The Comparative Domestic Policy Program
Advisory Committee Meeting
January 31, 2008
Turin, Italy
The German Marshall Fund of the United States is a non-partisan American
public policy and grantmaking institution dedicated to promoting greater
cooperation and understanding between the United States and Europe. GMF
does this by supporting individuals and institutions working on transatlantic
issues, by convening leaders to discuss the most pressing transatlantic themes,
and by examining ways in which transatlantic cooperation can address a variety
of global policy challenges. In addition, GMF supports a number of initiatives to
strengthen democracies. Founded in 1972 through a gift from Germany as a
permanent memorial to Marshall Plan assistance, GMF maintains a strong
presence on both sides of the Atlantic. In addition to its headquarters in
Washington, DC, GMF has seven offices in Europe: Berlin, Bratislava, Paris,
Brussels, Belgrade, Ankara, and Bucharest.
Established in 1563 as a charitable brotherhood to help the poor and fight usury,
the Compagnia di San Paolo is nowadays one of the most important European
private foundations. Together with its operating foundations and research
centers which the Compagnia has set up in the last ten years, the Compagnia is at
the center of a system that could be described as a “non profit group”. With
assets amounting to 9.2 billion euro (as of December 31, 2007), the Compagnia is
one of the largest foundations in Europe. From its headquarters in Turin, it
operates mostly in Italy but its geographical scope, which includes Europe and
beyond, allows the Compagnia to boost its role as a major international player in
the world of philanthropy. As stated in its Articles of Association, the
Compagnia pursues “goals of social good, to foster civic, cultural, and economic
development” in the community in which it operates. The Compagnia is
engaged in the following sectors: scientific, economic and juridical
research; education; art; culture; healthcare and welfare. The Compagnia’s
approach to the above fields focuses on the use of knowledge and solid research.
The Comparative Domestic Policy Program works to build a Transatlantic Cities
Network of civic leaders, experts, and practitioners from cities in the United
States and Europe to share innovative approaches to challenges affecting cities
and regions, including urban economic development, sustainable development
and energy, and changing demographics and social policy.
Table of Contents
Introduction
Welcome to Turin
The Comparative Domestic Policy Program
Policy Areas
Goals and Objectives
CDP Calendar of Events
The Transatlantic Cities Network
Introduction and Selection Criteria
SWOT Analysis of American Cities
SWOT Analysis of European Cities
CDP Fellowships
Biographies
Appendix
WELCOME TO TURIN
Turin is located in the Piedmont region of north Italy, on the plain of the river Po,
south of the western Alps. The city is known as the 'Italian Detroit', and despite
major job losses due to restructuring in the 1980s, its economy is still strongly
linked to the car and car components industries. Major car companies currently
located in the city include Fiat, SKF, Bertone, and Italdesign. Indeed, 30% of the
sector's national employment is concentrated in the region. Other important
industrial sectors in the city include industrial automation, aeronautical parts,
information technology, and satellite systems. The food and drinks industry is
also important, with Lavazza (coffee), Cinzano, and Martini & Rossi all located in
the city. Textiles, banking and insurance, and publishing are also large
employers.
The city has an important university, Turin Polytechnic, with over 20,000
students, and is also strong on research and development. There are 90 research
and development centers in the city, making Piedmont the region with the
highest private spending on research and development in Italy. Although the last
20 years have seen a transformation of the economy with the loss of jobs in large
industrial companies, this has been counterbalanced by an increase in small firms
in the city.
The overall population of the city has decreased in recent years, with an increase
in the proportion of elderly people. There have also been important waves of
immigration, from countries in North Africa, and from the former USSR.
Turin is a significant pole of the European transport network, at the intersection
of the lines from France and Switzerland, towards Milan and the east, and
Bologna and Genoa to the south. The city also has its own international airport
(Caselle), and good access to the airports in Milan and Zurich. The arrival of a
high speed railway line will link Turin to the European high speed network. In
addition, accessibility will be improved within the city, through a project
currently underway to create a new underground metro in the city centre.
The city has a rich cultural heritage with monuments such as the Palazzo Reale
and Palazzina di Caccia di Stupinigi, testimony to Turin's role as capital during
the early years of unification. Other attractions include the Sacra Sindone (an
important Christian relic), the Egyptian Museum (Museo Egizio), the Car
Museum, the art gallery Castello di Rivoli and the City's Modern and
Contemporary Art Gallery. The annual Book and Music Fairs also attract many
visitors.
Turin City Council is made up of 50 members. The municipality plays an
important role in a range of public policies, including urban planning, public
transport, waste disposal and treatment, education, culture and social services.
The wider Turin province has responsibility for health, the environment, culture,
and education policies.
Location
Turin is part of the most densely populated and economically active regions of
the continent: a backbone that runs from London to Turin through Benelux,
Germany and Switzerland. This region has been the main stage for the history of
Europe. From Roman Britain to Flanders, from Franche Comté to Burgundy,
from Switzerland to the western provinces of the Empire, the cities in this belt
are the original urban heartland of Europe. But Turin is also strategically
projected towards new markets and new trading partners - along the "Latin
Axis", that runs from Madrid and Barcelona to the Midi in France, through the
Po Valley and on to the south and east.
Turin's historical and economic links with Europe are confirmed by its efficient
infrastructure network. Five railway stations, two of them international,
guarantee easy access from all of Italy and bordering countries: four pairs of
high-speed trains travel between Turin and Paris in little more than five hours.
In the mean time, work has begun to transform the Turin-Milano line into a highspeed rail link, which in just a few years will make it possible to travel between
the two cities in less than one hour.
Six different motorways connect Turin to major European cities: Milan in 60
minutes, Genoa in 90, Nice and Geneva in two and a half hours, Lyon in three
hours and Zurich in four. New projects will further improve road links with
Switzerland (completion of the Sempione motorway) and France (the new
Mercantour and Colle di Tenda tunnels).
Design for the Future
The quality of city space is an increasingly important development factor.
Amongst the great changes underway in Turin, the most radical work is the
construction of the "crossrail" system, which will quadruple the amount of track
and lay 15 kilometers of lines underground. This is a project of major
importance, both for the resources involved and the consequences on the
organization of urban space.
In addition to improving the efficiency of public transport (separating national
and international traffic from regional and metropolitan lines), the crossrail will
make valuable space available to the city. The avenue created above the railway
line - the so-called "royal backbone" - will become the main north/south trunk
route, and putting the lines underground will provide new road links between
various areas of the city. Several hundred hectares previously used by the
railways, steelworks and engineering industries, located along the railway in the
late 19th century, will be recovered for social and business use, offering the
opportunity for overall radical improvement of parts of the city that are now
central and highly accessible.
The project "The Gate, Living not Leaving" is very important for the rebirth of the
district of PortaPalazzo/Borgo Dora. Action has been taken to improve roads
(the underpass of Corso Regina Margherita), property (the refurbishment of
façades) and to promote the area (such as the relaunch of the Balôn, the
traditional flea market). Alongside the redesign of urban spaces and the
regeneration of the historical and architectural heritage, environmental and
social steps have been taken to improve daily life in the district through the
participation in the project of everyone who lives and works there.
To improve the urban environment, a unified appearance must be given back to
both the centre and suburbs. This is being done in Turin through building
rehabilitation and the clean-up of run-down areas, but also and more
importantly by redesigning spaces, bringing out the specific features of each area
and re-creating their urban identity. The "Special Suburbs Projects", an initiative
launched by the City in 1997, pursues the model of a multi-centered Turin, where
each district is capable of making the most of its human, economic and cultural
resources; many small, different but complementary, towns, which together
represent the wealth of the urban system.
Technology
Design, the real creative strong point in Turin's industry, stems from the desire to
make fine objects and make them well - something deeply rooted in the city's
manufacturing tradition. In Turin, style has always been partnered by
technological progress. The evolution of form has moved forward in step with
the development of production techniques.
This explains the extraordinary concentration of industrial design here. There are
almost one hundred companies just in the province of Turin. Some of the largest
and most famous in car design include Bertone, Idea, Italdesign-Giugiaro and
Pininfarina cars, but also much more. The "Made in Turin and Piedmont" label
has also established itself for its specialization and creativity in fashion.
Piedmont has an age-old tradition in textiles. Brands known throughout the
world (such as Zegna, Loro Piana and Agnona) produce prized yarns and fabrics
with the same traditional techniques and painstaking care. The first Fashion Fair
was held in Turin, and some of the most important Italian companies in the
sector developed here - from classic lines (Gruppo GFT) to sportswear (BasicNet,
Invicta, Superga), footwear (De Fonseca) and leather accessories (Borbonese).
Resources for Development
The first city in Italy to create a computerized "discount broker" for stocks and
bonds, Turin is at the forefront of financial innovation - putting its technical
know-how into practice. All the main financial operators are present in Turin.
The city is the headquarters for banks of European importance, plus branches of
international banks and many local banks. Turin is the hometown of eight
insurance companies - including some of Italy's largest (Reale Mutua, SAI and
Toro Assicurazioni).
Turin is currently promoting a unique initiative: a "finance and insurance park"
will be created here on the model of the science and technology parks. An
unusual local opportunity for bank and insurance call-centers which will be able
to count on an extraordinary mix of technological innovation, specialized
services and targeted training.
Collaboration between the city and financial institutions has a long history. The
shareholding foundations of Turin banks (most importantly the Compagnia di
San Paolo and Fondazione CRT) organize, by statute and long tradition, projects
to aid economic and social development and research. Their many local
activities include the restoration of museums and works of art, the sponsorship
of exhibitions and cultural events, contributions to medical and scientific
research, support for the university and education system in general.
Another opportunity for development is found in the ITP - the agency for
Investment in Turin and Piedmont. It is the first local marketing agency set up in
Italy as the partner for companies intending to establish new industrial and
property initiatives in the city and region. It offers businesses all-round
assistance in finding a site, in relations with the public administration and in
gaining access to grants.
A fifth of the entire expenditure of Italian companies in research and
development is concentrated in the metropolitan area of Turin. This life blood
feeds innovation and allows the business system to make its mark on world
markets with state-of-the-art products. Internationally renowned research
centres are located in Turin, such as the Fiat Research Centre, the Italian national
research council, the Polytechnic of Turin, CSI (the regional computer centre), the
Alenia laboratories, TILAB, the research centres of Italgas, Omnitel and the RAI,
the Istituto Colonnetti, the Istituto Elettrotecnico Nazionale Galileo Ferraris.
Other important bodies cover the agro-foodstus, environmental, chemical and
biotechnology sectors. However, for know-how to become a resource for the
system, research is not enough. Knowledge needs to be spread to individuals
and throughout organizations.
In Turin, this role is played by a close-knit network of training centers:
international institutions (the European Training Foundation, the International
Training Center, the Sta College of the United Nations, the International Training
Centre of the ILO), private centres (like Isvor Fiat, Europe's largest business
training company), and post-graduate institutes (like the SAA business school).
Also of great interest is the experience of COREP (Consortium for Research and
Permanent Education), where the polytechnic and university, public authorities,
the chamber of commerce, the confederation of industry and companies all work
together.
In1996, the International Pole for the Support of Education and Training (IPSET)
was founded in Turin, made up of 50 public and private Italian and international
training bodies. Both in research and training, the role of Turin's two higher
education bodies (the university and the polytechnic) is fundamental. As two of
Italy's oldest universities, they hand down a solid scientific culture and a lively
tradition in the humanities. The approximately 150 degree and university
diploma courses are attended by over 85,000 students.
THE COMPARATIVE DOMESTIC POLICY PROGRAM
2008 GOALS AND OBJECTIVES
The CDP team’s policy priorities, identified in the figure below, are contained
within a series of concentric circles. The center circle contains the policy areas in
which the CDP staff has the most expertise. The next circle out from the center
contains policy areas in which the CDP staff has a high level of comfort and GMF
has a considerable number of institutional contacts to draw upon. The third
circle out from the center contains policy areas in which CDP has little expertise
and is not particularly well-suited to work. However, if the appropriate project
and funding arises, CDP may consider implementing a project in one of these
areas. The final ring out from the center currently contains one policy issue that
is of vital interest to many people interested in the other CDP issues listed;
however, this issue, Health Care Finance, is generally a national policy issue and
not within the CDP program’s scope.
Health Care Finance
Education
Smart Growth
Labor-Workforce Development
Rural Development
Civic Engagement
Urban Security
Economic Development
Regional Planning
Social Exclusion
Sustainable Development
Transportation
Urban Revitalization
Healthy Communities
Public Health
Public/Private Partnerships
Goals and Objectives
Short Term
 Activate Advisory Committee (Jan 31,
2008)
 Identify TCN cities
 Setting criteria for fellowships
 Launch the TCN – identify and recruit
representatives
 Working Sessions
 Best practices compendium from each
TCN city
 Resources (intellectual, financial)
 First TCN Study Tour for City
Representatives
 Update CDP Website
 Establish Marianne Ginsburg
Fellowships
 Recruit/Select CDP Fellows
 Secure two (2) major Funders (e.g.:
Ford)
 Establish partnerships (e.g.: APA, ULI)
 Develop quarterly newsletter
Over-Arching
 Build GMF intellectual capacity
 Establish European fellow or staff
member
 Identify strategic think-tank community
policy niche
 Publish in periodicals and industry
trade magazines
 Develop joint GMF program projects
 Designate a CDP contact person for each
GMF program
 Joint CDP/Immigration Policy program
 Recruit MMFs into CDP activities
 Coordinate TCN issues with CR staff
 Implement joint CDP/Economic Policy
project
 Develop joint projects with GMF’s
European offices
 Host CDP-related Alumni Event
 Website for Best Practices and
Intellectual Debate
 Contribute to GMF Surveys
 Engage journalists in each TCN city
CDP CALENDAR OF EVENTS
March 26-28, 2008
Federal Reserve Bank of Philadelphia – Conference
on Older Industrial Cities
April 12- 20 2008
Sustainable Development and Preserving Open
Spaces in Charlotte: Lessons from Europe
Late Spring 2008
Cleveland Foundation Study Tour to Europe: Urban
Renewal, Industrial Heritage, Shrinking Gracefully
May 24-31, 2008
Congressional Staff Study Tour on Transportation
Policy
Late June
Advisory Committee Meeting in Washington DC
June 24, 2008
Community Foundation Leadership Network
Seminar
September 2008
Transatlantic Cities Network – Study Tour to US for
European City Representatives
November 12, 2008
Community Foundation Leadership Network
Seminar
January 2009
Transatlantic Cities Network – Study Tour to
Europe for US City Representatives
THE TRANSATLANTIC CITIES NETWORK
For the first time in human history the majority of the world’s population is now
living in urban areas, yet in the United States relatively little emphasis is placed
on the importance of policies that lead to strong, sustainable, livable cities. Core,
or second-tier, cities and regions in both the United States and the European
Union are grappling with similar economic and social challenges – aging urban
infrastructure, energy costs and environmental quality concerns, immigration
and social integration, changing demographics, workforce development, and
economic restructuring, to name just a few. Most of these policy areas are dealt
with at the local and regional, rather than national government levels, yet there
are very few opportunities for civic leaders to meet, to observe new approaches
to persistent challenges, and to exchange best practices in addressing these
challenges effectively.
The Comparative Domestic Policy program (CDP) works to build and nurture a
Transatlantic Cities Network of civic leaders, experts and practitioners from core
cities in the United States and Europe. The Network’s main focus is to share
innovative approaches to challenges affecting cities and regions with a particular
focus on second tier cities and regions.
With the Transatlantic Cities Network, the CDP program establishes a new
transatlantic dialogue dedicated solely to the pressing needs of cities and regions.
Participating cities in the Transatlantic Cities Network (TCN) will be mainly
second cities selected for similar demographic and economic attributes, whose
successes and challenges in urban policy are complementary, and where GMF
has already invested significantly through its fellowship programs and past
grant making.
The singular characteristic of the Transatlantic Cities Network is its focus on
developing a tightly connected group of dynamic leaders from each of the
participating cities. Rather than relying on individuals designated to represent
their cities by their mayors, the Transatlantic Cities Network will draw its
membership from a competitive application process that identifies civic leaders
fully committed to the value of transatlantic dialogue and exchange of best
practices in improving their hometowns. TCN representatives will serve as the
main point of contact and organizing force for their city’s participation in the
Network.
To form the Network, the European representatives will travel on a study tour of
two of the U.S. Network cities, followed by a two-day retreat with U.S. TCN
representatives.
The study tour/retreat will be designed to introduce
representatives of the Network to the issues facing American cities and to build
social capital among the U.S. and European representatives. They will also help
Network participants recognize policy areas where transatlantic learning and
exchange can occur and form the basis for informal working groups on particular
issues. A study tour and retreat in Europe for U.S. city representatives will
follow.
The CDP program’s activities all serve to reinforce the Transatlantic Cities
Network. These include:

Local Communities – Transatlantic Approaches – study tours for civic
delegations to examine firsthand some of the innovative approaches to
urban and regional development. The ten-day study tours typically take
the 6-10 member delegation to two cities of comparable size, where the
agenda includes a site visits, exchanges with policy experts, scholars and
practitioners, professional appointments, and organized time to
brainstorm and review lessons learned.

Comparative Domestic Policy Dialogue –Through fellowships, policy
conferences, publications and press briefings, the CDP Policy Dialogue
supports Fellows for short- and long-term projects comparing American
and European best practices in urban and regional development,
agriculture and rural communities, energy and the environment, and
changing demographics in cities and regions.

The Community Foundation Leadership Network Seminar Series – The
Leadership Network provides a core network of community and placebased foundation senior staff the opportunity to convene 2-3 times a year
for a briefing and open and casual discussion with pioneering guest
speakers from Europe and the United States. Speakers are drawn from
municipal and regional government, elected officials, the non-profit and
advocacy fields, and business and industry – depending on the relevancy
to the topic at hand.
The CDP program is organized with the support and collaboration of the
Compagnia di San Paolo in Turin, Italy, which has a strong interest in fostering
transatlantic learning between cities and regions, and the Bank of America.
Selection Criteria to Consider
In forming the Transatlantic Cities Network (TCN), our intention is to build a
valuable forum for learning and exchange of best practices in addressing the
urban, economic, and social challenges facing American and European cities.
While there are several different networks for European cities to connect with
each other, or for American cities to connect with their American counterparts, to
date there has not been a systematic effort to connect European cities and
American cities across the Atlantic. The TCN seeks to fill that gap and to build a
group of civic leaders representing TCN cities who will take the lead in ensuring
that their cities share their policy successes and learn from the successes of
others.
The TCN will be launched with ten cities on each side of the Atlantic, and we
expect that membership in the Network will grow over time as GMF staff
capacity and the activities of the Network grow. We are seeking to build a
network whose members span a spectrum of experiences and needs, from cities
that are at the forefront of economic and urban transformation, to those that are
struggling. Ideally, member cities will have something to give to the Network,
and something to gain as well, and we hope to have a roster of cities whose
challenges and successes are complementary. We feel that this will lead to a
richer exchange and bring about more tangible change in these cities’
communities than a network of highly similar cities.
In selecting the cities, we ask the Committee to consider the candidate cities with
the following in mind:




Broad geographical distribution, including cities from Central/Eastern Europe
Record of innovative practices and/or success in transforming
—OR—
Ability to benefit from membership in the Network (or both)
Depth of prior GMF investment in the city through fellowship alumni, study
tour participant alumni, partner foundations
EUROPEAN AND US CITY SWOT ANALYSES
The following two sections contain analyses of each of the candidate cities’
strengths, weaknesses, opportunities, and threats (SWOT). These analyses were
prepared by GMF staff in Washington, DC and Berlin, and by the research staff
of SiTI, at the Politecnico di Torino. The information in the analyses, and the
summaries below, are meant to provide advisory committee members with
background information and relatively comparable data for each of the
candidate cities before the discussion on January 31.
The candidate cities were identified during the course of a program planning
meeting between the Compagnia di San Paolo and GMF in early 2007, with the
intention of developing a list of cities that are roughly comparable in size
(‘second tier’), represent broad geographical diversity, share similar
economic/industrial histories, and either have demonstrated success in urban,
social, and economic innovation and transformation, or are actively working to
find new approaches to their persistent challenges. Consideration was also given
to the depth of GMF networks in each of the cities.
European Cities
From the SWOT analysis of European candidate cities, we have discovered that
cities in Europe are overwhelmingly struggling with similar issues including: the
recession of the industrial sector, an increasing need for competitiveness in the
global economy, social fragmentation, and a need to reclaim public spaces.
Additionally, improvements to public transportation have been a priority for
many European cities. One major difference between European cities is the level
of population growth. The level of regional cooperation also varies significantly
between the cities.
American Cities
American cities also share in common challenges such as: urban sprawl, high
crime rates, socio-economic inequality between majority and minority
populations, a shift to a more service-oriented economy, and a need to improve
general mobility. Increasingly low representation of families in the city center is
a further challenge cities confront. On the other hand, American cities have had
wildly varying degrees of success (or lack thereof) in addressing energy and the
environmental issues, education, and urban renewal. Homeownership rates and
the impact of also immigration varies considerably among the American cities
analyzed.
Atlanta, Georgia
Situation Map (© 1992 Magellan Geographix)
Aerial Map (Source: Google Maps)
Context: Originally developed as a transportation hub at the terminus of the
Western & Atlantic railroad, Atlanta has recently undergone a makeover from a
city of regional trade and commerce to one of international repute. In the past, as
a key trading post, Atlanta played a central role in both the Civil War and in
World War II. The latter established Atlanta's manufacturing industry as well as
its vital role in aviation. By the 50s, Atlanta had become the most important
airline center in the South. With Delta Airlines headquartered there, Atlanta has
become one of the busiest airports in the world and the airline industry has
become a major component of the city’s growth. Today, the city ranks 3rd in the
number of Fortune 500 companies found there behind New York and Houston. It
can also claim headquarters of four Fortune 100 and several national and
international companies in addition to regional offices representing 75% of
Fortune 100 companies and 1,250 multinational corporations.
Strengths:
 Fairly healthy economic profile: highly educated population, below average
unemployment rate, high percentage of working age population
predominantly in the 15-34 age bracket;
 Highly racially diverse population.
Weaknesses:
 Rapid decentralization and most economic activity located outside the city;
 Rapidly decreasing portion of commuters using public transportation
compared with America’s largest cities;
 Waning middle class;
 Very low overall homeownership rates;


Very low representation of families, with and without children, living in the
city center;
Racial discrepancies in Bachelor’s degree attainment, homeownership rates
and median income.
Opportunities: Despite some obvious discrepancies among different racial and
ethnic groups, Atlanta was recently named “Best City for African Americans” by
Black Enterprise Magazine showing evidence that it is closing the racial divide.
Current mayor Shirley Franklin (D) is very popular given her dedication to proentrepreneur policy, education, and social issues.
Threats: Rapidly increasing urban sprawl, possibly spurred in part by limited
access to homeownership within the city, is currently being addressed under the
mayor who has embraced the “Belt Line Project”, an idea formulated by Georgia
Tech graduate student Ryan Gravel that aims to convert the historic Belt Line
railroad into a light rail metro line linking multiple city neighborhoods while
simultaneously creating green space and affordable housing.
Austin, Texas
Situation Map (© Maps.com)
Aerial Map (Source: Google Maps)
Context: Austin, Texas is the capital of the state and the seat of Travis County.
With a population of 709,893, it is the fourth-largest city in Texas and the 16thlargest in the United States. The city is the cultural and economic center of the
metropolitan area with a population of more than 1.5 million. Austin is home to
The University of Texas at Austin, one of the largest universities in the country,
as well as several other institution of higher education. The city’s largest
employers include the State of Texas, The University of Texas, the SETON
Healthcare Network, Dell, and IBM. Other high-tech companies with operations
in Austin include Apple Inc., Hewlett-Packard, Vignette, AMD, Applied
Materials, Cirrus Logic, Cisco, Intel, National Instruments, Samsung, Silicon
Laboratories, Sun Microsystems, and United Devices. The proliferation of
technology companies has led to the region's nickname, "the Silicon Hills."
Because of the strong job market, universities, and warm climate, diverse cultural
groups are attracted to Austin, including immigrants from Europe, Africa,
Mexico, and Asia. These groups have enriched Austin’s civic and cultural life,
including its recent development as a mecca for music fans. The city has a
vibrant live music scene with more music venues per capita than any other U.S.
city. Austin's official slogan is The Live Music Capital of the World.
Strengths:
 Healthy economic profile: highly educated population, below average
unemployment rate, high percentage of working age population
predominantly in the 15-44 age bracket;
 Economic activity is principally in the city center: downtown, Texas state
government complex, and UT Austin;
 Significant and quickly growing population of city center residents;
 Developing the region’s first commuter rail line, which runs from

Racial integration with minority homeownership and median incomes approaching
the average.
Weaknesses:
 Some decentralization of economic activity, due to the growth of the
metropolitan region;
 Increasing urban sprawl in the region;
 Relatively low portion of commuters using public transportation compared
with America’s largest cities;
 A certain degree of racial segregation: predominance of minorities, AfricanAmericans and Latinos, live east of IH-35, and these areas are rapidly
evolving due to gentrification; and
 Low representation of families, particularly without children, living in the
city center.
Opportunities: Mayor Will Wynn, in his second term and a member of the
Urban Land Institute, believes that only through better land use practices can
Austin and the surrounding region appropriately deal with challenges like
traffic, air quality, housing affordability and environmental protection. Prior to
first being elected to City Council in 2000, he served as Chair of the Downtown
Austin Alliance, and has long been a leading advocate for transforming
downtown Austin into a vibrant urban core. In addition to Mayor Wynn, Austin
has a long tradition of a politically informed and active citizenry.
Threats: Although Austin’s Capital Metro is in the process of implementing a
new commuter rail line, traffic congestion and pollution are becoming critical
problems. Austin is in the verge of non-compliance for air quality. The Austin
region is simply growing too rapidly for the transportation infrastructure, roads
and transit, to keep pace. In addition, NAFTA has spurred a significant increase
in truck traffic along IH-35, one of the city’s two major north-south
thoroughfares. Rising housing costs are also a significant concern for this
growing city and region.
Boston, Massachusetts
Situation Map (© 1992 Magellan Geographix)
Aerial Map (Source: Google Maps)
Context: Founded on a peninsula on the North Atlantic coast and connected to
the mainland by a narrow isthmus, Boston is almost entirely surrounded by the
Massachusetts and Back Bays. Its proximity to Europe quickly established Boston
as an international trading post. When the first railroad connected Boston with
the Massachusetts inland in the 1830s, the city became known for manufacturing
garments, leather goods, and machinery as well as for its fishing industry. It
remained a significant industrial city throughout the 1800s supported by an
influx of Irish immigrants. In the beginning of the 20th century, Boston
experienced industrial and economic decline as the Prohibition destroyed its rum
trade, the Great Depression undermined its growing financial market, and the
textile industry started looking south for cheap labor. Mid-20th century, Boston
experienced a renaissance after revamping its infrastructure and reinvesting in
downtown at which point the city began to build electronics and defense
research industries. At the turn of the 20th century, Boston has emerged as an IT
and biotech hub but has likewise seen its financial presence diminishing as
Boston institutions such as Fleet Financial have been acquired by companies
based in other US cities.
Strengths:
 Fairly healthy economic profile: above average median incomes, below
average unemployment rates, highly educated population, large portion of
working age population predominantly in the 15-34 age bracket;
 Relatively high & rising portion of commuters using public transportation
compared with America’s largest cities;
 Highly diverse population with strong representation of foreign-born.
Weaknesses:
 Rapid decentralization and most economic activity located outside the city;
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Waning middle class;
Housing-cost burdens for a very large part of moderate-income renters;
Very low overall homeownership rates;
Very low representation of families, with and without children, living in the
city center;
Racial discrepancies in Bachelor’s degree attainment and median incomes.
Opportunities: Mayor Thomas Menino (D) has focused most of his energy in
office tackling global warming (Boston ranks 7th in the nation for most
sustainable cities) and creating economic opportunity through the renovation of
potential business districts such as the South Waterfront district.
Threats: Although the mayor has succeeded in launching development projects
to promote mixed-income housing (including the recently completed Maverick
Landing), continued efforts to retain middle class families are vital. Statistics
show a sharp drop in the representation of 35-54 year olds living within the city
which could be a contributing factor to urban sprawl. However, in anticipation
of further urban sprawl especially as the tech hub of Waltham continues to grow,
the city will need to consider expanding its metro system in addition to current
efforts to expand the commuter rail.
Charlotte, North Carolina
Situation Map (© 1992 Magellan Geographix)
Aerial Map (Source: Google Maps)
Context: Site of America's first gold rush in 1799, the trading town quickly
became a mining town and led the nation in gold production until the California
gold rush of 1848. In the wake of the Civil War, cotton production increased with
the invention of the cotton gin and hydroelectric power was developed nearby.
Simultaneously, Charlotte was becoming an important railroad hub. These
elements converged to establish the city as a major textile power producing more
than half of the nation's textiles by 1903. In the 1920s, a branch of the Federal
Reserve Bank was established in Charlotte marking the beginning of its
transformation into a financial hub. Today, it has evolved into a banking,
distribution, and IT center.
Strengths:
 Healthy economic profile: high & growing median incomes, low & decreasing
poverty, low unemployment rates, highly educated population, strong
middle and upper class, majority working age population predominantly in
the 25-44 age bracket;
 Economic activity is still principally based in the city center;
 Very low housing-cost burden for renters overall although higher for
moderate-income renters;
 A large portion of families, with and without children, living in the city
center.
Weaknesses:
 High portion of commuters traveling by driving alone;
 Moderate racial discrepancies: White and Asian/Pacific Islander rates of
Bachelor’s degree attainment, homeownership, and median incomes mostly
surpass the average while the same rates for the Black/African American and
Hispanic/Latino populations trail behind.
Opportunities: With few of the economic and urban sprawl problems facing
most of America’s largest cities, Mayor Patrick McCrory (R) has been able to
focus on urban revitalization, public safety, and social issues.
Threats: The city is likewise anticipating mass transit problems that may
someday arise, as in most large American cities today, by investing in a light rail
system now. Although Charlotte’s economic activity is principally based within
city limits, the mayor has been very active in securing funds for Charlotte's 25year transportation and land use plan, including $200M for the Lynx Light Rail, a
ten-mile light rail slated to open in fall 2007. McCrory has been criticized for his
support of the project as it has passed double its previewed cost, now at $468M.
Cleveland, Ohio
Situation Map (© 1992 Magellan Geographix)
Aerial Map (Source: Google Maps)
Context: Situated on Lake Erie at the northern terminus of the Ohio and Erie
canal, Cleveland's location was ideal for development in transportation,
industry, and commerce. With the arrival of the railroad, the city became a
convenient midpoint for iron ore shipments from MN across the Great Lakes and
for coal shipments coming from the south by rail. Cleveland also emerged as a
major American manufacturing center, home to numerous major steel producers.
By 1920, Cleveland had become the fifth largest city in the country thanks to John
D. Rockefeller's Standard Oil Company established there in 1870. Like other Rust
Belt cities, Cleveland suffered in the 1950s and 1960s and was nicknamed "the
mistake on the lake" when the polluted Cuyahoga River burst into flames in
1969. At the same time, Cleveland began witnessing racial unrest, culminating in
the Hough Riots in 1966 and the Glenville Shootout in 1968. The city has worked
to shed this nickname ever since, though in recent times national media has
recognized the city as an exemplar for public-private partnerships, downtown
revitalization, and urban renaissance. It is gradually transitioning to a serviceoriented economy with the transportation, health, insurance, retail, utilities,
commercial banking, and finance industries emerging as dominant components
to the economy in addition to a stable manufacturing base.
Strengths:
 Young to very young population with a strong representation of the 5-14 and
25-44 age brackets;
 Very low housing-cost burdens for moderate-income renters.
Weaknesses:
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Poor economic profile: low Bachelor’s degree attainment and median income,
high poverty and unemployment rates, uneven income distribution with
waning upper and middle classes;
Most economic activity is located outside the city center;
Low homeownership rate (senior citizens remain the largest group of
homeowners);
High crime rate;
A certain degree of racial segregation: Black/African American and
Hispanic/Latino populations trail far behind the average in Bachelor’s degree
attainment and while Asian/Pacific Islander levels of Bachelor’s degree
attainment are considerably higher than any other racial or ethnic group,
their homeownership rates lag behind all other groups and their median
incomes lag behind those of the White population.
Opportunities: As of March 2005, Cleveland’s unemployment rate fell to 6.3%,
now competitive with cities like Atlanta and Washington, DC, possibly an
indication of rising prosperity. In the past few years, Mayor Frank Jackson (D)
has launched some interesting initiatives to help reinvigorate its economy
including “Connecting Cleveland: The Waterfront District Plan”- to restore
housing and business properties along what should be a valuable strip of landand the “Euclid Corridor” project that will connect Cleveland’s two major
business poles to one another through mass transit. At the same time, the city has
been successful in diversifying its economy.
Threats: Projects like those described above could have the additional advantage
of recentralizing the city, bringing companies and residents back within city
limits and avoiding the negative impact of urban sprawl. In addition, a growing
services sector promises to cure some of Cleveland’s economic ills by attracting a
young and more educated population while evening out class distribution.
However, Cleveland must anticipate incentives to accommodate a more diverse
population and promote homeownership rates (two issues not addressed to date)
or risk losing opportunity to other up and coming cities.
Denver, Colorado
Situation Map (© 1992 Magellan Geographix)
Aerial Map (Source: Google Maps)
Context: Denver was founded in 1858 during the short-lived Pike's Peak Gold
Rush but really grew in the 1870s with the advent of the railroad. During the
1880s, a silver rush in the area encouraged the city to diversify its economy when
the silver market collapsed in 1893 causing panic. By the early 1900s, Denver had
become the commercial and industrial center of the Rocky Mountain region and
a leader in livestock sales, agriculture, and tourism. After WWII, federal
government agencies (US Geological Survey, US Mint, Lowry Air Force Base,
Bureau of Land Management, Air Force Accounting Center, etc.) were
established in the area and Denver experienced another population surge that
continued through the 1950s. With the oil industry crisis of the mid-1970s,
continuing efforts to diversify the economy established Denver as "the energy
capital of the west" with a focus on alternative energy sources such as solar and
wind power. In fact, by 1980 approximately 1,200 energy companies were located
in Denver. As Denver entered the twenty-first century, it reflected the economic
downturn due to the high-tech industry but has since stabilized and
strengthened to remain the principal commercial, financial, and industrial hub of
the Rocky Mountain region.
Strengths:
 Fairly healthy economic profile: above average median incomes, below
average poverty rates, highly educated population, even income distribution
with strong middle class, large portion of working age population
predominantly in the 25-34 age bracket;
 Relatively high & rising portion of commuters using public transportation
compared with America’s largest cities;
 Foreign-born integration: Hispanic/Latino group, representing the majority of
foreign-born in a city with a large foreign-born population, has median
incomes and homeownership approaching the average despite significantly
lower Bachelor’s degree attainment rates than all other race and ethnic
categories.
Weaknesses:
 Rapid decentralization and most economic activity located outside the city;
 Rather low representation of families, with and without children, living in the
city center;
 Racial discrepancies in Bachelor’s degree attainment.
Opportunities: Free of pressing economic concerns and excessively high crime
rates, Mayor John Hickenlooper (D) has been able to embark on campaigns to
improve the city’s environment, introduce increased use of sustainable energy,
and take on social issues such as homelessness. At the same time, he has
continued to invest in public safety and crime prevention.
Threats: The major threat posed to Denver is rapid decentralization and
underlines the need to improve the city’s infrastructure. The T-REX and
“FasTracks” transportation expansion projects will attempt to resolve potential
problems by expanding the mass transit system to the region’s suburbs and by
improving highway infrastructure.
Hartford, Connecticut
Situation Map (© 1992 Magellan Geographix)
Aerial Map (Source: Google Maps)
Context: Located on the Connecticut River between Boston and New York City,
Hartford quickly converted from an agrarian to a mercantile town. Commercial
wealth soon established Hartford as an insurance capital which it remains today
although the city's claim on the industry has been hurt by mergers and
relocations in recent years. Until the early 20th century, Hartford was a pole of
innovation claiming many American "firsts" (first School for the Deaf, public art
museum, use of nitrous-oxide, invention and manufacture of the revolver, oil
cloth and machine-made watches, bicycle plant, standard measuring machine,
pay telephone, etc.). Hartford had also flourished as a publishing center
attracting residents like Harriet Beecher Stowe and, eventually, Mark Twain.
During the Civil War, Samuel Colt's Colt Patent Firearms Manufacturing
Company was a major arms supplier to Union forces and the largest industrial
operation in the city. During WW II, Hartford developed a production-model
radar set and was a major military production center throughout the war. In the
late 1950s, the capital city began a long economic decline probably spurred by
the construction of automobile highways which led to urban flight.
Strengths:
 Very young population with a strong representation of the 5-24 age bracket;
 Relatively large portion of commuters either carpooling or using public
transportation compared with most of America’s largest cities.
Weaknesses:
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Poor economic profile: very low median income and Bachelor’s degree
attainment, very high poverty and unemployment rates, waning upper and
middle classes;
Rapid decentralization;
Housing-cost burdens for large percentage of renters overall;
Extremely low homeownership rates;
Significant racial discrepancies in Bachelor’s degree attainment,
homeownership rates, and median incomes.
Opportunities: Despite its many current challenges, Mayor Eddie Pérez (D) has
engaged in a serious campaign in recent years to attract its wealthy suburban
residents back into the city. It has the two important advantages of a highly
educated population and strong economic base in its greater metro region.
Hartford ranked 33rd in the nation for strongest economy as a metro region. As
the city struggles with poor school systems and high crime rates, it must also
prioritize urban renovation, particularly in improved mass transit (parking
issues have driven some businesses, big and small, to the suburbs), recreational
facilities, and green space.
Threats: Unfortunately, attempts to attract suburban residents have been
coupled with a growing number of disincentives to visit or live in the city (e.g.
high parking rates, hefty tickets for parking violations, high property taxes and
therefore high rent, etc.) that have also driven businesses out as well. However,
the mayor has dedicated some public funds to rebuilding schools and tackling
urban blight and has passed laws that should help reduce crime and alleviate
current property tax burdens.
Milwaukee, Wisconsin
Situation Map (© 1992 Magellan Geographix)
Aerial Map (Source: Google Maps)
Context: Located on the western edge of Lake Michigan, Milwaukee has been a
shipping center and industrial giant for the Midwest. In the 19th century, the city
specialized in wheat production but, in the 20th century, expanded to the metal
trades, meat packing, tanning and leather goods, brewing, and durable goods.
Milwaukee industry has contributed to national and international progress with
steam shovels to dig the Panama Canal, turbines to harness Niagara Falls, and
agricultural equipment to farm land worldwide. For a period, it was home to
four of the world's largest brewing companies but lost 3 out of 4, retaining only
the Miller factory. Today, Milwaukee maintains its status as a leader in
manufacturing technology and practice, which still employs 22% of Milwaukee's
workforce, while it makes the transition to a service-based economy, 27% of
which is in the health care sector. The city is home to the headquarters of 13
Fortune 1000 companies and ranks 5th in the US for headquarters of Fortune 500
companies. It is also headquarters to Midwest Airlines, the Koss Corporation
(headphones), and Master Lock.
Strengths:
 Very young population with a strong representation of the 5-24 age bracket;
 Healthy middle class;
 Low portion of population with housing-cost burdens, especially for
moderate-income renters;
 Some racial integration with homeownership rates and median incomes
approaching the average for all racial and ethnic groups.
Weaknesses:
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Weaker economic profile: low median incomes and Bachelor’s degree
attainment, high unemployment rate, uneven income distribution with
waning upper and middle classes, low working age portion of the
population;
Low homeownership rates;
Above average and rising violent crime rates;
Some racial discrepancy in Bachelor’s degree attainment rates: Black/African
American and Hispanic/Latino rates trail significantly behind those of the
White and Asian/Pacific Islander populations.
Opportunities: Under Mayor Tom Barrett (D), Milwaukee has been at the
forefront of promoting sustainable energy use, ranking 16th in the nation for
greenest cities. As advances are made, the city could become increasingly
attractive to outsiders and create new economic opportunity in the region. In
addition, the city shows evidence that it is “up and coming”, being very young
and rather favorable to the middle class, and this may eventually, in turn, attract
more working age youth and families.
Threats: The mayor has already reacted to two major issues of concern, an ailing
economy and high and rising violent crime rates. Most notably, he has taken
action to reduce gun violence, increase police presence, and protect and employ
youth (16-24-year olds), tapping into a large group on the verge of joining the
work force.
Philadelphia, Pennsylvania
Situation Map (© 1992 Magellan Geographix)
Aerial Map (Source: Google Maps)
Context: Situated on the confluence of the Delaware and Schuylkill rivers,
Philadelphia began as an agricultural exchange center. The discovery of
abundant natural resources, including coal and iron, established the city as an
early industrial leader as well. In order to reinforce their industrial power
(eventually influencing the outcome of the Civil War in the Union's favour),
Philadelphia began building canals and railroads and developing coal fields in
the early 1800s and, by 1834, the city claimed a quarter of the nation's railroads.
With the railroads, Philadelphia experience "urban flight" as soon as the mid19th century. By the 1930s the modern city had emerged, with outlying
residential districts segregated by income, race, and ethnic origin, problems
prompted by industrial progress that exacerbated differences in wealth. PostWorld War II, the city's core industries have either moved to other regions
(textile and garment manufacturing relocated to the Piedmont South and the
Caribbean) or have been undermined by new technology. Containerized
shipping significantly reduced traffic to Philadelphia's port and automobile and
commercial trucking have contributed to the decline of the railroads. Mitigating
the effects of decentralization were an ambitious "industrial renewal" program
beginning in the 1950s that retained and attracted many manufacturing firms,
especially to sections of the city's northeastern section. Today, the city's economy
is heavily based upon manufacturing, refining, food and financial services.
Originally the US capitol, the city retains federal institutions such as the US Mint,
a federal reserve bank, US Court of Appeals for the Third Circuit, etc. and a large
contingent of law firms. Finally, Philadelphia remains a center for medical
research.
Strengths:
 Gaining a more racially and ethnically diverse population;
 Homeownership rates and median incomes approaching the average among
all racial and ethnic groups.
Weaknesses:
 Poor economic profile: low median income and Bachelor’s degree attainment,
high poverty rates, low labor force participation rate, waning upper and
middle classes, aging population;
 Most economic opportunity is outside of the central city;
 Rapidly growing portion of commuters traveling to work by driving alone;
 High housing-cost burdens for a large portion of renters overall;
 High violent crime rates;
 Possibly weak foreign-born integration: While Bachelor’s degree attainment
rates among the Asian/Pacific Islander population (38.5% of foreign-born
being from Asia) are higher than those of the white population,
homeownership rates and median incomes for the former group trails the
latter;
 Racial discrepancies in Bachelor’s degree attainment.
Opportunities: With the rising murder rate topping Philadelphia’s list of
priorities, Mayor John Street (D) has invested a lot in public safety and crime
prevention, approaching the problem from several angles by promoting broader
social policy and community restoration in addition to tough laws and increased
police force presence.
Threats: Philadelphia’s preoccupations with crime have left it susceptible to
continuing economic problems that are probably a significant component to
crime rates and have been left largely unaddressed by the current administration
to date.
Phoenix, Arizona
Situation Map (© 1992 Magellan Geographix)
Aerial Map (Source: Google Maps)
Context: Founded in 1881, Phoenix had become an industrial city by 1887 with
the introduction of the railroad. The Phoenix Chamber of Commerce was
founded there in 1888 in response to its growing importance as a trade center for
products in the eastern and western markets. The first half of the 20th century
spurred enormous growth as major technological advances were achieved here
(the Roosevelt Dam on the Salt River, the Southern Pacific Railroad, air
conditioning, the Central Arizona Project aqueduct system, etc.). Several new
settlers, many immigrants, could relocate to assist in these projects due to the
railroad and further increased the population. During World War II, Phoenix
also became a principal military supply post with Luke AFB, Williams AFB, and
Fulton Field established there, again increasing population. A fire in October
1947 destroyed most of the streetcar fleet, giving the city a difficult choice
between implementing a new street railway system or using buses. The latter
were chosen and the metropolitan area's development has been oriented toward
cars ever since. At the turn of the 21st century, Phoenix is still growing as it shifts
to a service-oriented economy, already boasting 3 major Fortune 1000 companies,
with major employers including the Arizona state government, Arizona State
University, and high-tech and telecommunications companies (e.g. Intel, Avnet).
The city also retains one major military base, Luke AFB.
Strengths:
 Healthy economic profile: high median incomes, even income dispersal with
a strong middle class, very young population with a strong representation of
the 5-44 age bracket;
 Economic activity is still principally based in the city center;

High but rapidly decreasing portion of commuters using mass transit
compared with America’s largest cities;
 High homeownership rate;
 Attracting families, with and without children, in addition to singles to live in
the city center;
 Racial and foreign-born integration: Despite higher Bachelor’s degree
attainment rates for White and Asian/Pacific Islander populations,
Black/African and Hispanic/Latino populations still claim homeownership
rates and median incomes approaching the average.
Weaknesses:
 Lower overall Bachelor’s degree attainment;
 With an already rapidly growing city population, the greater metro area is
growing even faster;
 Large percentage of commuters traveling to work by car but increased use of
public transportation and a good percentage of commuters carpooling to
work.
Opportunities: Mayor Phil Gordon (D) has dedicated much policy to fighting
crime, reinforcing an already strong economic base, renovating city
infrastructure, assisting city development projects, and protecting historic
districts.
Threats: Phoenix has reacted to the major threat of traffic congestion that is
already resulting from rapidly growing city and metro populations. It expects to
begin constructing a 20-mile light rail system, linking Phoenix with the suburban
areas of Tempe and Mesa, by 2008. Evidence that Phoenix residents are already
making efforts to carpool and use existing public transportation suggest that this
project will probably significantly reduce traffic congestion.
Pittsburgh, Pennsylvania
Situation Map (© 1992 Magellan Geographix)
Aerial Map (Source: Google Maps)
Context: Incorporated as a trading post at the confluence of the Allegheny, Ohio,
and Monongahela rivers, Pittsburgh's first industries were boat building and
whiskey production. Because travel was quite difficult over the Allegheny
Mountains and many of the city's small population were skilled craftsmen,
Pittsburghers learned it was better to produce goods themselves rather than pay
and wait for items to be shipped from the east. The end of the 18th century saw
the development of a glass factory as well. In 1811, Robert Fulton launched his
steamboat from Pittsburgh to New Orleans thus facilitating river travel. With
abundant access to natural resources in the region (coal, clay, oil, limestone,
natural gas, lumber, etc.), the completion of the Pennsylvania Mainline Canal in
1830 and the arrival of the Pennsylvnia railroad in 1852 secured the city's future
as an industrial giant. By the time Andrew Carnegie had brought inexpensive,
mass-produced steel to the Pittsburgh area in 1875, the region had already
established itself as the world's largest supplier of glass, the world's largest
refiner of oil (until Standard Oil was founded in Cleveland), and a lead textile
producer. The arrival of major industry simultaneously attracted banking
activity as well and 4th Avenue became known as "Pittsburgh's Wall Street".
After a period of major economic decline from the late 1970s until the 1990s,
Pittsburgh is now transitioning from heavy manufacturing to high tech industry.
Today, Pittsburgh stands at the forefront of medical research, thanks to the organ
transplants pioneered here by Dr. Thomas Starzl in 1983, in addition to computer
and robotics technologies and is becoming recognized as a center for arts and
culture.
Strengths:
 Growing Bachelor’s degree attainment rates;
 High but rapidly decreasing portion of commuters using mass transit
compared with America’s largest cities;
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Recently named “America’s Most Livable City” for its low crime rates, good
education system, and recreation;
Highly educated foreign-born population.
Weaknesses:
 Average to below average economic profile: low median incomes, uneven
income distribution with waning upper and middle classes, aging population
with a disproportionately high portion of population over the age of 55
compared with America’s largest cities;
 Increasing urban sprawl with city population only representing 14.2% of
metro population;
 Housing-cost burdens for a large percentage of renters overall;
 Possibly weak foreign-born integration: 42.1% of foreign-born are from Asia
(see above).
 Very low percentage of foreign-born attracted to the area;
 Racial discrepancies in Bachelor’s degree attainment, homeownership rates,
and median incomes: While Bachelor’s degree attainment rates among the
Asian/Pacific Islander and Hispanic/Latino populations are higher than those
of the white population, homeownership rates and median incomes for the
former groups trail behind the latter.
Opportunities: With policy directed at revitalizing neighborhoods and reducing
urban blight under the last long-term mayor, the 27-year-old Mayor Luke
Ravenstahl (D) has embraced sustainable technology and is pursuing several
policies to take urban renewal one step further by creating more green space and
recreation sites and by introducing energy alternatives to the city.
Threats: The mayor has also responded well to the threats of economic decline
and housing-cost burdens by investing in a local facility to reinforce its new
economic base in medical research, by creating a commission to develop
strategies to attract and retain a younger age demographic, and by eliminating
obstacles to purchasing land for neighborhood development projects. However,
while the issue of attracting more foreign-born to Pittsburgh has been
emphasized as an important goal for the city, specific measures for decreasing
discrepancies in homeownership rates and median incomes between the foreignborn and native-born populations and among different racial and ethnic groups
have not been outlined.
Portland, Oregon
Situation Map (© 1992 Magellan Geographix)
Aerial Map (Source: Google Maps)
Context: Already established on the Willamette halfway between Oregon City
and Fort Vancouver with a steam sawmill and over 800 inhabitants, many
attracted by the California gold rush, Portland became a major trade center when
designated the West Coast terminus for the Petonia, the US mail steamer, in 1854.
Not long after, the salmon industry took off here again enhancing the city's
economic status. Despite catastrophic fires in 1872 and 1873, Portland attracted
renewed prosperity when the first transatlantic railroad was completed in 1883
linking the city with the East Coast. Events in the early 20th century including
the Alaska gold rush, the 1905 Lewis and Clark Centennial Exposition, and the
construction of the Bonneville Dam triggered continuing growth. World War II
established the city as a shipbuiding and manufacturing center as well. As soon
as the 1960s and 1970s, Portland had set a precedent for creating "green space" in
the city's lay-out and protecting scenic views. At the turn of the 21st century,
despite a hard blow from the tech bust, Portland has been able to remain
economically competitive with continued economic diversification, controlled
growth, and investment in the environment and sustainable technology. In
addition to the forest product industry and high-tech companies like Intel,
Portland's major employers now include construction, semiconductors and
electronic components manufacturing, retail, business services, educational and
health services, leisure, hospitality, and government. Companies like Nike and
Adidas also conduct a large portion of their wholesale trade from Portland as
well.
Strengths:
 Healthy economic profile: high & growing median incomes, low & decreasing
poverty, highly educated population, even income distribution with a strong

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middle class, large portion of working age population predominantly in the
25-54 age bracket;
Economic activity is still principally based in the city center;
High & still increasing percentage of commuters using public transportation
compared with America’s largest cities;
Foreign-born population integration: Majority of foreign-born are from Asia
while the Asian/Pacific Islander population is achieving rates of Bachelor’s
degree attainment, homeownership, and median incomes that approach or
surpass the average.
Weaknesses:
 Housing-cost burdens for almost half of overall and moderate-income renters;
 Moderate racial discrepancies: White and Asian/Pacific Islander rates of
Bachelor’s degree attainment, homeownership, and median incomes
approach or surpass the average while the same rates for the Black/African
American and Hispanic/Latino populations trail behind.
Opportunities: With few of the economic and urban sprawl problems facing
most of America’s largest cities, Portland has been able to focus on social issues,
neighborhood redevelopment efforts, and budget reform. The city has likewise
anticipated mass transit issues that may someday arise, as in most large
American cities today, by investing in its tram system now.
Threats: Policy initiatives underway in Portland are already addressing potential
problems to the city’s future including the obstacles to homeownership in the
city and signs of segregation of certain minority groups. Mayor Tom Potter (D)
has launched the “Building Block” campaign with a mission to build 1,000
affordable homes by 2017. He has also promoted culturally-targeted
homeownership assistance to further integrate isolated racial and ethnic groups.
However, pushing these initial actions one step further, Portland must
eventually confront the housing-cost burdens faced by renters across the income
spectrum, but especially among moderate-income renters, to make
homeownership more accessible.
Seattle, Washington
Situation Map (© 1992 Magellan Geographix)
Aerial Map (Source: Google Maps)
Context: With an abundant supply of lumber, Seattle was first settled in 1851 in
response to the building boom in San Francisco provoked by the California Gold
Rush. Until the end of the 19th century when the Great Northern Railroad
established Seattle as its port of entry with the Orient and thus a rail and
maritime commercial center, this would remain the city's principal industry.
When the Boeing Company started making two-seater biplanes in 1916, Seattle
also became a pole for the aerospace industry and the shipping and aircraft
industries sustained the city's economy through the world wars and into the
1960s. The 1962 World's Fair diversified the region's economy, establishing
Seattle as a tourist and entertainment center. Therefore, reduction of federal
support for aerospace projects in the 1970s simply shifted the city's traditional
focus on the aircraft industry to its development as a transportation hub in the
international market. Since 1975, Seattle has undergone renewed economic
expansion to become the financial, industrial, and trade center for the Pacific
Northwest. In the mid-1990s, Seattle's economic profile received another
makeover with the advent of the dot-com phenomenon establishing it as a hightech hub. Today, the city is actively pursuing the biotech industry to join an
existing base of companies located here.
Strengths:
 Healthy economic profile: high median incomes, low poverty rates, highly
educated population, fairly healthy income distribution with stronger upper
and middle classes, large portion of working age population predominantly
in the 25-34 age bracket;
 High and still increasing percentage of commuters using public
transportation compared with America’s largest cities;
 Racial and ethnic diversity due to high immigration levels;

Racial integration with minority homeownership and median incomes
approaching the average.
Weaknesses:
 Housing-cost burdens for most moderate-income renters and a large
percentage of renters overall;
 Relatively high portion of households earning over $81,000 annually;
 Very low portion of families, with or without children, living in the city.
Opportunities: With the one major concern of a widening income gap, Mayor
Greg Nickels (D) has had the luxury of dedicating many policies to “the future”
of Seattle concentrating on improving existing infrastructure, diversifying the
economy again (by actively pursuing business), investing in the environment,
“green space”, and neighborhoods.
Threats: Meanwhile, the mayor has recognized the existing threats to middleand low-income families, particularly the difficulties residents have in buying
homes. He has supported affordable housing projects as well as homebuyer
assistance extended to moderate and lower income households. However,
pushing these initial actions one step further, Seattle must eventually confront
the housing-cost burdens faced by renters across the income spectrum to make
homeownership even more accessible and attract families back to the city.
Washington, D.C.
Situation Map (© 1992 Magellan Geographix)
Aerial Map (Source: Google Maps)
Context: Founded as the capital of the United States in 1790, Washington, D.C.
remained a small city of just over 75,000 until the outbreak of the Civil War
which provoked a significant expansion in federal government in order to
administer the war. With two world wars at the beginning of the 20th century,
the city's population peaked in 1950 at 802,178 people and was the 9th largest in
the country. The population of the city had jumped during World War I as the
civil service rapidly expanded, and again during the Great Depression of the
1930s when working for the government was the most secure kind of
employment. As of 2002, the federal government accounts for 27% of
Washington, DC's jobs. The presence of many major government agencies has
led to business development in the greater District region including federal
contractors (defense and civilian), numerous nonprofit organizations, law and
lobbying firms, catering and administrative services companies, and several
other industries sustained by the economic presence of the federal government.
Top employers behind the federal government are the major universities and
hospitals and global media.
Strengths:
 Fairly healthy economic profile: high median incomes, highly educated
population, large portion of working age population predominantly in the 2534 age bracket;
 Racial integration with minority homeownership and median incomes
approaching the average;
 Despite low overall homeownership rates, most renters do not face housing
cost burdens;

High portion of commuters use public transportation in comparison with the
100 largest US cities.
Weaknesses:
 Decentralization and most economic activity located outside the city;
 Rising percentage of drivers commuting to work by car and decreasing
percentage commuting via public transportation;
 Waning middle class;
 Disproportionate amount of working age population on the brink of
retirement (55-64) compared with most of America’s largest cities;
 Extremely low overall homeownership rates.
Opportunities: Washington, DC inaugurated Mayor Adrian Fenty (D) in January
2007. His predecessor Anthony Williams (D) was credited with Washington’s
urban renaissance pursuing social initiatives to revitalize neighborhoods, create
“mixed income” housing, protect renters, curb crime and violence, and improve
healthcare access. Fenty has already continued in Williams’ footsteps promoting
social advancement by proposing Education Reform in DC. By increasing the
attractiveness of a larger portion of neighborhoods while simultaneously
improving renters’ capacity to graduate to homeownership, these policies seem
likely to further stimulate growing racial diversity while responding to the threat
of a waning middle class.
Threats: Two growing issues that have not been directly addressed by recent
urban policy in DC include transportation issues surrounding urban sprawl and
age demographics. Both highlight DC’s need to anticipate future infrastructure
issues, extending metro and bus access. While Washington, DC ranked 3 rd in
Census 2000 among America’s largest cities for commuters using public
transportation, this percentage decreased significantly between 1990 and 2000 as
preference for commuting by driving alone rose. At the same time, DC has seen
the rapid widening of a currently moderate gap in the representation of 35-44
year olds living in the city very possibly linked to homeownership (25-34 year
olds are still strongly represented as are a disproportionate number of 45-64 year
olds when compared with America’s largest cities). In any case, future demand
for extended access to public transportation does not seem likely to subside.
Bratislava, Slovakia
Source: www.wikimedia.org
Source: Google Maps
Context: Bratislava is the capital of the Slovak Republic and is located in
Bratislavský kraj. It is the largest Slovak city with a population of 425,155. The
city is divided into five districts and 17 sub-districts. Bratislava is a significant
industrial, cultural and historical centre with a cluster of universities. The city
also has a strong trade and service sector and is an important transport junction.
It is situated near the borders of three other countries (Hungary, Austria and the
Czech Republic), making Bratislava an attractive location for foreign investment
and cross-border cooperation. Bratislava is the main administrative centre of
Slovakia. The Mayor is the city’s executive body and the City Council is
composed of 80 members. The sub-districts have a system of self-government
consisting of 17 sub-district mayors and 396 representatives of local councils.
Bratislava and three other districts together form the Bratislava Larger Urban
Zone. This covers a population of 601,132 and an area of 2052.6 km2.
After World War I and the formation of Czechoslovakia on October 28, 1918,
Bratislava was incorporated into the new nation despite its representatives'
reluctance. On March 27, 1919, the name Bratislava was officially adopted for the
first time. On March 14, 1939, Bratislava became the capital of the first Slovak
Republic, but the yet independent boroughs of Petržalka and Devín were
annexed by Nazi Germany. Bratislava was occupied by German troops,
bombarded by the Allies and eventually liberated by the Soviet Red Army on
April 4, 1945. Subsequently, many citizens of German and Hungarian origin
were removed from the city under the Beneš decrees. After the Communist Party
seized power in Czechoslovakia in February 1948, the city became part of the
Eastern Bloc, and hundreds of citizens were expelled during the communist
repression of the 1950s. The population rose significantly as the city annexed
new land, and large residential areas consisting of high-rise prefabricated panel
buildings, such as Petržalka, were built. The city's 1970 population of 284,000
rose to about 444,000 by 1990. Bratislava's dissidents anticipated the fall of the
Communism with the Bratislava candle demonstration in 1988. In 1993, the city
became the capital of the newly formed Slovak Republic following the Velvet
Divorce. Since 2002 Peugeot Citroen and the Kia Motors unit of Hyundai Motor
have had large factories in Bratislava. Volkswagen is already there.
Partner Cities:
Perugia, Italy – since 1962
Ljubljana, Slovenia – since 1967
Kraków, Poland – since 1987
Vienna, Austria – since 1993
Ulm, Germany – since 2003
Prague, Czech Republic
Kiev, Ukraine
Turku, Finland
Rotterdam, Netherlands
Cleveland, USA
SWOT ANALYSIS
Strengths:
● large amounts of greenspace available to inhabitants
● stable political situation
● well-educated population
● low unemployment rate
● high employment rate
● promotion of job creation through the establishment of industry and
technology parks
● the “Detroit of Europe” – huge automobile manufacturing industry
● low crime rate
Weaknesses:
● corruption – although it is on the decrease
● high air pollution
● unfavourable age structure of the work force
● increasing social exclusion of disadvantaged social groups in the labor market
● high share of low-skilled labour force among the unemployed
● insufficient level of linkage and cooperation between R&D, businesses and
educational institutions
Opportunities:
● strong foreign investment
● improving employability of disadvantaged labor force
● strengthening linkage between R&D and the economic needs of the country
Threats:
● the opening of even cheaper markets to the east
● growing long-term unemployment
Current City Priorities
● high quality of life for residents
● building up a quality economic
environment with an emphasis on
businesses dealing in goods and
services with high added value
● active co-operation with businesses
and research institutes via “public
private partnership” projects
● systematic protection and nurturing
of the cultural heritage of the city
● boosting the positive image of
Bratislava with the creation of
attractive products for tourism, leisure
time, relaxation and entertainment.
It is envisaged that a four-kilometer
promenade
with
modern
architecture,
including
selfconvert the city “by the river” into a contained, multi-purpose city areas
city “on the river"
of RiverPark and Eurovea, will have
been developed on the north bank of
the Danube within three to four
years.
Great emphasis is placed on the
construction of a new multi-purpose
construction of multi-purpose hall
hall seating 12,000 people because
the city is scheduled to host the 2011
Ice Hockey World Championship
emphasises the importance attached
develop the Slovak metropolis into a by the City to the investment in office
so-called “White City”
space, residential development and
retail/leisure facilities.
Recent Urban Policies
JORDES+ (since 2002)
Cross-border development strategy
of the region of Vienna – Bratislava –
Györ
CENTROPE (since 2004)
Development project of CentralEuropean space of Austria – Slovakia
– Czech Republic – Hungary, whose
final stage should be creation of a
common Euro-region.
new Municipal Plan
identifies 3200 hectares of new
development area for residential
schemes, servicing facilities and
multi-purpose developments
CITEAIR Interreg IIIC (since 2004)
aims at researching air quality and
loading depending on traffic in the
city
Population Statistics 2007
city population
suburb population
% / total
425,459
601,132
city population as share of metro
population
Demographics 2005
70.77%
% / total
Age
0-14
15-59
12.10%
65.60%
55+ (female), 60+ (male)
21.50%
foreign born (share of total city
population) (2007)
Slovak
Hungarian
8.92%
91.08%
3.75%
Czech
2.06%
German
0.31%
Economy Statistics 2001
median income
poverty rate
average household size
% / total
USD 13,617
2.27
share of population that is working age
(age 15-59)
65.60%
labor force participation rate (2007)
employment rate
80.78%
72.00%
unemployment rate (2007)
Social Statistics 2001
% of households that are one-parent
households
2.09%
% / total
9.00%
% of households living in owned
dwellings
61.00%
% of households living in social
housing
1.00%
number of recorded crimes per 1000
population
36.76
% of population with tertiary
education
21.00%
% of registered electorate voting in city
elections
27.00%
Commute Statistics (2001)
% of journeys to work by car
average time of journey to work (min.)
Environment 2001
summer Smog: No. of days ozone (O3)
exceeds 120µg/m3
% / total
24.00%
43
total
15
number of days PM10 concentrations
exceed 50 µg/m3
solid waste (domestic and commercial)
- tonnes per capita per annum
1.72
green space to which the public has
access (m2 per capita)
217
87
http://en.wikipedia.org/wiki/Bratislava
http://www.bratislava.sk/en/vismo5/dokumenty2.asp?u=700000&id_org=700000
&id=2010114&p1=2016056
http://www.urbanaudit.org/CityProfiles.aspx
http://www.bratislava.sk/fr/vismo5/dokumenty2.asp?u=700000&id_org=700000
&id=2023449&p1=3016844
http://www.visit.bratislava.sk/en/VismoOnline_ActionScripts/File.aspx?id_org=
700014&id_dokumenty=1041
http://www.araia.com/presse/laenderprofil_slowakei.pdf
Brussels, Belgium
Source: www.maps.com
Source: Google Maps
Context: Brussels is the capital of Belgium, of Flanders (consisting of both the
Flemish Community and the Flemish Region), and of the French Community of
Belgium, and it is the headquarters of most of the European Union's institutions.
Two of the main institutions of the European Union, the European Commission
and the Council of the European Union, are located there. The City of Brussels
(French: Bruxelles-Ville or Ville de Bruxelles, Dutch: Stad Brussel) is the largest
municipality of the Brussels Capital Region, which consists of 19 municipalities,
with a total population of ~1,018,000 inhabitants. The City of Brussels has a
population of ~140,000. Brussels is also the political seat of NATO, the Western
European Union (WEU) and EUROCONTROL, the European Organization for
the Safety of Air Navigation, as well as the seventh largest financial market in the
world.
The Brussels Capital Region has competencies in physical planning,
environment, housing, public works and transport. Each of the 19 communities
within the Brussels Capital Region possesses their own elected members and is
responsible for a number of important municipal services related to the
competencies listed above, including parks, street cleaning, and waste disposal.
The Brussels Capital Region is comprised of two language communities
represented by the Flemish and French communities. The French and Flemish
language communities are responsible for education, culture and social affairs in
the city. Brussels is part of a Larger Urban Zone (LUZ) of 1.8 million inhabitants
that covers an area of 1,614 km2.
Twin Cities:
Akhisar, Turkey
Atlanta, USA
Berlin, Germany
Beijing, China
Montreal, Canada
Macau, People’s Republic of China
Madrid, Spain
Washington DC, USA
Kiev, Ukraine
Breda, Netherlands
Prague, Czech Republic
Ljubljana, Slovenia
SWOT Analysis
Strengths:
● home to the European Commission, the Council of the European Union,
NATO, and other multi-lateral institutions
● significant number of highly educated citizens
● generally strong national economy
Weaknesses:
● high unemployment within the Brussels Capital Region
● pockets of poverty
● sprawl developing as wealthier residents move further out
● limited housing stock
Opportunities:
● Brussels Capital region has primary policy control over housing, urban
planning, urban renewal, economic development, environment, education, and
culture
● Brussels Capital Region has adopted a strategic Redevelopment Plan
Threats:
● highly divided national government, based on linguistic communities (Dutch,
French, and German)
● large number of foreign born individuals to integrate into an already
somewhat fractious society
Current City Priorities
Priority 1: Promoting integrated  Restore industrial waste lands
operations for urban revitalisation.
in a sustainable way
 Provide facilities for collective
use (Community contribution:
EUR 4.3 million).
Priority 2: Restoring social cohesion  Provide training and vocational
in the areas.
skills
 Create multimedia centres
 Increase the involvement of
inhabitants in associations and
in urban revitalization projects
(EUR 2.6 million).
 Additional EUR 240 000 will
finance technical assistance.
Recent Urban Policies
A federal programme was set up in 2000, focusing on cities that
confronted most with the problems of underprivileged neighborhoods.
Authorities earmarked €128 million for 15 cities and boroughs for 20052007, designed to implement an urban development program meeting the
following thematic objectives: integrated neighbourhood development, a
vigorous economy and sustainable employment for the neighbourhood,
strong social cohesion, a sound city in a sound environment and a better
housing supply.
A second federal support programme is also in place for large cities,
devoted specifically to housing. Beginning in 2005, long-range contracts
have been agreed with 17 cities and boroughs to implement an investment
programme for providing additional affordable accommodation. An
additional €70 million was earmarked for this programme in 2005-2007.
Assists the Flemish to achieve the
Urban Fund
following objectives:
1) increase the quality of life in cities,
both at the urban and local level;
2) combat the separation of powers;
3) increase the quality of democratic
government.
Population Statistics 2005
% / total
city population
suburb population
city population as share of metro
population
Demographics 2005
1,018,029
781,971
56.6%
% / total
age
under 20 years
65 and older
gender
24%
15%
male
female
48%
52%
foreign born (share of total city
population) (2005)
other EU Countries
Morocco, Tunisia, & Algeria
Turkey
26%
73%
21%
5.6%
Economy Statistics 2005
median income
% households receiving < ½ of
national average household income
average household size
% / total
USD 25,842
58%
2.07
% share of population that is
working age (age 15-64)
% employment rate
45.6%
80.17%
% unemployment rate
19.82%
Social Statistics 2001 & 2005
% / total
% of households that are oneparent households (2005)
13.50%
% of households living in owned
dwellings (2001)
34.00%
% of households living in social
housing (2001)
7.00%
number of recorded crimes per 1000
population (2001)
153.19
% of population with tertiary
education (2005)
38.90%
% of registered electorate voting in
city elections (2001)
83.00%
Commute Statistics (2001)
% of journeys to work by car
average time of journey to work
(min.)
Environment 2001
summer Smog: No. of days ozone
(O3) exceeds 120µg/m3
% / total
53.00%
33
total
9
number of days PM10
concentrations exceed 50 µg/m3
58
solid waste (domestic and
commercial) - tonnes per capita per
annum
0.51
green space to which the public has
access (m2 per capita)
13
http://en.wikipedia.org/wiki/Brussels
http://www.urbanaudit.org/CityProfiles.aspx
http://epp.eurostat.ec.europa.eu
http://www.brussels.irisnet.be, Mini-Bru: Statistical Survey of the Brussels Capital
Region
Hamburg, Germany
Source: www.wikimedia.org
Source: Google Maps
Context: During World War II Hamburg suffered a series of devastating air
raids which killed 42,000 German civilians. Through this, and the new zoning
guidelines of the 1960s, the inner city lost much of its architectural past. The Iron
Curtain — only 50 kilometres east of Hamburg — separated the city from most
of its hinterland and further reduced Hamburg's global trade. After German
reunification in 1990, and the accession of some Eastern European and Baltic
States into the EU in 2004, Hamburg Harbour and Hamburg have had ambitions
for regaining their positions as the region's largest deep-sea port for container
shipping and its major commercial and trading center.
Hamburg is the second largest city in Germany and along with Hamburg
Harbour, its principal port, Hamburg is also the second largest port city in
Europe, ninth largest port in the world, and the largest city in the European
Union which is not a national capital. A large part of the port is a fenced-in dutyfree area.
The city is situated on the southern tip of Jutland Peninsula, geographically
centered between Continental Europe to the south, Scandinavia to the north, the
North Sea to the west and the Baltic Sea to the east. The city of Hamburg lies at
the junction of the River Elbe with the rivers Alster and Bille. The city center is
set around two lakes, the Binnenalster (“Inner Alster”) and the Aussenalster
(“Outer Alster”).
Hamburg is an international trade city and the commercial and cultural center of
Northern Germany. It contains a 30,000 m² area of land in the middle of the
docks called Moldauhafen ("Vltava port") which is leased to the Czech Republic.
The land has extraterritoriality and therefore is exempt from the laws of
Germany and Hamburg. The lease was awarded to Czechoslovakia by Article
363 of the Treaty of Versailles to allow the landlocked country a place where
goods transported downriver could be transferred to seagoing ships and is set to
expire in 2027.
In has been projected that the city’s population of over 1.7 million inhabitants
will continue to grown over the next 20 years to reach around 2 million
inhabitants. If this comes to pass, Hamburg will be the most quickly growing
German metropolis. Hamburg’s economy is dominated by the service sector.
Hamburg is a leading centre of the German media industry. The port of
Hamburg is the second largest container harbour in Europe. Hamburg is also a
center for mechanical and electrical engineering, computer industries and optical
precision instruments and airplanes. Hamburg is part of a Larger Urban Zone
(LUZ,) as defined by the Urban Audit, of over 3 million inhabitants, which
includes four neighbouring NUTS 3 units (Kreise) north of the River Elbe
belonging to the federal state of Schleswig-Holstein, and two Kreise in the south
belonging to the state of Lower Saxony.
Sister Cities:
St. Petersburg, Russia – since 1957
Marseille, France – since 1958
Shanghai, People’s Republic of China – since 1986
Dresden, Germany (then East Germany) – since 1987
León, Nicaragua – since 1989
Ōsaka, Japan – since 1989
Prague, Czech Republic – since 1990
Chicago, USA – since 1994
SWOT ANALYSIS
Strengths:
● strategic location for trade
● ability to handle large ocean-going vessels
● attention to the family - increasing numbers of fathers are taking advantage of
“parent money” (Elterngeld) and taking sobatical to raise their children
● connected by four Autobahnen (motorways) and is the most important railway
junction on the route to Northern Europe
● efficient metropolitan transportation network
● Senate has put aside €2.9 billion for the expansion of the warf and harbor
railway as well as for the deepening of the Elbe
● high level of voter participation
● high median income
● city with the most millionaires in Germany
Weaknesses:
● plans for deepening the Elbe are highly debated
● high crime rate
Opportunities:
● attention paid to developing Hamburg into a "talent city" to attract educated
people in their mid-20s - areas of the city for the creative scene
● ambition to be considered an international metropolis
● there are more than 1000 foundations in Hamburg, which support many
aspects of the city
Threats:
● increased crime over the last year(s) (3.8% more crimes in comparison to last
year) in combination with dwindling police forces
Current City Priorities
●
urban
architecture
development
and
● to be considered an international
metropolis
● connect the southern with the
northern parts of the city
● develop a "talent city" to attract
educated people in their mid-20s areas of the city for the creative scene
● build bridge over the south Elbe
Recent Urban Policies
a leap across the Elbe
Hafencity
Population Statistics 2002
city population
suburb population (2001)
city population as share of metro
population
Demographics 2002
to further develop potential of river
islands (Wilhelmsburg, Veddel and
Harburg) during the coming
decades and thus to integrate the
southern districts into the over-all
city structure. To achieve this,
Hamburg draws an urbanite bow
from the city via the HafenCity and
Wilhelmsburg to Harburg. This socalled Leap across the Elbe
provides the unique chance to
recreate the side of Hamburg,
facing the water, over a length of
more than ten kilometres, and to
connect the area south of the Elbe
to the northern core of the city. This
is the major development aim for
the future.
the largest urban development
project in Europe - will expand the
inner city by around 40%. For
around 12,000 residents there will
be room for 5,500 apartments and
40,000 work places on 155 hectares
of land.
% / total
1,743,627
3,079,032
56.10%
% / total
age
0-15
15-65
12.92%
68.94%
65+
18.14%
foreign born (share of total city
population) (2006)
15.20 %
Europe
Africa
Americas
Asia
10.00%
1.02%
0.71%
3.43%
Australia and Oceania
Economy Statistics 2001
median income
0.07%
% / total
USD 57,842
poverty rate
average household size
15.00%
1.87
share of population that is working
age (age 15-65)
labor force participation rate
employment rate
unemployment rate
68.94%
73.00%
67.00%
8.00%
share of population 25 and older with
a Bachelor's degree
15.00%
Social Statistics 2001
% of households that are one-parent
households
% / total
6.00%
% of households living in owned
dwellings
19.00%
% of households living in social
housing
17.00%
number of recorded crimes per 1000
population
184.51
% of population with tertiary
education
15.00%
% of registered electorate voting in
city elections
71.00%
Commute Statistics (2001)
% of journeys to work by car
average time of journey to work
(min.)
% / total
51.00%
27
share of workers commuting by car
51.00%
share of workers commuting by rail
or metro
share of workers commuting by tram
share of workers commuting by bus
24.00%
9.00%
share of workers commuting by
bicycle
share of workers commuting by foot
7.00%
8.00%
Environment 2001
summer Smog: No. of days ozone
(O3) exceeds 120µg/m3
number of days PM10 concentrations
exceed 50 µg/m3
total
6
49
solid waste (domestic and
commercial) - tonnes per capita per
annum
0.92
green space to which the public has
access (m2 per capita)
54
http://de.wikipedia.org/wiki/Hamburg
http://www.urbanaudit.org/CityProfiles.aspx
http://www.wachsende-stadt.hamburg.de
http://www.statistiknord.de/fileadmin/download/jahrbuch_hh06/JB06HH_01.pdf
Kraków, Poland
Source: www.wikimedia.org
Source: Google Maps
Context: Kraków is located on the Wisla River in the southern part of Poland
and is the capital city of Malopolskie Voivodship. It is the third largest city in
Poland with a population of 780,000. Kraków is a centre for modern industry,
culture, art and business. The steel, tobacco and pharmaceutical industries are
the dominating sectors. The city has excellent transport connections and the
second largest international airport in Poland, allowing trade and commerce to
play an important role. Kraków is also one of the most important academic
centres in Poland. It is home to Jagiellonian University, the first Polish university
and one of the oldest and most prominent universities in Central Europe.
Kraków is the former capital of Poland and the seat of kings. Rich historical
heritage and wonderful architecture make tourism an important driver of the
city’s economy. Kraków’s historic centre is on the UNESCO list of World
Heritage Sites. The city is governed by the mayor, four deputy mayors, five
proxies and the city council which consists of 43 members. Kraków is a part of
Larger Urban Zone with a population of 1,300,000 that covers an area of 3,006
km2.
In September 1939 The Nazi German forces entered Kraków and turned it into
the capital of the General Government, a colonial authority headed by Hans
Frank. The occupation took a heavy toll, particularly on the city's cultural
heritage. Over 150 professors and academics of the Jagiellonian University were
arrested and sent to Sachsenhausen and other concentration camps. Many relics
and monuments of national culture were destroyed or looted. The Jewish
population was first confined to a ghetto and and later murdered, or sent to
concentration camps, including Plaszow and Auschwitz in Oświęcim.
Kraków escaped destruction during the German withdrawal. After the war, as
part of the Six-Year Plan, the communist government of the People's Republic of
Poland ordered the construction of the country's largest steel mill in the newlycreated suburb of Nowa Huta. The mill was regarded by some as an attempt to
diminish the influence of Kraków's intellectual and artistic heritage by
industrialization of the city and by attracting to it the working class.
Following the collapse of communism, history and tradition intermingled with
the general trend toward market economy. There's a growing private sector.
Offshoring of IT work in recent years has become important to the economy of
Kraków and Poland in general. There are about 20 large multinational companies
in Kraków, including Google, IBM, General Electric, Capgemini, Motorola, and
Sabre Holdings, along with British and German-based firms.
Kraków was elected European Capital of Culture in 2000.
Partner Cities:
Bordeaux, France
Bratislava, Slovakia
Curitiba, Brazil
Cuzco, Peru
Edinburgh, Scotland
Fes, Morocco
Florence, Italy
Frankfurt, Germany
Götheborg, Sweden
Innsbruck, Austria
Kiev, Ukraine
La Serena, Chile
Leipzig, Germany
Lviv, Ukraine
Milan, Italy
Niš, Serbia
Nuremberg, Germany
Orléans, France
Pécs, Hungary
Sevilla, Spain
Rochester, USA
Solothurn, Switzerland
Vilnius, Lithuania
Zagreb, Croatia
Leuven, Belgium
SWOT ANALYSIS
Strengths:
● strong cultural heritage
● relatively low amount of waste produced per capita
● good transportation connections
● strong industrial sector
● many universities
Weaknesses:
● a weak economy
Opportunities:
● SME development
● tourism
● urban renewal
Threats:
● declining population (negative birth rate of –0.04 percent)
● a developing economy
Current City Priorities
● continue expansion of local
economy and further improve the
quality of life
● higher educational standards and
greater access to education
● develop SME sector
● develop the housing industry and
land reclamation
● develop inclusion policies and
awareness initiatives
● competitivitiy of local economies
stimulating
provate-public
partnerships
● create new jobs and work toward
increased gender equality
Recent Urban Policies
Long-term municipal juvenile
delinquency
prevention
programme
Long-term extension and
upgrading of MPWiK S.A. local
water and sewage system
Tourism Development Strategy
(2004-2013)
(2006-2013)
environment protection
programme
City of Krakow Waste
Management Plan for 2004–2007
and (prospectively) for 2008–2011
Krakow education system
management programme
(2007–2010)
city development and
Master Plan of Cracow (since 1994) environmental protection for a
sustainable transport system
Population Statistics 2004
% / total
city population
suburb population
780,000
1.3 M
city population as share of metro
population
60.00%
Demographics 2004
% / total
age
pre-working age
working age
post-working age
population growth
17.07%
66.41%
16.52%
-598
foreign born (share of total city
population)
Economy Statistics 2001
median income
poverty rate
% / total
USD 10,238
average household size
share of population that is working
age (age 15-59) (2004)
labor force participation rate
employment rate
unemployment rate (2007)
Social Statistics 2001
% of households that are oneparent households
2.47
66.41%
60.00%
42.00%
6.90%
% / total
5.00%
% of households living in owned
dwellings
16.00%
% of households living in social
housing
10.00%
number of recorded crimes per 1000
population
% of population with tertiary
education
58.32
18.00%
% of registered electorate voting in
city elections
Commute Statistics (2001)
public transportation buses
public transportation trams
passengers transported
bus lines
length of bus lines (km)
tram lines
length of tram lines (km)
Environment 2001
summer Smog: No. of days ozone
(O3) exceeds 120µg/m3
number of days PM10
concentrations exceed 50 µg/m3
solid waste (domestic and
commercial) - tonnes per capita per
annum
% / total
410
332
302
116
1442
23
282
total
3
18
0.29
green space to which the public has
access (m2 per capita)
27
http://www.krakow.pl/en/samorzad/prezydent/?id=jacek_majchrowski.html
http://en.wikipedia.org/wiki/Krak%C3%B3w
www.krakow.pl/en/gospodarka/html/publications/gb_stat_05-12-13.pdf
http://www.kpk.gov.pl/images/i7pr/b5ef04db69c3868f8f405e4d761e8e8d.pdf
http://www.krakow.pl/en/gospodarka/img/angielska_internet_4.pdf
Leipzig, Germany
Source: www.wikimedia.org
Source: Google Maps
Context: Leipzig is situated in the federal state of Saxony in Eastern Germany.
The city was heavily damaged by Allied bombing during World War II.
American troops of the 69th Infantry Division captured the city on April 20, 1945.
A few months later the U.S. ceded the city to the Red Army as it pulled back
from the line of contact with Soviet forces in July 1945 to the pre-designated
occupation zone boundaries. Leipzig became one of the major cities of the
German Democratic Republic. In 1989, after prayers for peace at the Nikolai
Church, established in 1983 as part of the peace movement, the Monday
demonstrations started as the most prominent mass protest against the East
German regime.
The economy of Leipzig changed dramatically after German reunification. Its
economy shifted from being dominated by industry to focusing on services. The
city is investing in a number of areas to improve its competitiveness, such as the
car industry, the ancillary industry, media and communication technology,
biotechnology, power engineering, and environmental technology. The city is
also increasing its capacity to host trade fairs, to provide educational services and
is strengthening its financial position in eastern Germany. It has had a declining
population since 1989. The city boundaries were redrawn in 1999/2000, assigning
an additional 60,000 inhabitants to the city. Since 2002 there has been a slight but
steady increase in the population, which is expected to continue until 2020. After
1989, 25,000 of the city's apartments were not inhabitable. The urban
development was aimed at conserving many of the older buildings. More than
85,000 apartments have been renovated since 1991. The new BMW plant (2005) is
also a very important employer in the city
Sister Cities:
Kiev, Ukraine – since 1961
Bologna, Italy – since 1962
Brno, Czech Republic – since 1973
Kraków, Poland – since 1973
Lyon, France – since 1981
Thessaloniki, Greece – since 1984
Hanover, Germany – since 1987
Nanjing, China – since 1988
Frankfurt am Main, Germany – since 1990
Birmingham, United Kingdom – since 1992
Houston, USA – since 1993
Travnik, Bosnia and Herzegoviana – since 2003
Addis Ababa, Ethiopia – since 2004
Plodiv, Bulgaria
SWOT ANALYSIS
Strengths:
● highly educated population
● environment
● with green space of ~50% and forest space of ~7%, it is one of the greenest cities
in Germany
● good child care
● high investment development
● low air pollution
Weaknesses:
● aging population
● high poverty rate
● emigration of people ages 35-60 out of the city
Opportunities:
● opportunity for economic growth through an increase in the service sector and
decrease in industry
● increased immigration to the city through making the region more attractive
● potential for economic development through cooperation between the city and
its surrounding area
● increasing immigration to the city by making use of old industrial areas
Threats:
● advanced deindustrialization
● increasing regional disparities
Current City Priorities
● utilisation agreements between city
council and owners for the creation
of temporary public green areas on
privately owned open spaces
● a more uniform development of
the city
● conservation and renovation of
older buildings
Recent Urban Policies
STEP W+S (2000)
development of less-favoured
districts
matches spatial and structural
development strategies to create a
transparent frame of reference for
municipal activities to boost the
competitiveness of the existing
residential space. For market
consolidation purposes a reduction
of the existing residential space by
an estimated 30,000 residential
units will be required by 2010.
Apart
from
discontinuation,
conversion and consolidation of
10,000 apartments, the structurally
agreeable
deconstruction
of
approximately 20,000 residential
units has been planned.
for the areas in the eastern and
western parts of the city, which
require special urban development
and
renovation
strategies,
"conceptual district plans" have
been created on the basis of STEP
W+S.
Population Statistics 2006
% / total
city population
suburb population
506,578
912,064
city population as share of metro
population
54.10%
Demographics 2007
% / total
age
0-5
5-10
4.03%
3.37%
10-15
15-20
20-25
25-30
30-35
35-40
40-45
45-50
50-55
55-60
2.58%
5.12%
9.11%
9.43%
6.75%
7.68%
7.91%
6.87%
7.68%
5.81%
60-65
65-70
70-75
75-80
80-85
85-90
90-95
5.78%
7.46%
5.35%
3.96%
2.65%
1.49%
0.63%
95 and older
0.19%
foreign born (share of total city
population) (2007)
6.31%
Economy Statistics 2001
median income
poverty rate
average household size
% / total
USD 29,179
24.00%
1.81
share of population that is working
age (age 15-59) (2007)
labor force participation rate
employment rate
66.36%
70.00%
58.00%
unemployment rate (2007)
19.80%
Social Statistics 2001
% of households that are one-parent
households
% / total
8.00%
% of households living in owned
dwellings
10.00%
% of households living in social
housing
3.00%
number of recorded crimes per 1000
population
135.92
% of population with tertiary
education
25.00%
% of registered electorate voting in
city elections
42.00%
Commute Statistics (2001)
% of journeys to work by car (2001)
% / total
60.00%
average time of journey to work
(min.) (2001)
share of workers commuting by car
share of workers commuting by tram
share of workers commuting by bus
28
60.00%
22.00%
2.00%
share of workers commuting by
bicycle
share of workers commuting by foot
7.00%
9.00%
Environment 2001
summer Smog: No. of days ozone
(O3) exceeds 120µg/m3
number of days PM10 concentrations
exceed 50 µg/m3
total
2
0
solid waste (domestic and
commercial) - tonnes per capita per
annum
0.24
green space to which the public has
access (m2 per capita)
65
http://www.isg-institut.de/download/SWOT-Abschlussbericht.pdf
http://www.urbanaudit.org/CityProfiles.aspx
http://en.wikipedia.org/wiki/Leipzig
http://www.leipzig.de/int/en/
http://www.leipzig.de/de/business/wistandort/zahlen/bevoelkerung/lebensbau
m/
Lille, France
Source: www.wikimedia.org
Source: Google Maps
Context: The name Lille comes from insula or l'Isla, since the area was at one
time marshy. This name was used for the Count of Flanders' castle, built on dry
land in the middle of the marsh. Lille's population was 158,000 in 1872, growing
to over 200,000 by 1891. By 1912, Lille's population was at 217,000: the city
profited from the Industrial Revolution, particularly with coal and the steam
engine. The entire region had grown wealthy thanks to the mines and to the
textile industry. In July 1921, at the Pasteur Institute in Lille, Albert Calmette and
Camille Guérin discovered the first anti-tuberculosis vaccine. Throughout the
1960s and 70s, the region was faced with some problems after the decline of the
coal, mining and textile industries. In 1983, the VAL, the world's first automated
rapid transit underground network, was opened. In 1993, a high-speed TGV
train line was opened, connecting Paris with Lille in one hour. This, followed by
the opening of the Channel Tunnel in 1994 and the arrival of the Eurostar train,
puts Lille in the centre of a triangle connecting Paris, London, and Brussels. One
of the earliest examples of ATO was on the Victoria line of the London
Underground, opened in 1968. Work on Euralille, an urban remodelling project,
began in 1991. The Euralille Centre was opened in 1994, and the remodelled
district is now full of parks and modern buildings containing offices, shops, and
apartments. In 1994 the "Grand Palais" was also opened.
The economy of Lille was traditionally based on the textile, food and printing
industries. The service sector now represents 80% of jobs. The economy is
growing in particular in the sectors of biotechnology, mail-order selling, mass
distribution, finance, IT and communications. High levels of research and
development activities also contribute to the city’s economic growth.
The ‘Communauté Urbaine de Lille’ is composed of 87 municipalities that take
joint decisions on issues of urban management such as public transport and
other sustainable development initiatives. The mayors of the communes elect a
President who heads the public organisation.
The larger urban zone (LUZ) of over 1,1 million inhabitants covers an area of 981
km2, and is based on the French concept of ‘aire urbaine’.
Partner Cities:
Cologne and Erfurt, Germany
Esch-sur-Alzette, Luxembourg
Kharkiv, Ukraine
Leeds, United Kingdom
Liège, Belgium
Nablus, Palestinian Authority
Rotterdam, Netherlands
Safed, Israel
Saint-Louis, Senegal
Turin, Italy
Valladolid, Spain
Buffalo, USA
SWOT ANALYSIS
Strengths:
● Infrastructure (High Speed Train: crossroads on the Paris-London-Bruxelles
triangle)
● Local growth coalition (involving local entrepreneurs, the municipality, the
metropolitan institutions, the regional institutions and the national government)
● Capacity to deal with special events: Olympic bid 2004, European Capital of
Culture 2004
● Culture: Capacity to continue the dynamic of Lille 2004. Constantly on the
national cultural scene, often on the European one.
● Business centre: Euralille
● Capacity to use the metropolitan and regional levels of governance (including
transborder with Belgium)
● Capacity to attract funding from the European Union and to use these funds in
conjunction with local and national programs
● low air pollution
● large university student population
Weaknesses:
● Unemployment rate remains above the French national average
● Services and culture may not be enough to match the enormous amount of
industrial jobs lost in previous decades
Opportunities:
● attractive location for services between London and Paris
● very attractive for young professionals
● Gentrification: fashionable lofts in former industrial areas at a fraction of their
cost in Paris or London
Threats:
● some structural, spatial and social inequalities in the city's outlying
neighbourhoods are not being addressed
● capacity to attract internationally dependent on many external factors such as
the value of the Euro and the appearance of new competitors
● the effects of the economic crisis might not be completely exhausted (retail
textile sector still a major employer in the city)
Current City Priorities
● solidarity between citizens and
improvement of everyday life
● sustainable development
environmental protection
and
Recent Urban Policies
Plan de Déplacements Urbains
(PDU) (adopted 2000)
Improve mobility, housing,
infrastructure,
public
transportation and security
thereof, parking spaces, streets,
and handicap accessibility
use of biogas fuel
Biogasmax (2006-2010)
Global Education Project (since
2005)
In 2004, LMCU took a new
step, deciding to transform the
biogas produced by its future
organic recovery center into
biogas fuel, thus making it
possible
to
ensure
the
consumption of 100 urban
busses,
thanks
to
the
production of 4.5 millions of
m3 per year of upgraded
biomethane.
(Biogas fuel market expansion
to 2020 Air Quality) Its main
goal
is
to
show
that
biomethane fuel is a reliable
alternative considering the
fossile fuel crisis in Europe,
which continues to increase.
Thus, the goal of LMCU and its
27 partners is to show that
biogas fuel is a reliable and
viable alternative.
By going beyond the national
legal
requirements,
Lille
wishes to ensure that every
child and young person has an
equal opportunity in terms of
schooling and in their personal
fulfilment.
Population Statistics 2001
% / total
city population
suburb population
1,091,438
city population as share of metro
population
Demographics 1999
% / total
age
0-19
23.70%
20-39
40-59
60-74
75+
44.30%
18.50%
8.10%
5.40%
foreign born (share of total city
population)
Economy Statistics 2001
median income
% / total
USD 27,981
poverty rate
average household size
16.00%
2.59
share of population that is working
age (age 20-59) (1999)
labor force participation rate
employment rate
62.80%
64.00%
55.00%
unemployment rate (2007)
14.00%
Social Statistics 2001
% of households that are one-parent
households
% / total
6.00%
% of households living in owned
dwellings
50.00%
% of households living in social
housing
23.00%
number of recorded crimes per 1000
population
103.70
% of population with tertiary
education
16.00%
% of registered electorate voting in
city elections
53.00%
Commute Statistics (2001)
% of journeys to work by car (1996)
average time of journey to work
(min.) (1996)
Environment 2001
% / total
77.00%
19
total
summer Smog: No. of days ozone
(O3) exceeds 120µg/m3
2
number of days PM10 concentrations
exceed 50 µg/m3
8
solid waste (domestic and
commercial) - tonnes per capita per
annum
green space to which the public has
access (m2 per capita)
http://www.urbanaudit.org/CityProfiles.aspx
http://en.wikipedia.org/wiki/Lille
http://www.cudl-lille.fr/index.php?p=13&art_id=14596
http://www.cudl-lille.fr/index.php?p=603&art_id=12742
http://www.journaldunet.com/management/ville/ville/demographie/21605/lille.s
html
Rotterdam, Netherlands
Source: www.wikipedia.org
Source: Google Maps
Context: Rotterdam is located in the Rijnmond region, and is the main industrial
city of the Netherlands. It has a population of 596,407. Rotterdam is it the largest
seaport in Europe. The port, chemical industry, transport and distribution sectors
are major employers in Rotterdam, which is home to over 27,000 companies,
including many foreign businesses. The city is not only well-known for its
international position as a port. Its increasing business activity, the energy with
which the city continues to develop and its multi-ethnic population also give it a
cosmopolitan charisma. The city covers a land area of 1,193 km2. The City of
Rotterdam is divided into 13 sub-city districts each with their own
administration and fields of administrative duties. The city is governed by the
city council, which is lead by the mayor and aldermen. Rotterdam is part of a
Larger Urban Zone (LUZ) of over 1.3 million inhabitants, which is situated at the
centre of the southern part of a major urban conurbation called the Randstad
(which includes Amsterdam, Utrecht and The Hague).
Rotterdam was elected European Capital of Culture in 2005.
Sister Cities:
Cologne, Germany – since 1958
Esch-sur-Alzette, Luxemburg – since 1958
Lille, France – since 1958
Turin, Italy – since 1958
Luik, Belgium – since 1958
Burgas, Bulgaria – since 1976
Constanta, Romania – since 1976
Gdánsk, Poland – since 1977
Shanghai, China – since 1979
Havana, Cuba – since 1983
Saint Petersburg, Russia – since 1984
Baltimore, Maryland, USA – since 1985
Dresden, Germany – since 1988
Partner Cities:
Kingston upon Hull, United Kingdom – since 1936
Antwerpen, Belgium – since 1940
Basel, Switzerland – since 1945
Oslo, Norway – since 1945
Duisburg, Germany – since 1950
Nürnberg, Germany – since 1961
Jakarta, Indonesia – since 1983
Osaka, Japan – since 1984
Budapest, Hungary – since 1991
Bratislava, Slovakia – since 1991
Durban, South Africa – since 1991
Prague, Czech Republic – since 1991
Sister Ports:
Kobe, Japan – since 1967
Seattle, USA – since 1969
Busan, South Korea – since 1987
Tokyo, Japan – since 1989
SWOT ANALYSIS
Strengths:
● cultural capital
● main ports
● many institutes for learning
● public investments
● infrastructure
● strong transportation infrastructure
Weaknesses:
● low private investments
● social issues
● poverty and unemployment in certain neighbourhoods
● high crime rate
Opportunities:
● festive image and cultural center
● improvement of creative sectors
● support of SMEs
● transformation of industrial sites/ harbours
● increasing business activity
Threats:
● social fragmentation along ethnic lines
● loss of research and development
● loss of highly educated population
● congestion
Current City Priorities
● pay attention to various cultures
within the city as well as the general
urban atmosphere
● security
Recent Urban Policies
European Regional Development
Fund Urban Objective 2
funds for promotion of regional
development allocated by the
European Union
Urban II
"Versterking Veiligheid"
(strengthening security)
Population Statistics 2005
city population
suburb population
Certain
neighbourhoods
are
wrestling with a variety of issues
such as high unemployment, low
education, low incomes and drugrelated crime.
Individuals are
approached by outreach workers,
who ask them what they consider
to be the most pressing problems
on their streets. These problems are
subsequently tackled - street by
street.
five year action program (start
2003) for increased security within
the city
% / total
596,407
~1.3 M
city population as share of metro
population
~46.00%
Demographics 2006
% / total
age
0-9
10-19
20-29
30-39
40-49
50-59
60-69
70-79
11.30%
11.42%
15.79%
15.76%
14.11%
11.86%
7.98%
6.21%
80-89
90 +
3.60%
0.70%
population growth (2005)
-7907
foreign born (share of total city
population) (2006)
Surinamers
46.69%
8.77%
Turks
Moroccans
Antilleans
South Europeans
Other non-industrialised nations
Other industrialised nations
Economy Statistics 2001
median income
poverty rate
average household size
share of population that is working age
(age 15-59) (2006)
labor force participation rate
employment rate
unemployment rate
Social Statistics 2001
% of households that are one-parent
households
7.61%
6.18%
3.30%
2.98%
11.14%
5.40%
% / total
24.00%
1.00
~60.00%
70.00%
66.00%
6.00%
% / total
7.00%
% of households living in owned
dwellings
25.00%
% of households living in social
housing
56.00%
number of recorded crimes per 1000
population
136.19
% of population with tertiary
education
14.00%
% of registered electorate voting in city
elections
55.00%
Commute Statistics (2001)
% of journeys to work by car
average time of journey to work (min.)
Environment 2001
summer Smog: No. of days ozone (O3)
exceeds 120µg/m3
% / total
54.00%
33
total
number of days PM10 concentrations
exceed 50 µg/m3
solid waste (domestic and commercial)
- tonnes per capita per annum
green space to which the public has
access (m2 per capita)
45
0.54
36
http://www.urbanaudit.org/CityProfiles.aspx
http://rotterdam.nl/Rotterdam/Openbaar/Diensten/COS/Publicaties/PDF/KC2
006UK.pdf
http://www.journalism.fcj.hvu.nl/index.php?id=4435
http://www.gencat.net/regionsandcities/descarrega/1st_WORKSHOP/Max_Jel
eniewski.pdf
http://66.102.9.104/search?q=cache:4iFkfgfn6wUJ:www.deutscherverband.org/seiten/urban-netzwerk/downloads/URBANFutur.pdf+rotterdam+urban+policy&hl=de&ct=clnk&cd=12&gl=de
http://www.eukn.org/eukn/themes/Urban_Policy/Security_and_crime_preven
tion/The-Rotterdam-Approach_1001.html
http://en.wikipedia.org/wiki/Rotterdam
Sarajevo, Bosnia and Herzegovina
Source: www.wikimedia.org
Source: Google Maps
Context:
Sarajevo is capital city of Bosnia and Herzegovina. It is its
administrative, economic, cultural, educational and sport center. The city of
Sarajevo is unit of local self-governance, which consists of four city
municipalities: Old City, Center, New City and New Sarajevo. In the period
from 1948 to 1991, population grew from 116,099 to 361,735 – an increase of over
300%. Growth was mainly caused by rapid immigration. In 1998, Sarajevo the
demographic picture was changed. Population (274,526 citizens) decreased by
more than 26%. New categories appeared in the population’s structure –
refugees. The percentage of the native population remained above 2/3 (67. 3%).
The percentage of Bosnian population grew significantly (78. 3%). Age structure
changed as well – the city population got older (14. 4% were children under 14,
67. 9% were aged from 15 to 64, and 17. 7% were 65 and older).
It is also the capital of the Federation of Bosnia and Herzegovina entity, and the
de jure capital of the Republika Srpska entity, as well as the center of the Sarajevo
Canton. Sarajevo is located in the Sarajevo valley of Bosnia proper, surrounded
by the Dinaric Alps and situated around the Miljacka river. The city is famous for
its traditional religious diversity, with adherents of Islam, Catholicism,
Orthodoxy, and Judaism coexisting there for centuries.
Although settlement in the area stretches back to prehistoric times, the modern
city arose as an Ottoman stronghold in the 15th century. Sarajevo has attracted
international attention several times throughout its history: In 1914 it was the site
of the assassination that sparked World War I, while seventy years later it
became the host city of the 1984 Winter Olympics. Yugoslav Partisan resistance
fighters, led by Josip Broz Tito, liberated Sarajevo from the Nazis on 6 April 1945.
Afterwards, the city grew rapidly as it became an important regional industrial
center in Yugoslavia. The peak of city growth occurred in the early 1980s, when
Sarajevo hosted the 1984 Winter Olympics.
On April 6, 1992, as the former communist state of Yugoslavia was
disintegrating, Sarajevo was surrounded by the Yugoslav National Army and a
number of paramilitary (Bosnian Serb Army) formations. The siege of Sarajevo,
which lasted until October 1995, resulted in large scale destruction and dramatic
population shifts. Reconstruction of Sarajevo started as soon as the war ended
with the Dayton Agreement of November 1995.
By 2003, most of the city had been rebuilt or repaired, with only a few remaining
visible ruins in the city centre. Modern office buildings and skyscrapers have
since been constructed throughout the city.
Partner Cities:
Istanbul, Turkey
Bursa, Turkey
Ankara, Turkey
Akhisar, Turkey
Venice, Italy
Collegno, Italy
Ferrara, Italy
Naples, Italy
Prato, Italy
Dubrovnik, Croatia
Zagreb, Croatia
Wolfsburg, Germany
Magdeburg, Germany
Friedrichshafen, Germany
Innsbruck, Austria
Tlemcen, Algeria
Amsterdam, Netherlands
Tripoli, Libya
Serre Chevalier, France
Ljubljana, Slovenia
Barcelona, Spain
Madrid, Spain
Budapest, Hungary
Coventry, Unites Kingdom
Stokholm, Sweden
Tirana, Albania
Tianjin, China
Calgary, Canada
Dayton, USA
Baku, Azerbaijan
Kuwait City, Kuwait
SWOT ANALYSIS
Strengths:
● a large manufacturing, administration, and tourism base, combined with a
large informal market, makes it one of the strongest economic regions of Bosnia
and Herzegovina.
● location in a valley between mountains make it a compact city - narrow city
streets and a lack of parking areas restrict automobile traffic but allow better
pedestrian and cyclist mobility
● diverse cultural heritage
● access to Adriatic and European markets
● competitive prices
● diverse climate – year round attractions
Weaknesses:
● While Sarajevo had a large industrial base during its communist period, only a
few pre-existing businesses have successfully adapted to the market economy.
● federal institutions and a uniform structure of the police forces are still lacking
● Poor quality infrastructure, including lack of hotels near attractions in some
regions
● Weak public transportation system (trains)
● Inadequate investment in infrastructure
● Weak environmental protection, particularly waste management
● Land mines & safety issues
● Weak government recognition of tourism as strategic for economic
development, particularly on state level
● Administrative barriers – tax, incomplete privatization, poor regulation
● Lack of education (vocational and academic in tourism and training
● Negative international image as a result of the war
Opportunities:
● Sarajevo has a strong tourist industry and was named by Lonely Planet the
43rd Best City in the World in 2006
● the city recently signed a five-year contract with Global Payments Inc./ Global
Payments Europe d.o.o. Sarajevo for authorisation, credit card management,
fraud prevention, Point of Sale, terminal and network management
● Proximity to other premier European destinations (Croatia, Slovenia)
● Proximity to markets in Europe, Middle East, Asia
● Redevelopment of skiing and winter sports
● Potential for niche market travel (culture & religious heritage, adventure,
sports, health)
Threats:
● lack of political infrastructure
● need for a new constitution that guarantees universal civil liberties, regardless
of ethnicity
● Strong regional competitors (Croatia, Slovenia)
● Environmental degradation
● living costs have been increasing exponentially over the last few years
● low employment
Current City Priorities
● "political normalization" as first step
toward
● economic development
● foreign investment
Recent Urban Policies
Possibilities of economic cooperation
with partners from abroad are aimed at
improvement of general environment,
especially by adoptions of relevant
laws for business activities with
abroad.
Cooperation areas
establishing economic cooperation
between companies from areas of
Sarajevo and partners from abroad in
the following areas:
• production of food and
beverages
• production of clothes
• processing of wood
• production of furniture
• production of automobiles
• production of chemical and
pharmaceutical products
• metal processing industry
• construction and projecting
• traffic and communication
• tourism
Population Statistics
% / total
city population (2006 est)
suburb population (2006 est)
304,136
418,891
city population as share of metro
population
72.60%
Demographics 2002 est.
% / total
age
0-14
16.00%
15-64
70.00%
65+
13.80%
foreign born (share of total city
population)
22.60%
Bosnians
Serbs
Croats
77.40%
12.00%
7.50%
other (mostly Sephardi Jews, Roma,
and foreign workers mostly of Chinese
and African backgrounds)
3.10%
Economy Statistics 2006
% / total
median income
poverty rate (national)
average household size
USD 1083
25.00%
2.47
share of population that is working age
(age 15-64) (2002)
labor force participation rate
70.00%
employment rate (metropolitan region)
22.75%
unemployment rate (metropolitan
region)
16.40%
Social Statistics 2001
% of households that are one-parent
households
% / total
% of households living in owned
dwellings
% of households living in social
housing
number of recorded crimes per 1000
population
individuals with tertiary education
(national 2006)
5941
% of registered electorate voting in city
elections
Commute Statistics (2001)
% / total
% of journeys to work by car (1996)
average time of journey to work (min.)
(1996)
share of workers commuting by car
share of workers commuting by rail or
metro
share of workers commuting by tram
share of workers commuting by bus
share of workers commuting by bicycle
share of workers commuting by foot
Environment 2001
summer Smog: No. of days ozone (O3)
exceeds 120µg/m3
number of days PM10 concentrations
exceed 50 µg/m3
solid waste (domestic and commercial)
- tonnes per capita per annum
green space to which the public has
access (m2 per capita)
http://www.answers.com/topic/demographics-of-sarajevo
http://www.fzs.ba/Eng/index.htm
www.cynefinywerin.org.uk/fileserve.php?mediaid=117
http://www.finanzen.net/news/news_detail.asp?NewsNr=530680
http://www.tagesspiegel.de/politik/International-
total
Bosnien;art123,2332230
http://www.baz.ch/news/rss.cfm?objectid=86933951-1422-0CEF70698B3179AAAB3A
http://www.fzs.ba/Eng/gode.htm#POPULATION
http://en.wikipedia.org/wiki/Sarajevo
http://www.usaidcca.ba/fajlovi/BiH_Tourism_Assessment__Saffery_-_May-05.pdf-101.pdf
Stuttgart, Germany
Context:
Stuttgart is the State Capital of Baden-Württemberg, stands at the intersection of
a number of major European traffic routes, and is easily accessible from all the
main metropolitan cities. The city, the sixth largest in Germany, is made up of
179 municipalities. Although Greater Stuttgart has 2.67 million inhabitants, the
city of Stuttgart has a population of 585,000. Greater Stuttgart also has 58.2
percent of its economy in the service sector and 41.2 percent in production such
as motor industry, electronics and engineering. Stuttgart is considered by many
to be the birthplace of the automotive industry. The Greater Stuttgart Region
currently has the greatest density of scientific and research organizations and the
largest number of patent-applications of all the major cities in Germany.
Twin Cities:
Jeddah, Saudi Arabia
Cardiff, Wales
Strasbourg, France
Mumbai, India
Menzel Bourguiba, Tunisia
Cairo, Egypt
Lodz, Poland
Ogaki, Japan
Brno, Czech Republic
SWOT ANALYSIS
Strengths
 Stuttgart is economically dynamic with 5.6 percent (2004) unemployment.
 There is significant support through public finance for regional governance and
initiatives.
 Greater Stuttgart is already planning on the regional level for the sustainable
development of the region through residential and commercial areas.
 The Stuttgart Region’s excellence in education and training is one reason for the
high level of skills in the area. Two traditional universities and a variety of
other institutions of higher education provide courses leading to both German
and international degrees. When it comes to offerings combining study with
on-the-job training, the region is second to none.
Weaknesses
 Many important policies are not handled regionally. For instance, there is no
regional waste management policy. The Verband Stuttgart is responsible for
only a small segment of management, which creates inefficiencies.
 The city is not yet a metropolitan region of Europe, although it is Germany’s
fourth largest conurbation.
Opportunities
 The existing innovation potential of the Region in business and science can be
strengthened in particular in the field of mobility services and products. At
present, the region is home to Daimler AG, Bosch, IBM and 150,000 other
companies.
 The regional traffic and transport plan contains long-term strategies for roads,
railways, and cycle paths, and a list of priorities for future investments. It has
been approved in 2001. This traffic program will represent a blueprint for
county and municipal planning and will ensure that the Verband is able to
influence the investment programs of the State of Baden-Württemberg and the
German Federal Government.
 The Stuttgart Region tops the German league for annual patent applications, and enjoys
an international reputation for innovation. It is also by far the most important centre of
research in Baden-Württemberg – 45 percent of the state’s R&D capacity located here.
And when it comes to exports, the Stuttgart Region leads the European field –
accounting for some 40 per cent of goods sold abroad by companies in BadenWürttemberg.
Threats
 The success of regional program depends heavily on increased commitment of the
region, municipalities and various authorities.
 The Verband’s "Greater Stuttgart Landscape Park", is to improve open areas, redesign
these spaces, and link them for people to enjoy and protect the space. Still, the plan is
ambitious and not yet implemented.
 The regional plan is meant to span 10-15 years and is therefore built on probable policy
projections.
Facts & Figures
Residents: 591,162 (Status 31 March 2007)
Surface area: 207.36 square kilometers
Largest dimensions: N-S direction: 19.4 km, W-E direction: 20.4 km
Geographic position: Latitude: 48° 46' 39'', Longitude: 9° 10' 43''
Height above sea level: average 260m
Deepest point: 207m
Highest point: 549 m
Highest building: Television tower (with antenna) 217 m
Climate: Average 9.4 °C, sunshine (annual) 1,693 hours, annual precipitation 665
mm
Initiatives
The Verband Region Stuttgart, which was founded in 1994, serves as a political
organization for the region. The Verband Region Stuttgart is democratically
elected and governs among other duties: planning policies, waste management
and local public transport. The annual budgets of the Verband Region Stuttgart
amount to about 260 million €, and come almost exclusively from public funds in
the form of transfers from county and municipal authorities and grants from the
Federal and the State governments. The largest item of expenditure is local
public transport, which accounts for about 85 percent of the total budget.
Major Projects
New Stuttgart State Trade Fair
Stuttgart 21 station redevelopment and railway network upgrading, related SBahn improvements
Kornwestheim Goods Traffic Centre
European and International marketing, projects, networking, and lobbying
economic clusters and competence centres
Extensions and upgrading of suburban railway network, including accessibility
Implementation of Landscape Park Concepts
Planning Issues
Retailing
Demographic Changes
Conversion sites and brown field development
No Information Listed
http://www.region-stuttgart.org
http://en.wikipedia.org/wiki/Stuttgart
www.eurometrex.org
eurometrex.org
CDP FELLOWSHIPS PROPOSAL
Description
Cities, states, and regions in both the United States and the European Union are
grappling with similar economic and social challenges brought about by rising
global competition and societal change – urban disinvestment, energy costs and
environmental quality concerns, social integration and changing demographics,
and economic restructuring, to name just a few. Most of these policy areas are
tackled at the local and regional, rather than national government levels, yet
there are very few opportunities for civic leaders to meet, to observe new
approaches to persistent challenges, and to exchange best practices in addressing
these challenges effectively.
Through its CDP Transatlantic Fellows program, GMF will provide practitioners
and policy-makers working on these issues at the state and local levels the
opportunity to meet and discuss with their counterparts across the Atlantic the
policies and measures that have been implemented, what has worked, and what
has not. The Fellowships are specifically focused on the following policy areas:
Marianne Ginsburg Fellowships Program Details
Marianne Ginsburg dedicated her over thirty-year career at the German Marshall
Fund of the United States (GMF) to providing opportunities for American and
European policy-makers at the grass-roots, state, and federal levels to learn from
one another’s experiences and bring home new ideas and best practices from
across the Atlantic to improve their own communities.



Urban/regional development
Energy and climate
Social exclusion and poverty
Through the Marianne Ginsburg Fellows Program in Comparative Domestic
Policy, GMF will provide practitioners and state and local-level policy-makers
the opportunity to meet with their counterparts across the Atlantic to discuss
what policies and measures they have implemented, how new ideas were
adopted and put into practice, what stumbling blocks they encountered. Above
all what has and has not worked effectively and why.
GMF will award three individual Ginsburg Fellowships of $10,000 – one in each
of the three policy area focuses. Fellowships will be determined through a
competitive application process that will include a review by the advisory
committee.
Long-term CDP Fellowship Program Details
Long-term fellows will spend three to six months on the other side of the
Atlantic, based either at GMF-DC, the Compagnia, or other European GMF
offices depending on interest and space availability. The focus on recruitment
will be on emerging leaders who are practitioners or policy-makers. The
Advisory Committee will play a role in the recruitment process and identifying
priority issues for the fellowships. Fellows will be expected to write and publish
regularly, as well as to participate in conferences, seminars, and other public
events.
Recruitment and Selection of Fellows
GMF will seek applications for both the Ginsburg Fellowships and the CDP
Fellowships from mid-career professionals engaged in the targeted policy areas
with an interest in gaining an understanding of how these issues are approached
and tackled in a culture other than their own, and an ability to apply lessons
learned to their own community.
Applicants should be policymakers,
practitioners, civic leaders in state/local government or represent the media or
non-profit communities. The fellowship is not intended for academic research.
BIOGRAPHIES
Sandra J. Newman, Ph.D.
Director and Professor of Policy Studies
Joint appointment, Department of Sociology
Joint appointment, Department of Health Policy and
Management, Bloomberg School of Public Health
Dr. Newman holds an M.U.P. and Ph.D. in urban
planning from New York University. She was a
Fulbright Senior Fellow at the Australian National
University and a Visiting Scholar in the research
office of the U.S. Department of Housing and Urban
Development. Newman's research is interdisciplinary, and focuses on the
intersection of housing, employment, welfare and health. Her recent projects
have been supported by the National Institute of Mental Health, the Ford
Foundation, the Robert Wood Johnson Foundation, the Fannie Mae Foundation,
the U.S. Department of Housing and Urban Development and the Rockefeller
Foundation.
Vickie Tassan, a Senior Vice President with Bank of
America, is the national marketing manager for all
community development and related activities. In this
role she is responsible for programs and sponsorships,
public relations, and marketing of Bank of America’s
community development banking projects and
initiatives.
During her 25-year career in banking, Tassan helped to
bring national visibility to what was initially a fledgling
industry, community development banking. Working
first in Washington, DC with a local predecessor institution, she later worked at a
regional and later enterprise- level as part of Bank of America’s nationally
recognized community development leadership team.
She currently serves as a member of the Conference Board’s Community Affairs
and Public Issues Committee and is an officer of Hogar Hispano, Inc., a
subsidiary of the National Council of La Raza. Tassan is presently a member of
the German Marshall Fund Comparative Domestic Policy Advisory Committee.
She is a graduate of West Virginia University with a degree in journalism.
Tassan resides in Arlington with her husband, Bruce, an intellectual property
attorney.
Neal Peirce is a foremost writer, among American
journalists, on metropolitan regions — their political and
economic dynamics, their emerging national and global
roles. With Curtis Johnson, he has co-authored the Peirce
Reports (now called Citistates Reports) on compelling issues
of metropolitan futures for leading media in more than 20
regions across the nation. In 2004-2006, Peirce took a lead
role in conceptualizing and launching the New England
Futures Project, starting with a six-part monthly PeirceJohnson series — printed by 27 newspapers — focused on
how that that historic six-state region deals with its 21st century energy,
transportation, growth, higher education, broadband and health challenges.
In 1975, Peirce began — and continues today — the United States’ first national
column focused on state and local government themes. Syndication is by the
Washington Post Writers Group. His 10-book series on America’s states and
regions culminated in The Book of America: Inside 50 States Today (W.W.
Norton, 1983). His more recent books were Citistates: How Urban America Can
Prosper in a Competitive World, and Breakthroughs: Recreating The American
City.
Peirce was one of the founders and then a contributing editor of National
Journal, and was active in the ’60s as political editor of Congressional Quarterly.
He has appeared on Meet the Press, the Today Show, National Public Radio and
local media across the country.
Julie Wagner, a Non Resident Senior Fellow with the
Brookings Institution, is a trained city planner with an
expertise in long- and short-range land use planning,
public involvement, and land use conflict resolution.
Currently based in Milan, Italy, Ms. Wagner is currently
working on multiple European planning and policy
evaluation projects. These projects include: evaluating
the effectiveness of the European Commission’s efforts
to infuse strong economic rationality into policy proposals and instructing eight
European cities—ranging from Athens to Warsaw—on how to infuse public
involvement into large-scale urban regeneration projects. For the Brookings
Institution, Ms. Wagner is orchestrating how to visually and logically argue for a
new federal agenda that targets the country’s top 100 metros to advance national
prosperity and competitiveness. Previously, she served as the Deputy Planning
Director, Long Range Planning for Washington DC, where she led the
development of DC’s first long range strategic plan. Ms. Wagner holds a Masters
in City Planning from MIT.
Franco Corsico………
Patrick Le Galès is a Research Director at the Centre for
Political Research at Sciences Po (CEVIPOF). His current
research themes and projects include the following:
Comparative public policy in Europe, state restructuring,
governance, theories of public policies (policy networks,
instruments of public policies): urban and regional
policy, competition policy, decentralisation. Dr Le Galès
also lectures in Politics and Sociology at Sciences He
heads the public policy programme within the Research
Master’s on «Society and Politics in Europe» He lectures
within the Master of Public Affairs, and is academic dean
of the «Terrotorial and Urban Strategy » Master’s at
Sciences Po and also of the double Master’s in «Urban Policy» with the LSE.
Prior to joining CEVIPOF in 1997, he was a Research Fellow at the Observatoire
Sociologique du Changement at Sciences Po Paris, a CNRS Research Fellow and
Assistant Professor at CRAPE/IEP Rennes for five years, and a Jean Monnet
Fellow at the European University Institute in Florence (Schuman Centre). He
has been a visiting professor at UCLA and at the Universities of Oxford, Salford,
Warwick, Venezia and Bicocca Milan. He is a former editor of the International
Journal of Urban and Regional
Dr Le Galès received his PhD in Sociology from the University of Paris (Paris X:
Nanterre) and his HDR (French post-doctoral qualification which allows the
holder to supervise PhD candidates) at the University of Rennes I. He is a
graduate of Sciences Po in Paris and was awarded an MLitt in politics from
Nuffield College at Oxford University.
Andy Pratt specialises in the social organisation of economic
development, cities and economic space. Current research is
concerned with the social aspects of the economic processes of
agglomeration (institutions and networks), which involves
both work on 'industrial policy, creativity and innovation' and
economic organisation. A recent concern is with the
‘reputation economy’ of ‘cultural clusters’. His work is
underpinned by a concern with the grounding of all activities in 'everyday life'.
In this sense he is very concerned with the interrelationships between and across
the binaries culture-economy, production-reproduction, and productionconsumption.
A specific area of interest is the analysis of the cultural industries in cities and
regions around the globe. This research has two strands. The first focuses on the
spatial clustering of new media activities around the world; he is particularly
interested in the socio-cultural embeddedness of new media/new economy, and
the cultural industries. The second strand concerns the definition and
measurement of employment in the cultural, or creative, industries. Andy has
produced a definition of the cultural sector that has been taken up and used by
national and regional agencies in the UK and a variant of it for UNESCO. Andy
is a member of Media@LSE an interdisciplinary research group at LSE interested
in the analysis of the media, and he recently established an Urban Research
Centre at LSE. Outside the LSE Andy is interested in the relationship between
policy and practice in the field of the cultural industries. He is a member of the
Forum on the Creative Industries (FOCI). Andy is director of the new Centre for
Urban research at LSE.
Prof. Dr. Walter Siebel Prof. Dr. Walter Siebel is a sociology
professor focusing on city and regional research at the Carl
von Ossietzky University Oldenburg. Prof. Dr. Siebel has led
the working group on urban research at Oldenburg
University since 1978. He currently chairs the board of
examiners for doctoral candidates in the social science
faculty at the university. Prof. Dr. Siebel’s research focuses
on urban and regional issues, habitational sociology, the
correlation between social and spacial change, and
integration. Recent publications with other authors include: Arbeit nach der Arbeit
– Schattenwirtschaft, Wertewandel und Industriearbeit (1987); Ökologie und urbane
Lebensweise (1997). Neue Urbanität (20006); Dienstleistungsgesellschaften (20003);
Soziologie des Wohnens (20002).
For the past two decades Prof. Dr. Siebel has been active as an advisor to
multiple German and Austrian cities on urban development issues. He currently
serves as advisor to the Federal Minister of Transport, Building, and Urban
Affairs. He also advised the city and state planning commissions in Hamburg
(1996-2002), Bayern (1996-2001), and Vienna (1990-1992). Prof. Dr. Siebel is the
recipient of numerous awards, including the Schader Prize and the Alfred
Toepfer Foundation’s Fritz Schumacher Prize. He is a member of the German
Academy for City and State Planning, the Regional Studies and Planning
Academy, and the Lower Saxony Research Association for Development of
Techniques and Change in Social Structures. Prof. Dr. Siebel received his
doctorate from the Technical University Darmstadt and his Diplom in Sociology
in Frankfurt.
The German Marshall Fund of the United States
Solace Duncan completed her master's degree in public administration from
Howard University, where her master's thesis -- desegregating Romani schools
in Bulgaria -- took her to Budapest for a semester at the Central European
University. Her bachelor's degree is in Classics. Her work experience, garnered
while working on her master's, includes a community development fellowship
with the Coalition for Non-Profit Housing and Economic Development,
community liaison with DC Habitat for Humanity, and policy analyst research
assistant at the Ralph Bunche International Center. Solace is currently working as
a Program Assistant for the Comparative Domestic Policy program at the
German Marshall Fund.
Thomas Kleine-Brockhoff is the Senior Director for Policy Programs at the
German Marshall Fund of the United States. He oversees GMF's foreign
policy and economic policy program and its fellowship programs. Before
arriving at GMF, Kleine-Brockhoff was the Washington bureau chief of Die Zeit,
Germany's intellectual weekly. An expert on transatlantic relations and foreign
policy, he has been called upon to provide expertise as a witness to the U.S.
Congress. In addition, Kleine-Brockhoff is a frequent commentator on
transatlantic and U.S.-German affairs, briefing visiting members of the German
and European Parliaments, speaking at universities like Johns Hopkins and
Harvard, serving as a panelist at think tanks like the Brookings Institution and
the New America Foundation, commentating on TV stations including PBS and
CNBC, and contributing to American, German, Swiss, and Italian public radio
outlets and to newspapers like The Washington Post. He holds an M.A. in History
and German Literature from the University of Freiburg and speaks English and
German fluently.
Ellen Pope joined GMF in 1998 as program officer in charge of the Marshall
Memorial Fellowship program, and oversaw that program's expansion from 10
to 14 European countries, as well as the creation of an equivalent Fellowship
program for American young leaders and an active alumni network. Since 2004,
she has focused increasingly on developing a transatlantic dialogue on urban
and regional policies in the United States and Europe, and in September 2005
launched GMF's new Comparative Domestic Policy initiative. She holds a
bachelor's degree in French and political science from Wellesley College and has
completed coursework towards a master's degree in French Studies at New York
University's Institute of French Studies. She speaks French fluently, and has also
studied Italian, German and Spanish.
Brent Riddle recently came to GMF from the private sector where he served as
the vice president for government relations for an urban and transportation
planning consulting firm based in Houston, Texas. In addition to managing the
Washington DC office, Mr. Riddle’s duties included working with federal
agencies (notably the Federal Transit Administration, the Federal Highway
Administration, and Housing and Urban Development) and Congress,
developing and managing Federal and state funding grants, and managing a
variety of planning and capital development projects. Mr. Riddle’s clients
included cities, transit agencies, counties, MPOs, and management districts. A
certified planner, Mr. Riddle is also a graduate of the LBJ School of Public Affairs
with a master's in Middle East studies and one in public policy. During graduate
school, he completed an internship with Çankaya Municipality in Ankara,
Turkey, where he worked on a major squatter housing conversion project. He
presented research findings from his experiences in Turkey at the City, Space, and
Globalization Conference at the University of Michigan in 1998. His interests in
Europe and urban policy were originally piqued by his experiences as an
exchange student in Norway in 1985.
Ursula Soyez joined GMF in May 2004 in Washington, DC as program officer in
the Foreign Policy Program. Since January 2007, she is a program officer with
GMF's Berlin office. There, she works on a number of GMF programs such as the
Marshall Memorial Fellowship and the APSA Congressional Fellowship and is
involved in GMF's grantmaking initiatives. She also serves as the European
liaison of the GMF's Comparative Domestic Policy Program. Prior to joining
GMF, she was a program manager in the Washington, DC office of the Friedrich
Ebert Foundation, a German political foundation. Ms. Soyez received her
master's degree in North American studies from the Universiity of Bonn in
Germany, her home country, and a graduate diploma in international relations
from the Johns Hopkins University SAIS Bologna Center in Bologna, Italy. She
also studied in Augsburg, Germany and Atlanta, GA. Aside from her native
German, she speaks English fluently and is proficient in Italian and French.
The Compagnia di San Paolo
Mario Gioannini is currently Head of the Operating unit “Economic, juridical
and social research and training - general education and training – universities”
at the Compagnia di San Paolo. He is also in charge of the Research and
Documentation Department. He holds a degree in Economics from the
University of Turin. Before joining the Compagnia, in 1998, he worked in the
financial sector, at the San Paolo Bank (from 1986 to 1991) and then at San Paolo
Bank Holding (1991-1998).
Nicolò Russo Perez is Program Officer in the Operating Unit for economic,
juridical and social research and training - general education and training at the
Compagnia di San Paolo foundation in Turin. He studied contemporary History
at the University Ca' Foscari in Venice, Italy, specializing in international
relations, with postgraduate studies at Kennedy Institute of the Free University
in Berlin, Germany, at the University of California, Los Angeles (UCLA) and at
the University Institute of European Studies in Turin. He has also worked as a
consultant both in the private sector and for the International Training Centre of
the International Labour Organization (ILO).
Judith Trinchero
APPENDIX
Definitions
Economic Development is regarded as a catchall type of policy category and it is
here too. Regardless, economic development as a strategic part of urban or
regional policy will be the focus of the CDP program.
Regional Planning consists of coordinated planning across political and
geographic boundaries and a number of critical policy areas (e.g. economic
development, transportation, environment, etc).
Social Exclusion is the marginalization or disenfranchisement of groups of people
in society for one reason or another, usually as a result of some negative force,
e.g. racism. However, it can also include those excluded as a result of urban
planning decisions (particularly with regard to mobility issues for elderly,
handicapped, etc)
Sustainable Development includes economic and spatial development in a manner
that attempts to be environmentally responsible.
Transportation includes all forms of mobility that comprise urban and regional
transportation networks. However, CDP will focus primarily on intermodal
connections, as well as public transportation services.
Urban Revitalization addresses the re-invigoration of urban and regional areas
that have suffered economic downturns and general population loss.
Public/Private Partnerships are economic partnerships or collaborations at the
project level in which the use of public funding is maximized and the return on
investment from private funding is lucrative.
Healthy Communities are generally associated with sustainable development, but
refer more explicitly to healthy lifestyles, including improved nutrition, physical
activity, and social inclusion.
Smart Growth is another catchall policy area and may include other policy areas
such as sustainable development, transportation, healthy communities, and
economic development. Smart Growth policies are often adopted as a package,
which is how CDP will focus on Smart Growth.
Civic Engagement focuses more intently on increasing public participation in the
planning process at the urban and regional level.
Education policy concerns the availability, quality, and funding of educational
opportunities within the urban or regional environment as well as education as a
component of workforce development. Education encompasses K-12, secondary,
university-level, and vocational education and training.
Urban Security generally covers issues related to crime and crime prevention.
While there is a component of security in planning, it is generally more of a law
enforcement policy issue.
Labor/Workforce Development is related to education policy to a large degree but
also includes continuing education and training as a component of economic
development. However, these issues are not only tackled by the public sector,
but are important to the private sector as well.
Public Health concerns the availability and quality of publically funded health
prevention and education programs, as well as environmental health issues
(water, air). Certain public health issues are addressed by Smart Growth,
healthy community, and sustainable development policies and practices.
Health Care Finance deals with the financing of health care service delivery.
Rural Development focuses on economic development policies that affect rural
populations.