Abstract
The eight treated cases and the reasons for their inclusion have already been explained. In the analysis of each case, a systemic approach has been followed, through a decomposition of the elements in homogeneous and comparable topics, as shown in Fig. 5.1. The main objective has been to make possible the comparison with the CoUrbIT model and, if possible, between the different elements. The most important decompositions concerned three basic elements: the history of the case; the public administration and local government involved in the intervention; and the private actors involved in the rehabilitation. Two elements have been added: the contest of the intervention, with the aim of better understand the historical background; and the framework of public and private intervention and the PPP-model applied, which will be better defined later on. The main objective, following the CoUrbIT model, has been to re-conduct the changing social and economic functions within the history and the context of the case, linking them also with all other variables. The history of the case represents the real dissertation and essence of each case. The following steps represent some specific investigations. The urban models characterizing each case have been identified as the independent variables able to influence the treatment of all the components and sub-components, Where the social component is predominant (i.e., in the Berlin case), the treatment of a subcomponent, as for example the design (subsection, “Designer” in Sect. 5.1.4.1), is not applicable since it is not consistent with the specificity of the case. The section “Designer” in Sect. 5.1.4.1 is more consistent with the urban renewal’s physical change than the revitalization’s social and economic change. Therefore, avoiding the treatment of that subcomponent can have a precise sense in explaining the CoUrbIT urban model that is referred to (Dalla Longa, 2007).
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsNotes
- 1.
The area is exactly between Ferenc Boulevard, Üllöi Road, Haller Street, and Mester Street, part of Ferencváros (“Francis town”).
- 2.
During the era of privatization of state-owned companies at the end of 1993, VÁTI was first transformed from a state-owned entity into an independent corporation.
- 3.
In this respect, it is worth underlining that in the German system each public administration (municipal, federal, national) is completely independent from each other, and manages its own budget. This means the different public administrations have the possibility to buy or sell goods (plots of land) to each other. By German law, the plots of land which are given back to Germany (for example, in this case, from international armed forces) belong automatically to the Federal Republic. Therefore the Municipality interested on developing the plot of land, must acquire it, as it happened in the case.
- 4.
The structure of the Agency is composed by:19 Shareholders, seven Supervisory Boards and two Management Boards.
- 5.
B.E.G. Ingénierie Poland, the Polish Branch of B.E.G. Ingénierie (French Company) acted as the project’s general contractor; 2. WODEKO Drilling and Geotechnical Services in Environmental; 3. Engineering s.c., Krakow conducted hydro-geological work; 4. Budostal-1 S.A, Krakow compacted ground by the Menard method; 5. Instal Krakow S.A, ZWSE, Elektromontaż-2, Krakow were responsible for public works and infrastructure; 6. BPI Energopol Sp.z.o.o. Krakow was the general contractor for reconstruction of the road system; 7. Hydrotest S.A, Krakow built the underpass; 8. Budostal-1 S.A, Budostal-5 S.A, ZUE Radiotech, Krakow carried out the reconstruction of tram lines.
- 6.
Philips, IBM, Bayer and others.
- 7.
“Technocity”: 1986–1987; International competition between urban contexts: 1986; Creation of ad hoc estate funds: 1986; Creation of business promotion: 1985; International competition for the planning of the new settlement: 1985; Integrated polyfunctional center: 1985.
- 8.
INPDAP is a welfare institution for the public administration’s personnel; CNR is the National Centre of Research.
- 9.
This PPP intervention has been treated in a judgement of the European Court of Justice (C-399/98, 12 July 2001).
- 10.
At the end of the 1980s, two small real estate companies existed within Pirelli, resulting from a previous merger (Pirelli-Caboto). Pirelli also controlled a small stock company (Milano Centrale), but it was insignificant compared to the big international companies (i.e., Morgan Stanley).
- 11.
Baubecon Immobilien GmbH, Deutschland GmbH in Germany and Pekao in Poland.
- 12.
They are 5 ha: about 3 of them destined to private residential units, 1 to commercial units, and 1 to residences for students. To make a comparison, Stuttgart was about 8 ha, the majority (74%) held by another property company outside the Pirelli group (a real estate developer controlled by an insurance group).
- 13.
The three blocks of buildings mentioned above (Siemens, Pirelli, Deutsche Bank) are multilevel buildings (high towers) with a surface of 24,000 m2 the first one, 19,000 m2 the second and 8,000 m2 the Deutsche Bank. All summed up are 5.1 ha.
- 14.
The name of some of these SPEs of Pirelli is Progetto: Esplanade; la Piazza; Alfa; Lambda (charged of the Siemens building and Pirelli headquarter); il Centro (charged of Deutsche Bank building); la Grande Bicocca multisale, etc.
- 15.
During those years the political color of the administration changes, thus the interests too (centre-left coalition 1985-end of 1987; left and green coalition 1988–1992; independent-technical coalition after the bribesville scandals 1992–1993; the North League party 1993–1997; right coalition from 1997 to date).
- 16.
Within Bicocca there are a few interventions, quite marginal, from Italian medium or big enterprises (among the first 50 enterprises in Italy): CMG and Castelli. The latter has been absorbed further by another enterprise (Impregilo). Gregotti underlines how the quality in the execution of works from Italian enterprises was declining: “the interconnections of builder companies and other issues has often led to the entrustment of the execution of some buildings to very mediocre enterprises.”
- 17.
It has been calculated that more than 35% of the area is occupied by functions linked to the University with 25,000 students.
- 18.
In 2001, the financial charge for the renting contracts was €20 million, paid from the Ministry of the University to the social security institutions. That year the Bicocca University was allowed to perform a first application plan for a loan of €250 million, for the progressive purchase of buildings from the social security institutions, paid entirely from the Ministry.
- 19.
At the central level (Ministry), there is a preferential axis between university and enterprise (see the Annex at the end of the case). In 1992, the University of Milan was allowed to build new poles within the Milanese urban area. The same year the financial law obliged the social security institutions to use at least 20% of their annual funds for the purchase of buildings addressed to Universities, to put at the disposal of the University once realized. In 1993 the University of Milan signed an agreement (“protocollo di intesa”) with “Progetto Bicocca Università Ltd” for the search of social security institutions in order to purchase the project of realization of the buildings. The State Decree D.L. 509/1994 makes the social security institutions from public to private entities (some problem could have been arisen in the case of Bicocca in the procedure of purchase if the institutions had remained public). The University found in 1993 a more central and cheaper area for its settlement, especially because it was not significantly helped by the State in absorbing the costs of Bioocca, more onerous in terms of rent (annually 7% of the building’s value, as well as on the further purchase). The more central area was better served with transports. In that area a strong opposition of the retailers arose (they are a strong lobbying group – see subsection, “Urban Planning Tools Used” in Sect. 5.1.3.2). The new Mayor (Formentini) agreed with this position. One of the three social security institution’s purchaser of the buildings in Bicocca (ENASARCO) is the retailers’ social security institutions.
- 20.
IRER e Società Industrie Pirelli, Milan.
- 21.
Mr. Colombo was Minister of High Education under Ciampi Government in 1993–1994 and he fostered the financial autonomy of Public Universities and the redefinition of the relationship among enterprises and universities to support the transfer of research results (Protocollo di Intesa Confindustria – Conferenza dei Rettori, 1983).
- 22.
Sponsored by Region, Municipality, Polytechnic of Milan and Milan Univer sity, Assolombarda, Honeywell, Bull Italia, Ibm, Pirelli, Italtel, and Telettra.
- 23.
After the failure of Continental, Pirelli approved a restructuring plan of the traditional production (cables and pneumatics); the selling of the division of diversified products; the debt restructuring (€750 million) and the entry of Marco Tronchetti Provera at the guidance of the Company.
- 24.
In 1980, a first preliminary design of the new Regulatory Plan had been approved under Mayor Novelli, but the project was abandoned due to tensions between different subjects involved.
- 25.
Paracchi closed down its production in 1982.
- 26.
Ingest is a company part of the FIAT group operating in the facility management sector (it represents 1% of the FIAT yearly turnover). It is in charge of the facility management services for the whole FIAT group, totally controlled (100%) by ‘Investimenti e Gestioni’, which itself is totally controlled (100%) by Business Solutions which finally is directly and totally controlled by FIAT (quoted company). In 2007 Ingest was bought (100% of the shares) from Pirelli RE.
- 27.
Cimimontubi has the propriety of other areas in Milan, near Bicocca (30 ha) and in Naples (Bagnoli). Fintecna was created with the aim of leading Italian public enterprises to be privatized.
- 28.
The municipality of Turin with its companies (AAM, AMIAT, AEM, SMAT) 41.7%; the Region with Finpiemonte 28.8%; the Chamber of commerce 13.7%, the Province 11%, and minority shares for other partners.
- 29.
SINATEC SpA is controlled by Finpiemonte, the Piedmont Region holds the absolute majority of shares; some private credit institutions participate in the society too. SINATEC has the 91% of the shares of Finpiemonte and the presence of some private associations (CNA e API). The main functions of SINATEC SpA are the realization of industrial areas and furniture for production activities and services. SINATEC has intervened in more than 10 areas for the settlement of economic activities in the Turin area on a total surface of 40 ha.
- 30.
Rosso is the 32° building firm in Italy, with a turnover of €167 million in 2007.
- 31.
ATC is the public enterprise for the realization and management of social housing.
- 32.
The articulation of actors involved in the intervention is shown in Fig. 5.27.
- 33.
Cittàbella, free association of architects of the province of Turin for the protection of the urban and architectural quality.
- 34.
The assessment of complex projects, Piedmont Region, 2004.
- 35.
For the “Framework Regulatory Plan (or Zoning Plan) of Budapest” and for the “District Regulatory Plan and the Local building Regulations” see Subsection “Urban Planning Tools Used” in Sect. point 5.1.3.2 of Budapest Frencvaros case in this book.
- 36.
Impregilo, the biggest builder in Italy, has an annual income of €2.5 billion and it is not among the first ten biggest builders in Europe.
References
Arndt, M., Gawron, T., & Jähnke, P. (2000). Regional policy through cooperation: from urban forum to urban network. Urban Studies, 37(11), 1903–1923.
Bailey, N., Barker, N., & Macdonald, K. (1995). Partnership Agencies in British Urban Policy. London: UCL.
Clapham, D. (1995). Privatisation and the east European housing model. Urban Studies, 32(4,5) , 672–694.
Cohen, P. (1998). A Trasforming S. Francisco industrial landscape. Pacifica, Fall, 7–12.
Conway, M., & Konvitz, J. (2000). Meeting the challenge of distressed urban areas. Urban Studies, 37(4), 749–774.
Dalla Longa, R. (2007). Large Central European Cities: Renewal and Competitive Advantage. Budapest: Foldgomb.
Dangschat, J. S. (1993). Berlin and the German Systems of Citis. Urban Studies, 30(6), 1025–1051.
Florida, R. (2002). The Rise of the Creative Class. New York: Basic Books.
Geddes, M. (1998). Local Partnership: A Successful Strategy for Local Cohesion?. European Fundation for the Improvement of Living and Working Conditions, Luxembourg. OOPEC: Dublin.
Hastings, A. (1996). Unravelling the process of partnership in urban regeneration policy. Urban Studies, 33(2), 253–268.
Keivani, R., Parsa, A., & McGreal, S. (2001). Globalisation, institutional structures and real estate markets in central European cities. Urban Studies, 38(13), 2457–2476.
Kemper, F. J. (1998). Restructuring of housing and ethnic segregation: Recent developments in Berlin. Urban Studies, 35(10), 1765–1789.
Kiss, E. (2002). Restructuring in the industrial areas of Budapest in the period of transition. Urban Studies, 39(1), 69–84.
Kiss, E. (2004). Spatial impacts of post-socialist industrial transformation in the major Hungarian cities. European Urban and Regional Studies, 11(1), 81–87.
Kovács, Z. (1994). A city at the crossroads: Social and economic transformation in Budapest. Urban Studies, 31(7), 1081–1096.
Krätke, S. (2001). Berlin: Towards a Global City? Urban Studies, 38(10), 1777–1779.
Mackintosh, M. (1992). Partnership: issues of policy and negotiation. Local Economy, 7, 210–225.
Malecki, E. (2002). Hard and soft networks for urban competitiveness. Urban Studies, 39(5–6), 929–945.
Sillince, J. A. A. (1985). The housing market of Budapest urban region 1949-1983. Urban Studies, 22(2), 141–149.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
Copyright information
© 2009 Springer-Verlag Berlin Heidelberg
About this chapter
Cite this chapter
Longa, R.D. (2009). Case Studies. In: Globalization and Urban Implosion. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-540-70512-3_5
Download citation
DOI: https://doi.org/10.1007/978-3-540-70512-3_5
Published:
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-540-70511-6
Online ISBN: 978-3-540-70512-3
eBook Packages: Business and EconomicsEconomics and Finance (R0)