lisbon led strategy
TRANSCRIPT
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Local Sustainable Development
Strategy for the City of Lisboa
Arq.to Joo Basto
Alexandria
March of 2006
Foto APL
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1. Who shaped the LED Vision and based on what analytical studies
(e.g. local economy assessment, including Competitiveness and
SWOT, building baseline data) and Consultation Process?
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LOCAL ECONOMIC DEVELOPMENT STRATEGY|Local Polit ical Power
(democratically elected Local Elections)|
Cmara Municipal (City Council)|
Assembleia Municipal (City Parliament)|
Assembleias de Freguesia (Submunicipal body)
Absence of elected regional pol itical power Central Administration has regional offices -
(Comisses de Coordenao e DesenvolvimentoRegional - CCDR).
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MUNICIPAL ENTERPRISES|
Economic Promotion: AMBELIS - Agencyfor the Economic Modernisation of
Lisboa, S.A |Urban Rehabilitation: SRU, EM - UrbanRehabilitation Societies
|Urban Development and Housing: EPUL,EM Public Enterprise for theUrbanization of Lisboa
|
Tourism: ATL - Visitors and ConventionBureau
|Knowledge and Technology based
Business: LISPOLIS TechnologicalPole of Lisboa
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PDM
PROT-AML
SECTORIAL
STUDIES
Strategic Vision
PMOTs
URBAN
MANAGEMENT
ARTICULATIONS WITH THE PDM
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Cmara Municipal de Lisboa is responsible fordefining the local development strategy and
elaborates the two main planning instruments:
Urban Master Plan (1994; 2004 - Revision) Strategic Vision - Lisboa 2012.
The Urban Master Plan incorporates the LocalSustainable Development Strategy through thedefinition of the Territor ial Spatial Structure Model
and the classif ication of the urban space and theRegulations.
The Whole System for Strategic Planning in Lisboainvolves the following:
:1. Strategic Vision - Lisboa 2012;2.Revision of the Urban Master Plan;3.Local Plans and Strategic Projects;
4.Studies and Reports;5.Annual Action Programmes and Budget6. Local Agenda 21
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Revision of Lisbons PDM
Article 5 Strategic public interests
1.In application of the present Plan, themunicipal bodiesand services will pursue theprincipal public interests in the
municipal territory, inparticular those of a social, historical, economic, cultural, natural and landscape nature.
2. Municipal bodiesand services will pursue, in particular, the following strategic public interests:
a) Protectionand enhancement of the citys eco-systems;b) Urban renewal and enhancement;
c) Improvement of mobility conditions;
d) Enhancement of public spaces;
e) Protectionand enhancement of the citys cultural values;
f) Modernisation of support structures for economic, social and cultural activities;g) Affirmation ofa neighbourhood logic and polycentric organisation of the citys territory;
h) Inversion of the downward trend in the resident population;
i) Integration of Lisbon in a metropolitan project;
j) Promotion of a public image of a cosmopolitan city of high international value
3. In the pursuit of these public intrerests, themunicipal bodies and services must consider:
a) Essential priorities, strategic development lines, general implementation guidelinesand general and specific
norms of thePROTAML;
b)The mission, development axesand values consecrated within thePDM;
c) Guideline principles, structuring elements and basic organisational elements of the spatial structure model ofthe territory of Lisbon.
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STRATEGIC VISION - LISBON 2002 - 2012
WEAKNESSES STRENGTHS
Mobility and Transport Access
Migration of Population away from HistoricCentres
Shortage of Proximity Facilities
ObsoleteIndustrial Areas
Insufficient Production Presenceand Activities
Natural and Heritage Conditions
Humanand Scientific Resources
Atlantic-Mediterranean Geo-strategic location
Central Functionsas a European Metropolis/Capital
Connectivity and Insertion in Supra-national Networks
WEAKNESSESSTRENGTHS
STRATEGIC PLAN FOR LISBON 1992STRATEGIC PLAN FOR LISBON 1992
Mobility / Transport Access
Living Conditions
Cultural Entertainment and Facilities Decadence of traditional industrial system
Natural and Heritage Conditions
Human and Scientific Resources
Capital - Central Functions
Geo-strategic location Chaotic spread of tertiary activi ties
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2. What Role the Private Sector Played during the Strategy-Making
process? How you got them attracted to involve themselves
sufficientlyand effectively in the consultationprocesses?
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STRATEGIC PLAN FOR LISBON
Diagnosis
Forecasts
Strategic Development Lines
Objectives and Strategies
Policies and Programmes
Strategic Plan
Lisbon, Atlantic Capital
of Europe
Priority Plansand
Intervention ProjectsStrategic Planning
Urban Planning Norms
Municipal Master Plan
General Urbanisation Planfor
LisbonPreventive Measures
Provisional Norms
Planningobjectives, concepts and criteriaStrategic Charter
Sectorial Studies
Metropolitan Coordination
Urban initiatives and programmes
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Participation14 Thematic Workshops (2002-2005):
Mobility, Urban Renewal/Agenda Local 21, Distributionand logistics, Economic Activities,
Loading and Unloading activities, Education, Instruction, Housingand Social Action, Tradeand
Supplies, Archaeologyand Tourism.
6 Participation Forums for Revision of the Municipal Master Plan (PDM)
From Urban Renewal of HistoricCentres to Enhancement of Outlying Areas in the City of
LisbonMobility in Lisbonand Transport Operators Policies
Facilities: Education, Social Actionand Sports - Strategies
Heritageand Cultural Components in Revision of the PDM
Environmental Components in Revision of thePDM
Strategic Visionand the NewMunicipal Master Plan
2 Forums of the European Entrepreneurs Day in Lisbon (2004 2005)
Exhibition Revision Process of the PDM
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Estudos Urbansticos - 2004
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INTERVENTION INSTRUMENTSINTERVENTION INSTRUMENTS
IndirectSurvey, opinion polls
PassiveDirectMeetings, exhibitions withregistration of opinions, debate
ClaimsSocial, claim-based and protestmovements
Active
Type ofType ofParticipationParticipation
ProposalsParticipation with proposalsfounded on plans, programmes,works or financial co-funding
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The Participation Forum is an important instrument composed of variousthematic sections, including the involvement of social and economicagents, non-governmental associations, in order to promote informationand contractual agreements. As a result of its creation there will be greaterparticipative democracy, thus stimulating the emergence of pro-active
citizenship.Currently, and taking into account the inevitable evolution of concepts, we
propose the following order of Thematic Sections:
Mobility and Transports Section; Housing Section; Social Action Section;
Environment and Natural Resources Section; Culture and Heritage Section; Economic Development and Entrepreneurship Section; Modernity and Innovation Section.
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3. How the city moved froma Vision and Objectives into Action Plan&
Implementation(Action Plan Matrix of Programs and Projects?, Capital
Investment Plan?, Other?) and what shapes of PPP was formally
sought and institutionalized?
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1. Make Lisbon an attractive cityin which to live and work
2. Make Lisbon competitive withihthe framework of Iberian andEuropean cities
3. Lisbon, a structuring capital-metropolis
4. A modern, efficient and sharedadministration
4 STRATEGIES FOR CHANGE
1. Lisbon, City of Neighbourhoods
2. Lisbon, City of Entrepreneurs
3. Lisbon, City of Cultures
4. Lisbon, City of Modernity and
Innovation
STRATEGIC PLANFOR LISBON (1992) LISBON 2012STRATEGIC VISION
LISBOA CITY OF NEIGHBOURHOODS
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PriorityPriority toto Urban Rehabilitation of theUrban Rehabilitation of thehistorical Cityhistorical City CentreCentre
1022 IntimaciesAdministrativePossession de 100
Buildings
PROGRAMMESRECRIA / REHABITA / RECRIPH
450 Approved240 Buildings concluded
20022002 -- 20052005HISTRICAL NEIGHBOURHOODS
MEGA REHABILITATION WORKS
AlfamaBairro Alto e BicaMadragoa e S. PauloMourariaS. Bento
Baixa-Chiado
124 BUILDINGS70 Municipal54 Private
130 M
OTHER WORKS264 BUILDINGS
103 Municipal161 Coercive
TOTAL INVESTMENT55 Milhes de Euros
TOTAL INVESTMENT
LISBOA CITY OF NEIGHBOURHOODS
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Priority AxisPriority AxisPRAA DO CAMPO PEQUENO
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AV. 24 DE JULHOPriority AxisPriority Axis
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Priority AxisPriority AxisAV. DA LIBERDADE
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Priority AxisPriority AxisRUA ALEXANDRE HERCULANO
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Priority AxisPriority AxisRUA / PRAA DE SO PAULO
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Priority AxisPriority AxisRUA DO ALECRIM / MISERICRDIA
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DetailedPlan of the
UTL
Possibil ity ofinstal lation of R&D
activities in
articulation w ithcompanies
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LISPOLIS PRESENT SITUATION
The area currently foreseen for expansion of theTechnological Pole is integrated within a degraded andfragmented urban environment. This urban area currentlyhosts over 50 high-potential companies and institutions:CPDDELPHIRINAVEFORINOAFTEMANEMMANETIE
The area is constituted by warehouses, an illegalneighbourhood (AUGI), services and the Lispolis-Technological Pole. Given the need to enhance this urbanarea (above all the AUGIs), the illegal Neighbourhood of
Azinhaga dos Lameiros will be subject to an urban
renewal initiative, including the rehousing of localresidents.
The objectives of the LISPLIS association, created in 1991,is to manage and promote the Technological Pole, involving
the participation of the following founding bodies:
Rotunda deTelheiras
1
2
3
21 3
Azinhagados
Lameiros
Instalaes do Metrona Pontinha
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http://gesturbe.cm-lisboa.pt
Urban ManagementUrban Management
ChangesChangesNew application system forintegrated, automatic and geo-referenced management oflicensing processes and allrelevant urban information (data,
maps, aerial photographsplanning restrictions, etc, etc),including an end-user Web
interface with restricted accessfor process consultation.
- Decided processes withapproval: 10.584 (2004-2005)
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4. What institutional arrangement introduced? Did the city established
and new agency or department, e.g. LED Department or City
Development Agency, and where budget comes from?
MUNICIPAL ENTERPRISES
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MUNICIPAL ENTERPRISES
LISBOA E-NOVA - Municipal Agency for Energy and Environment AMBELIS - Agency for the Economic Modernisation of Lisboa, S.A
Associao Msica-Educao e Cultura - Lisbon Metropolitan Orchestra
ATL - Associao Turismo de Lisboa - Visitors & Convention Bureau
Baixa Pombalina, SRU - Urban Reabili tation Society, EM
EGEAC - Empresa de Gesto de Equipamentos e Animao Cultural
EMARLIS - Empresa Pblica Municipal de guas Residuais de Lisboa, EPM
EMEL - Empresa Pblica Municipal de Estacionamento de Lisboa, EM
EPUL - Empresa Pblica de Urbanizao de Lisboa
GEBALIS - Gesto de Bairros Municipais de Lisboa, EP
Lisboa Ocidental, SRU - Sociedade de Reabilitao Urbana, E.M.
LISPOLIS - Associao para o Polo Tecnolgico de Lisboa
MARL - Mercado Abastecedor da Regio de Lisboa, S.A.
SRU Oriental, Sociedade de Reabilitao Urbana, E.M.
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5. What M&E system put in place? Who is in charge of monitoringand
who is in charge of newdata collectionand update?
PROCESS OF LOCAL AGENDA 21PROCESS OF LOCAL AGENDA 21 -- ICLEIICLEI
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1. Agreement on Vision
2. Identify problems and causes
3. Establish objectives
4. Place priority on problems
5. Establish targets Identify action options
6. Create programmes to attaintargets
7. Formalise an Action Plan
9. Evaluate the Result
8. Implement and Inspect
European Common IndicatorsEuropean Common Indicators
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European Common IndicatorsEuropean Common Indicators
Obligatory indicators
1. Degree of citizens satisfaction with the local community
2. Local contribution for global climate change
3. Local Mobility and Passenger Transport
4. Availability of public green spaces and local services
5. Local air quality
6. Childrens travel arrangements to / from school
7. Sustainable management of the local authority andlocal commerce
8. Sound pollution
9. Sustainable use of the soil10. Products that promote sustainability
Voluntary indicators
Principal preocupao ambiental em relao
Main environmental concern in relation to the city of
Li b
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cidade de Lisboa
37%4%8%
12%
16%
23%
Poluio do ar Limpeza das ruas
Poluio sonora Falta de civismo dos vizinhos
Estado dos jardins e espaos verdes Outros
Lisbon
Air pollution
Sound pollution
State of parks and green spaces
Clean streets
Lack of civism from neighbours
Other
Principal preocupao ambiental da freguesia
33%7%11%
13%
17% 19%
Limpeza das ruas Falta de civismo dos vizinhos
Poluio do ar Estado dos jardins e espaos verdes
Poluio sonora Outros
Main environmental concern in relation to parish
Clean streets
Air pollution
Sound pollution
State of parks and green spaces
Other
Lack of civism from neighbours
Source: Opinion Survey of 10 years of the Environment CML (April 2000)
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6. What were in your view the keys for success and best practice in
your LED strategy preparation, management and implementation?
RANKING EUROPEU Melhores Cidades para Investir
20051990 2001
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2005
1. Londres
2. Paris3. Frankfurt
4. Bruxelas
5. Barcelona
6. Amsterdo
7. Madrid
8. Berlim
9. Munique10. Zurique
11. Milo
12. Dublin
13. Praga14. Lisboa
15. Manchester
16. Dusseldorf17. Estocolmo
1990
1. Londres
2. Paris3. Frankfurt
4. Bruxelas
5. Amsterdo
6. Dusseldorf
7. Zurique
8. Genebra
9. Milo10. Glasgow
11. Barcelona
12. Munique
13. Manchester14. Hamburgo
15. Berlim
16. Lisboa17. Madrid
2001
1. Londres
2. Paris3. Frankfurt
4. Bruxelas
5. Amsterdo
6. Barcelona
7. Zurique
8. Madrid
9. Berlim10. Munique
11. Milo
12. Genebra
13. Dublin14. Manchester
15. Estocolmo
16. Lisboa17. Dusseldorf
Fonte: CWHB, 2005
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7. What advise, after your experience, would you give to a city
launching anLED strategy?
Advisable steps in order to initiate a Local a Development Strategy
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1. Inventory of actorsand agents of the city
2. Carry out efective diagnosis with the university and specialists in order to buildClusters
3. Reevaluation of the Municipal Organic Structure, identifying bottlenecks and potentialsynergiesand exchange of information between services
4. Constitution of the Participate Council of the City (II Strategic Plan for Lisbon), with Central
Government bodies, operators and agents that sign protocols in order to contractualise and
implement initiatives
5. Fostering of citizen participation through constitution of neighbourhood associations and
support from voluntary organisations
6. Preparation of Action Plans and projects for good environmental practises, by groups of
parishes, reinforcing the environmental components of urban development, in accordance
with the process of theLocal Agenda 217. Assembly of a computerised system of urban monitoring indicators of various policies and
projects, with emphasis on urban renewal, restricted traffic in historic neighbourhoods, the
degree of implementation of plans, amongst many other aspects
8. Constitution of the Housing Observatory with emphasis on the problem of unoccupied homesin the city of Lisbonandstimulation of the rental market
9. Promotion of public-private partnerships aimed at construction of the proposed civic centres
10. Consolidation of networks of equipment facilities for collectiveuse
11. Complete the road network (Structuring Network, Main Distribution Network, Secondary
Distribution Network, Proximity Network, Local AccessNetwork)