URBAN AGE CITY TRANSFORMATIONS CONFERENCE

Transcription

1 URBAN AGE CITY TRANSFORMATIONS CONFERENCE October 2013 Jürgen Bruns-Berentelg HafenCity Hamburg GmbH The economics of good planning: integrating Hamburg All rights are reserved by the presenter

2 The Economics of Good Planning Integrating Hamburg and HafenCity Jürgen Bruns-Berentelg CEO HafenCity Hamburg GmbH Urban Age City Transformations Conference, Rio de Janeiro 24 October 2013

3 HAFENCITY: STRONG SEMI-STATE ROLE NEW FORMATION OF INTERESTS AND MARKETS City State of Hamburg a) Setting the political agenda b) State Commission approvals - development plans - land sales c) Prepares and grants: - development plans - urban design (guidelines) - building permits d) Finances and builds, partly as public-private joint venture: - schools - university - concert hall - science centre - subway Private / Public Sector HafenCity Hamburg GmbH (Quango) Financing - Acts as land owner of special asset city and port - Finances its activities from land sales process Developing - acts as master developer - development planning - plans and builds infrastructure (streets, bridges, quay walls) - public spaces (promenades, parks) - sets new frameworks for quality enhancement and innovations - acquires investors, sells properties - organizes communication, marketing Private Sector Private and institutional developers and investors - development of individual sites (exception Überseequartier: central retail area, 16 buildings)

4 OUTLINE The Hamburg Background HafenCity: Basic Features of Urban Ambition The Public and Private Value Generation Process

5 Vortrag Datum

6 THE ECONOMIC TRANSFORMATION OF HAMBURG HAMBURG S OPPORTUNITIES OF THE NINETIES Economic Transformation: Hamburg s New Opportunities in the Nineties Regaining a central position in the European port economy (the Iron Curtain between socialist Eastern Europe and capitalist Western Europe 50 km away from Hamburg restricted it s hinterland) High growth potential of the BRIC states could be absorbed due to strong established trade connections The economic and political restructuring of the 70 s, 80 s and early 90 s made available major areas for urban redevelopment, specifically in the inner city

7 THE ECONOMIC TRANSFORMATION OF HAMBURG POSITION IN THE POLYCENTRIC URBAN STRUCTURE OF GERMANY Hamburg s Position in the Polycentric Urban Structure of Germany (Berlin, Hamburg, Munich, Frankfurt, Stuttgart ) second most populous city in Germany 1,8 Mio inhabitants (city), 4,9 Mio inhabitants (metropolitan area) second most important sea port in Europe (but 105 km away from the North Sea, thus position of port as economic driver fraught with risk) strong global integration with broad mixed use economy but weak technology sector (in comparison to Munich and Stuttgart) except aircraft manufacturing one of the wealthiest city regions in Europe GDP per capital in purchasing power no. 4 in EU 27 governance structure: municipality and state (identical bounderies)

8 HAMBURG S GROWTH STRATEGY Metropole Hamburg Growing City (2002) The vision Growing city is conceived as a long-term development strategy, aimed to position Hamburg in the international competition of metropolitan regions and to lay the base for growth, both in terms of demographic and economic development. The program is oriented along four goals: 1. to develop Hamburg into an international, dynamic, innovative and culturally diversified metropolitan city 2. to promote above-average sustainable economic and demographic growth and environmental quality 3. to support Hamburg's talents and Hamburg's attractiveness for talents 4. to advance Hamburg as a fair-minded city worth living in. Strategic themes upgrade port facitlities support growth of SME-based economy Economic instruments cluster strategies state funded and state based agencies and a new development bank Added strategic foci within the last years primary education and pre school education strong increase in new built housing volume, including affordable housing

9 OUTLINE The Hamburg Background HafenCity: Basic Features of Urban Ambition The Public and Private Value Generation Process

10 HAFENCITY HAMBURG: KEY FEATURES HafenCity decision to establish HafenCity: 1997 masterplan: 2000 area: 157 ha waterfront: 10.5 kilometers central city area enlargement by 40% jobs homes for residents total investment volume approx bn time frame: city area HafenCity

11 HAFENCITY HAMBURG THE ECONOMIC AND POLITICAL DEVELOPMENT LOGIC low productivity land use in the core of the city (lost comparitive advantage as harbour space) high value for waterfront and city center uses and thus high self financing capacity of transformation; potential for mixed used downtown expansion; growth in the city centre assumed cross financing capacity for harbour expansion, paying for new major container terminal infrastructure (already restricted city state budget for infrastructure development in the nineties) due to ownership dividend of port land, owned by the city / state of Hamburg the assumed land ownership dividend to be used for port expansion allowed for a fast seperation from port related to city related governance structure.

12 HAFENCITY: THE RADICAL TRANSFORMATION OF HARBOUR SPACE INTO URBAN SPACE

13 HAFENCITY: THE BASIC URBANITY CONCEPT public spaces 10.5 km promenades, urban and water places, green (parks) 27 ha social institutions and networks culture/ entertainment facilities 2.5 mio. visitors p.a. places of consumption retail/food services/trades m² Überseequartier (as core area) approx. 14 mio visitors p.a. knowledge milieu (HafenCity University, Kühne Logistics University) approx. 2,3 Mio. sqm GFA residential and office mixed use 12,000 residents, more than 45,000 jobs

14 HAFENCITY: THE DRIVERS OF URBANITY residential 12,000 inhabitants matrix mix of use office 45,000 employees peripheral urban driver central urban driver peripheral urban driver science, education, social infrastructure leisure tourism peripheral retail / local supply & gastronomy Spillover effects consumer space Überseequartier retail/ gastronomy 65,000 m² GFA approx. 40,000 50,000 visitors per day Spillover effects tourism peripheral retail / local supply & gastronomy science, education, social infrastructure leisure culture culture Retail and gastronomy average productive retail highly productive retail with national and intern l orientation (including local supply) Retail and gastronomy average productive retail

15 GENERATING THE STRUCTURE OF A NEW DOWNTOWN DIFFERENTIATION OF CONCEPTS AND USES (SECOND FLOOR)

16 GENERATING THE STRUCTURE OF A NEW DOWNTOWN DIFFERENTIATION OF CONCEPTS AND USES (GROUND FLOOR)

17 GENERATING THE STRUCTURE OF A NEW DOWNTOWN DENSITY AND PUBLIC SPACE (380 jobs and 95 inhabitants per ha)

18 HAFENCITY 2012 / 2013: URBANITY OF A NEW DOWNTOWN

19 HAFENCITY 2013: GENERATING A NEW MARITIME IDENTIY

20 OUTLINE The Hamburg Background HafenCity: Basic Features of Urban Ambition The Public and Private Value Generation Process

21 PUBLIC AND PRIVATE VALUE GENERATION PROCESS COMMUNICATIVE CAPITAL FORMATION Communicative Capital Formation Generating the encounter capacity of people, institutions and places High public information density for economic decision making for social decision making Expansion of social roles of institutions Opening up public spaces for social and cultural tension Privileging voluntary cooperation and networks

22 THE PUBLIC AND PRIVATE VALUE GENERATION Economic Capital Formation a) increasing competitiveness, decreasing market risks, increasing the number of agents b) shifting from land price maximisation to quality generation in general 70% concept / 30% price based allocation in public tenders strong differentiation of prices to support spatial innovation, public ground floor uses and cultural uses and to generate a diverse population structure c) transforming spatial proximity into organisational / social proximity for economic cooperation and spillovers d) re-forming contractual (land) transfer processes into cooperation and learning processes and new incentives e) cultural capital formation f) the economics of green capital formation

23 ECONOMIC CAPITAL FORMATION: INCREASING COMPETITIVENESS, DECREASING MARKET RISKS level of competition among privatesector investors high type 1: residential and small scale office developments medium I type 2: major office developments centre in II III a type 3a: development of a shopping center low competition-/risk space III type 3: large-scale mixed use development low medium high state of Hamburg s risk exposure

24 ECONOMIC CAPITAL FORMATION: INCREASING COMPETITIVENESS, DECREASING MARKET RISKS level of competition among privatesector investors type 1: competitive spatial segmentation high I type 3: competitive negotiation (Überseequartier) medium I III II II low type 2: III non-competitive allocation low medium high State of Hamburg s risk exposure

25 ECONOMIC CAPITAL FORMATION: SHIFTING FROM PRICE MAXIMISATION TO QUALITY GENERATION / DIVERSIFIED URBAN ENVIRONMENT PLAZA PLAZA PROMENADE Mixture of Development Actors and Residential Concepts Investor / property developer (freehold, upmarket or luxury) Investor / property developer (freehold, medium price level) Investor / property developer (rental / freehold, medium price level) Office Building Joint Ventures (owner occupier communities) (freehold) Living concept for seniors (freehold / rental, upmarket) Residential building cooperatives (rental) Public amenities at ground floor / wharf levels (e.g. shops, restaurants, cafes, galeries)

26 ECONOMIC CAPITAL FORMATION: SHIFTING FROM PRICE MAXIMISATION TO QUALITY GENERATION / DIVERSIFIED URBAN ENVIRONMENT

27 THE PUBLIC AND PRIVATE VALUE GENERATION Economic Capital Formation a) increasing competitiveness, decreasing market risks, increasing the number of agents b) shifting from land price maximisation to quality generation in general 70% concept / 30% price based allocation in public tenders strong differentiation of prices to support spatial innovation, public ground floor uses and cultural uses and to generate a diverse population structure c) transforming spatial proximity into organisational / social proximity for economic cooperation and spillovers d) re-forming contractual (land) transfer processes into cooperation and learning processes and new incentives e) cultural capital formation f) the economics of green capital formation

28 TRANSFORMING SPATIAL PROXIMITY INTO ORGANISATIONAL / SOCIAL PROXIMITY FOR ECONOMIC COOPERATION AND SPILLOVER designxport exhibition, library if design arcades public space Greenpeace exhibition cultural exhibition space 2000 sqm galleries, office space

29 TRANSFORMING SPATIAL PROXIMITY INTO ORGANISATIONAL / SOCIAL PROXIMITY: UNILEVER HEADQUARTER

30 THE PUBLIC AND PRIVATE VALUE GENERATION Economic Capital Formation a) increasing competitiveness, decreasing market risks, increasing the number of agents b) shifting from land price maximisation to quality generation in general 70% concept / 30% price based allocation in public tenders strong differentiation of prices to support spatial innovation, public ground floor uses and cultural uses and to generate a diverse population structure c) transforming spatial proximity into organisational / social proximity for economic cooperation and spillovers d) re-forming contractual (land) transfer processes into cooperation and learning processes and new incentives e) cultural capital formation f) the economics of green capital formation

31 ECONOMICS OF CAPITAL FORMATION: RE-FORMING CONTRACTS AS COOPERATION PROCESSES Exclusive option granted to private developer for a limited period Features: Advantages: exclusive option granted by HafenCity GmbH to investor based on a fixed price ( per m² GFS) and according to process rules maximum option period 1.5 years sale of the site after architectural competition and building permit granted payment of sales price 4 weeks after signing sales contract construction starts 4 weeks after signing sales contract quality enhancement (architecture + urban design); public access stronger timewise coordination of developments avoids free rider strategies risk and cost reduction for developers increase in investment value

32 THE PUBLIC AND PRIVATE VALUE GENERATION Economic Capital Formation a) increasing competitiveness, decreasing market risks, increasing the number of agents b) shifting from land price maximisation to quality generation in general 70% concept / 30% price based allocation in public tenders strong differentiation of prices to support spatial innovation, public ground floor uses and cultural uses and to generate a diverse population structure c) transforming spatial proximity into organisational / social proximity for economic cooperation and spillovers d) re-forming contractual (land) transfer processes into cooperation and learning processes and new incentives e) cultural capital formation f) the economics of green capital formation

33 PLANNING CULTURAL SPACES IN HAFENCITY Iconic Spaces Mixed use Spaces Public Spaces Temporary Spaces Cultural Quarter (newly built, historical) (newly built) (newly built) Elbphilharmonie Concert Hall Int. Maritime Museum Science Center (not persued) ground floor often publicly related medium size spaces ( sqm); spatially dispersed regular and temporary uses, wide range of activities e. g. Magellan Terraces, Marco Polo Terraces Lohsepark former harbour spaces (limited short term use) Strandkai Baakenhöft (10 years) ships, 8000 sqm logistics space, open space, (waterfront) Oberhafen Quarter sqm former logistics space, (partially waterfront)

34 THE PUBLIC AND PRIVATE VALUE GENERATION Economic Capital Formation a) increasing competitiveness, decreasing market risks, increasing the number of agents b) shifting from land price maximisation to quality generation in general 70% concept / 30% price based allocation in public tenders strong differentiation of prices to support spatial innovation, public ground floor uses and cultural uses and to generate a diverse population structure c) transforming spatial proximity into organisational / social proximity for economic cooperation and spillovers d) re-forming contractual (land) transfer processes into cooperation and learning processes and new incentives e) cultural capital formation f) the economics of green capital formation

35 CONCLUDING COMMENTS THANK YOU FOR YOUR ATTENTION! Jürgen Bruns-Berentelg CEO HafenCity Hamburg GmbH

36 Five Innovation Paths of HafenCity: Development jobs, residential units: Is there more to it? Urban Structure Identity Social Structure and Cohesion Cultural / Science Spaces Ecologiocal Sustainability Basic Features (at Masterplan level, open Masterplan) Fine grained horizontal and vertical mixture of uses High importance of network of public spaces with diverse features Waterfront and public space generation Horizontal integration of Old and New City Red brick as important building material Not defined at masterplan level Not defined at masterplan level Not defined at masterplan level though to be provided. Favoural urban structure, and flood protection concept integrating flood protection, and car parking into a new urban topography Evolution of Concepts, Strategies and Projects Differentiation of Activities and Actors Creation of New (Spatial) Concepts Acquisition Processes of Developers / Users Spatial segmentation to create diversity and wide spread of market uses Special emphasis on ground floor uses (public uses land price reduced) Priority access for major (office) users (reduction of speculative development) In residential development tender based either on fixed prices with concept priority or with concept priority (70% concept; 30 % price) Strategic Generation of Diversity of Uses Open mixed-use shopping area (reset program) Identity Generation of HC as public space Everyday uses Cultural activities Concerts Maritime activities Cruse Ship Terminal Historical Maritime Heritage Traditional harbour Maritime museum Historic quay walls Concert Hall on Top of a Storage Building / Public Access (2016) Place for major companies and living alike Residential Development also by Housing Cooperations and Community Housing (2003/4) 33% Affordable Housing Integration and price capped Housing 2010/11 New program for disabled and aged people (2013) Urban Social Infrastructure (e.g. schools, kindergarten, neighbour-hood meeting houses) Social Networks and Neighbourhood Generation. (e.g. Netzwerk e.v.) Maritime Museum (2009) New Concert Hall Elbphilharmonie (2016) Cultural quarter Oberhafen Cultural programs Cultural cooperation and network structure (2010 ff.) HafenCity University (2013) Kühne Logistics University (2010), Medical School and several smaller higher educational branch institutions Heating energy supply 2003 / 2009 public tender (CO 2 benchmark 2009, 92 % renewable) Generating Physical and Legal Compatability of Harbour and Residential Uses in 2003 Building certification system 2007 (70 % gold standard in Central, 100% in Eastern HafenCity) Urban transport: Hydrogen fuel station 2012 New subway U Rental Bike system Electro Car sharing Reduction of car use from an average of 47% of traffic movements in Hamburg to % in HafenCity Land use efficiency and interaction density Walkability maritime culture Global and local representation; lively place Social mix and encounter capacity (avoiding exclusion) U r b a n i t y Cultural and knowledge milieu Multidimensional Sustainability

37 The Urban Design Culture of HafenCity Scalar Levels I HafenCity (Community Level) II Intermediate (Ten City Quarters) Masterplan 2000 (flexible & open) Winner Masterplan Competition: K. Christiaanse (today ETH Zurich / KCAP), Draft and Final Version: HafenCity Hamburg GmbH / Ministry of Urban Development and Environment Functional Plan for each City Quarter Masterplan Revision 2010 Eastern HafenCity Masterplanner: KCAP / HafenCity Hamburg GmbH / Ministry of Urban Development and Environment Urban Design Competitions (before the start of the development of an area; participants) Landscape Competitions (1 to 3 quarters; approx. 30 participants for each competition) Winners: EMBT, Barcelona BBGG, Barcelona Vogt, Zurich Loidl, Berlin Private competitions on site: Diverse landscape architects III Mikro (Site Level) Individual Buildings (100 to 150 buildings) Architectural Competitions private buildings: 4 to 12 participants depending on the size of the building Infrastructure (Bridges) (joint architectural / engineering competitions) public buildings: up to 100 participants No competition: for very few buildings (e.g. Elbphilharmonie) Public Competitions Private Competitions