of these cases either are science or technology parks or involve one in a central role. The three remaining cases emphasise creative industries, including also business incubation and alike support services for entrepreneurship. The concepts of all the three cases Arabianranta, Moving Media City and Telefonplan borrow from a science park model, but with the focus on creative industries. The planning approach “innovation activity as a target” is a mainstream today; the cities seek to provide physical infrastruc-tures assumed to be necessary hard elements for the recognised protagonists of innovation activity, such as universities, research institutes and established companies. These cases implement well the strategies that emphasise enhancing innovation activity through encouraging entrepreneurship, promoting business sup-port and incubating services for different knowledge-intensive fi elds, in science parks for instance. This is a solid practice, but needs complementary measures. Almost as many cases (11) represent the situation where innovation activity may (or may not) occur as a “by-product of the project”. The category comprises mostly large urban devel-opment projects, including the Riga case where three major national cultural buildings can be considered as fl agship projects of the major waterfront revitalisation. The result refl ects cit-ies’ understandable will to develop large areas as mixed-used environments. Some part of the mixture may include elements supporting innovation activity or attracting right kind of people or businesses to attain the goal at a city or regional level. Instead of relying on possible by-products, cities should draw more at-tention to creating culturally attractive and socially central urban places and neighbourhoods within the areas. That is the key to success. Only two cases in the study represent a planning approach that takes “the innovation activity as a resource of the project”. The concept refers to enabling, low-key approaches to support ‘found’ places of innovation. The idea is that innovative practices, people and products are the resources to be nurtured to create a thriving place. One case like this is Hvide Kødby, Copenhagen’s Meat Packing District, where creative industries are combined with food industries. It is a city-led project where the transforma-tion is driven by a quest to fi nd new locations to let for creative industries, with sustainable prices, as well as an attempt to create an interesting urban spot. Another case, Tallinn’s Kultu-urikatel (“Culture Cauldron”) is a well-located old thermal power station in transformation into a multipurpose cultural centre. The

building has a great potential, but it also needs big investments. The project is lead by an NGO. It is important to notice that a wide variety of planning measures would exist to support these kinds of developments (see the concepts in the second chapter), but these are yet less used by cities. Here is room for develop-ment in the cities of BSR. It should be noted that this was a categorization of provided cases, not an analysis of a statistical sample. The division of cases between the analytical categories echoes the features of BaltMet Inno project; the science parks have been a central issue. The fact that only two cases (among 24), chosen to this study by the BaltMet partners, represent the last category does not mean that these kinds of projects would not exist. However, characteristic for such projects is that they begin as fairly informal processes, and are not necessarily quickly recognised, taken seriously or supported among the policy makers – before they mature enough.

Focal points of transforming urban areasAs noted above, contemporary urban planning favours mixed-use developments; more than half of the analysed cases locate in such an area. Housing and offi ce developments are both crucial for most large urban development projects in the sample. Sci-ence and/or technology parks are well represented, thanks to initial focus of BaltMet Inno project. But there is also variation: seven cases focus on creative industries, and ecological construc-tion is emphasised in four cases. Three of the latter are large new housing areas which have implemented or intend to implement strict criteria for construction in an environmental friendly way. Stockholm’s Hammarby Sjöstad is a known example of the city’s contribution to cut the negative environmental impact with new solutions imposed on residential development. The experimental area for ecological construction in Viikki is the leading case in Fin-land. The cities’ activity as leading agents in both areas follows Peter Hall’s (1998) idea of “urban innovation” as innovations of the cities themselves to manage the growth. In the age of rising environmental awareness, these two examples could be followed by many others. A majority, 18 cases out of 24, represents land-recycling. The concept refers to changing land-use of an area from one function to another, involving major physical remodelling. Only 5 cases are green-fi eld investments, i.e. developments to territory that has not been built before. This goes hand in hand with cities’ devel-opment strategies that promote redevelopment of areas with out-dated uses, because it is cost-effi cient (the main physical infrastructure is already there) and environmental sustainable. The core cities of BSR aim invariably to increase effi ciency of their land-use.

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The redevelopment is most natural; one character of the urban is constant change. The cities have gone through major restructuring; the functions that once were central for their economic base have diminished, relocated, do not need as central a location, can be placed underground (“vertical redevelopment”) etc. Majority of the land-recycling cases comprise former indus-trial or harbour area. Major waterfront revitalisation projects all over the BSR are a case in point. Nevertheless, the cases exempli-fy also other kinds of land-recycling. A well known urban project but less known for this feature is Copenhagen’s Ørestad city dis-trict; the former military shooting fi eld and a junk yard is today the city’s key asset in catching international property investment. In the North Station project, a Stockholm inner city area is physi-cally extended over a former railway yard and a highway. Ørestad city district is more well-known for originating from a major infrastructural investment: construction of the Öresund Bridge between Denmark with Sweden. Since new regional logic was introduced, the former outskirts of Copenhagen have become the hot spot of the Ørestad Region. The same logic is behind the Medical Malmö development on the other side of the strait. In addition to these two (the Ørestad Region), next to Kas-trup Airport, the airport connection is crucial also to Aviapolis in Helsinki Region as well as Riga Science and Technology Park. The increased importance of connectivity by air has paved the way to airport regions developing as new nodes of activity in urban regions. The cases analysed include altogether 16 examples of former peripheries becoming more central. The question is how they are perceived. In some cases the perception is connected with intro-duction of a major new traffi c connection. Others are for instance industrial areas that were formerly closed from the public and they have thus to be re-integrated into the “mental map” of the urbanites, no matter how central their location is when looked on the map. In fact, half of the cases located in former peripher-ies becoming more central are in fact located in the physically central areas in the scale of that city.

Process led by citiesLast but not least, in 17 cases (70 %) the city is a leading actor, or one of the leading actors, compared to state and private sector in 6 cases, and NGO in one case. We have deliberately marked several if there are several equally strong partners. In European context, the active role of the local government is unexceptional; European cities have a tradition of relatively strong public intervention in urban development (Bagnasco and Le Galés, 2000; Häussermann and Haila, 2005). This holds par-ticularly for Germany, Scandinavian countries and Finland, where cities often have also signifi cant landownership.

Strategy-wise this is also expected result, since the cities’ development strategies put such an emphasis on supporting knowledge-intensive industries and increasing overall “attrac-tive” development of cities. Either or is addressed by most of the projects. Another expected result is that slightly less then a half of the projects follow a triple-helix model, i.e. they involve close cooperation between the business sector, universities, and the public sector. This follows the strategic aims of the cities as well. In 10 cases, most of which below to the previous group, co-opera-tion with a university are crucial.

In this study, ’innovation’ was taken to refer the multiple pro-cesses of inventing and re-inventing, which are recognized as a source of growth in the informational economy. Concerning urban planning, the focus was on ‘innovation activity’, which takes place in spatial, functional and sometimes organisational ‘environment’ that urban planning can address and support. Since the phenomenon is this much embedded in the economic foundation of our societies, and because the contemporary urban planning favours mixed-use areas, the outcome is that planning for innovation twines into contemporary urban development. Nevertheless, cities could improve performance in many ways, including recognising the chances in macro and micro level. This includes broadening their ideas of innovation activity and focussing more on enabling and supporting ‘found’ places of innovation. This is closely linked to the question how the cities could become more attractive – and more fun – places. These questions are addressed in the project proposals. Last but not least, planning is inherently an international activity; the ideas are shared, benchmarked, applied and trans-ferred. The cities need not to solve the common challenges alone. Baltic Sea Region should cooperate more closely also in the urban issues.

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1. Strategic spatial planning of emerging clusters - from recognition to policy definitionsThe urban structure (spatial confi guration of centres, main connections, built densities, status of locations) of many Balt-Met cities is changing rapidly. This change opens opportunities to radically rethink the urban structure, enhance connectivity between important actors or nodes, and consequently unleash urban potential and create “new addresses”. Good examples of such change are the Öresund bridge creating a transnational region, the Riga city centre extending to the left bank of Daugava River and new North Station “city section” in a major connector in Stockholm. Region-wide, a major strength is that the Baltic Sea Region contains an unusually wide variety of urban contexts in small geographic area. Yet globally it is so small that its cities should seek to differentiate instead of competing. Co-operation in fi nding specifi c programmatic clusters which complement each other would lead to a win-win situation. The proposed project aims to utilise this double potential through cooperation in strategic economic and spatial planning. The project idea is to organise a series of workshops on the topic how to recognise the potentials and what kind of tools can be used in the development. The workshops could divide between a more general part and practical sessions. The general part could discuss methods of recognizing the potential as well as development tools, such as development of public transporta-tion, cultural planning, introduction of a new key actor, economic incentives etc. The practical sessions could concentrate on the cases presented by the cities (or city regions) about certain areas where something new and interesting is emerging. The main goal to discuss these together would be to deliver peer planning advice and ideas to a particular macro-scale development project (e.g. emerging of a new “cluster” or other kind of concentration of relevant activity) in each participating urban region. The target group of the project includes economic and spatial planners of the cities and urban regions as well as other professionals. The project would (1) support institutional learning in planning and economic development, (2) encourage utilisation of new potentials created by economic and urban restructuring in local and regional level, and (3) via supporting differentiation among regions, add to complementary of BSR towards “archi-pelago of innovative milieus”.

6. Proposals for project ideasBaltic Metropolises are experiencing major changes due to the rapid economic growth and restructuring. The central city areas are being upgraded and extended and new sub-centres emerge. Moreover, every BaltMet city has signifi cant waterfront (seaside, riverside) redevelopment projects planned or on-going.

In enhancing innovation activity, the role of urban planning is to facilitate and enable establishing of the suitable spatial confi gurations supporting the phenomenon. This includes four complementary yet qualitatively different tasks: • Recognition of macro-level potentials. • Facilitating the spatial connectivity of most important players (e.g. universities, research institutes, start-up companies etc.) through spatial clustering, good traffi c connections and accessibility in all forms.• Establishing, allowing or enabling suitable cheap spaces for starting companies and creative individuals. Concerning creative industries (music, graphic design etc.) the formation of such spaces is often connected to urban regeneration of former industrial areas or equivalent. This spontaneous grass-root level activity should not be excluded in the process.• Increasing emphasis given to developing “good urbanity”, e.g. attractive and socially central environments with inviting public spaces that draws people into cities and the intended spots of innovation activity in particular.

To support cities in these tasks, the three concrete project ideas for joint action are:

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3. A Residency ProgrammeIn the end, innovative milieu means innovative people. A resi-dency programme of technologically and culturally creative pioneers would help transferring ideas and models how to start and manage innovative practices across BSR. To facilitate this, the BaltMet Residency Programme -project would establish a network of cheap living and working premises for small companies in creative industries as well as for people working with the science park organisations or other strategi-cally relevant area (e.g. library designers, if such cooperation is at desk). The model applied is already known in the fi eld of fi ne arts and media. The concept refers to subsidised living and working premises in a foreign country, supported by peer networks etc. In this case mentoring and participation in business support would be relevant tasks for the resident guests. The residency would be established with the support of contact networks in each Balt-Met city. A residency programme would be a (1) seed project for BSR inter-city networks of creative sectors as well as developing incu-bator activity in these sectors, and it could also provide positive externalities for urban space and cultural scene in the immedi-ate area. The residencies suggested in the project 3 could ideally locate in “urban attractors” of the project idea 2.

2. “Urban attractor” - making city spaces New environments with a creative-angle are increasingly devel-oped to urban mixed-use areas to attain certain liveliness. None-theless, creating a new area that is truly internationally attrac-tive is a big challenge for any BaltMet city. The project proposal “Urban Attractor” addresses the need to draw more attention to quality of life and livable public spaces in the developments. To succeed, any new district needs an attractor (a place) that acts as social space (mixing chamber) and public icon of the develop-ment. Besides functional, new areas need to be fun, too! Project idea proposes academic and on-site research to-gether with “urban curation”, i.e. curator activity in urban space at a particular location. In other words, we suggest combining a joint-Baltic academic study about “elements of good urbanity” with a project that produces practical development ideas and plans for one concrete place in each city. The latter “curation” is envisioned as managed cooperation of local actors, from compa-nies and public bodies to NGOs and residents together with the researchers. The target is to develop streets or squares into at-tractive open public spaces; to join forces to make spaces where people want to come and have a good time, combining aesthetic, ecological and social aims. Curation should concentrate to on-site discussions, real experiments, on-site research and produc-ing initial plans. Architect Raoul Bunschoten (Chora) could be a possible expert partner. The sites analysed in project idea 2 could belong to the zones analysed in project idea 1. The target groups would be urban researchers as well as all the relevant local actors in the case places chosen to be devel-oped. The project would support (1) transfer of knowledge from research to action, as well as (2) transfer of knowledge of con-cepts and tools of achieving urban attraction between the Baltic metropolises.

URBAN CURATION

One of the most thorough recent attempts to create a new methodology of urban planning is the work of the Chora group of architects. Chora views the city as a fi eld of opportunities waiting to be realised. The group refers to a budding opportunity for a public space or urban phenomenon as a ‘proto-urban condition’. The planner’s (curator’s) task is not to introduce from somewhere outside a new order, to engender an artifi cial project or take command of the city with visual tools, but to support and refi ne these urban proto-phenomena and opportunities. ‘Architects are designers of spaces for emergent phenomena, for social, political, economic and cultural change.’ (Bunschoten & al. 2001, 27) In addition to the proto-urban condition, the thinking of the Chora group employs central concepts such as ‘caretakers’ of arising phenomena, ‘epic geography’ as the urban concretisation of the ‘metaspace’, ‘urban icon’ as a social collector and point of assembly and ‘liminal body’, as the self-organising new actor or participant in the proc-ess of change. (ibid.; Lehtovuori 2005) ‘Urban Curation’ is the practice of maintaining the metaspaces; overseeing, organising and supporting their contents.

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•Zukin, Sharon (1992). The Cultures of Cities. Malden (Mass.) and Oxford: Blackwell.

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Appendix

List of strategies analysed

Copenhagen•The City of Copenhagen Development Plan 2005: City Develop-ment Strategy.

Helsinki•Yhdessä huipulle – Helsingin seudun innovaatiostrategia (In-novation Strategy for the Helsinki Region), 2005, English version: www.helsinkiregion.com/mp/db/fi le_library/x/IMG/10816/fi le/InnovationStrategy.pdf

•Pääkaupunkiseudun elinkeinostrategia (the Business Develop-ment Strategy of the Helsinki Capital City Region), 2005, www.helsinginseutu.fi /wps/wcm/resources/fi le/ebf16d41bf8e051/HS_PKS_elinkeinostrategia.pdf

•Yritysmyönteiseksi kumppaniksi: Helsingin elinkeinostrategia 2007 (Helsinki Business Development Strategy 2007), www.hel.fi /wps/wcm/resources/fi le/ebc3c7463de9776/Elinkeinostrategia%20verkkoversio.pdf

•Kaupungista seutu ja seudusta kaupunki, Helsingin maankäytön kehityskuvan luonnos (Draft for a Strategic Master Plan), 2007, Helsingin kaupunkisuunnitteluviraston yleissuunnitteluosaston selvityksiä 2007:2.

•Kaupungista seutu ja seudusta kaupunki: Taustaa, perusteluja ja analyysejä Helsingin maankäytön kehityskuvalle (Analysis and background for the draft for a Strategic Master Plan), 2007, Helsingin kaupunkisuunnitteluviraston yleissuunnitteluosaston selvityksiä 2007:1.

Riga•Latvian National Development Plan 2007-2013. Riga: Ministry of Regional Development and Local Government of the Republic of Latvia, 2006.

•Long-term development strategy of Riga City till 2025, draft. Riga: 2005.

•Spatial Plan of Riga for 2006-2018, Explanatory Memorandum. Riga City Council, 2005.

StockholmRegional Strategy for entrepreneurship (regional Strategi för en-treprenörskap I Stockholms län, Länsstyrelsen I Stockholms län)•Program for ne regional development (RUFS 2010) (Program för ny regional utvecklingsplan (RUFS 2010), Regionplane- och trafi k-kontoret (RTK) Stockholm)

•A world-class Stockholm. Vision 2030 (Ett Stockholm I världklass. Vision 2030, Stockholms Stad)

•Actionplan for growth and development 2006-2015 ( Aktionsp-lan för tillväxt och utveckling 2006-2015 ett gemensamt förslag, Stockholms Stad & Stockholms Handelskammare)

•Actionplan 2006 – reality 2007 (Aktionsplan 2006 – verklighet 2007, Stockholms Stad & Stockholms Handelskammare)

Tallinn •Strateegia Tallinn 2025 (Strategy “Tallinn 2025”), 2004, tallinn.andmevara.ee/oa/failid/96947_m23lisa.rtf

•Tallinna arengukava 2006-2021 (Tallinn Development Plan for 2006-2021), 2005, tallinn.andmevara.ee/oa/page.Tavakasutaja?c=1.1.1.1&id=101896

•Tallinn üldplaneering 2000 (Tallinn Master Plan 2000), 2000, tlpa.tallinn.ee/index.php?id=75

•Tallinna väikeettevõtluse arendamise programm aastateks 2006-2009 (Tallinn SME Development Programme for 2006-2009), 2006, tallinn.andmevara.ee/oa/page.Tavakasutaja?c=1.1.1.1&id=103450

•Lasnamäe tööstusalade üldplaneering (Master Plan of La-snamäe Industrial Areas), draft 2007, tlpa.tallinn.ee/index.php?id=298

79

List of interviewees

Berlin •Herbert Helle, Wasserstadt Gmbh•Helge Neumann, Wista Management Gmbh•Dominique Sandten, Wasserstadt Gmbh

Copenhagen•Line Maj Aagreen, Property of Copenhagen•Kresten Bloch, Örestad Development Corporation•Rasmus Sanchez Hansen, Property of Copenhagen•Torben Orla Nielsen, Scion DTU a/s•Tue Rex, City of Copenhagen, Centre for Urban Development

Helsinki•Petri Hoppula, the City of Helsinki Economic and Planning Centre•Matti Pallasvuo, the City of Vantaa Urban Planning Department•Heikki Rinne, the City of Helsinki Economic and Planning Centre•Heikki Somervuo, the City of Helsinki Economic and Planning Centre

Malmö•Charlotte Ahlgren, Medeon AB•Emma Estborn, Media Mötesplats Malmö

Oslo•Jorleif Jørgenvåg, Oslo Waterfront Planning Offi ce

Riga•Neils Balgalis, Grupa 93 Ltd•Egils Kviesis, Constructus Ltd•Andis Kublacovs, Metrum Ltd•Zigurds Magone, J3B•Deniss Pilkevics, J3B•Astrida Rogule, J3B•Valdis Šaplaks, Riga City Council

Stockholm•Lennart Berg, AP Fastigheter•Ola Björkman, Stockholm Science City•Emilie Eriksson, City of Stockholm, City Planning Administration•Erik Freudenthal, GlashusEtt•Mats Hedenström Kista Science City AB•Johanna Lindberg, AP Fastigheter•Henrik Mickos, Stockholm Science City •Monica Slama, City of Stockholm Hägersten-Liljeholmen city district, the Urban Planning Department

Tallinn•Pirko Konsa, Tehnopol•Hele-Mai Metsal, Port of Tallinn•Peeter Eerik Ots, Kultuurikatel•Martti Preem, Tallinn City Planning Board•Mart Repnau, Tallinn City Enterprise Board•Rein Ruubel, Tehnopol•Raimo Tamkivi, Tehnopol•Arvo Vakra, Tehnopol•Veronika Valk, Oü Zizi & Yoyo•Andre Veskimeister, Ülemiste City AS

Vilnius•Rūta Matonienė, Vilnius City Municipal Government, Urban Development Department

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