Session I Presentations on Western City-Regions and Discussion

International Symposium for Capital Region Development
수도권 발전을 위한 국제 심포지움

Session I Presentations on Western City-Regions and Discussion
(구미 대도시권 사례발표 및 토론)

l London International Symposium for Capital Region Development
October 25, 2005 Arthur D. Little London

1 2 3 4 Status and Competitiveness Supporting London’s Growth Sectors
Agenda 1 Status and Competitiveness 2 Supporting London’s Growth Sectors 3 Large Scale Redevelopment Projects 4 Increasing the use of Public Transportation

Status and Competitiveness
London Metropolitan Area is part of densely populated Greater South East which accounts for 34% of the GDP and has population of over 15 million (26% of UK) London Metropolitan Area is Part of Densely Populated Greater South East Triangle Greater South East Area (㎢) Population (000’) GDP (million $) Average population density in the Greater South East at 752/km² is nearly three times the UK average Greater London area 1,572 (0.7%) 7,388 (12.4%) 284,503 (18.3%) South East of England 19,018 (7.8%) 8,100 (13.6%) 149,624 (15,7%) Greater South East Greater South East 20,590 (8.5%) 15,488 (26.0%) 434,127 (34.0%) Figures in brackets show % of the UK total. Figures for 2003.

London’s attractiveness as a major international business hub is reflected in high costs of renting and concentration of international companies and banks London Position Compared to Other World Cities Rank City Cost Index 1 London 100 2 Oslo 89.4 3 New York 85.8 4 Tokyo 85.5 5 Copenhagen 85 6 Hong Kong 82.2 7 Zurich 81.7 8 Paris 81.1 9 Chicago 81 10 Geneva 80.2 11 Dublin 79.7 12 Stockholm 77.8 London is the most expensive city (2005) in the world due to its high cost of renting accommodation Over 130 of Fortune 500 companies have their HQs in the city 13 Basel 75.8 14 Helsinki 75 Source: USB: Prices and earnings report. February 2005 update. Based on national purchasing power parities (PPP).

London is the world’s financial center building on the highest concentration of international banks and strong insurance and capital markets Financial Services have historically been the principal growth sector of London economy Share of London Stock Exchange in global trading volumes Contributing Factors Colonial heritage and early industrialisation UK’s comparatively liberal economy Limited restrictions on capital flows and advanced regulatory framework / strict “rules of the game” London City self-governance principles Since 80s working together London authority on further development (e.g. Canary Wharf) Source: London Stock Exchange (2005)

London has gone through several distinctive phases of urban development culminating in adoption of development strategies set out over the last 5 years Major phases of London development and urban policies over the last 50 years Post war recovery: 1/3 of London’s housing stock damaged during the World War II Blitz A growing exodus of businesses and people out of London moving into new towns. Many inner-city districts began to decline. Economic growth coupled with housing shortages lead to ever-increasing number of commuters Further growth increasingly hindered by lack of affordable office space and housing Future prosperity depends on effective use of finite resources and new construction in East London Urban development phases and issues 1950s – 1960s 1970s 1980s 1990s – 2000s 2010s 1981 2000 Post-war London overspill housing policy led to a rapid increase in the size of the town during the 1950’s and 1960’s The Greater London Council (GLC) initiated a number of large transport projects including the M25 ring around Greater London Area Long-term redevelopment of London Docklands begins London Docklands Development Corporation (LDDC) founded Direct elections of the Mayor of London marks significant changes in governance leading to creation of The London Plan Plans for extensive development of East London and Thames Gateway to accomodate the anticipated population growth and support the Olympic Games 2012 bid Urban development policies

There are a number of important internal and external developments driving evolution of strategies and urban development programmes in London Main Drivers Vision & Strategy of London (~ ) Vision “A sustainable world city through strong economic growth, social inclusion and environmental improvement” Internal External Changes in the governance structure Multi-agency approach Long-term development strategies Population growth Cultural richness Limited industrial diversity Past underinvestment Global competition Environmental protection Competition from other UK cities regions Security threats Olympic games 2012 Objectives Prosperous economy by making the most of the London’s most successful sectors Efficient use of finite resources and energy Sense of safety and security, diversity and inclusion High standards of education, health and welfare Efficient, safe and comfortable transport systems Ready access to affordable homes Strategies Invest effectively and continuously in every physical aspect of the city and in its people Create a framework of comprehensive and coherent strategies for spatial and economic development, environmental issues, transport and culture

Supporting London’s Growth Sectors
New growth sectors such as Creative Industries or ICT are increasingly contributing to London’s prosperity Future growth is likely to be more diverse Sector by size, productivity and employment change ( ) ICT* has been the fastest growing sector of London economy over the last decade with overall employment growth between 1994 and 2004 of 53% Professional Services** contributed £10bn while enjoying growth of 5.1% (2003) Creative Industries*** already generate £21bn and support about 500,000 jobs while enjoying average annual growth rates of 4.5% * Comprises the manufacture of hardware such as computers, telecommunications, hardware and software consultancy, maintenance and other computer related services ** Business and legal services, secretarial/translation services etc. *** Interactive leisure software, radio & TV production, design, music and performing arts, film, fashion etc. Life sciences Financial Services ICT Transport & Logistics Manufacturing Professional Services Retail Creative Industries Tourism & Leisure Employment size Source: KPMG/LDA: Understanding London’s Sectors (2003)

London has worked on providing more coherent support to London’s most promising sectors including Creative Industries Creative Industries in London The Support Available 40 % of people in the UK’s creative industries The Greater South East now contains 62 % of UK jobs Support is provided on two conditions The sector in question has potential to contribute to the prosperity on sustainable basis, and There is a market failure effectively addressable by public sector intervention Approach to supporting Creative Industries The London Development Agency created its dedicated strategic agency - Creative London The agency draws companies and individuals together through numerous projects Focuses on supporting new enterprises, initial financing, suitable premises and contacts Employment in Creative Industries in London and rest of the Greater South East Source: London Development Agency: London’s Creative Sector.

As in other cases London supports its Creative Industries through a dedicated strategic and funding agency Examples of support organisations in place Creative London Launched in 2004 Part of the LDA Helps address bottlenecks to the success Acts as a cohesive voice to represent the interests of the industry Experience so far Welcome by the industries and viewed as a move in the right direction Started several major initiative including: ‘Creative Hubs’ £50million seed fund Sponsorship to over 40 distinctive projects Illustrative London Development Agency (LDA) 1 2 3 BioLondon Creative London Business Link for London BioLondon - Advises on interventions in the biotechnology sector Creative London - Strategic agency for London’s creative industries Business Link for London - Small business support and advisory 1 2 3

London’s approach to developing competitive advantages by promoting innovation Co-operation between Universities and Businesses Role of the London Government There are 5,800 researchers in London’s 40 universities and colleges Employment dominated by high value added services with little emphasis on research Businesses R&D accounts only for about 0.6% of London’s GVA, i.e. about half the UK/EU average To date collaboration remains bellow expectations Some on-campus incubators more successful Innovation Strategy and Action Plan Promoting culture of innovation Enabling businesses to innovate Harnessing the knowledge base Support through Business innovation centres Incubators Access to innovation finance Networking among SMEs

Large Scale Redevelopment Projects – London Docklands (1981-1998)
The UK Government has established several partnerships to foster long-term regeneration plans of high importance to the capital city Regeneration of London Docklands: the London Docklands Development Corporation (LDDC) Situation in late was alarming 70s Large job losses with the Docks closure The extent of dereliction was severe and costs of development potentially high and uncertain The market alone was unlikely to provide the improvements Solution: London Docklands Development Corporation (LDDC) Founded in 1981 by the UK Government as an Urban Development Corporation Wholly financed by the Government and from the disposal of land It had powers to acquire land by compulsory purchase Took over for planning activities from the London Boroughs but not their planning powers Major achievements 2.6 million m2 of commercial/industrial floor space built and 24,000 housing units £7.7 billion in private investment on the back of £1.86 billion in public sector investment 1,066 acres of land sold for redevelopment

Large Scale Redevelopment Projects – London Docklands (1981-1998)
Evaluation of success of the London Docklands regeneration programme and the LDDC reveals some important lessons Summary Findings Major Implications LDDC managed mainly by Clearing and servicing sites Provision of integrated transport infrastructure Flexible and speedy planning decisions Housing - Highly successful in addressing the market failure Transport - Accelerated process for construction through its planning and land acquisition powers the LDDC Community Development - Only 7% of the LDDC's net expenditure was spent on community services Relationship with Stakeholders - Initially troublesome; improved when formal agreements with individual authorities were made Major success factors Substantial assembly, planning and land acquisition powers Adoption of firm plans led to reduction of risk as perceived by private investors Integrated and varied planning Major lessons Channel more investment into public services Put emphasis on development of local employment schemes Work actively with stakeholders on local level Source: Cambridge Econometrics. Sustainable communities: an urban development corporation for Thurrock ADL analysis.

Large Scale Redevelopment Projects – Thames Gateway (1995 ~ 2016)
London works together with its neighbouring regions on the largest redevelopment project in Europe – East London and Thames Gateway area Regeneration of East London and Thames Gateway area Suffered from years of under-investment 10x larger than the regeneration of London Docklands The area contains 1/3 of London's derelict land Covers broad-ranging issues including raising ambitions, provision of higher education and business innovation Main objectives of the programme Create 255,000 new jobs and build 142,000 new houses in the area by 2016 Engage private sector and all interested public parties in the strategic and implementation process Thames Gateway London Docklands

Large Scale Redevelopment Projects – Thames Gateway (1995 ~ 2016)
Recent review of progress made to date in developing the Thames Gateway area revealed a number of useful lessons with direct implications for other projects Summary Findings Major Implications Progress to date ( ) A total of 18% of housing units completed The programme has built some momentum However, the long-term structural decline in the economy has not yet been reversed Organisational framework No one organisation with an overview role in the Gateway as a whole The organisational structures strongly reflect those of the participating sub areas Monitoring of progress is proving difficult due to lack of binding targets on local level A strong area-wide organisation is essential Progress is easier to achieve where there is a clear line of decision making Drawing together existing aspirations expediates progress Strategies should be rooted in what is already beginning to happen on sub-regional level Targets must be cascaded down to local level Source: Department of the Environment, Transport and the Regions (DETR): Thames gateway review.

Increasing the Use of Public Transport
Strategy and policy support to London’s transportation London Transport and Its Future Directions London public transport Accounted for 34% of journeys in 2003 329km of Underground lines Traffic moves at an average speed of about 16 km/h Central London Congestion Charge introduced in 2003 Future directions Transport for London created as an integrated body responsible for the capital's transport system Extension of London’s public transport system over the next 10 years to serve new developments in east London and Thames Gateway The major long-term investment programmes include reconstruction of London Underground and extensions of Docklands Light Railway (DLR)

London’s responses to growing road traffic and deteriorating accessibility Central London Congestion Charge Results so far Reduce number of cars entering inner parts of the city and Raise extra £130m each year to enhance public transport Makes use of a computerised network of CCTV cameras linked to a central database Heavy criticism by lobbying groups, most notably by retailers continues to date Number of cars entering the Central London dropped by 33% More than 350 busses added Raised only £75 and £100 million in the first year and second year, respectively Private cars entering the charging zone between 7:30 and 18:30 Congestion charge introduced Source: Traffic for London (TfL)

Central London Congestion Charge has contributed to reduction of private road traffic but there have been many controversies over its adoption Major Lessons Effective in reducing congestion and providing additional stream of revenue Must be accompanied by other measures promoting use of public transport Thorough planning, testing and consultation processes are essential Caused upheaval among retailers and other pressure groups Requires significant political will and support from citizens

The UK Government has also established several other partnerships to foster long-term regeneration plans and improve quality of public services Public-Private Partnership for London Underground Since 2003, the London underground has been operated as a Public Private Partnership (PPP) Companies are granted long-term, not permanent, concessions to operate and modernise the tube infrastructure Benefits sought by the Government The discipline and expertise of the private sector in managing large infrastructure projects More effective use of resources and faster implementation of the modernisation investment programme Results so far Pushed ahead by the UK Government despite strong resentment from the Mayor of London Some safety issues Difficulties in meeting performance targets

Public-Private Partnerships (PPPs) have been fostered by the UK Government as means of providing public goods and services at better quality and cost Major Lessons Fair conditions and transparency are essential Long-term frameworks (10-20 years) Performance targets must be clearly defined and linked to strong incentives PPPs are proving to be a highly contentious issue requiring strong political will Requires thorough assessment and monitoring on continuous basis

Summary – London Metropolitan Area
UK economic engine (34% of GDP) Support to growth industries (Creative Industries) Major regeneration programmes (London Docklands, Thames Gateway) Increasing the use of public transport (Congestion Charge) Private-Public Partnerships (London Underground) Prepared by Arthur D Little UK

l Paris International Symposium for Capital Region Development
October 25, 2005 Arthur D. Little Paris

1 2 3 4 Status and Competitiveness Vision Organization and Process
Agenda 1 Status and Competitiveness 2 Vision 3 Organization and Process 4 Resources

Ile-de-France in the French context Organization and process
Ile-de-France benchmarking directions Four Steps Approach 1 2 3 4 Ile-de-France in the French context Vision Organization and process Resources Step Key Issues IDF position in France Land policy historical background Legal frame of regional development and urban planning Development plan or strategy of city-region and core competency Background of vision and strategy (global urbanization) IDF strengths and weaknesses in economic development and urban planning Administrative system (territorial) : organization structure and R&R of central/local government, public/private institution Impact of degree of decentralization on regional development and urban planning Policy or plan making and implementing processes Detail procedures and participants Over concentration issues Disparity between districts within city-region1 Land settlement and housing policy Transportation Living environment Industry structure and specialized industries Culture / tourism facilities Links between private sector education system Note : all acronyms are French acronyms 1) Disparity issues between districts within city-region is handled through housing, transportation and settlement prism

1 2 3 4 Ile-de-France in the French Context Vision
Agenda 1 Ile-de-France in the French Context 2 Vision 3 Organization and Process 4 Resources

Ile-de-France in the French Context
Ile-de-France area is the head-region of France accounting for 19% of French population on only 2% of the territory IDF region is constituted of eight counties 19% of the population on 2% of the French territory 177,7 2 147 105 Paris 499.7 11,130 12,001 Ile-de-France 28,6% 19% 2,2% % of whole country 10,2% 3,7% 0,02% GDP (billion $, 2000) Population (thousand, 2003) Gross area (km²) 1. Paris 2. Hauts-de-Seine 3. Seine-Saint-Denis 4. Val-de-Marne A moderate growth of GDP and population Ile-de-France counties GDP (billion $) Population (thousand) Val-d’Oise +0,4% +1,1% +0,5% +0,5% 3. Yvelines 2. 1. +0,2% 4. Seine-et-Marne Essonne Source : INSEE

Due to the historic power centralization in France, Ile-de-France region remains the heart of French economy and culture IDF is the France’s business center Comments 29% of national wealth, and 5% of EU GDP, thanks to a high density of headquarters of national and multinational companies, second region in Europe for foreign direct investment after Greater London Prominent place in the migratory moves in the metropolitan territory : 40 % of moving people between 1999 and 2004 left IDF or settled in IDF First job area (half of the French executives, 35% of public research staff) and world recognized schools and universities French jacobin tradition of power centralization in IDF with Paris as administrative center Gate to the outside world and between regions : second European airport hub, interconnetion with TGV network, numerous transportation infrastructures1, 70 harbors, second fluvial platform of Europe Benchmark region in cultural field : first tourist destination in the world, major center for trade shows and exhibitions2 Indicator Part of IDF in France GDP 29% Population 19% % R&D researchers 35% Export 17,3% Rest of France Portion of IDF Source : CCIP, 2005, INSEE, 2005, 1) 210 km subway, km Regional rail rapid Transit (RER), 3000 km of bus lines, 2) 2000 exhibitions in 2003 in the 10 main exhibition centers

French government has tried during the last 40 years to balance the economic development between the head region and the other regions without eroding Ile-de-France competitiveness National land settlement policy has targeted on balancing of territories and an adaptation of the country to global economic and social outlook To offset the Parisian pole through a re balancing of the territory to solve the opposition between “Paris and the French desert” To respond to the 1973 economical and social crisis To organize the institutional decentralization To take part in the European increase in power To integrate globalization while developing local anchorage To adapt to 3 challenges : European enlargement Globalization of the economy Reinforcement of the decentralization French national Strategy 1950’s –1960’s 1990’s –2000’s 1970’s 1980’s 21 C Key dates 1963 1973 1982 / 1985 2004 Cooperation with the European regions Besides crisis management, focus on creating wealth Promotion of equality between territories Methodology : decentralization, national planning policy shared by the national government and the local governments Creation of the DATAR (Delegation for Regional Planning and Regional Action) in 1963 Regional metropolis policy Launch of new towns (1970) to strengthen the urban mesh: Decentralization of the public and industrial sector: aerospace in Toulouse and Bordeaux and electronics in Bretagne Support weak rural zones Employment policy : creation of free zones (1955), economic restructuring offices, regional innovation centers (CRITT) Policy linked to the human dimension of the city : policy of the medium cities (1973), country agreements (1975) State-Region Plan contract (1984, 1989, 1994, 2000) Creation of the European Fund for Regional Development (FEDER, 1985) Reform of the European structural funds Inter-regional plans in the Parisian basin (1994) Planning board dedicated to the digital industry (2001) Deepening of decentralization (2004) Promotion of industrial cluster development (2005) Land settlement policy

France is among European most dynamic country in terms of international attractiveness France is ranked 2 in terms of international implantation of strategic companies functions1) France capitalizes on its competitive advantages 10 first European implantation countries ( ) Evaluation of satisfaction toward site France assets (note, out of 10) Country # of international implantations in 2004 Market share in 2004 Market share evolution 2003/2004 Quality of life United Kingdom 563 19,5% -17% Telecom infrastructures France 490 17,0% 5% Germany 164 5,7% -1% Transport and logistic infrastructures Poland 148 5,1% 115% Hungary 139 4,8% 9% Spain 121 4,2% -32% Workforce qualification Russia 116 4% -29% Czech Republic 112 3,9% -17% Belgium 107 3,7% -6% Culture and language Sweden 97 3,4% -12% Other 828 28,7% 22% Innovation and research poles quality Total 2885 100% Source : Ernst & Young 2005, Barometer of France site attractivity, 1) Strategic functions : headquarters, R&D centers, services centers Source : Ernst & Young 2005, Barometer of France site attractiveness – 204 international firms CEO survey

Compared to other metropolitan areas, Ile-de-France region experiences substantial economic development with a quality of life considered as intermediate IDF is number 2 in terms of international implantation in Europe IDF enjoys an intermediate quality of life in comparison to a representative metropolis panel # of implantations in 15 first European metropolis areas Liveability index 2000, New York : base 100 Region # of international implantations in 2004 Market share in 2004 Market share evolution (points) 2003/2004 Greater London 153 24% +0,4 Ile-de-France 136 21% +11,3 Moscow 53 8% -1,6 Catalonia 50 8% -9,4 Stockholm 47 7% +0,2 Budapest 38 6% +0,1 Dublin 32 5% +1,7 Madrid 32 5% +1 Hesse 20 3% +0,2 Nord-Rhein Westphaly 19 3% -1,9 Paris Amsterdam Frankfurt Brussels London New York Lombardy 18 3% +0,5 North-Holland 14 2% -0,5 Brussels 11 2% -1,9 Berlin 7 1% Note : the liveability index gives an assessment of metropolis attractiveness in terms of well being. It is based on public security, healthcare, education, transport and other public services Geneva 6 1% -0,1 Total 15 metropolis 636 100% Source : Ernst & Young 2005, Barometer of France site attractivity Source : William M. Mercer, 2000

The Ile-de-France region have strong assets but suffers from pending weaknesses Main assets and weaknesses of IDF Competitive advantage Strategic threats R&D centers valorization Social / spatial dualization Weak transport service on some job areas Activity potential around infrastructures Space opportunities Worldwide clusters High expectations Ill adapted education for enterprise Com- munautarism National transport infrastructures Drain of middle class 40% Intermunicipal solidarities High unemployment rate Soils pollution green spaces scarcity Telecom infrastructures School failures res Medium expectations Young population Economic network Growing precariousness Low urban melting Major communication axis The critical weaknesses Unbalanced Employment structure Damaged urban network Cultural equipment quality Cultural heritage The plus product 20% 0% Low satisfaction 50% Strong satisfaction 100% Source : European Union, objective 2 program, report on Ile-de-France, 2004

Vision Change in IDF is driven by a moderate economic growth in a fierce global competition context Driving Forces Internal External IDF Moderate economic growth (2,8% year growth between 1999 and 2004), high unemployment rate (10% of active population) Migratory deficit ( people between and 2004) Low accessibility by collective transit means (Image note on collective means : 6,1/10 in ) Need of social and spatial cohesion Intermediate liveability rating (Citizen’s demand for better life conditions) Fierce competition between leading European areas (Ex : Olympic games 2012, biotechnologies) Globalization : companies headquarters’ and researchers’ mobility State land settlement policy pleading for an equilibrium with other regions New technologies (telecommunication, biotechnology, nanotechnology) res 1) IDF Transport Syndicate, 2005

Vision The region’s ambition is to become a sustainable metropolis with three objectives : quality of life and sound environment, economic development, spatial and social solidarities IDF wants to become a leading sustainable metropolis by 2020 Vision Sustainable metropolisation A leading metropolis in Europe Objectives Quality of life and sound environment Territorial and social solidarities Economic development res Decentralized governance Innovative Industrial and scientific network Soft circulations transport system Polycentric organization Means

Organization Structures and Fundamental Principles
Ile-de-France’s institutions are made of three territorial collectivities levels, in interaction with the State Map of IDF A three level democratic and administrative system Territorial Level Territorial Communities Central Developed Administration Val-d’Oise Paris Municipal council 20 borough council IDF Regional Council Regional prefecture County prefectures Paris General Council Sub prefectures Intermunicipality structures (94) 7 General Councils 1 280 Municipal Government + agencies Region County City State 3. Yvelines 2. 1. 4. Seine-et-Marne Essonne Counties Area (km²) Pop. (1000) Paris (1) 105 2 147 Hauts-de-Seine (2) 175 1 471 Seine-Saint-Denis (3) 235 1 396 Yvelines 2 270 1 370 Val-de-Marne (4) 244 1 239 Seine-et-Marne 5 916 1 232 Essonne 1 804 1 153 Val-d’Oise 1 248 1 122 Ile-de-France 12 001 11 130

… with a decentralized set of competencies in interaction state A decentralized set of competencies Authority over great infrastructures (railways, motorways, airports) Elaboration of director scheme with communities and State-Region Plan Contract State control : Competency to modify Territorial Coherence Scheme, elaboration and approbation of Territorial Settlement Guidelines Initiative on Town Great projects and Public services scheme Budget aid for housing, and environment State Financing and definition of regional scheme, Regional rail transport Leading role on elaboration with state of director scheme of IDF (SDRIF) and elaboration and approval of State-Region Contract plan Housing priority definition and funding Environment protection, inventory of heritage buildings, regional plan for air quality, regional natural Region Transport : County transport plan, interurban transport Elaboration with State of territorial guidelines (advice), director scheme of IDF (SDRIF), State-Region Contract plan (+ approval) Housing priority definition and funding and County household waste plan Country Organization and financing of transport in in urban perimeter With State, elaboration of territorial guidelines, and of Territorial Coherence Scheme and Local Urbanism Plan and State-Region Contract plan (+ approval) Elaboration and approval of intercities charter Housing priority definition (Local Housing Program, Great Town Projects, social housing organisms Sewerage, drinkable water distribution, waste processing City

Organization Acts and Plans
Regional development is formalized in five main urbanism documents and sectorial policies documents Urbanism and sectorial plan hierarchy in IDF Content Scheme at a national level conciliate important national priorities and local needs in a prospect of 20 years State General urbanism rules Collective Services Scheme Services scheme Strategic planning document of territories long-term development (1994, 4th since 1960) SDRIF Region IDF Director Scheme (SDRIF) Implementation document of SDRIF : main frame of investment policies of the state in partnership with the regions and the sub-regional collectivities Urban Mobility Plan (PDUIF) State-Region Plan Contract CPER County Territorial Coherence Scheme (SCOT) Definition of the evolution of urban areas and their articulation between different planning steps. Ensuring coherencies between of the strategic sectorial orientations SCOT Local Mobility Plan (PLD) Local housing program (PLH) City Definition of the settlement project and the communal and intercity sustainable development, sets the general rules and constraints of land use Local Urban Plan (PLU) PLU Compatibility direction Urbanism documents Sectorial policies documents

…. illustrated by the Ile-de-France transport syndicate’s evolution The IDF Transport Syndicate (STIF) organization The STIF will hereby become the organizing authority in the region Responsibility for organizing public transport in IDF Local publicly-owned establishment which puts together : The IDF Region, The city of Paris, The 7 counties of the region, A representative of the publicly-owned establishments of intercity co-operation (EPCI) A representative of the regional Commerce and Industry Chamber of Paris Ile-de-France (CRCI) Since July 2005, complete withdrawal of the State from the Board of Directors of STIF : the syndicate is chaired by the president of the regional council instead of the region prefect The State will compensate the local collectivities for the cost of this responsibility transfer Increased competencies Competence on : school transports organization, transports upon request, development and revision of the urban mobility plan Possibility to carry out investments projects, to fix the rates of the transport payment requested to the companies, within the price limit determined by law Ability to increase delegation of competencies to the local communities or gathering of local communities

The decentralization in France means a new co production method of land settlement policy, which have provided results an increasing complexity Impacts of decentralization on land settlement policy … … Which is observed in urbanism documents impact Strengths Document Strengths Drawbacks SDRIF High level of ambition, integrated approach transversals of the sets of themes Sustainable development is not mentioned, excessively focused on sectors of activity, quantitative objectives too rigid and ill adapted, insufficient consensus between public and private actors, unequal articulation between general plan and sectors, or local scheme A new co-production method for land settlement vs. imposed guidelines by the State The State has a new positioning in line with a contractualization principle To find relevant discussion place level Drawbacks State-Region Contract Plan Higher achievement than the French average by the end of (57%) in a constrained budgetary environment Relative confusion of the cross financings State-Region Potential dilution of the responsibilities : difficulty for the citizens to know who is in charge of land settlement issues (transport, urban policy, housing) Complex application of the subsidiarity principle : situation of extreme complexity and unreadable for the citizen in spite of the introduction of the “Head community” notion Relative confusion of the cross financings State-Region SCOT IDF Give coherence to the sectorial policies Weak margin of operation in terms of organization and space management PDUIF Variation in local projects (local mobility plan) Variation of the plan proposals is currently ongoing

Resources Main Issues’ Diagnosis
The Ile-de-France region experiences congestion problems mainly in housing and social disparities fields IDF main issues’ diagnosis Impact1) Medium growth of collective transport traffic Stagnation of commuting between center and agglomeration Increase in moves from suburb to suburb Time consuming transport (“time budget” : 1h30 / day / h.) Critical Tertiary activity is the major part of IDF economy Industries are the most dynamic activities (drugs, IT, services to companies) Economic network Transport system Decentralization Strong influence of Paris City Environment Intermediate Governance Housing Widening of pollution definition Domestic wastes reach a high level (480 kg / h.) Increased awareness of pollution impacts Social disparities high increase of ancient flat prices Insufficient new housing construction Densification of close suburb, and far suburbs Demography Basic Stable density (940 h/km²) Demographic dynamism in far suburb Behavior modifications (domestic wastes production, use of motor vehicles use, increased mobility) 2/3 of strategic jobs are in Paris and Hauts-de-Seine Gentrification of south west : fiscal wealth is concentrated between a few numbers of municipalities of center and west Good Medium Weak Quality level in IDF 1) on economic development and quality of life

A strong interdependance of main issues
Resources Policies A policy mix is necessary to deal with interconnected issues A strong interdependance of main issues Policy dealing with : Economic development Transport High density Congestion Thoughtless development Quality of life Territory attractiveness Environment Housing Urban policy

Suburb to suburb links and car decrease Increased traffic in suburbs
Resources Policies The transport policy promote a car reduction in the agglomeration, resulting in a move of traffic congestion from center to suburbs 1 2 3 Transport Public Answer Result Future Plan Suburb to suburb links and car decrease Increased traffic in suburbs Objectives Infrastructures improvement and development of suburb to suburb collective transport means to comfort centralities in suburbs : Ring tramway in the close suburb Railroad line between main poles in far suburb (« Rail tangentials ») Great intermodal poles with 3 news rail station Interregional rail lines Promotion of soft circulations to contribute to qualitative improvement by a decrease of personal cars use in agglomeration : Regional objectives : car traffic decrease by 3%, increase of collective transport use by 2% (5% for the dense area), doubling of bicycle moves, 3% increase of freight transport by rail or waterway Paris city : created bus corridors, and regulation with pedestrian area, areas with limited car speed to 30km/h, green networks (bicycle itinerary) Stability of transport spent time through growth of IDF average transport speed and global increase of inhabitant “life basin” by 1,72% per year due to a higher performance of transport networks Stability of individual mobility Slight reduction of car moves toward agglomeration center Increased place of car in far suburb due to Insufficient suburbs to suburbs infrastructures Focus on service quality for poles generating great traffic (exhibition centers, airports, strong economic activity areas) Continuity of networks at the regional scale (achievement of rail « tangentials » and of great by-pass road axis Improvement of collective transport quality of service (information, cleanness, odors, conviviality) Source : State-Region Contract Plan Source : STIF

Public tools to tackle the urban disparities issue
Resources Policies On the urban policy issue, government focuses action on priority territories, without definitive success for the moment 1 2 3 Urban Policy Public Answer Result Future Plan Public tools to tackle the urban disparities issue Still pending Objectives New towns policy since early 1979’s State-communities cooperation : Zoning : National Agency for Urban Renovation (ANRU) : Projects of urban renovation space restructuration, demolition, construction : financial subvention for Urban Sensitive Area (ZUS) Co-financing with Regional council, European credits, State Densification of close suburb, urbanization of far suburbs with moves from center to periphery Social disparities problems : wealthy households in South-west vs. pauperization in North and East Housing diversity and functions diversifications Equality of inhabitants in regards to public services (Post, healthcare, culture, justice), Opening out of districts by an improvement in collective transport means Social insertion actions, delinquency prevention, immigrants integration Focus on 10 territories Priority territories definition Grant to economic and social reconversion of mutating areas (Objective 2), support to modernization of education and employment system (Objective 3) Urban restructuration (demolition, urban renewal, prevention, security) Objective Town Contract (intercommunal contract), including Town Great Projects (GPV) Integration of EU programmes Axes Districts of especially penalized among the ZRU’s Districts of more than inhabitants cumulating highest unemployment rate, low education level, located in poor cities Districts with great housing projects or damaged housing and unbalance between housing and employment Condition Fiscal and social tax exemption during 5 years Partial fiscal exemption for firms and individuals Means Urban Sensitive Area (ZUS) Urban free zones (ZFU) Zone of urban revitalization (ZRU) Zoning

Resources Policies As part of IDF land policy, new towns construction in the 1970’s was a necessity to cope with population’s booming but further development does not find such justification anymore Urban Policy New towns as major urban projects New towns and population evolution ( ) Objective : To create “new towns” to prevent thoughtless development in close suburb To create a polycentric agglomeration To cope with demographic growth Historical background : : construction of Priority Urbanization Zones (ZUP); : development of new towns on 5 sites on development axis Organization : Intermunicipal gathering with professional tax sharing for an agglomeration organism (New Agglomeration Syndicate) Achievement : Demographic dynamism (couples with children) Economic dynamism (Disneyland Paris in Marne-La-Vallée) Social problems of young growing cities (degradation, pauperization) Perspective : Reduction of the demographic justification (expectation of 14 Million IDF inhabitants in 1965 by 2000, instead of 11 million) However, new towns remain priority territories (State-Region Contract Plan), extension of support to companies settlement St-Quentin-en-Yvelines Evry +5 869 Marne-La-Vallée Sénart Cergy-Pontoise Case study New Town Population 1999 Variation Cergy-Pontoise 12% Evry 79 726 9% Marne-la-Vallée 17% Sénart 93 069 14% Saint-Quentin-en-Yvelines 11% Total New towns 13% % VN in IDF 6,80% % VN in far suburb 15,50% Source : State-Region Contract Plan , IDF Region Prefecture, Datar

Resources Policies Urban planning efforts are focused on special development areas and on strategic areas Urban Policy The State-Region Contract plan defined 10 priority territories Priority Territories Priority territories Application in IDF Financing European centers registered in the SDRIF: sites with a high scientific or economic potential Massy-Saclay-Orly, Le Val de Seine around Boulogne Roissy 107 M€ Case study Strategic sites in difficulty, suffering mostly from de-industrialization Plaine Saint Denis, Plaine de France, Boucle de Gennevilliers 26 M€ Development of new towns New town of Marne la Vallée, new town of Sénart 35 M€ European dimension centers Restructuration area New towns A rehabilitation strategy for the suburbs Urban Free Areas (ZFU) Urban planning tool Application in IDF Financing Val d’Oise 3 ZFU Town contracts 43 ND Seine-Saint-Denis 8 ZFU Town Great Projects (GPV) 27 GPV 3,4 billions € ( ) 57% state, 43% region Urban Renewal Area (ORU) 19 ND Yvelines 4 ZFU Urban Sensitive Area (ZUS) 157 including financial subvention by ANRU for 55 area Zone of Urban Revitalization (ZRU) 67 ND Essonne 3 ZFU Urban Free Zones (ZFU) 23 until 2008 ND Val de Marne 2 ZFU Seine et Marne 3 ZFU EU program / Objectif 2 27 cities ND Source : State-Region Contract Plan , Region Prefecture, Datar, ANRU = National Agency for Urban Renovation (created in 2003)

Resources Policies The housing policy targets to reduce social disparities but fails at responding to housing demand 1 2 3 Housing Public Answer Result Future Plan A central and regional answer to meet population needs and to eradicate spatial and social disparities Target not achieved Objectives The housing policy aims at promoting social balance in territories (Solidarity and urban renewal law ) : Obligation for all cities to have a minimum of 20% of social housing on its territory Policies aim at improving housing and real estate dynamism (Urbanism and Housing law and Finance act ) : Fiscal amortization plan on rental private investment, reform of urbanism code to free building land State and Region conduct specific policies : High construction objective projecting housing / y (already in the SDRIF 1994) Creation of housing for young people (students, young workers) by state and region (150 M€) Rehabilitation of social housing (700 M€) Eradication of risk linked to lead (saturnism) in housing (30 M€) New Towns policy launched in the 1970’s Construction objectives were not achieved with housing until 2000, / y until 2004 Construction of 3 housing per 1000 inhabitants against 6/1000 in Rhônes-Alpes, 8/1000 in Languedoc-Roussillon Strong demand for social housing Construction objective of housing / y Sale of public estate for housing construction Negotiation on commitments of main public firms on annual grounds sales Reform of intermediary housing to develop a housing supply for middle class without access to social housing and to free sector housing Creation of a regional land agency Source : Solidarity and urban renewal law (2001), State-Region Contract Plan

Resources Policies Via various plans, authorities were rather successful in enhancing environment quality in IDF 1 2 3 Environment Public Answer Result Future Plan The environment issue is handled by specific plans Successfully taken into account Objectives Air quality : Objectives : 1) To fight in priority against chronic pollution rather than on peaks, pollutant-payer principle, 2) Objective of a 50% NOx reduction between 2000 and 2010 in whole agglomeration, 80% close to road traffic Actions : 1) Information of the IDF inhabitants to modify the displacement or way of life behaviors, 2) Automobile traffic restrictions, development of public transport and reduction of the transiting heavy lorries traffic in the dense IDF zone Polluant emissions : objective of respect before 2010 of the constraining regulatory limits of concentration for atmospheric pollutants (electricity production, heating, cars, planes) Wastes : the County Plan of Household Waste Disposal targets a reduction of waste from the start, sorting, matter valorization and close treatment. It is managed by counties. Water : plan of a global and balanced water management with four orientations: preservation of the water supply, fight against floods, treatment of worn water and protection of natural environments. Natural spaces : strengthening of soil occupation rules to protect natural spaces, certification of 15 sites in IDF as untouchable natural spaces Favorable conditions for environment preservation due to the moderate growth perspectives of the area (stable population) Air quality : frequency of pollution pics inferior to legal limitations. However, non sufficient respect of day-to-day air quality objectives Reduction of pollutant emissions thanks to enhancement of housing quality and energy savings but status quo on transport vehicles emissions To renovate controlling tools to adapt to changing nature of pollution (Ex : AIRPARIF for air quality control) To develop a transversal approach To further information campaigns Discussion about alternative circulation of car in function of license plate numbers To limit periurbanization impact on natural spaces

Three major stakeholders intervene to encourage knowledge economy
Resources Policies To foster economic development, public policy strongly focuses on the promotion of the combination of innovation, education and industry Economic Development Three major stakeholders intervene to encourage knowledge economy State Role to guarantee a high level of infrastructures, fundamental research and education to finance R&D shared projects in the frame of poles of competitiveness to attract investors in IDF Focus Local governments Third parties Innovation Education Industry Role Role to guarantee the quality of infrastructures (including researcher housing, meeting, seminar), to create a fertile environment to cooperate on strategic projects Ex : Commerce and Industry chambers : Advisory mission and representation of private sector companies Promotion of the IDF region outside Education : training tax and management of acknowledged schools Promotion of exhibitions and congress in IDF Economic development

In IDF, two worldwide clusters have been labellized in July 2005
Resources Policies The central government has been launching a specific policy to foster clusters in the country since 2004 Economic Development Cluster Policy In IDF, two worldwide clusters have been labellized in July 2005 Central government have been playing a key role since 2002 to nurture industry clusters in IDF area Approach : innovative policy to naturally support formed industry clusters Policy : national invitation to bid to give a label to association of industries as “pole of competitiveness” Definition : pole of competitiveness has been defined as “a combination of companies, R&D and education centers and on a specific geographic place, engaged in a partnership approach, to develop common innovative projects, with a strong international visibility” Key objectives : Creation of new activities with strong added value International visibility The quality of the established partnerships and an efficient mode of governorship A strategy of economic development of the pole consistent with the territory economic development plan Competitiveness poles map 7 6 5 3 4 2 1 8 16 World dimension pole World vocation or national pole Along the process, three types of clusters have been selected : world dimension poles (2 in IDF – MédiTech Health, and Complex systems), pole with a worldwide potential, and national or local poles Note : See appendix for details on selected clusters

Public Incentives Measures Cluster Policy Key Learnings
Resources Policies The cluster policy aims at focusing State support on promising cooperation projects Economic Development Public Incentives Measures Cluster Policy Key Learnings Public incentives Measures to develop shared projects in collaboration with university, industrials and public R&D centers : Mobilization of the agencies for research and innovation (National Agency for Research, AII1, OSEO2) et the CDC1 : 800 million euros over a 3 year period Government subsidiary grants : 400 million euros over a 3 year period Tax and social exemptions : 300 million euros over a 3 year period This money will be used to finance the projects selected by the poles of competitiveness and possibly the governorship structures The call for tender was a success with 104 candidates The call for tender was launched in a favorable context in which the main actors had been aware of the need of change. The contracted forms and deadlines of the call for tender favored the mobilization and the alignment of the actors. The French Government chose to favor the created dynamic and to putting a label on as much as 67 poles. Nevertheless the impact of the various categories (world, with world vocation, national pole) remains to be evaluated. The poles of competitiveness undoubtedly constitute a rupture in the industrial policy of the French Government to cause initiatives and to help them rather than to decide for orientations. The schedule of conditions accentuated strongly on the governance which turns out to be a critical point in the duration. 10 months of work made it possible 1) to identify some poles and 2) to launch a dynamic but the process is only at its start. 1) CDC : Caisse des Dépôts et Consignations : public financial institution in charge of public interest missions assigned by State or local communities

In biotechnology sector, IDF belongs to the leading areas
Resources Policies The large number of life sciences firms and of biotech projects is an example of new high tech sector government is promoting Economic Development In biotechnology sector, IDF belongs to the leading areas The cluster’s success has been supported by public and private stakeholders commitment IDF is the first European region before Great London by the number of pharmacy sector firms, second for biotech companies (behind Great London - Cambridge) Life sciences firms pertain to pharmaceutical (320) and biotech firms (150), including world leaders like Pfizer, Sanofi-Aventis, GlaxoSmithKline, Amgen, Biogen They employ employees and specifically in Biotech firms The region hosts 7,5% of European R&D spending with major projects like Genopole, Synchrotron Soleil, academic research, clinical research It gathers 90% of national capital venturing specialised in life sciences Incubators and technological parks dispose of m² Biotech cluster Central government Local government 3rd parties Case study Public R&D program funding via public research organism (CNRS, Inserm, CEA, Inra…), and university network Poles of competitiveness (tax and social exemption policy) to foster cooperation between local actors (ex : pole MédiTech Santé Paris Ile-de-France) Clinical research in public hospitals (AP-HP) Doubling of regional R&D support budget from 2004 to 40 million € Capital venturing (CapDecisif, IDF Développement) Promotion of technological transfers through Regional centers for innovation (CRITT : CRITT Chemical, Bio CRITT) Promotion outside IDF and catalyst agencies (Regional Development Agency, ARD) Industrials investment and spin offs Valorization and technologies transfers structures linked with research organisms public (Inserm) or private (Pasteur Institute) Incubators (with label from National Research Department : Incuballiance, Agoranov, Paris Biotech) Source : MédiTech Santé Paris Ile-de-France study, 2005

IDF Tourism Highlights
Resources Policies Tourism is a crucial economic field, organized in geographic poles where public effort is focused Economic Development Tourism Policy IDF Tourism Highlights Background : IDF is the world first touristy regional destination with 30,3 million tourists for Paris and IDF region (2004), implying direct jobs and representing 5% of IDF GDP, with essentially SMEs With 3% of the market Paris is the first city worldwide for congress and exhibitions (400 exhibitions, 380 congresses, counting for 10 million visitors) with 10 exhibition centers in Ile-de-France ( m2) Public policy is focusing on : Preservation of heritage (Ex : renovation of Grand Palais exhibition center) Focus on territorial poles and canals (help for project startup, investment on reception centers, hosting structures, descriptive boards) Enhancement of tourism firms and quality of touring performance (quality plans, labels, certificate, ex : for beds & breakfast) for individual and for business Promotion of events like White Night, Paris Beach, Paris Head of Creation Creation of 9 leisures bases in IDF since 1960’s (Ex : nautism bases) Support to business tourism (Promosalons association to support exhibitions in IDF, Creation of a congress office at the Paris tourist home to federate professionals Cooperation between the city of Paris and region to promote IDF inhabitants tourism in IDF Economic observation of tourism (ORTIF : regional tourism observatory) Auvers sur Oise Seine St Denis Bords de Marne Paris Vallée de la Chevreuse Sud est IDF (Fontainebleau) Congress & exhibition centers Tourism poles Leisure Structures Amusement parks Regional leisures bases Zoo Source : City of Paris, Regional Tourism Observatory, 2005 Note : Non exhaustive

l New York International Symposium for Capital Region Development
October 25, 2005 Arthur D. Little New York

1 2 3 4 New York Metropolitan Area Vision and Strategy
Agenda 1 New York Metropolitan Area 2 Vision and Strategy 3 Organization and Process 4 Battery Park City Case

New York Metropolitan Area Introduction
The New York Metropolitan Area (NYMA) region includes New York City, and some parts of New York State, New Jersey, Connecticut, Pennsylvania Map of NYMA (four urban/suburban rings) Facts and Figures (% is proportion to whole country) Outer Suburban Metropolitan area New York City Other parts of Metro Land area (㎢) 33,728 (0.37%) 800 (0.01%) 32,928 (0.36%) Population (10,000) 2,154 (7.65%) 810 (2.88%) 1,344 (4.77%) Inner Suburban GDP ’03 (million $) 1,000,000 (8.52%) 488,800 (4.16%) 511,200 (4.36%) Manhattan Over 9 million people commute within this 32-county area, and nearly half a million cross state lines daily to get to work Four Urban/Suburban rings are defined to show proximity to the urban center of the region both in terms of demographics and land use Manhattan Urban Core Inner Suburban Outer Suburban Urban/Suburban Rings Urban Core Source: Regional Plan Association

New York Metropolitan Area New York City
In 2000 the city had 37% of the region’s population. If it were a nation, the city would have the 16th highest GDP ($488.8 billion) in the world, exceeding that of Belgium, and the second highest per capita GDP, at about $59,000/head Roles of New York City Finance Center The chief center of finance in the world Wall street, NYSE, NASDAQ, American Stock Exchange, New York Board of Trade Many major finance corporations have their headquarters in New York Transportation Public transportation is the common mode of travel for majority of its residents As of 2001, 50% households and only 20% of Manhattan households had access to a vehicle, as compared to more than 90% nationwide Art It has the most important scenes for art, music, and theater in the U.S., with an increasingly active artist's community The most important center for American mass media, journalism and publishing Forty daily newspapers in several different languages Home of the four major U.S. television networks, ABC, CBS the Fox Network, and NBC, as well as news organization CNN Media Service Sector The center of many of the service sector industries in the U.S., with more Fortune 500 companies headquartered in the city than anywhere else in the country The city also has a large tourism industry International Flavor Absorbs a larger number of immigrants every day than all other U.S. cities except Los Angeles, giving New York an international flavor, and making it the archetype of the American ideal of a melting pot – a nation of immigrants

New York Metropolitan Area Concentration
The NYMA region is the largest and the most densely populated. While the region only grew by 8% during the 1990s (5% points less than the country overall), it added nearly 1.7 million residents, only next to the Los Angeles region Over-Crowded and Over-Concentration Actions Taken by the Government Tax restructuring to reduce the glaring fiscal disparities between separate jurisdictions. Advocate reforms to curb sprawl and target infrastructure investment in older established areas. Seek new forms of metropolitan collaboration to solve cross-jurisdictional problems like transportation, environmental quality, water treatment, and workforce and economic development. State or local governments—with their power over land use, welfare, housing, tax policy, and local governance—make meaningful change based on the reality and long term development. Population 1990 2000 Change Change United States 240,709,873 281,421,906 32,712,033 13% NYMA (NY-NJ-CT) 19,871,119 21,538,200 1,667,081 8% Los Angeles-Riverside-Orange 14,531,529 16,373,645 1,842,116 13% Chicago-Gary-Kenosha 8,239,820 9,157,540 917,720 11% San Francisco-Oakland-San Jose 6,253,311 7,039,362 786,051 13% Boston-Worcester-Lawrence 6,529,425 6,946,112 416,687 6% Washington-Baltimore 5,991,036 6,384,857 393,821 7% Philadelphia-Wilmington-Atlantic 5,950,141 6,255,699 305,558 5% Detroit-Ann Arbor-Flint 5,187,171 5,456,428 269,257 5% Dallas-Fort Worth 4,037,282 5,221,801 1,184,519 29% Houston-Galveston-Brazoria 3,731,131 4,669,571 938,440 25% Rising cost due to scarce resources People and jobs migrate to lower cost areas Infrastructure challenges such as traffic congestions Environmental deterioration and health issues Social problems such as crimes Source: US Census Population

New York Metropolitan Area Competitiveness
In recent years New York has been riding a wave of national prosperity, but not distinguishing itself with unique gains Scorecard: New York Metropolitan Area Situation New York’s fiscal policies, its health and social welfare status, and some elements of its physical infrastructure place it behind all or nearly all of its competitors The percentage increase in population due to international migration is greater in New York than in all competitors except Los Angeles and San Francisco In contrast, New York has lost a greater share of its population due to net domestic migration than every other competitor Summary Rankings of the New York Metropolitan Area Results among 13 top-tier US metropolitan areas Current Position 5 Year Performance Top Tier Population Mixed Jobs and Income Keeping Pace Technological Development and Entrepreneurship Keeping Pace Middle Tier Labor Force Keeping Pace Bottom Tier Fiscal Policy Gaining Health and Social Welfare Mixed Mixed Position Public Safety and Tourism Gaining Physical Infrastructure Lagging Source: US Citizens Budget Commission, 2001

Vision and Strategy Driving Forces
There are a number of important internal and external developments driving evolution of strategies and urban development programmes in NYMA Main drivers underpinning adoption of strategies and urban development programmes in NYMA Internal External Infrastructure: New York City boasts the most extensive network of public transportation in the United States Higher education facilities: The area is home to a number of institutions of higher learning, some of national or even international reputation Business entities: The area is very innovation- and entrepreneur-oriented, and has strong industrial position Economy: The world’s financial center Potential investors Potential residents or immigrants bring abundant labor force Domestic competing areas are ‘stealing’ good labor force from NYMA Global competing areas National or international organizations & agencies International trade and the tertiary sector have always remained the real basis of New York's economy

Vision & Strategy of NYMA ( ~2020)
Vision and Strategy NYMA sets its vision in as ‘A Model for Metropolitan Regions around the World’ Vision & Strategy of NYMA ( ~2020) Vision Become a model for metropolitan regions around the world Objectives To sustain quality of life and environmental systems To promote greater social integration and economic competitiveness in the first decades of the 21st century To be the best place to live, work and raise a family Strategies To attract, educate and retain a workforce with diverse skills and creative talent To enhance understanding of the region through economic and demographic research To implement workforce and community development projects that improve long-term prosperity and social equity To redirect much of the region’s growth to centers To extensively collaborate among hundreds of "third sector" civic groups throughout the region

Vision and Strategy Specialized Industries
The geographic concentration of business and people in the NYMA region creates unique economic conditions that generate new industries, speed the diffusion of knowledge, spur technological innovation, and increase productivity Representative Industries Advantages Economic development agencies providing the highest level of assistance and service Larger markets for goods and services, more specialized labor pools, and better transportation and telecommunications networks Home to 20 of the top 25 international banks, 8 of the world's top 10 securities firms, and 5 of the country's 10 largest insurance companies The New York Stock Exchange is the world's largest exchange marketplace for equities. High-tech and new media is a $9.2 billion industry in New York City, and the presence of 4,000 high-tech and new media companies Computer Hardware & Electronics Financial Services Industrial Machinery & Systems Materials Processing Transportation Equipment Optics & Imaging Bio Medical Software Industries Business Services Food Processing Communication & Media Services Distribution New York has identified the 13 major industry clusters, including manufacturing clusters, services clusters, and a few that are hybrids of both Source: Empire State Development

Organization and Process Administrative System
In a federal system, NYMA localities operate within 4 distinct state systems of law and regulation and have been shaped by different historical experiences Administrative System National & Local Agencies New York (inside villages) New York (outside villages) New Jersey Pennsylvania Examples of Agencies County County County County National Level U.S. Department of Housing and Urban Development U.S. Department of Commerce U.S. Department of Transportation U.S. Department of Education U.S. Environmental Protection Agency Town or city Town or city City or township or borough City or township or borough Village School district School district School district School district Citizen Citizen Citizen Citizen State Level State Department of Transportation State Department of Environmental Conservation New York State Bridge Authority State of New York Metropolitan Transportation Authority New Jersey Economic Development Authority Connecticut New York City Citizen Town or city School district Citizen Region Level Each county is subservient to the belonging state. The local government is divided into executive, legislative and judicial branches Connecticut’s New England heritage has resulted in the virtual abolition of counties and made towns the most important local government structures Port Authority of New York & New Jersey The North Jersey Planning Authority County Planning Department Town or City Department of Planning

Organization and Process Public & Private Institutions
There are many public or private institutions playing important roles in NYMA planning, and RPA is the nation’s most influential regional planning organization Involving Institutions Regional Plan Association (RPA) Independent, non-profit regional planning organization Partner with government and other allied organizations to promote long-term economic growth and vitality in NYMA Holds Regional Assembly, NYMA‘s premier annual public policy event on metropolitan issues, which offers workshops to over 500 private and public sector leaders RPA's three regional plans: Examples of institutions With-in Region New York Metropolitan Transportation Authority New Jersey Economic Development Authority The New York Metropolitan Transportation Council New York City Economic Development Corp. Greater New York Chamber of Commerce New Jersey Transit 1st Regional Plan 1929 2nd Regional Plan 1968 3rd Regional Plan 1996 Cross Regions Port Authority of New York and New Jersey Regional Plan Association Congress for the New Urbanism American Planning Association American Public Transportation Association Association of Metropolitan Planning Organizations National Association of Regional Councils First Plan provided the blueprint for the transportation and open space networks Second Plan was instrumental in restoring deteriorated mass transit system, preserving threatened natural resources and revitalizing urban centers RPA's current work is aimed largely at implementing the ideas put forth in the Third Regional Plan (community design, open space, transportation, workforce and the economy, and housing)

Organization and Process Planning System
Specific federal decisions and interventions have huge spatial impacts in particular parts of the country Hierarchical System The Influence Federal government has an enormous impact through its investment in both traditional physical infrastructure and in newer forms of technological infrastructure that affect the flow of ideas and information Massive flows of federal money helped fund the expressways and apartment buildings. But now federal government’s longstanding inattention is one reason why progress has been halting on so many NYMA issues The federal government establishes the opportunity structure for low-wage workers and dramatically affects the equation for regional equity Fair Housing Act Community Reinvestment Act Transportation Equity Act for the 21st Century (TEA-21) National Environmental Policy Act (NEPA) Clean Air Act Amendments Clean Water Act Endangered Species Act Central Government Level Planning Acts Structure Plan County, City & Town Local Government Level Development Plan Local Plan State Greater New York Metropolitan Counties Unitary Development Plan

Organization and Process Zoning
New York City is divided into three basic zoning districts: residential (R), commercial (C) and manufacturing (M). Development within these districts is governed by use, bulk and parking requirements. Zoning Regulations Zoning Amendments Each zoning district regulates permitted uses The size (bulk) of the building permitted in relation to the size of the lot The required open space for residential uses on the lot or the maximum amount of building coverage allowed on the lot The number of dwelling units permitted on the lot The distance between the building and the street The distance between the building and the lot line The amount of parking required Other requirements applicable to specific residential, commercial or manufacturing activities, including the size and placement of signs. A change to the zoning text and/or map may be necessary for new development, to recognize current conditions in the area or to facilitate public policy Review Process Dept. of City Planning Filing Affected Community Boards City Planning Commission Public Review & Hearings City Council Final Approval

Organization and Process Empire Zones
One of the most important incentives in the state of New York is the Empire Zones program which offers tax benefits Benefits of Empire Zone Detailed Benefits Tax Reduction Credit Great for new and existing businesses experiencing employment growth within the Empire Zone, a tax reduction credit can reduce or eliminate all New York State tax liability Real Property Tax Credit Property tax credits are available to qualified businesses located in the Empire Zone Wage Tax Credit Available for a five-year period, this incentive program allows qualified businesses to receive between $1500 and $3000 in tax credits per eligible employee Investment Tax Credit It is for industrial and production-oriented businesses located within the Empire Zone. Business could receive a 10% corporate tax credit and an additional 3% employment incentive credit will be available Sales Tax Refund Qualified businesses will receive a full 4% sales tax refund on all materials purchased for property improvements and renovations within the Zone Utility Rate Reduction This incentive is available for both tenants and landlords who occupy space in the Empire Zone 485e Property Tax Abatement For property owners who wish to improve their properties in the Zone, but do not want to incur additional taxes based on increased assessments. Qualified building owners can keep their low assessment tax rates for the next seven years Capital Credit Corporation Loan funds are available with below-market rates for leasehold improvements, equipment and real estate purchases to eligible Empire Zone certified businesses

Regeneration of Battery Park City
Battery Park City Case Battery Park City case is considered as one of the most successful city regeneration projects Regeneration of Battery Park City Situation Due to change of transportation means, Battery Park had been unused Business functions started to move out to other areas Security problems which had negative impacts on Wall Street Solution Set up the direction of regeneration by ‘The Lower Manhattan Plan (1966) Battery Park City Development Corporation and Battery Park City Authority were founded in 1968 Developed initial master plan in 1968 which was followed by amended master plan in 1979 Adopted open-bid system to select developers and used lease of land instead of sale Major Achievements Many Business buildings such as World Financial Center has been built 10,000 housing units, two hotels, and marina has been constructed or under construction In 1999, Battery Park City Development Corporation’s revenue reached over 100 million USD 30% of total area is developed as attractive space for leisure and cultural activities

Battery Park City Case Evaluation of success of the Battery Park City regeneration project reveals some important lessons Summary Findings Major Implications Clear Objectives Providing high quality of international business functions and supportive residential function in order to improve competitiveness of Lower Manhattan area Sound Strategy Building wide-range cooperation network Put vast amount of time in making master plan Innovative development techniques Issuing the long-term bonds based on future revenue projection Open-bid system by detailed specifications Transfer development rights to the Battery Park City Development Corporation Strong partnership among various actors based on social consensus Strategic utilization of public investment to induce participation from private sectors Separation development rights from ownership (lease of land) Regeneration project should be aligned with policy for whole region Private investment should be used in strategic manner (public interests) Phased-approach with stable financing Major Success Factors Major Lessons

Session I Discussion

Session I Presentations on Western City-Regions and Discussion

Similar presentations

Presentation on theme: "Session I Presentations on Western City-Regions and Discussion"— Presentation transcript:

Similar presentations

About project

Feedback

Log in

Auth with social network:

Session I Presentations on Western City-Regions and Discussion

Similar presentations

Presentation on theme: "Session I Presentations on Western City-Regions and Discussion"— Presentation transcript:

Similar presentations

About project

Feedback