Presentation Amsterdam Montserrat Pareja


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Presentation Amsterdam Montserrat Pareja

  1. 1. Re-inventing the city: creativity, knowledge and urban regeneration in Barcelona Accommodating Creative Knowledge: Urban and Regional Policy Perspectives Amsterdam, May 27 th 2009 Montserrat Pareja Eastaway University of Barcelona
  2. 2. Contents <ul><li>Barcelona, a popular place </li></ul><ul><li>Barcelona, the context </li></ul><ul><li>Re-inventing Barcelona </li></ul><ul><ul><li>Meaning </li></ul></ul><ul><ul><li>Event-related developments </li></ul></ul><ul><ul><li>Establishing pathways </li></ul></ul><ul><ul><ul><li>Culture-oriented internationalisation </li></ul></ul></ul><ul><ul><ul><li>Strategic planning </li></ul></ul></ul><ul><ul><ul><li>22@ </li></ul></ul></ul><ul><li>Enablers and inhibitors of success </li></ul>
  3. 3. Barcelona, a popular place
  4. 4. Barcelona: a popular place <ul><li>City for business </li></ul><ul><li>European Cities Monitor </li></ul><ul><li>1990: BCN 11; 2007: BCN 4 (behind Londres, Paris, Frankfurt) </li></ul><ul><li>Catalunya (Barcelona) and atraction of Foreign Direct Investment </li></ul><ul><li>4rth position in European ranking </li></ul><ul><li>Barcelona and quality of life for workers </li></ul><ul><li>1st position (during 10 years) </li></ul>
  5. 5. Barcelona: a popular place Leisure supply Fairs and international events Human scale Mountains and seaside Environment at work Availability of infrastructures Quality of services Public policies and strategic vision International connectivity
  6. 6. Barcelona, the context Economic transformation <ul><li>… recent transformation towards a service economy </li></ul><ul><li>… but still one of the most industrialised regions in Spain </li></ul><ul><li>… dual landscape of the metropolitan region with respect to the centre : industrial sector (region) vs. service sector (city of Barcelona ) </li></ul><ul><li>… specialisation in diversity with emergent sectors …. </li></ul>
  7. 7. Barcelona, the context Emergence of Creativity and Knowledge <ul><li>We were a heavily industrialised city, we have suffered a major tertiarisation of the economy and now we bet for new sectors. We want to turn Barcelona in a large centre of cultural production </li></ul><ul><li>Jordi Hereu, Mayor of Barcelona , February 2008 </li></ul>
  8. 8. Barcelona, the context Emergence of Creativity and Knowledge <ul><li>Barcelona, path dependant on creativity and culture  existence of a “cultural milieu” </li></ul><ul><li>Barcelona provides an adequate “atmosphere” for creatives (soft factors) </li></ul><ul><li>The main urban transformations of Barcelona are linked to large (cultural) events </li></ul><ul><li>Barcelona has profited from historical pathways where creativity but not knowledge has a long standing tradition. </li></ul>
  9. 9. Barcelona, the context Emergence of Creativity and Knowledge Employment in creative sectors over total employment. Barcelona province
  10. 10. Barcelona, the context Emergence of Creativity and Knowledge Employment in knowledge sectors over total employment. Barcelona province
  11. 11. Re-inventing the city: meaning <ul><li>Developing new economic trajectories? </li></ul><ul><li>Reorienting urban specialisation? </li></ul><ul><li>Identifying future targets? </li></ul><ul><li>Re-writing the official discourse? </li></ul><ul><li>Renewing citizen’s trust in public action? </li></ul><ul><li> Top – down approach to the future </li></ul>
  12. 12. Re-inventing the city Event-related developments
  13. 13. Event-related developments The Olympic Transformation <ul><li>Barcelona became well-known at the international arena </li></ul><ul><li>Emergence of a Barcelona Model: governance and innovation </li></ul><ul><li>The internationalisation of the Barcelona “brand” </li></ul>
  14. 14. Event-related developments A Barcelona model Consensus Trust Legitimacy
  15. 15. Re-inventing the city Establishing pathways <ul><li>Culture-based internationalisation of the city </li></ul><ul><li>Strategic planning </li></ul><ul><li>22@ </li></ul>
  16. 16. Establishing pathways: culture-based internationalisation <ul><li>Existing cultural “milieu” </li></ul>
  17. 17. Establishing pathways: culture-based internationalisation <ul><li>Promoting culture </li></ul>
  18. 18. Establishing pathways: Strategic planning
  19. 19. Establishing pathways: Strategic planning <ul><li>Knowledge </li></ul><ul><li>Mobility and accessibility </li></ul><ul><li>Promotion of strategic sectors </li></ul><ul><li>Infrastructures and equipments </li></ul><ul><li>Sustainability and environment </li></ul>
  20. 20. Establishing pathways: 22@ <ul><li>1 . Increase the knowledge base through the generation of knowledge </li></ul><ul><li>2. Increase the knowledge basis by attracting knowledge </li></ul><ul><li>3. Intervention in transference and exchange of knowledge </li></ul><ul><li>4. Management and commercialization of intellectual property and knowledge products </li></ul><ul><li>5. Re-investment in knowledge: profits re-oriented to the production of knowledge </li></ul><ul><li>6. Development of support for knowledge activities </li></ul><ul><li>7. Compatibility in the development of complementary activities and knowledge activities </li></ul><ul><li>8. Intervention in complementary infrastructures, specially transport </li></ul><ul><li>9. Land for knowledge activities </li></ul><ul><li>10. Intervention over quality of life </li></ul><ul><li>11. Intervention over the social system </li></ul>
  21. 21. Establishing pathways: 22@ <ul><li>                                                                                                                                                                          </li></ul>1960-1990; obsolescent industrial area
  22. 22. Establishing pathways: 22@ <ul><li>                                                                                                                                                                          </li></ul>1998: governmental debate Conversion into a residential area Preserve productive vocation
  23. 23. Establishing pathways: 22@ <ul><li>                                                                                                                                                                          </li></ul>New model of compact city
  24. 24. Establishing pathways: 22@ <ul><li>                                                                                                                                                                          </li></ul>2001-2008. Transformation Identification of available land Land planning Urban management Corporative Projects Infrastructures Building Compact city
  25. 25. Establishing pathways: 22@ <ul><li>                                                                                                                                                                          </li></ul>5 clusters
  26. 26. Enablers and inhibitors of success <ul><li>Enablers </li></ul><ul><li>Trust gained in the political strategy </li></ul><ul><li>Definition of long term strategies , agreed by key actors </li></ul><ul><li>Availability of “soft” location factors </li></ul><ul><li>Cultural asset </li></ul><ul><li>The Barcelona brand as competitive advantage for priority sectors </li></ul><ul><li>Political stability of the Barcelona city council </li></ul><ul><li>Top-down approach in providing facilities like the innovative district 22 @ </li></ul><ul><li>Inhibitors </li></ul><ul><li>Difficulties in changing the productive model: low salaries and productivity </li></ul><ul><li>S carce investment in R&D </li></ul><ul><li>Limited capability to attract multinationals </li></ul><ul><li>Need to improve infrastructures </li></ul><ul><li>Weak educationa l structures </li></ul><ul><li>Lack of coordination between the different local governments </li></ul><ul><li>An “ excessive” leadership assumed by the city of Barcelona </li></ul>