Infrastructures for innovation(2)

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Infrastructures for Innovation

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sampo ruoppila
panu lehtovuori
nina von hertzen
Infrastructures for Innovationenhancing innovation activity through urban planning in baltic metropolises

4
Authors
Net Effect Ltd, Helsinki
Sampo Ruoppila (sampo.ruoppila@neteffect.ﬁ)
Nina von Hertzen
Helsinki University of Technology,
Centre for Urban and Regional Studies
Panu Lehtovuori (panu.lehtovuori@tkk.ﬁ)
Publisher
BaltMet Inno Project
Copyright
The document may be freely reviewed or abstracted
provided due acknowledgement is made to the source.
Maps, photographs
The published photographs and maps are in the courtesy of the
institutions who have delivered them. In addition, some of the
photos were taken by the authors.
Acknowledgements
The authors would like thank all the experts interviewed for the study,
and Klaske Havik (TU Delft) for co-authoring the chapter 2.
Design
Jaakko Pesonen
Printing
Lönnberg Print 2007
ISBN 978-952-223-041-6

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Foreword 7
1. Introduction 9
Linkage between urban planning and innovations 9
Structure of the book and the empirical data used in the analyses 10
2. Enhancing innovation activity through planning: theory and concepts 11
Focus on‘innovation activity’ 11
Urban space and innovation activity 11
Planning for innovation 16
Exploratory mapping of the spatial underpinning of innovation activity 18
3. Addressing innovation issues in the city strategies 20
Broadly 20
More speciﬁcally 21
4. Concrete developments of innovation infrastructure and creative environments: case studies 23
Berlin Berlin Adlershof 24
Wasserstädte Berlin Oberhavel & Rummelsburger Bucht 26
Copenhagen Copenhagen Biotechnical Science Park (COBIS) 28
Hvide Kødby 30
Ørestad 32
Helsinki Arabianranta-Suvilahti 34
Aviapolis 36
Viikki 38
Malmö Moving Media City 40
Det Medicinska Malmö 42
Oslo Fjordcity 44
Riga Castle of Light – Latvian National Library 46
Latvian Contemporary Art Museum 48
Riga Concert Hall 50
Riga Science and Technology Park 52
Stockholm Hammarby Sjöstad 54
Karolinska/North Station 56
Kista Science City 58
Telefonplan 60
Tallinn Kultuurikatel 62
Tehnopol 64
Ülemiste City 66
Vilnius Paupio Historical Crafts and Industries Centre 68
5. Planning for innovation twines into contemporary urban development 70
Innovation activity as a target, by-product or a resource 72
Focal points of transforming urban areas 72
Process led by cities 73
6. Proposals for project ideas 74
References 76
Appendix 78
List of strategies 78
List of interviewees 79
Contents

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Baltic Metropoles Network (BaltMet) represents a forum for capitals and large metro-
politan cities around the Baltic Sea. It brings together the cities of Berlin, Copenhagen,
Helsinki, Malmö, Oslo, Riga, Stockholm, St. Petersburg,Tallinn,Vilnius and Warsaw.The
main goal of the network is to promote innovativeness and competitiveness in the Bal-
tic Sea region by engaging cities, as well as academic and business partners, into close
cooperation. Another focus area is identity building and marketing of the Baltic Sea
region.The European Union is striving to be a role model for competitive knowledge-
based economy in the world by 2010. Metropolises play a central role in the realisation
of the Lisbon agenda.
The Baltic Metropolises Innovation Strategy project (BaltMet Inno) was initiated
by the BaltMet Network and implemented as its“flagship”project. It was co-financed
by the Baltic Sea Region INTERREG III B Neighbourhood Programme.The primary aim
was to investigate, identify and strengthen the role of large metropolitan areas as in-
novation actors at local, regional, national and transnational levels. A special emphasis
was on the enhancement of regional and international cooperation of metropolises,
businesses and universities. For that purpose, a common innovation policy framework,
including concrete proposals for future joint actions was produced.
This study,“Infrastructures for Innovation – Enhancing innovation activity through
urban planning in Baltic metropolises”, is one of the many significant outputs produced
during the three-year BaltMet Inno project.The study explores how cities seek to en-
able and accelerate innovation activity through measures of urban planning. It contains
valuable theoretical and strategic viewpoints for understanding the link between
innovation policies and urban planning. Furthermore, it examines more than twenty
concrete case examples from nine cities.The authors also present three very concrete
proposals for further joint actions.
I would like to thank warmly the research team and the more than 40 experts from
Baltic metropolises for their contribution to this study. I would also like to thank the
members of the BaltMet Inno project team for their efforts.
Helsinki 21 December 2007
Matti Ollinkari
Head of Lord Mayor’s Office
City of Helsinki
Foreword

9
1. Introduction
Linkage between urban planning and innovations
Metropolitan areas acting as hubs of flows of goods, capital, technology and knowledge
are significant motors of economic growth.Their role in the knowledge-based society
has become even stronger.The regions’economic development is continuously more
dependent on the science and knowledge base, as well as how the potentials can be
turned into benefits. Being increasingly aware about this, the cities have adopted an
active role in innovation policy.Transnational approaches are also searched to secure
the know-how.The Baltic Sea Region (BSR) is already a successful economic and cultural
zone, globally known for its innovative capacity.The BSR metropolises share the com-
mon will and vision to develop the knowledge-based economy and society in a sustain-
able way.This has been the basis of the BaltMet Inno -project that has focussed on the
transnational complementary innovation policies of the metropolises in relation to the
urban policies and spatial planning.
The increased interest on the linkage between innovation policy and urban plan-
ning is related to broadly agreed notion that in the increased global competition the
success of cities or city regions is guaranteed by creativity – turned into product or
service innovations.The physical city planning is considered as a means to support the
realisation of the inventive potential of the city regions.
Broadly, contemporary urban planning is influenced by two interpretations of the
role of urban space in fostering creativity and innovation.The notion of‘innovative mi-
lieu’addresses regional economic systems and well-defined innovation networks, while
‘creative city’can be seen to provide a basis for inventions in the‘fuzzy’realm of human
encounters and in the mixes of cultural flows that urban centrality (Lefebvre 1991) facili-
tates. A third, place-based and embedded approach is emerging.
The starting point of this study was to approach the linkage between innovation
policy and urban planning as such strategies, development plans and measures related
to land use, traffic and spatial development which affect, promote and enable the pro-
cess of innovation, knowledge creation, and creativity in the metropolitan areas. In the
theory chapter, we reformulate this, identifying three approaches to plan for innovation,
each with specific contexts, targets and outcomes.
In the BaltMet Inno project the link between innovation policy and urban planning
was initially understood to include all the following topics: development of science
and technology parks as well as campus areas; advancement of connections, e.g. traffic
connections between the knowledge concentrations; development and adaptation of
old industrial areas or other brown-field areas to new purposes (e.g. renovating old fac-
tories for the needs of knowledge-based start-up companies and/or creative industries);
establishment of new (green-field) and development of existing innovative environ-
ments, city districts, facilities, and test-beds for new technology and service innovations;
and improvement of housing and the residential environment in the knowledge con-
centrations or zones and in their vicinity. In addition, redevelopment of urban water-
front areas was a special interest.

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The task of the study has been to examine (1) how the city strategies tackle the
development of innovation infrastructure, as well as innovative and creative environ-
ments by the means of urban planning, and (2) examine 24 concrete cases how the
cities in the Baltic Sea Region are developing infrastructures for innovation and creative
environments, and to draw analytical conclusions about it, as well as (3) to propose
further project ideas to transnational cooperation in the field.
Structure of the book and the empirical data used in the analyses
The second chapter discusses a set of theory-laden approaches that valorise the link
between innovation activity and urban space. A list of concepts, each providing an
understanding of the spatial underpinning of creativity and innovation, is introduced to
the reader.These theoretical approaches are used in analysing the results of case stu-
dies and they underpin also assessing policy recommendations for BaltMet cities.
The third chapter presents results of a brief mapping of existing city and regional
level strategies that include elements related to development of innovation infrastruc-
ture, and innovative and creative environments.The main question addressed is how
do the city strategies tackle the development of innovation infrastructure, as well as
innovative and creative environments by the means of urban planning? As to the data,
a comprehensive set of strategies was obtained from the cities of Helsinki, Stockholm
and Tallinn.The analysis cover also Copenhagen and Riga, based on English translations
of some of their recent strategies. In cases of Copenhagen, Riga and Tallinn the data
was complemented by interviews of city planners.
The voluminous fourth chapter presents 24 case studies from nine cities in the Bal-
tic Sea Region. It addresses the question how infrastructures for innovation and creative
environments are currently being developed in the region.The analysis concentrate
on the aim and features of the projects, their relation to the on-going urban change,
the leading agent and important partners as well as the time span of the projects.The
analysed cases and the experts interviewed were selected by BaltMet project partners
in each city.The relatively large sample provides a valuable perspective how the innova-
tion activity is enhanced through planning in BSR, although it is slightly biased due to
emphasis of the BaltMet Inno project (this issue is discussed in the fifth chapter).The
authors travelled to Berlin, Copenhagen, Helsinki, Malmö, Riga, Stockholm and Tallinn
between October and December 2007 to conduct interviews in these cities as well as to
visit the development sites.The cases of Oslo and Vilnius were analysed as desk studies
and via e-mail or telephone interviews. Altogether 41 interviewees were conducted in
the 9 case cities.
In addition to the interviews, the authors used various other materials to ana-
lyse the cases, including project internet pages, architectural and development plans,
studies, and other information material received from the interviewees and/or contact
persons in each city or discovered by the authors themselves.
The fifth chapter discusses and concludes the result of the case studies; planning
for innovation twines into contemporary urban development. Nonetheless, the cities
could perform better.Therefore, the final chapter makes proposals for further projects.
The cities are recommended to cooperate in (1) strategic spatial planning of emerging
clusters, (2) developing attractive public spaces, and (3) arranging a residency pro-
gramme for technologically and culturally creative professionals.

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2. Enhancing innovation activity through planning:
theory and concepts1
Focus on ‘innovation activity’
The many-sidedness of the notion of innovation is well reflected by altogether 33
entries involving the term in the OECD statistical glossary (stats.oecd.org/glossary). An
elemental definition goes: ”an innovation is the implementation of a new or signifi-
cantly improved product (good or service), or process, a new marketing method, or a
new organisational method in business practices, workplace organisation or external
relations”(ibid.). It includes public sector and private sector as well as the civil society;
social processes as well as technologies; practices as well as products.
In the context of this study, ’innovation’refers to multiple processes of invent-
ing and re-inventing, which are recognized as a source of growth in the informational
economy. As to link with urban planning, the focus is on‘innovation activity’, which
takes place in spatial, functional and sometimes organisational‘environment’ that ur-
ban planning can address and support.While refraining from discussing psychological,
anthropological or socio-technical intricacies of innovation(s)
2
, as well as the difficulty
to quantify innovation
3
, the task of finding an appropriate theoretical basis for plan-
ning for innovation is not trivial. In the increasingly complex, globalising context, cities
have difficulties in finding policies that can be directly linked to the success of local
businesses (Kostiainen 2000, 86). Same holds for physical planning. Questions that
both planning projects and policy initiatives should address include appropriate scale
(site, city, or region) of the intervention, the targeted economic diversity (Feldmann &
Audretsch, 1999), and the degree of openness of the planning process. A theory-based
view is necessary for finding workable planning approaches.
Urban space and innovation activity
Broadly, contemporary urban planning is influenced by two interpretations of the role
of urban space in fostering creativity and innovation.The notion of‘innovative milieu’
addresses regional economic systems and well-defined innovation networks, while
‘creative city’can be seen to provide a basis for inventions in the‘fuzzy’realm of human
encounters and in the mixes of cultural flows that urban centrality (Lefebvre 1991) facili-
tates. A third, place-based and embedded approach is emerging.
1The first section is written in cooperation with Klaske Havik (TU Delft). See Lehtovuori, Panu & Havik,
Klaske (forthcoming 2008). Planning creative spaces. In O’Connor, Justin and Kong, Lily (eds.),Creative
Economies, Creative Cities: Asian-European Perspectives. Springer.
2
Examples of such approaches would be the ’innovation cycle’of Nonaka and Takeuchi (1995), based on
the contested idea of making tacit knowledge explicit to again internalise it, with the suitable places
(Ba’s) of the different phases of the cycle (Staffans 2004; Lehtovuori 2007), or Latour’s (1996) notion of
innovation as unique and embedded socio-technical process, modifying actor-networks in real time and
space.
3
See Kostiainen & Sotarauta (eds.) (2000), ”Kaupungit innovatiivisina toimintaympäristöinä”for a clarify-
ing Finnish discussion of the problem.

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a. Innovation in cities – centrality and diversity
Even though creative city theories are embraced by both politicians and planners as
‘new’approach to urban development, these theories are strongly rooted in 1960’s criti-
cal comments on mainstream, rationalized urban planning. Jane Jacobs, in The Economy
of Cities (1969) claimed that historically, cities have been the origin and engine of
innovation and economic growth.This still powerful argument explains how new ideas
and new fields of economy are invented in cities, driving economic diversification and
thereby growth.The evidence is strong: indeed, from pre-historic trade settlements
through mediaeval urban networks to 19th century urban industrial capitalism, cities’
dense agglomeration of people and resources has been necessary for innovation. Jacobs
holds that innovation is clearly linked to the spatial and social condition of the city
– to the chaos, diversity and inefficiency of city life. It is in the dynamics of the city that
small companies have the possibility of breaking out of mainstream, and innovating by
means of trial and error. Jacobs predicted that “cities will be more intricate, comprehen-
sive, diversified and larger than today’s, and will have even more complicated jumbles
of old and new things. (…) The bureaucratized, simplified cities so dear to our present-
day city planners and urban designers (...) run counter to the processes of city growth
and economic development.”(1969, 97) This statement rings true in the contemporary,
globalised cities and urban regions.
Peter Hall reiterated Jacobs’argument in Cities in Civilisation (1998, also Hall 1999).
He defined three types of innovation, all needing city as the breeding ground: cultural
/ intellectual, technological / productive, and technological / organisational.The latter
Hall (1999, 36) also calls“urban innovation”. Cultural novelties often emerged in cities
with excess wealth and conflictual social condition, so that “creative cities are not likely
to be stable or comfortable places”(ibid., 39), while technological innovation seemed to
flourish on the edges of urban systems, in upstart places like late 18th century Man-
chester or early 20th century Detroit. Hall’s notion of urban innovation, which refers to
innovations cities have done to manage their own growth, has become important for
the current Creative City agenda. Cities have near endless“cultural resources”(Bianchini
1996), and any process can be rethought to increase urban diversity and attraction.
b. Innovation as regional process – innovative milieu
In the contemporary informational economy (Castells 1989), innovation activity has a
different locational logic. Large companies’production processes have been globally
distributed a long while, but also the‘core’processes of management and R&D are
not self-evidently bound to place (city) anymore. Flows of data and ideas underpin the
distributed“network society”(Castells 1996). On the other hand, researchers have noted
that in competitive environment, outsourcing and horizontal organisation of produc-
tion create new regional agglomerations, which can be based for example in sectored
synergy, common value-chain or clustering around a shared science-base (e.g. Storper
1995; Porter 1991). A dual process of decentralisation and qualitatively new recentralisa-
tion can be observed (Gottdiener 1985 / 1994).
“Innovative milieu”, as defined by the GREMI group
4
in the 1980s, provides a socio-
spatial notion of the regional condition of innovation activity. It is based on Philippe
Aydalot’s insight, emphasing the interdependency of companies and their local milieu.
4
Groupe de Recherche Européen sur les Milieux Innovateurs, www.unine.ch/irer/Gremi/accueil.htm

13
The notion valorises cultural norms and social relationships into the type of infrastruc-
ture that could nurture innovation and creativity. A milieu is conceived as a coherent
whole in which a territorial production system, a technical culture, and firms and insti-
tutions are linked (Maillat and Lecoq 1992; Maillat 1991). An effective innovative milieu
is characterised by high levels of trust and norms of reciprocity among actors, and
the development of a set of institutions that link these actors. In this way, the milieu
provides positive externalities to actors within it by reducing uncertainty (Camagni
1991, also Goldstein 2005). Silicon Valley in California is the paradigmatic example of an
innovative milieu, combining university-based networks, hard-working culture, Asian
immigrants, local venture capital, regional job market and‘garage’as the iconic / practi-
cal locus of start-ups. Other standard example is the fashion and design networks of
Emilia Romagna around Milan. In BSR, Medicon Valley is an example of Ørestad region’s
strategy to establish an innovative milieu.
Innovative milieus need both‘hard’and‘soft’elements, e.g. good infrastructures
and institutions, combined with favourable local culture. In urban planning, the idea
has led to promoting technopoles and thematic economic corridors. For instance in the
Helsinki Metropolitan Area, the“campus network”and“know-how routes”are targeted
to produce a technologically innovative region, based on science parks and hard infra-
structures. Certain neighbourhoods, e.g. Arabianranta and Forum Virium in Pasila, are
designated as“living laboratories”, in other words everyday test-beds of new products
and services. Developing connectivity within the Stockholm Science City is another
example.
c. Spatial and temporal niches of innovation
– emerging urban places
Mark Gottdiener (1985 / 1994) has theorised further the contemporary, informational
production of space, showing that multi-centred metropolitan region is the appropriate
frame of analysing spatial processes, e.g. real-estate investment. However, central cities
and especially old industrial areas close to historic cores are not insignificant for the
discussion about links between urban space and innovation activity – on the contrary.
Sassen’s global city thesis (1991) points to possible extreme centralisation of certain
“command and control”functions of global networks in the informational economy.
Manhattan in New York City, as well as certain parts of London, Paris and Tokyo, can be
interesting exemplars of a wider re-valuation of city centres and an intensified cul-
ture and consumption-led gentrification of derelict industrial zones. Zukin (1992), for
example, points to“fashion, finance and food”as the drivers of Manhattan’s change;
Roppongi Hills in central Tokyo boast an art museum on top of skyscraper and extensive
program of street furniture-cum-art. Such environments do play a role in the inter-
urban competition for business-locations, tourists and upper-middle class residents,
attracting members of the so-called“creative class”(cf. Florida 2002; 2004). Numerous
case areas analysed in this study also follow this route.
Nevertheless, for our discussion, new sites of cultural production are more impor-
tant than arenas of consumption. It is well known that the rough aesthetics of indust-
rial wastelands and left-over spaces attract artists, designers and other creative profes-
sionals. Dutch harbours, canals and industrial zones of England, as well as industrial
monuments of Nordic cities have become breeding grounds of cultural and creative
economies. Cable Factory in Helsinki, Northern Quarter in Manchester, NDSM wharf in
Amsterdam, Luma factory in Stockholm or temporary uses of waterfront of the River
Spree in Berlin are just some examples of the European scene of post-industrial sites

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of urban cultural production.The study at hand introduces Hvide Kødby (meat packing
district) in Copenhagen, Suvilahti (gas factory premises) in Helsinki and Kultuurikatel
(old thermal power station) in Tallinn also as such locations.The appreciation of the
un-designed and indeterminate coincides with the wish to develop something new, in-
novative – just there. Place, or the concrete situatedness, is the key. Adaptive reuse, new
social forms and new business models lead to real innovations in such circumstances
(Lehtovuori & al. 2003; Pruijt 2004).This cultural / atmospheric / alternative interest
is not new, but the growing European trend to manage very large redevelopments,
including ofﬁces among other programmes, in a fresh,‘cultural’manner might repre-
sent urban innovation in Peter Hall’s sense. Amsterdam, Barcelona, Hamburg are clear
examples, but also Dublin, Oslo and Riga show signs of the new approach. Not acciden-
tally, waterfront is an element in all these cases.
In these projects – from small and alternative to big and commercial – the mean-
ing of place shifts from mere‘pragmatic’location, with focus on availability of mate-
rial, labour and infrastructure, to a focus on the experience and appropriation of place.
According to Florida, cities striving for economic growth should invest in ’creative
spaces’and offer circumstances (in the form of challenging working and living environ-
ment, but also ’tolerance’in atmosphere and nightlife) by means of which the so-called
‘creative class’can commit to a city. In recent years, we have seen cities deliberately
TEMPORARY USES AS A TOOL
Temporary uses could become much stronger parts of the
urban planning and governance than is currently the case.
Temporary uses facilitate a multiple coding of a site.They may
also provide an opportunity to preserve the existing values and
interesting features of the site better than other development
options.They are a research tool, which helps the planner in
testing different uses and spatial patterns. After a while, the
different situations can be analysed, leading to potentially
wiser decisions. (Lehtovuori, Hentilä & Bengs 2003, 57-60)

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CULTURAL PLANNING
‘Cultural planning’ is an alternative and integral approach to
urban development. It can be defined as 1) the strategic use of
cultural resources for the integrated development of commu-
nities at the local, regional and national level, 2) an action-re-
search approach based on broad definitions of ‘culture’ and ‘cul-
tural resources’, which encompass the heritage, local traditions,
the arts, the media, the crafts, topography, architecture, urban
design, recreation, sports, entertainment, tourism and the
cultural representations of places and 3) a culturally sensitive
approach to urban and regional planning and to environmen-
tal, social and economic policy-making.The key notion is that
of ‘cultural resources’, in which Bianchini (1996, 21) includes (lo-
cal) skills in arts and media; youth, minority and occupational
cultures; heritage and traditions; local and external perceptions
of the place (jokes, songs, literature, myths, Lonely Planet, etc.);
the qualities of the natural and built environment; the diversity
of retailing, leisure, cultural, eating and drinking facilities; the
repertoire of specific local products and skills.
’constructing’such circumstances, and developing techniques of branding as to attract
creative groups. But we can also reverse the idea of ’constructing’, stating that it is not
in every case the city (as an institution) that provides these places, but rather creative
people in search of affordable workspace, inspiration or freedom, that discovers and in
a way also produces such ’creative spaces’.Writers, performers and artists are often the
first to reveal the strong potential of urban places – which is often the start of altena-
tive bottom-up processes of urban regeneration. In this study, only Kultuurikatel in
Tallinn is a clear example of this process. Such ’found’socio-spatial realities can play a
major role in urban development.“Every crevice in the city had a hidden story or undis-
covered potential that could be re-used for a positive urban purpose”, as Charles Landry
(2000, 7) states.

16
Planning for innovation
Urban planning can be understood as any systematic work that aims to control and
influence urban process and settlement form. In recent decades, planning style (if not
paradigm) has gradually changed from traditional blueprint planning towards com-
municative practice (Taylor 1998).Without going in any detail of planning theory, it
is justified to say that in different situations, the links between innovation activity
and planning measures take very different forms. As noted above, questions of scale,
content and process typically frame a planning project.We identify three approaches to
plan for innovation, each with specific contexts, targets and outcomes.
As defined earlier, with ’innovation’we refer to multiple processes of inventing and
re-inventing, which are recognized as a source of growth in the informational economy.
Concerning planning, the focus is on‘innovation activity’ that takes place in an‘environ-
ment’, which urban planning can address and support.
a. Innovation activity as a target
Direct efforts to plan for innovation include projects to provide for the spatial re-
quirements of science parks and create other physical infrastructures (roads, public
transport, ICT systems) that are assumed to be necessary hard elements of an innova-
tive milieu (Rönkä & al. 2004;Yhdessä huipulle… 2005).These elements cater for the
recognised protagonists of innovation activity, such as universities, research institutes
and established companies. Planning style is often a quite traditional mix of distribu-
tive economic planning and physical blueprint planning, but it can take the form of
strategic development planning. Innovation activity (eg. science park) is seen as a
“programme”(like leisure, housing or anything else), and the complexities of innova-
tive milieu are superficially understood.The target of planning effort is nevertheless to
increase innovation activity, and – at least in theory – the success can be quantitatively
measured in increased high-tech jobs, patents or absolute or relative change of regional
GDP.Top-down projects to create cultural clusters or centres for creative industries
(CI) belong to these direct planning efforts.To take an international example, the City
of Shanghai has several tens of creative industry clusters, which are set up using the
model of business incubator and science park.
5
Also regional promotion, combined with
infrastructural initiatives, can be regarded in this planning category, a good example
being the Ørestad region’s“Medicon Valley”concept.
b. Innovation activity as a resource
An enabling, low-key approach to support ‘found’places of innovation includes a wide
variety of planning measures and examples. Cultural planning (see BOX), utilisation of
temporary uses in planning (Lehtovuori & al. 2003), policies to harness local cultural
actors to start alternative cultural breeding places (example of Amsterdam, Havik
2004), Creative Industries business support systems (eg. CIDS, www.cids.co.uk), as
well economic and regulatory tools to slow down real estate speculation to provide
cheap space for innovative start-ups are among them. In enabling practices, innovation
activity is understood rather as a resource of planning than a target in itself. Innovative
practices, people and products are the resources to be nurtured to create an attractive
5
For more details on Shanghai’s projects. see e.g. http://www.contractmagazine.com/contract/magazine/
article_display.jsp?vnu_content_id=1003625878; http://www.tdctrade.com/imn/06020701/design007.
htm

17
/ alternative / thriving place. Enabling planning can be conceived as“curating” the con-
tents of urban space (Bunschoten & al. 2001), as an organic and processual approach to
built from the existing.The formation of such‘organic’innovative spaces is often con-
nected to urban regeneration; changing uses of former industrial areas or equivalent.
To maintain the rent low is a typical problem, since clusters of creative industries tend
to attract also developers, which causes price pressure. Refined policies of“actively let-
ting it be”are needed, combined with accessibility by public transport (Söderlind 1999).
Tallinn’s Kultuurikatel might become a relevant BaltMet example.
c. Innovation activity as a by-product
Other planning agendas, for example pedestrianisation, beautification of public spaces,
ecological sensitivity, heritage preservation, equality access to services, or social housing
may indirectly provide for innovation. Creating culturally attractive and socially central
urban places and neighbourhoods is the key to success. Lively urban settings are self-
organising.They continuosly attract new, creative people, sustaining the metropolitan
social mix and codes of behaviour which are crucial for strangers to adapt and act
positively (Jacobs 1961).While the close-knit street-neighbourhoods, Jacobs observed
in 1960s Greenwich Village are hard to achieve today, active use of public spaces has
not lost importance. New,‘liminal’forms of social organisation may replace older ones,
creating similar positive effects.
6
Generally, high quality of urban life (not only physical
/ visual environment) should not be underestimated as an element of innovation policy
(eg. Raunio & Linnamaa 2000; Kostiainen 2004).We call this approach‘soft planning’
for innovation. Innovation activity is by-product of other planning efforts.The main is-
sue is that planners are aware of innovative actors and their needs, so that they do not
inadvertently harm the innovation potential of a site or area.‘Urban renaissance’should
not destroy the positive core characteristics of the urban.
In conclusion, planning for innovation hardly can happen in isolation of other agen-
das, but has to be coordinated with them. Organisational capacity is needed to achieve
“harmonious city”(van den Berg 2008), where economic, social and ecological issues
are reasonably settled.While a completely harmonious city is utopian (or boring), the
notion points to the necessity of inclusion and participation. Case by case, innovation
activity has surprisingly long institutional and spatial roots. Unlike roads or housing
districts, innovation activities cannot be planned in a detached manner. Strategic
participation of key actors is a condition for success.
6
We think of a heterogeneous informal organisations, such as skaters, temporal task groups in events or
conflicts, workers of cultural managed workspaces, environmental or social artists and art projects, and
real-life uses of the social media of web 2.0, to mention a few.

18
Exploratory mapping of the spatial underpinning of innovation activity
In an increasingly complex and connected urban process, both analysis of innovation
activity and planning for innovation can take very different forms.To help create an
overview of possible strategies, we suggest an exploratory mapping of the spatial un-
derpinning of innovation activity. Different notions are organised along two axes, those
of scale and planning style.The axes refer to the above discussed theoretical framings.

19
Innovative Milieu
‘Innovative milieu’refers to a larger urban area, eg. region. It is
not a geographic area, per se, but refers to geographically con-
nected networks, including both hard infrastructure (e.g. roads,
universities, firms) and soft infrastructure (e.g. local culture,
trust). It is seen as a“complex which is capable of initiating a
synenergetic process… an organisation, a complex system made
up of economic and technological interdependencies… a co-
herent whole in which a territorial production system, a techni-
cal culture, and protagonists are linked.”Maillat (1991, 113) Emilia
Romagna in Northern Italy is a classic example. In BSR, Medicon
Valley is an example of Ørestad region’s strategy to establish an
innovative milieu.
Growth Corridor
Regional entrepreneurial, innovation generating belt, based
around a particular traffic axis. For instance ITC agglomeration
around Route 128 in Massachuset, near Boston.The new City
Tunnel in Malmö may stimulate major development.
Thematic corridor, Opportunity area
Planning concepts that aim to support certain emerging zones
by directing attention and perhaps also financial support
towards them. Examples include the Art and Science axis in
Helsinki, Fjordcity concept in Oslo, Stockholm Science City and
waterfront redevelopments in central Riga.
Creative City
A concept of cultural planning that refers to a possibility to cre-
ate a positive upward spiral of economic success and cultural
vigoration in a post-industrial city. Key concept in implementa-
tion are ”cultural resources” that can be used broadly and crea-
tively (Bianchini 1996). E.g. the European City of Culture -projects.
Campus
A concentration of university functions and enterprises working
broadly in the same field. Usually situated outside of the core
city in greenfield site, providing a pleasant setting. In innovation
policy, the usage of the term is sometimes broader. E.g.Viikki
University District in Helsinki.
Science park, technology park
A concentration of high-tech companies with common support
services. Usually a planned one. Like campuses, science parks
tend to locate in green field areas, but not necessarily. At heart,
science parks are knowledge partnerships that foster innova-
tion. Sophia-Antipolis in Southern France in classic, full-grown
example.
7
Thematic district
A city district or neighbourhood developed under a common
theme or with reference to certain actors. Usually thematic
district is a tool of urban regeneration, and may involve both
gentrification and physical upgrading. For instance Temple Bar in
Dublin, Design District in Helsinki, SoFo in Stockholm.
Living lab
A city district or otherwise geographically framed area, in which
the inhabitants or local enterprises are used as product and
service developers in (commercial) R&D processes, typically in
mobile communication or ubicomp. A real life test-bed of user-
centred technology development. For instance Arabianranta in
Helsinki (cf. Kangasoja & Schulman 2007; Kangasoja 2004).
Cultural cluster
Any concentration of cultural activity, though usually geographi-
cally a rather small one with clear and perceivable bounders.
Often involves both production and consumption of culture. For
instance Tilburg Pop Cluster, Helsinki’s Cable Factory, as well as
Hvide Kødby (Meat Packing District) in Copenhagen and Moving
Media City in Malmö.
Urban fallowfield
Term used in real estate development. Refers to leaving a proper-
ty or larger area‘as it is’. Cheap rent and attractively robust milieu
provide possibilities for new and temporary actors – possibilities
that otherwise would not exist. Usually a temporal phase in the
development cycle. For instance Northern Quarter in Manches-
ter, parts of Stadhaven in Rotterdam and part of Refshaleøen in
Copenhagen.
Flagship project
A singular building, for instance a major cultural institution,
which is aimed to show the way of development (as a locomo-
tive) and bring a spill-over effect in the neighbourhood under-
going urban regeneration. E.g. the new city library in Marseille, or
construction of three major cultural buildings on the developing
waterfronts of the River Daugava in Riga.
7
Some researchers have questioned the benefits of science parks, claiming, for
example, that the same companies simply relocate, creating no net benefit
for regional (or national) economy. See Massey 1974 and Massey & al. 1992 for
empirical critique of the science park concept.

20
3. Addressing innovation issues in the city strategies
This chapter presents results of a brief mapping of existing city or regional level strate-
gies; how they broadly and more precisely address the development of innovation in-
frastructure, and innovative and creative environments.The main question addressed is
how do the city strategies tackle the development of innovation infrastructure, as well
as innovative and creative environments, by the means of urban planning.The analysis
below is based on the material obtained from ﬁve BaltMet cities: Copenhagen, Helsinki,
Riga, Stockholm and Tallinn.
Broadly
We will begin with the broad perspective, a framework appearing from the strategies; it
shows the core targets according to which the cities want to develop.The exact phras-
ing varies, but the main strategic goals are fairly similar from one city to another.
First of all, the strategies of all cities outline the importance of innovation and
knowledge (and creativity) related branches as a source of economic growth.They all
seek to foster knowledge-intensive industries, through co-operation between busi-
nesses, the city, and universities as well as other institutions of higher education.The
capitals and other large cities in BSR tend to be highest number of their national insti-
tutions of higher education, which adds positively to their development. In the Latvian
National Development Plan (2006, p. 33) the co-operation between entrepreneurs and
academia is even designated as a national assignment of the City of Riga.The impor-
tance of‘creativity’and creative industries is most notably pointed out in strategies of
Helsinki and Stockholm. Helsinki Business Development Strategy (2007, p. 21) notes that
in 2006 altogether eight per cent of Helsinki’s jobs were in the creative industries, and
that the number of these jobs is increasing.The Stockholm County’s Regional Strategy
for Entrepreneurship (2007) emphasises commercialisation of different kind of crea-
tivity through entrepreneurship. All in all, importance of entrepreneurship as well as
dynamic and innovative business life is highlighted in the strategies. All cities want to
create good conditions for these. All cities also provide support and counselling services,
including incubation, for small and medium size enterprises (SMEs).The role of educa-
tion is also emphasised. Equally, all the cities consider the labour force with high level of
education their asset.
Secondly, all cities seek to increase their international renown. Superlatives are not
avoided: Stockholm’s vision is to become“a versatile and experience-rich world-class
metropolis”, whereas the Helsinki Region visions to become ”a dynamic world-class
centre for business and innovation”. Copenhagen promulgates that its“status as an
international city will play an important part in its future development”. Riga and
Tallinn do not yet dare to use as extravagant wording, but they also increasingly posit
themselves in international perspective. Nonetheless,Tallinn reminds us in its“Strategy
2025”(2004, p. 10) that it was chosen as“one of the world’s most promising investment
locations”.To sum up, each city is eager to improve its international appeal in order to
become a selected destination among new residents, labour force, enterprises, invest-
ments and tourists.They also understand that to succeed in competition, attractive
environment for people and enterprises is needed. Copenhagen clariﬁes that it “must
be a city with quality of life”.The Helsinki Regional Innovation Strategy (2005, p. 22)
acknowledges“the importance of creative settings”, frankly“high standards in housing,
work and leisure opportunities.”

21
Thirdly, all cities aim to develop as poly-centric urban areas.The position of city cen-
tres as actual core areas is however uncontested, and the strategies emphasise keeping
these as attractive and active places.The strategies also underline the importance of
physical expansion of the core areas – related to redevelopment of former industrial or
harbour areas in or close to the city centres. Great expectations are laid on waterfront
revitalisation in particular. Poly-centralism is phrased with small variation. Stockholm
City Vision defines seven cores outside the city centre; the Spatial Plan of Riga speaks
about development of multi-functional local centres subordinated to the city centre,
and Copenhagen Development Plan about development areas, for instance. Invariably,
developing transport system is among the top subjects addressed in the strategies.
Often – but not always – the development of rail-based public transport is highlighted
and development of the areas around stations emphasised.
Inside and outside the core, redevelopment of areas with out-dated uses is linked
also to environmental sustainability. Cities and regions aim to increase efficiency of
their land-use, and subsequently densification where infrastructure permits; promote
urban growth within their built-up areas increasingly, in order to reduce expanding out-
wards.When developing areas, all cities emphasise mixed land-uses (instead of mono-
functionality), yet development of housing in particular.The following excerpt is taken
from Copenhagen’s Development Strategy (2005, p. 11), but could be from strategy of
almost any other city in the BSR: ”The new development areas must be developed with
a considerable element of housing and good public transport services.The stationary
parts of the new urban development areas should primarily be used for mixed hous-
ing and commercial areas with high density and a wide offer of service facilities and
cultural offers”.
Another viewpoint stated in the Copenhagen Development Strategy is also widely
shared:“If major investments have to be made in the infrastructure of a development
area, the development rate for the area must be high”(CPH, p. 62).
In addition to these three goal areas above, connected broadly with innovation
issues, all the cities also address mitigating social inequality, increasing safety, and
producing high-quality and cost-effective public services.
More specifically
As to the question how the strategies tackle the development of innovation infrastruc-
ture, or innovative and creative environments by the means of urban planning, the link
is seldom explicit.
Basically, the cities intend to create general conditions and solid“environments”for
entrepreneurship and innovation activity; whether organisational or physical ones is
not always clear. As presented above, the cities emphasise promoting innovation activ-
ity in their strategies, but most of their contribution in this field is else than urban plan-
ning. Nonetheless, a crucial planning question, and highly important in this respect too,
is development of the transportation system so that it supports connectivity between
most important nodes of activity.The Helsinki Regional Innovation Strategy states that
“in the Helsinki Metropolitan Area the city authorities have played an important role in
establishing the basic infrastructure for business and innovative activity.These general
conditions range from city planning to transport connections and a wide variety of
services such as basic education and business incubators.”
The Development Plan for Stockholm Region as well as the Business Development
Strategy of the Helsinki Capital City Region use the concept “innovative environment”,
referring broadly to centres of business support services and incubators for different

22
knowledge-intensive ﬁelds, for instance in science parks. Helsinki Region Innovation
Strategy emphasises reinforcing knowledge-based clusters and creating common
development platforms.The latter however are rather thematic networks than place-
bound. Clusters are also often mentioned in this context, with reference to various
thematic areas and spatial scales.The analysed strategies make no explicit reference
to“creative environments”. A business centre for creative sectors in Arabianranta is
though mentioned in Helsinki’s strategies.
In an illuminating interview,Tue Rex, a planner working for the City of Copenha-
gen, divided Copenhagen’s strategy to enhance“creative” through planning into two
qualitatively different measures. In terms of high-tech, the city is trying to facilitate a
better framework between the universities, research and new small companies. From
planning perspective, this means facilitating environments where private enterprises
and universities come together.This is considered less of an urban planning issue
though. In the“low-tech”end, meaning musicians, graphic designers etc., the city has
pointed out eight city areas where creative industries could ﬂourish.These are mostly
former industrial areas. Some low-key measures, which enable people to live and work
in the same place for instance, have been taken to strengthen their development proc-
ess. Critiques say putting the places on the map only increases prices and adds pressure
to property development as the locations get prominent.The measures were, however,
taken relatively recently, and no evaluation has yet been made how they have worked.

23
4. Concrete developments of innovation infrastructure
and creative environments: case studies

24
1992
The Berlin Senate decided to
establish“an integrated scien-
tific and business landscape”
on the Adlershof site and
made building investments
amounting 230 million Euros.
1994
WISTA-MANAGEMENT GMBH
emerged from EGA.
Berlin Adlershof
project in a nutshell
“Berlin Adlershof - City of Science,Technology and Media”is a new city district being created in the south-east
of Berlin.The core idea is to support connections between businesses and academia. At the heart of Berlin
Adlershof is the Science and Technology Park consisting of enterprises, science institutes and the mathematics
and natural science faculties of the Humboldt University.The Science City is surrounded by a Media City, an
industrial park, and residential areas.
Before unification of Germany, Adlershof was a home of East German Academy of Science’s scientific
institutes in the fields of physics and chemistry.
Adlershof is located outside the city centre near the Schönefeld airport.The city centre can be reached
within 30 minutes by public transport.
1991
The State of Berlin
founded the
“Adlershof
Development
Society”(EGA).
1998-2003
The departments
of the Humbolt
University moved
to the area.
2004
Construction of the
single-family houses
began.

25
basics
• The size of Berlin Adlershof is 420 ha, surrounded by a park
of 66 ha.
• Currently there are around 739 companies with 12,700 jobs. Out
of these 400 are“innovative companies”with around 4,300
employees, 12 non-university affiliated research institutes with
around 1,500 employees (of which 800 are scientists) and
138 media companies with 1,400 employees. Furthermore,
6 natural science institutes of the Humboldt-University Berlin
have altogether 130 professors, 6,400 students and 750 other
staff.
• The leading agent is WISTA-MANAGEMENT GMBH, which is
working under auspices of the Federal State of Berlin.
Important partners include the Investment Bank of the Federal
State of Berlin, Berlin Partners GmbH, Humboldt University,
science institutions and the Technology Foundation Berlin.
• The land is owned by the Federal State of Berlin.
• Investments to the Science and Technology Park have been
worth 1,5 billion EUR between 1991 and 2006.
• Contact person: Helge Neumann, Executive Manager
International Cooperation,WISTA-MANAGEMENT GMBH,
e-mail: helge@wista.de
• Internet: www.adlershof.de
Berlin
urban change
Since the development of the area started, the integration of
Adlershof to the overall urban structure of Berlin has
strengthened. Adlershof is benefiting from the development of
the Berlin-Brandenburg International Airport and a new city
district nearby.The infrastructure will ameliorate by construction
of a new railway station. Adlershof has also had its own highway
intersection since 1,5 years.
background
Adlershof has been a research and development area since the
German Experimental Institute for Aviation was established
there 1912.The first institute for the German Academy of Sciences
was built in Adlershof in 1949, and the East German television was
established there in 1952. Many buildings were constructed espe-
cially for the Academy of Sciences in the 1960s/1970s. Altogether
nine East German Academy of Science’s institutes in the fields
of physics and chemistry used to locate here. After the country’s
reunification the German Science Council (Wissenschaftsrat) was
ordered to evaluate Adlershof.The existing infrastructure was
considered to be adequate to utilize further and to develop into a
science, business and media park combined with residential areas.
The council decided on the most relevant business and research
areas for the Adlershof.The overall aim was to foster Berlin’s eco-
nomic development through technological development.
The Berlin Adlershof strategic focus is in line with the
innovation strategy of the Land of Berlin.The competence areas
developed for Berlin Adlershof Campus are as follows:
(1) information and communication technology,
(2) optical technologies and photonics,
(3) micro systems technology and new materials, and
(4) environmental, bio and energy technologies.
The land ownership of the Federal State of Berlin facilitated
rapid development.The tradition and infrastructure of a research
and development area has supported Adlerhof’s attractiveness.
To encourage innovative businesses to settle, modern specialized
centres were established on the premises, some in reconstructed
old buildings and others in new buildings with spectacular archi-
tecture.
The development of Adlershof has had many qualitatively
different challenges.The first was caused by the reunification
process: all the previous employees lost their jobs first. Although
most of the jobs could be saved, many of the former, skilled em-
ployees had by then left Adlershof for new jobs.The second big
challenge has been the development process as such: there were
no previous examples how to build up such a comprehensive sci-
ence, business and media park.The third big challenge has been to
make the area feasible both to residential and working purposes.

26
1992
The“Housing Construction
Strategies 95”was
approved by the Federal
State of Berlin.
Development Trust
Agencies were founded
to develop the areas.
Wasserstädte Berlin Oberhavel & Rummelsburger Bucht
Wasserstadt (“Water city”) Oberhavel and Rummelsburger Bucht are housing-biased mixed-use areas on the
riverbanks. Rum melsburger Bucht is located along river Spree in eastern central Berlin, only 5 km from the core
(Mitte) and Oberhavel by the river Havel, around the lake of Spandau, close to the Old Town of Spandau,
ca. 9 km northwest from Berlin.
At the beginning of the 1990s the number of Berlin’s inhabitants was expected to grow rapidly from 3 to
4 million.To increase housing supply considerably, the Senate approved an action programme called“Housing
Construction Strategies 95”(Wohnungs baustrategien 95) in 1992. At this point several former industrial areas
that located on the riverbanks and close to the city were deﬁned as housing development areas. Nonetheless,
it became clear already by the mid 1990s that the urban growth and thus demand for new housing was lower
than expected. Consequently, in both“water cities” the scale of construction was cut down considerably com-
pared with the original plans.
The solution to overcome the fragmented land ownership structure was to develop the areas as spe-
ciﬁc“urban development zones”using the urban development measures (Städtebauliche Entwicklungs-
maßnahme) under the German Federal Building Code.These are particular measures used to serve the public
interest, particularly in meeting the demand for housing and employment, for public amenities and associated
facilities, and in returning derelict land to productive use. Urban development measures may only be under-
taken where there is a public interest in uniform development and speedy implementation.
1990
New spatial
concept for Berlin
was approved: the
development
emphasis was laid
on the nodes of the
S-Bahn-Ring.
By the mid 1990s
It became clear
that the demand
for new housing
is smaller than
expected.
Subsidised housing
production was cut.
1997
New Development
Trust Agency
Wasserstadt
GmbH was
founded in
a merge.
2003
Quantitative
development
goals were
abandoned.
2007
The Development
Trust Agency
Wasserstadt GmbH
was abolished.
rummelsburger bucht wasserstädte berlin oberhavel

27
basics
• Wasserstadt GmbH, owned by the Federal state of Berlin, was
the leading agent in both areas.The land owners and the
districts that approve the plans were significant partners.
• Contact persons: Petra Nickel,
e-mail: petra.nickel@senstadt-verwalt-berlin.de
(Rummelsburger Bucht) and Gerald Schulze
e-mail: gerald.schulze@senstadt.verwalt-berlin.de
(Berlin Oberhavel),
the Senate Administration for Urban Development.
• Internet: www.wasserstadt.de and
www.stadtentwicklung.berlin.de/bauen/entwicklungsgebiete/
wasserstadt oberhavel
• Size: 206 ha.
• 7500 new dwellings with 13 000 inhabitants (planned).
3,800 new dwellings realised by now (90 % of them by the
government) as well as over 700 residential units for seniors.
• The planned gross floor space of new business premises:
910 000 sq m.
• Number of jobs: 4800.The idea has been to develop the area,
the Eiswerder Island in particular, as a media and event cluster.
• Fragmented land ownership: originally the Federal State of
Berlin owned one-fifth of the land, 14 big real estate owners a
half of the land, and the small real estate owners the rest.
• The total cost of the development was 610 million.The share of
the Federal State of Berlin was 450 million.
rummelsburger bucht
• Size: 131 ha.
• 2265 new flats and 205 single family houses.
• Share of housing developed by the government: 42 %.
• Gross floor space of new business premises: 300 000 sq m.
• Number of jobs: n.a.
• Fragmented land ownership: originally the Federal State owned
34 % of the land, the Confederacy 15 %, the State Railways 13 %
and diverse landowners the rest 27 %.
• The total cost of the development was 262 million.The share of
the Federal State of Berlin was 100 million.
Berlin
urban change
“Water cities”are waterfront redevelopments along the rivers
Spree and Havel.The areas were in industrial and warehous-
ing use until the reunification of Germany and redundant
afterwards.The environment was contaminated and consider-
able land and water cleaning operations were carried out in the
course of redevelopment.
background
The developments were realisations of Berlin’s housing strategy
of the early 1990s. Both developments were challenged – and
delayed – by the landowners who did not agree the development
plan and summoned to the court. A prerequisite to development
was thus their definition as urban development zones, which
enabled goal-oriented and more rapid development led by the
Development Trust Agency.The specific feature of“the urban
development zone”is the extended right to engage the land-
owners to develop the area. In case of reluctance, the community
is entitled to expropriate the land.
The development of Oberhavel had also financial challenges,
which were solved by revenue-dependent development: new
infrastructure was built only after land had been sold.
Participatory planning was arranged through a Development
Advisory Board. It consisted of representatives of the senate, the
Development Trust Agency and the Agency of Concerned. The
latter was elected by all of the people who live or work in or near
the area and consisted mostly of landowners, landlords, lease-
holders and craftsperson.

28
Late 1990s
The government initiated the idea.
Copenhagen Biotechnical Science Park (COBIS)
Copenhagen Biotechnical Science Park (COBIS) aims to strengthen the Medicon Valley’s position as a recognized biotechnological
growth environment and to become a show-centre of biotechnological innovations. Medicon Valley is a major bi-national life-sci-
ence cluster that connects academia, hospitals and companies in the Öresund Region, which includes the regions of Greater Co-
penhagen and Zeeland in Denmark and Skåne in Sweden. COBIS will be located in Copenhagen city in close proximity to the main
hospital, new Biotech Research and Innovation Centre (BRIC) and the University of Copenhagen, which form a dense cluster. COBIS
will be the physical facility to connect capital, research and business within life science.
COBIS is a commercially based science park owned by three leading science parks in Denmark. It is intended to work as a com-
mercialisation hub for the research institutions in close proximity, but also as a pipeline for these larger mother institutions. COBIS
will focus on facility management, business development and project partnering.
The business model is currently being developed and the fundraising is on its way.The constructions will start in 2008 and
COBIS is due to open in 2009.
2006
The three partners won the
tender to run the science park.
2008
Constructions will begin.
2009
COBIS will be opened.

29
basics
• Construction will take place in two phases.The first phase will
cover 4500 sq m and the total size of the project will be
10 000 sq m. 30 % of the building will be laboratories.
• When completed (10.000 sq m) COBIS will be home to
40-50 companies with 400-500 employees.
• COBIS is a commercial entity. It is a consortium of three science
parks Symbion (40%), Scion-DTU (40%) and
Science Park Århus (20%).
• Land ownership: COBIS (bought it from the state).
• Contact person:Torben Orla Nielsen, Chief Operation Officer,
e-mail: ton@sciontu.dk
• Internet: www.cobis.dk
Copenhagen
urban change
COBIS represents a node of activity that draws attention to
spatially dense cluster of life science research institutions and
related agents in the immediate surroundings as well as in the
Medicon Valley region.
The lot where COBIS will be built used to be part of hospital
premises, and is now part of the campus of University of Copen-
hagen for medical and pharmaceutical sciences.
background
COBIS is a concrete example of Öresund regions strategy to
establish an innovative milieu, promote interaction between
research and business and thus facilitate the innovation process.
The project is based on government initiative to locate a
science park in the immediate vicinity of a new biotechnical
research centre (BRIC) next lot. COBIS won a public tender
concerning the right to establish the science park and to buy an
attractive site with a moderate cost. Moreover, the government
and the capital city region provide a limited rent guaranty of
DKK 10 million for the first 10 years.The project has also a strong
backing from universities, largest biotech companies etc.
A crucial challenge for COBIS is its dependence of the
performance of university’s technology-transfer offices that
select the spin-offs, i.e. future clients of COBIS, and thus form a
pipeline from university’s side. Other challenges include drawing
a commercially sustainable business model, current low number
of new biotech companies, and a smooth cooperation between
the three owners.

30
2004
Initial analysis.
Hvide Kødby
Hvide Kødby (the white meat city), Copenhagen’s meat packing district, is being transformed into a spot where creative indus
tries are combined with food industries.The site has also opened to wider public.The meat city is located next to gentrifying
Vesterbro city district, near the central railway station. A decision has been made that the area’s functional division should be-
come 50/50 between the food industries and other – namely creative industries, restaurants, night clubs etc.The current division
is around 70/30, a few galleries and a nightclub/restaurant/art gallery are accessible so far.The transformation occurs gradually
through the tenant change: as the old leases come to an end, the creative entrepreneurs replace the food industries.“White”
refers to the colour of the buildings: the functionalist architecture dates back to 1934.The oldest “brown”part of the meat city is
already converted into new uses and the“grey”part is a mixed-use territory.
2005
First development
plan (expired).
2005
Decision that all
new tenants must
represent creative
functions.
2007
Second development
plan (MUTOPIA) and
decision to follow it.

31
basics
• Size of the area 10,5 ha.
• Leading agent: Copenhagen Property.
• Land owner: City of Copenhagen.
• Contact person: Line Maj Aagreen, Project Manager,
Copenhagen Property,
e-mail: lineaa@kff.kk.dk
Copenhagen
urban change
The transformation is driven by diminished necessity of a meat
processing district, a quest to find new locations to let for crea-
tive industries with sustainable prices as well as an attempt to
create interesting urban spot.
All the meat consumed in Copenhagen used to pass through
“the meat city”. Due to improved logistics such a place has
become unnecessary.Tightened requirements for hygiene are ad-
ditional challenge. However, the food processing business itself is
less willing to give up the traditional location.
The former outskirts of an industrial city provide potential in
what is today a rather central location.The successful renewal
of the neighbouring Vesterbro residential area also increases the
pressure for change.
The gradual transformation occurs through tenant change.
Although information has spread only by word of mouth, the
demand for rental space is high among creative entrepreneurs.
The Copenhagen Property chooses the tenants on the basis of
how they contribute to the transformation of the whole area.
The tenant restructuring is proceeding on a slow pace.
‘Den Hvide Kødby’is a national industrial heritage site, which
means that spatial changes in the grounds will be fairly limited.
background
The recognised importance of creative industries materialises
in the white meat city because the city owns the property. It may
be regarded also as an initiative to combine different kind of
industries in search for something new.
Two plans have been drawn for transforming the area.The
first one, expired later on, developed on an idea to locate the
School of Design in the area.The second one, drawn in 2007 by
MUTOPIA architects, suggests a more gradual change with multi-
functional uses.
The main challenge for the project is money. Currently all
investment in physical change is made from the rents. A more
rapid transformation would require financing from the city
budget. No such resources have yet been allocated. Moreover,
although an overall decision on the direction of change was
taken, to attain consensus on its specific course and timetable
among politicians and tenant organisation remains another
challenge.

32
Ørestad
Ørestad is a new mixed-use city district located between the centre of Copenhagen and the
Copenhagen Airport as well as the Öresund bridge connecting Denmark with Sweden. Ørestad
is a 5 km long and 600 m wide“linear urban development project”along a new metro line.
Ørestad’s planning began in 1991 after Danish and Swedish governments had agreed to
build the Öresund bridge.The mode of development has based on the Act on Ørestad (1992)
passed by the Danish parliament.The Act deals specifically with the establishment of an
Ørestad Development Corporation.The Ørestad-concept links investment in infrastructure, the
consequent land value appreciation and the final marketing of the building sites.The income
from the land has been used to finance the construction of Copenhagen metro.
Ørestad has developed rapidly during the last five years and the plan is that it will be deve-
loped over the next 20 years.
Ørestad will be developed over the next 20 years.
1991
Danish
and Swedish
governments
agreed to
build the
Öresund
bridge.
1991
Ørestad was
initially presented
as an urban
development
project and a
source of income
to finance the
Copenhagen
metro.
1992
Act on
Ørestad is
passed.
1994
International
ideas
competition
for the master
plan was held.
1995
Construction
of the Öresund
bridge began.
2000
The Öresund
bridge was
opened.
2001
The first major
constructions
were
completed
in Ørestad.
2002
The first
phase of
the metro
was opened.
.

33
basics
• The total area: 3.1 million sq m.
• Aimed number of inhabitants: 20,000+.
• Aimed number of working places: 80,000+.
• Already 20,000 people study in Ørestad.
• Leading agent: Ørestad Development Corporation.
• Land ownership: Originally common land ownership of the city
(55 %) and the state (45 %) state. In the course of development
the lots have been sold to developers.
• Contact person: Kresten Bloch, Head of Planning,
Port and City Development Corporation,
e-mail: kbl@arealudvikling.dk
• Internet: www.orestad.dk
urban change
Developing of the Ørestad district complements the urban
structure of Copenhagen and the whole Ørestad Region.
The regionalisation (bridge) and increasing importance of
air traffic has brought a new logic through which the former
outskirts – the land was formerly used as military shooting
fields and a junk yard – have gained new centrality. Frankly, the
new town is located in a major traffic junction of the
Ørestad Region.
Ørestad has aimed at providing attractive building sites for
offices between the city and the airport as well the Öresund
bridge. Another aim has been to establish attractive housing
areas for young families to hamper suburbanisation and to
keep these“good tax payers”within the city borders.The
Northern part also holds university departments, research
institutes and knowledge-based industries. Ørestad provides
ample space for new constructions that could not be fitted into
the existing quarters of Copenhagen due to their mere size.
The Ørestad Act defined the grounds in the left (Western)
side of the new district as a nature reserve area.
Copenhagen
background
The role of the development company has been to take care of
planning and construction of the infrastructure and then selling
the lots to private investors. After the development company has
finished its job it will be abolished and the city will take over the
maintenance of the district.
One of the main ideas has been that the development
company would secure that a new part of Copenhagen is built
with a high building standard. One way to do this was to show
a high standard of infrastructure, which the developers would
have to match. In fact, the main boulevard was built before a
single lot was sold.
Ørestad is divided into five sub-districts.The main features
of the areas are set in a local plan approved by the City of
Copenhagen.The plan regulates for instance the borders of
built-up area, maximum of height of construction, density
(construction 340 % of the area inside the block) etc.The land is
sold developers block-wise.The developer has discretion in
more detailed matters of development.The sale contract
requires the developer to draw a“master plan”(overall plan)
for the whole block, which the development company has
to approve, before they may develop a single lot in their block.
When the city later reviews the singular projects, they may take
the overall plan into account.
The Ørestad project (the income from land) is used to
finance all three lines of the Copenhagen metro.The decision to
build the metro was completely connected to this project.
A main challenge was to overcome starting problems; a lot
of people were doubtful about realisation of the project in the
beginning.The development corporation had to sell the first
lots with very buyer-friendly terms. But as favourable economic
development boosted demand for new housing and office
areas, the project suddenly started to roll.The development
pace has been rapid during the last five years. By now, the
district has established its position in the eyes of real estate
investors due to its high standard of infrastructure, including
the airport, in particular.

34
Arabianranta - Suvilahti
Central Helsinki is located on a peninsula by the sea.The inner city’s eastern waterfront is under a major redevelopment process that
is changing the shores which used to be characterised by manufacturing industries, harbouring, warehousing and adjacent workers’
housing areas.
Arabianranta (“the Arabia waterfront”) acquired its name from the Arabia porcelain and ceramics factory founded there in 1874.
The new Arabianranta, developed since the early 1990s, consists of a residential area as well as a cultural cluster created by the edu-
cational institutions and enterprises in the area. At the heart of the area, the University of Art and Design Helsinki and the Pop & Jazz
Conservatory locate in the old Arabia factory premises.
The development of the Arabianranta residential area has had several specific features which were made possible by the city’s
landownership and regulative planning measures. Specific terms of plot reservation included for instance“art percentage”; a rule that
1-2 % of construction costs of each residential building were to be budgeted in art works to be placed in yards, stairwells etc. An-
other term was a“fibre rule” that required all the housing associations (residential multifamily buildings) to connect to the area data
network. In developing Arabianranta, the city also continued its policy to mix different social groups in new residential areas through
provision of housing with different tenure.
As to development of the cultural cluster, the city, the state, the educational institutions located in Arabianranta and three compa-
nies that owned land in the area signed a letter of intent in 1995, with the aim of building a leading hub of design industry in the Baltic
context.To further purpose, a development company, Art and Design City of Helsinki (ADC) was established. ADC’s role has been most
visible in development of local area information network, the Helsinki Virtual Village.The district has developed as a well-known Living
Lab; a“research platform”where prototypes of things and services can be tested in a real life context.
Suvilahti gas factory area (dated from 1909) is located further south in the eastern waterfront, adjacent to the large Kalasatama
redevelopment area.The gas factory premises will be converted into a centre of urban culture and creative industries, providing perma-
nent and short-term rental space for different fields and forms of art, applied arts, education and happenings.
The late 1980s
Planning begins.
1986
The University of Art
and Design Helsinki
relocates to Arabia.
1992
Master Plan introduces
“the Science-Art -axis”.
2000
First new resi-
dents move in.
2008
Development
of Kalasatama
area begins.
2012
Development
of Arabianranta
is completed.

35
Helsinki
basics
• The size of the Arabianranta area is 85 ha and the Kalasatama
area further south 135 ha.Within the latter, the size of Suvilahti
gas factory premises is 1,25 ha.
• In Arabianranta, the expected total number of residents is
10,000 and the number of jobs 8,000.The area has also 6,000
students.
• The leading agent and the main landowner has been the
City of Helsinki.
• The development company Art and Design City Helsinki is a
public-private joint-venture.
• The management of Suvilahti is likely to be taken over by the
Helsinki Cable Factory which is an independent cultural centre
managing another big factory premises.
• Contact persons: Petri Hoppula, Project Coordinator,
the City of Helsinki Economic and Planning Centre,
e-mail: petri.hoppula@hel.fi
Kari Halinen, Managing Director, Art and Design City Helsinki,
e-mail: kari.halinen@adchelsinki.fi
• Internet: www.helsinkivirtualvillage.fi
urban change
The transformation of Helsinki’s eastern waterfront has its roots
in change of the city’s economic base, i.e. a gradual de-industri-
alisation, and consequent re-recycling of land use. In Kalasatama
area (including Suvilahti) the change is boosted by Helsinki’s
strategic decision to relocate cargo shipping to new Vuosaari
harbour (2008), which leaves vacant central waterfront areas.
An essential feature is also transformation in social stratifica-
tion, namely relative growth of middle strata. Consequently the
former working class areas are increasingly occupied by middle-
class residents in central locations in particular.
The character of new working places in eastern waterfront
represents the city’s will to consolidate its economic base today
– through supporting higher education, research and develop-
ment, knowledge intensive businesses and creative industries.
background
The planning of the new Arabianranta was initiated in the late
1980s, when it was decided that the undeveloped shorelines
would be used for housing production.The City Planning Depart-
ment started drafting plans for the area in the early 1990s.
The Helsinki Master Plan 1992 introduced the strategic
planning concept “Science-Art -axis”.The axis extends from the
university campus in the city centre to Viikki (see page 38) along
the eastern waterfront.
Technical challenges to develop Arabianranta have included
strengthening the ground for construction, cleaning the polluted
land, and constructing next to natural reservation area on the
other side of the Viikki bay. A usual planning challenge has been
also to agree matters with the numerous interest groups.
A strategic challenge is posed by a recent idea to establish
an Innovation University in the Helsinki Region.There is some
pressure for the University of Art and Design Helsinki to relocate
to another premises, which confronts with Helsinki’s aim to
develop the Science-Art -axis.

36
Aviapolis
Aviapolis is a marketing brand for a development area adjacent to Helsinki-Vantaa international airport.The Airport, located 19 km
north from the Helsinki city centre, dominates the spatial configuration of the whole central part of the City of Vantaa.The key area
locates south of the airport at the NW side of the crossroads of the Ring Road III and the Tuusula Motorway.This is an infrastructural
focal point since the Ring Road III is a part of the E18 TEN-highway, connecting Scandinavia with Russia, from Oslo to St Petersburg, and
the Tuusula Motorway is one of the main northbound arteries from central Helsinki.
Following increased internationalisation, the airport was recognised as a major regional location asset in the 1990s. Subsequently,
the area has developed successfully as a new major office construction zone. Furthermore, following the growth of the Helsinki metro-
politan area and expanding of the commuting area, major shopping developments have also concentrated on the central part of the
Ring Road III during the last decade. Nonetheless, despite these developments the area is still a sparsely built peripheral industrial
polygon.The City of Vantaa aims to develop it with more diverse and dense land-uses, including housing development.
1998
Master Plan for the Airport
Road marked the beginning
of Aviapolis as the office
development area.
2000
Aviapolis cooperation between
the city, the airport operator,
and commercial property and
business service developers
began.
2002–2006
Several idea
plans were
presented.
2007
Vantaa Master Plan
enabled the mixture of
housing and working
places.
2013
The railway connection
between the airport and the
city centre of Helsinki is due
to be ready.

37
Helsinki
basics
• The leading agent is the City of Vantaa since it establishes the
limits and functions within which the landowners are
permitted to develop the land. Other important actors are
Finavia (a state owned commercial enterprise that manages
the airport) as well as private landowners and real estate
developers.
• The land of the key area is owned by the City of Vantaa, Finavia
and corporate landowners including major construction
companies.The landowners together with several business
services providers form the Aviapolis Development Team.
The cooperation concentrates to marketing of the area.
• The Helsinki-Vantaa airport handled 12 million passengers
in 2006.
• Contact person: Matti Pallasvuo,
the City of Vantaa Urban Planning Department,
e-mail: matti.pallasvuo@vantaa.fi
• Internet: www.aviapolis.fi, www.vantaa.fi
urban change
Aviapolis exemplifies the development of airports as one crucial
node in transformation of urban regions.The increased impor-
tance of connectivity by air has paved the way to development of
a new centre of activity in what used to be a periphery.
The Helsinki airport was relocated to Vantaa in 1952 and the
Ring Road III was constructed in the 1960s. During the following
decades, the area developed as a peripheral zone of industries
and warehousing. Besides necessary node of logistics, the airport
was considered mainly as an environmental disturbance, espe-
cially problematic source of noise, as well as a claimant of eternal
improvements on developing the road access.
Increased internationalisation of business and other spheres
of life, and consequent requirements of connectivity, have turned
the airport to a critical asset. Furthermore, the airport operator
has assumed a new business orientation with a stronger focus
on landside development. Both of these are international trends,
which apply in the Helsinki Region since the mid-1990s.
background
The development of Aviapolis has a crucial part in the Entre-
preneurial Strategy of the City of Vantaa and its importance is
acknowledged also in the Innovation Strategy of the Helsinki
Region.
From the city’s perspective the area reserved for working-
places function is far too large for any growth scenario.Thus pri-
oritisation would rather be needed.To introduce a more diverse
and dense land-use, the City of Vantaa has considered housing
development in the area.
As to recent milestones of planning, the Master Plan for the
Airport Road (1998) enabled the first technology park Teknopolis
to be built in Aviapolis and commenced the office developments.
An overall development vision of connecting the airport to the
current city centre of Vantaa (Tikkurila) via an urban boulevard
was presented by Kaj Wartiainen & SRV Developers in the ambi-
tious“K2”plan (2002).The development opportunities around
the forthcoming (Marja-)railway stations were studied by LT Con-
sulting (2003). Studies by real estate agency Huoneistokeskus
(2004) and Catella Property Consultants (2004) were cautiously
positive on possibilities to develop housing in the area.The idea
of introducing residential units as in-fills was taken further in the
“Aviavillas”development plan (2006) by Harris & Kjisik architects.
The new Vantaa Master Plan 2007 enables residential develop-
ments, defining large areas for working places and/or residential
use.

38
1999 and 2003
Two business
incubators
were com-
pleted.
Viikki
“Viikki University District”is a new city district consisting of university campus, a science park and residential neighbourhoods.
The University of Helsinki’s teaching and research facilities for the agriculture and forestry, biosciences, pharmacy, and
veterinary medicine are located in Viikki.The adjacent Helsinki Business and Science Park business incubator buildings provide
facilities and services primarily for new companies in the biotechnology, drug development, health service technology, environ-
ment technology, and food technology business areas.
Of the several residential neighbourhoods in Viikki, one is an experimental area for ecological construction.To obtain a
building permit there, the residential projects have had to comply with strict ecological criteria. Several experiments on energy
efﬁciency, the use of solar energy, timber construction of blocks of ﬂats etc. have also taken place in the area.
Viikki is situated fairly close to central Helsinki, at amidst extensive green areas, near the intersection of Lahti Motorway
and the Ring Road I.
1992
Master Plan and
structural model
for Viikki was
approved.
1992
Helsinki Business
and Science Park
Ltd was founded.
1993
Initial land-use
agreement be-
tween the city, the
state and the Parish
Union of Helsinki.
1995–2006
University bio-
centres and new
faculty premises
were built.
1998
First new
residential
blocks were
completed.
2007
Commercial
centre was
opened.
By 2015
Residential
developments
are due to be
completed.

39
Helsinki
basics
• The built-up area is ca. 300 ha.
• By 2015 Viikki is due to have approximately 18,000 residents,
7,000 jobs and 6,000 students.
• The leading agent, i.e. planner and developer of infrastructure,
has been the City of Helsinki.
• The major landowners are the city, the state and the Parish
Union of Helsinki.Through transactions of the plots there are
now also private landowners.
• Helsinki Business and Science Park Ltd is owned by the Finnish
Government, University of Helsinki, the City of Helsinki,
Sitra and several business associations.
• Contact person: Heikki Rinne, the City of Helsinki,
Economic and Planning Centre
• Internet: www.helsinki.fi/viikki/english,
http://www.sciencepark.helsinki.fi/en_GB/
urban change
Viikki is a green-field investment, i.e. it was mostly constructed to
formerly unoccupied land.Viikki’s landscape is an extensive open
area consisting of lands formerly used for cultivation as well as
forests, the wetlands and open water areas.The explanation why
such a central area had been left unconstructed is that the state
had not had pressure to liquidate its land holdings, until the
university, whose properties are owned by the state, proposed to
expand to Viikki.
Viikki is a large“in-fill”in urban structure; it utilises the
infrastructure, especially the road network, already in place, and
connects new residents with broad recreational areas.The city’s
interest has been to develop a multifunctional district instead of
a traditional residential suburb.
background
The agricultural sciences of the University of Helsinki have
located in Viikki since the 1960s. In the early 1990s, the university
made a decision to concentrate its activities into four campus
areas, one being Viikki.The Science Park was developed together
with the university campus.This development was initiated by
the University of Helsinki in cooperation with the city.Viikki’s
excellent access to road network was considered as advantage to
create jobs there.
The idea of developing a university district with housing
areas was initiated in early planning phase.The fact that Viikki
is surrounded by large green areas, including natural protection
areas, and also an experimental farm (150 ha) of the University of
Helsinki, was a starting point in planning and gave also the idea
to experiment ecological housing there.
In the planning phase, the project was challenged with dis-
agreements between the major landowners. Construction next
to major natural protection area was also questioned.
A continued challenge has been to establish Viikki, located
in north-eastern Helsinki, as an attractive location for enterprises
despite the university campus and excellent access to road
network.The location of knowledge-intensive enterprises tends
to be central and westbound in the Helsinki Region. On the other
hand, the overall growth of bio-tech companies has been slower
than expected in the 1990s, independently of location.

40
Moving Media City
“Moving Media City”is a growth centre that will be established in Malmö’s rapidly redeveloping Western
Harbour area.The aim is to create an innovation setting for everything in and surrounding the ﬁlm,TV and
computer games industries in new media.The area is adjacent to Malmö University and the business incuba-
tor MINC for knowledge-intensive companies.The new Swedish television south (SVT) premises will also
locate in the area – close to customers, production companies and the university.
The“content manager”of Moving Media City is Media Mötesplats Malmö (MMM,“Media Meeting Place
Malmö”), which is one of the eight hubs of the Swedish creative industries and one of the driving forces
behind the moving image cluster development in the Skåne-Blekinge Region.
Rather then developing a particular property, the target is to establish the area as the location
(a“meeting place”creating conditions) for an exciting mix of students, researchers, and new companies with
innovative ideas.The key words are clustering, openness, ﬂexible spaces and low thresholds between actors
coming together.
1997
Kockum’s
shipyards
closed at
Western
Harbour.
1998
Malmö
University was
established with
half of the
faculties
locating in the
Western Har-
bour.
2001
Redevelopment
of Western
Harbour got a
kick start with
Bo01 housing
exhibition.
2005
Media
Mötesplats
Malmö was
established.
2006
Region of
Skåne started a
cluster project
Moving Media
Southern
Sweden.
1999 and 2003
Swedish
Television
South (SVT)
decided to
relocate to
the area.
2007
Media
Mötesplats
Malmö was
appointed as a
content
manager of
the Moving
Media City.
2008
The
construction
will begin.
2009
SVT moves in,
to be followed
by many other
companies

41
Malmö
basics
• Media Mötesplats Malmö is a leading agent in content
development of the Moving Media City, the City of Malmö
coordinates the physical land-use development.
• The landowner is Peab construction company.
• Contact person: Magnus Thure Nilsson,
Media Mötesplats Malmö,
e-mail: magnus.thure@mmmalmo.se
• Internet: www.mmmalmo.se
urban change
Moving Media City is part of major waterfront redevelopment in
Malmö’s Western Harbour area.The extensive premises of former
Kockum’s shipyards are being rapidly developed into a contempo-
rary residential and office district.
The place where the Moving Media City will be built is well
located in the southern part of the Western Harbour near the
university and the central railway station as well as the Malmö
Old Town which is the city’s commercial centre.
background
Media Mötesplats Malmö (MMM) is one of the eight Meeting
Places of the creative industries in Sweden which the Knowledge
Foundation (KK Stiftelsen) has set up since the year 2002.The
Meeting Places were first established around existing creative
clusters, for instance Rock City Hultsfred, a Meeting Place for
music industry following the Hultsfred Rock Festival. Sweden’s
major cities Stockholm, Göteborg and Malmö were appointed
as Meeting Places in 2005. MMM is financed by the Knowledge
Foundation, the City of Malmö and the Region of Skåne.
MMM defines itself as an“enabling agency”, which performs
constant market surveillance to understand novelties and com-
municate the needs between business, the City of Malmö, the
Region of Skåne, researchers and educational institutions. It thus
leans on the triple-helix model: collaboration between the public
sector, business and the academic world. MMM also provides
business development for companies, particularly by coordinat-
ing, facilitating, linking and developing cooperation and partner-
ships between different actors. MMM currently establishes a
media hub within the Minc incubator.
Development of a media cluster is one target of the city’s
enterprise development plan.The Region of Skåne has also had
a cluster project Moving Media Southern Sweden since 2006.
Consequently, one challenge has been to formulate the concept
of Moving Media City so that both the region and the city can
agree it.
The challenge to keep the rents low enough for starting
companies has been recognised. MMM, the construction com-
pany and the city property management board are working to-
gether to find a solution. It could be cheaper building techniques,
subsidies by the city council, or relatively bigger fees for the big
companies as for them the mixture of big and small companies
is also important.

42
Det Medicinska Malmö
Det Medicinska Malmö – the Medical Malmö – refers to the development plan of the so-called UMAS-Medeon-Triangeln -area in south-
ern Malmö which is developed as the place for medical care, health-care education and life science research and technology.
The Medical Malmö is a cooperation project between the University Hospital (UMAS), Medeon Science Park, the Malmö University
College (Malmö Högskola) and the City of Malmö.The collaborative effort is intended to strengthen Malmö’s position in the life sci-
ence and medical sector.The plan includes also housing and commercial developments in the area.The overall goal is to make Malmö
a more attractive city for businesses and residents.The Medical Malmö is thus both an urban development project and support for
research, education, and entrepreneurship in the ﬁeld of life sciences.
The focus of the project is on creating good physical pre-requisites for an expansion of the Medeon Science Park, which is in a
“bridge-building position”in creating a meeting place for academia and industry.
The development is stimulated by a new City Tunnel that provides a shortcut between the Malmö city centre and the Öresund
bridge.The tunnel, which is under construction and due to open in 2011, passes underneath the area, and the area will have also its
train station at Triangeln.The city tunnel will cut the travelling time between the Malmö central railway station and Copenhagen inter-
national airport to less than 20 minutes.
2004
The Municipal Executive Board commissioned
the City Planning Ofﬁce to design a
comprehensive plan for the area.
2008
The comprehensive
plan will be passed.
2011
The City Tunnel will
be opened.
The development is envisioned to
take place within the next
10-20 years.

43
Malmö
basics
• The size of the Triangeln-UMAS-Medeon area is ca. 70 ha.
• The area has now 3,000 residents and 9,000 jobs.
Both are due to increase.
• The leading agent is the City of Malmö in cooperation with
the University Hospital (UMAS), Medeon Science Park and
the Malmö University College (Malmö Högskola).
• Land owner: the City of Malmö.
• Contact persons:Tyke Tykesson, planner, the City of Malmö,
e-mail: tyke.tykesson@malmo.se
Charlotte Ahlgren, Managing Director, Medeon Science Park,
e-mail: charlotte.ahlgren@medeon.se
• Internet: www.malmo.se/medicinskamalmo
urban change
The former outskirts of Malmö South gain new centrality in the
Örestad regionalisation process. Provision of infrastructure in-
creases connectivity and initiates further development.The new
City Tunnel station will have a strong impact on its immediate
surroundings as it will make the area an important entry point
into the city and Malmö’s new“front side”.
The Öresund bridge, a ﬁxed link between Copenhagen and
Malmö, has made a tremendous change for the whole region.
The labour market is integrating and especially Swedes commute
to the booming Copenhagen area. Meanwhile also at least 6,000
Danes have moved to the Swedish side due to lower housing
prices.
background
To concentrate the premises for medical studies and related
functions in the university hospital area has been a strategic
decision in Malmö since a long time.The two health-related
Malmö University faculties were placed here 10 years ago. Also
one faculty of the University of Lund is located in the area, and
connected to the latter a new Clinical Research Centre (CRC) was
opened in 2006.The Medeon Science Park has also located in
at the southern end of the area already for 20 years, and in the
course of the Medical Malmö -development it will expand in the
university hospital area.The main components of the Medical
Malmö are thus already in place and it is conscious policy of the
city to strengthen its assets.
The Medeon Science Park concentrates to supporting knowl-
edge-intensive enterprises seeking to commercialise research
results in the ﬁeld of life science (pharmaceuticals, medical
technology, biotechnology and health care).
The Medical Malmö is part of Medicon Valley which is a
major bi-national life-science cluster that connects academia,
hospitals and companies in the Öresund Region, which includes
the regions of Greater Copenhagen and Zeeland in Denmark
and Skåne in Sweden. Altogether 60 % of life science industry in
Scandinavia is located in the Medicon Valley.

44
Fjordcity
The Fjord City development comprises a great deal of central Oslo’s waterfronts that will be
transformed from harbour and industrial uses to residential, commercial and recreational
purposes.The aim is to reconnect the urban life with the fjord comprehensively. By making
the waterfront accessible to the public and by locating cultural institutions along the water-
front, the city seeks also to attract “creative classes”and equivalent organisations.
The area comprises the central waterfront from Frognerstranda in the west to Orm-
sund in the southeast.The development area is sub-divided into 13 project areas, some of
which are already built and others not yet even planned.The Fjord City Plan, which currently
is under political discussion, focus especially on Filipstad,Vippetangen, Alna and Orsmund.
Oslo
1997
The report of the City
Planning and Build-
ing Authority recom-
mends the Fjord City
development.
1999
The decision to locate
the Norwegian Na-
tional Opera to Bjor-
vika was taken by the
central government.
2000
The City Council
approved the“Fjord
City”strategy, which
has been the basis for
further planning.
2002
The Oslo Water-
front Planning
Ofﬁce was
established.
2007
The proposal for
the Fjord City Plan
is under political
discussion.
By 2025
The area is due
to be completed .

45
basics
• The total Fjord City area comprises 225 ha.
• The aimed number of dwellings is 8,000 and
the aimed number of jobs 45,000.
• The leading agent is the City of Oslo’s Planning and
Building Agency, which is responsible for the planning process.
The Oslo Waterfront Planning Office, which is part of the
agency, is responsible for facilitating the development in close
cooperation with municipal and governmental bodies,
landowners, property developers and other experts.
• The largest landowner of the development area is the City of
Oslo, with port areas administered by the Port of Oslo. Other
landowners are Directorate of Public Construction and Property,
ROM Eindomsutvikling AS, Oslo S Utvikling AS, the Norwegian
National Rail Administration and the Norwegian Public Roads
Administration.
• Contact person: Jorleif Jørgenvåg, Senior Architect,
the Oslo Waterfront Planning Office,
e-mail: jorleif.jorgenvag@pbe.oslo.kommune.no
• Internet: www.oslo.technopole.no/fjordcity/,
www.prosjekt-fjordbyen.oslo.kommune.no/
urban change
Fjord City is a major waterfront revitalisation project of former
industrial and harbour areas.
The population of Oslo has been growing already for
decades and the forecasts expect also a further 11 % population
growth in Oslo during the next 15 years.The residential density
is fairly low, which means that the population is rather spread
out. However, the strategic decision in“Oslo’s Comprehensive De-
velopment Plan 2004-2020”was to cut the excessive sprawling,
leaving the surrounding forests as recreational areas, and to raise
the density of development in the inner city areas. Redevelop-
ment of the waterfront was also considered as most sustainable
location for new developments.
The different sub-areas of Fjord City will respond to vari-
ous needs of the growing city: the areas with a strong contact
to the downtown area will focus on large-scale development-
programmes and housing construction, yet there will be also
recreational areas emphasising the connection with water or
cultural-historical aspects.
The Fjord City development is aimed to complement the city
districts adjacent to it.The possibilities to make links and con-
nect the“new”areas with the“old”ones vary. Infrastructural bar-
riers will remain in some places, but the areas are connected for
example by the Fjord City Tram, public urban spaces and harbour
promenades that run from the waterfront into the“old”districts
through the new areas.
background
The City Planning and Building Authority prepared a report on
the harbour and waterfront of Oslo in 1997.The report recom-
mended the Fjord City development alternative.
The area was initially planned to relieve increasing demand
for housing and office space in Oslo.The idea was to make the
former industrial sites and harbour areas accessible for the
citizens and bring the fjord closer to inhabitants and tourists.
Business and cultural activities were also meant to be developed
in the area.The Fjord City is hoped to develop as a creative cluster
due to its concentration of cultural activities. A new monumen-
tal Opera house is being constructed to Bjorvika and the new
Museum of Culture of the University of Oslo is planned to the
area as well. Another important feature of Fjord City develop-
ment is the significance given to principles of sustainability,
including an emphasis on low energy consumption, concentrated
land-use and good access for pedestrians, cyclists and users of
public transportation in order to reduce the car traffic.The main
challenges will be to find proper planning tools and practical ap-
plications to ensure sustainable city building.

46
Castle of Light – Latvian National Library
The Castle of Light – Latvian National Library is one the three major national cultural buildings to be constructed
near the shores of the Daugava River running through the Latvian capital. It is a major opening in extension of
the city centre to the left bank of the river, creating a new façade of the city, just opposite the Old Town of Riga.
The architect of the new National Library is Gunars Birkerts, a Latvian emigrant and resident of US. He has
said that “the intention for the building is expressive. Its appearance includes metaphors and references to the
most important images of Latvian folk legends and folk songs – the hill of glass, the symbolic Castle of Light
which, according to legend, sank into the depths during the blood period of oppression in Latvia. The legend says
that when brave men and women summon it, the castle will rise from the darkness, and the people will once
again be free.”
1993
The library
building was
designed by
Gunars Birkerts.
1995
Hill International
won the tender
to manage the
National Library
project.
2003
The Saeima
(Parliament of Latvia)
passed a Law on the
Realisation of the National
Library of Latvia Project.
2005
The state agency
J3B was established.
2005
The technical
project was
started.
2007
The technical
project was
completed and
approved.
2008
The detailed
planning is
due to be ready.

47
basics
• The size of the Latvian National Library building itself is
around 45,000 sq m.
• There will be room for more than 1,000 readers, and services
will be provided to as many as 3,000 people a day. There will
be free access to 335,000 books and other print works from the
library’s collection of six million titles.The plan is that part of
the library will be open on a 24/7 basis.
• The leading agent is the State Agency New Three Brothers (J3B)
under auspices of the Ministry of Culture.The task of j3b is to
ensure the planning, design and construction of the Latvian
National Library.The infrastructure will be developed in
cooperation with the City of Riga.
• The construction will be financed by the state, but how it will
finance it is still under discussion.The most realistic option is
using the money the state will obtain from selling the shares of
LatTelecom.The construction cost was estimated at 140 million
Lats (200 Million Euros) in 2007.
• The land is now in state ownership, after it bought out private
owners and received part of the land from the City of Riga
without compensation.
• Contact person: Elīna Bīviņa, Head of Communications,
the State Agency Three New Brothers,
e-mail: Elina.Bivina@j3b.gov.lv
• Internet: www.gaismaspils.lv
Riga
urban change
The National Library building will be constructed to central, yet
relatively under-developed part of the left bank of the River
Daugava. It contributes to a major project of extending the city
centre by developing a new part to the left bank, which has not
been considered a central location until recently.The imposing
architecture plays an important role in creating a novel façade of
the city, just opposite the Old Town of Riga in the right bank.
The plot of the National Library had seven buildings that had
to be demolished, five of them residential buildings.The state
bought new dwellings for all residents of the buildings.
background
Construction of the new National Library has been a longish
project.The building was designed already in 1993, and the
construction project has been seriously prepared since 2005. It is
a very symbolic project and no matter the financial burden, it will
be important for the state to finish it.The project is also a part of
implementation of the state cultural policy.
An inviolable part of the National Library project is the
Unified National Library Information System, also known as the
“Network of Light”, which brings together some 2,000 libraries in
all of Latvia.
A main challenge has been the political will and subsequent-
ly allocated financial means of the state to run and complete the
major project.The time was not ripe neither when the building
was originally designed, nor when Hill International was chosen
to manage the project. During the recent years the work has
been hard, and numbers of parameters are in place by now, in-
cluding the cleared landownership and the completed technical
design.
Another main challenge is the whole development of the
left bank, which requires considerable infrastructural invest-
ments; new bridges (or tunnels) connecting the two sides of the
city, development of the road network, water and electricity sup-
ply etc.These are, however, by no means connected only to the
library project, but severe needs for the whole city to develop.

48
Latvian Contemporary Art Museum
The Contemporary Art Museum is to become a multifunctional cultural centre with a basic exposition, a series
of temporary exhibitions, as well as grounds for learning and leisure. It is one the three major national cultural
buildings under preparation.
The museum will be constructed in an old power station, redesigned to a museum by well-known Dutch
architect Rem Koolhaas.The property is located in the centre of the Andrejsala area, which is a part of a major
waterfront renewal project called the Riga Port City. Andrejsala is located in central Riga, north from the Old
Town, adjacent to the Art Nouveau area, on the right bank of River Daugava.
Construction of the museum is to be based on the principle of public-private partnership.
Riga
2004
The Ministry of Culture and Riga
City Council chose Andrejsala
for the future location of the
Contemporary Museum.
2005
The ﬁrst Museum Night
was arranged to pro-
mote contemporary art
and the future museum.
2006
The agreement was signed
with the developer of the
site, and Rem Koolhaas and
OMA architects was invited
to design the concept.
2006
The second Museum
Night arranged in“the
Southern End of
Andrejsala”drew
15,000 visitors.
2008
The decision on
detailed private-public
partnership model to
implement the project
is due to be made.

49
basics
• The total floor space of the museum building is 15,000 sq m.
• The size of the Andrejsala development area is 39 ha altogether.
under auspices of the Ministry of Culture, together with the
“New Riga Development Corporation”(the private real estate
development company of the whole Andrejsala territory), and
the Riga City Council.
• Construction of the museum is to be based on the principle of
public-private partnership working with the New Riga
Development Corporation.The company has financed the
design and blueprints for the building from the architect Rem
Koolhaas. In order to identify the mutually most convenient
model of project implementation within the framework of the
public and private partnership, a feasibility study of the project
is currently being undertaken.
• The land is owned by the state, but it is leased to the private
developer for 50 years.The Ministry of Culture will thus be a
tenant in the building.
• Internet: www.camriga.lv
urban change
The museum locates in a former industrial harbour area, a closed
zone to citizens until recently.The museum development seeks
to preserve the feel of the industrial heritage as well as plenty on
machinery inside the power station.
The Riga Port City redevelopment covers a major area in
the right bank of the waterfront.The area is divided into several
zones, each of which planned with its own identity, atmosphere
and main buildings (e.g. the Contemporary Art Museum), as well
as the landscape formed for a purpose.The plan envisages mixed
use in Andrejsala; housing, hotels, offices, plazas, and marinas on
both sides.The traffic planning follows pedestrian over vehicle
priority.
Andrejsala is already developing as a diverse environment
for culture.The private development company is pursuing a
project called“Southern End of Andrejsala”. In cooperation with
J3B an“Art City”, a low-key territory for artistic events, has been
established in wooden barracks of an old ship repair facility.The
barracks comprise the Museum of Naïve Art, a youth hostel, as
well as informal working places for artists.The former industrial
shop and the canteen are venues for projects, exhibitions, confer-
ences organised by the Contemporary Art Centre.
background
The location was originally chosen by an international architect
seminar arranged in Riga in 2004.
Implementation of the Contemporary Art Museum project
in Adrejsala is originally planned basing on the public and
private partnership principle.The purpose the on-going feasibil-
ity study is to elaborate a more detailed as well as technically
and economically more feasible concept for the Contemporary
Art Museum project implementation.The study will allow to
calculate more precise costs of the project implementation and
maintenance of the Museum, as well as to establish possible
principles of cooperation.
Interestingly, the collection development was also started
only in 2005 by the assortment of the International Experts
Committee by the Latvian Culture Ministry.The Committee is an
advising body that is responsible for the acquisition selection.
The State Agency J3B is responsible for the administration, re-
search, preservation, exhibiting and promotion of the collection.
Geographical focus of the collection is Latvia as well as the Baltic
Sea Region.

50
Riga Concert Hall
The Riga Concert Hall is the third major national cultural building to be constructed in
the revitalizing Daugava River waterfront. It has the most central and extremely visible
location on a former dam (“AB dam”) in the immediate waterfront, just opposite the Old
Town of Riga, and next to the city’s developing administrative and business centre – the
skyline of the left bank.
The architect is a Latvian office Sīlis, Zābers un Kļava.
The new acoustic concert hall will be home to the Latvian National Symphony Or-
chestra, the state academic choir Latvija, and the National Chamber Orchestra Sinfoni-
etta Riga. However, in order to make the Concert Hall a main cultural centre – and draw
big audiences - the widest range of musical genres is likely to be incorporated into the
programme.
The timetable of construction is yet obscure, however the intent is to have the first
audience in 2012.
2004
The AB Dam was chosen
as the location of the
Concert Hall
2006
The Latvian office
Sīlis, Zābers un Kļava
won the architectural
competition.
2007
The Riga City Council
supported the intent of
building Riga Concert
Hall on AB Dam.
2008
The detailed plan for territories
of Riga Concert Hall and Latvian
National Library and adjacent
territories is due to be completed.
2009
Elaboration of
construction design
is planned to be
completed.

51
basics
• The estimated size of the concert hall is around 24,000 sq m.
• The hall will have one large auditorium“Symphony Hall”, one
small auditorium“Chamber Hall”and a multifunctional hall
“Black box”, along with a public zone, as well as facilities for the
everyday work of musicians – rehearsal rooms, dressing rooms,
office space, technical facilities, a library, an archive, warehouse
facilities, etc.
under auspices of the Ministry of Culture.The task of j3b is
to ensure the planning, design and construction of the Riga
Concert Hall.The infrastructure will be developed in
cooperation with the City of Riga.
• The land is owned by the City of Riga.
• The Business plan for the Concert Hall will be finished early
2008.The financial scheme is not considered yet. However, the
State Agency J3B is working on the possibility of cooperation
with private investors based on different PPP models offering
different segments to the investors – parking areas, office
building adjacent to the new National Library nearby as well as
all other infrastructure objects.
• Internet: www.koncertzale.lv
Riga
urban change
The development of the Riga Concert Hall (as well as the Nation-
al Library) contributes to a major project of extending the city
centre by developing the central part of the left bank of Daugava
River.The Concert Hall will have an extremely visible location in
the immediate waterfront. It is place making par excellence.
From the side of Old Riga, the new Concert Hall, with its dark
finishing, will create visually a unique contrast to the building of
the Latvian National Library.The new Concert Hall will be made
up of a series of dark and polished rectangles and cubes, refer-
ring to irregularity of the Old Town rooftops.The dark colour will
constantly change, offering exciting tones. As the sun moves
across the sky, each plate of the building will shine differently,
and the dark building will reflect the Old Town, the sky, the river
and the seasons of the year.
background
The acute need for a Concert Hall has been bubbling on the
political agenda since the last years of the Soviet occupation.
Most recent proposal on the construction of a modern Concert
Hall was made by the then chairman of the Riga City Council’s
Cultural Committee, Dainis Īvāns, in 2003. Next year the new
concert hall was declared a government priority, and the Ministry
of Culture began to work on it.
In 2004, the Ministry of Culture and the Riga City Council
organised an international architectural seminar to choose the
best location for the Concert Hall and the Contemporary Art Mu-
seum. AB dam, supported by the architects, was officially decided
to be the location.
By today, the technical condition of AB Dam has been
inspected; an architectural competition for design has been ar-
ranged, won by Latvian architects’office Sīlis, Zābers un Kļava; and
public discussions have taken place on the project.
Detailed plan for territories of Riga Concert Hall and the
Latvian National Library and their adjacent territories is being
elaborated with the aim of determining opportunities for provi-
sion and development of infrastructure.

52
Riga Science and Technology Park
Riga Science and Technology Park (RSTP) is currently under planning.
It plans to specialise to ICT and logistics, biotechnology and avia-
tion industries.The City Development Department is trying yet to
persuade the scientiﬁc institutions of the key industries to relocate to
RSTP. A preliminary plan for the functional division is 15 % education,
20 % science and research, 20 % business park, 20 % industrial, 20 %
public territory (hotels etc.), 5 % services and green zones.
The potential RSTP area is an attractive green-ﬁeld site next to
the Riga Airport, 8 km from the city centre.
Riga
2000
The idea to collect certain
institutions of higher educa-
tion to the same location.
2005
Initial plans were
made and the
location was chosen.
2007
The Ministry of Economy allo-
cated the money for the project
through structural funds.
2007
Riga City Council made the
decision to reserve the land
for this purpose.
2008
The Detailed Plan
will be prepared for
the site.

53
basics
• The size of the development area is 50 ha.
• The leading agent is the City of Riga.There are no other
partners yet, only consultant assignments have been
conducted.The interest has been big, but the decision has not
been made yet how the development will be organised,
including what are the rules and division of responsibilities
among partners. However, some kind of public-private
partnership is likely.
• The land is owned by a public body.
• The project will be allocated 20 MEUR from structural funds
(by the Ministry of Economy), which means that at least
30 MEUR must be collected from other sources, that can be
entrepreneurs or Ministry of Science and Education for
instance.
• Contact person:Valdis Saplaks, Riga City Council,
City Development Department,
e-mail: valdis.saplaks@riga.lv
urban change
The RSTP area is located next to the Riga Airport, 8 km from the
city centre.The passenger traffic of the Riga Airport growing
fast and the airport area is gaining increasing importance as
corporate location also there. In addition to Riga Science and
Technology Park planned by the city, a business park is being
developed nearby by Norwegian EBO group. Furthermore, the
Riga Airport is extending and just like many of its international
counterparts, the airport operator is also focusing on landside
development with a business orientation.These development
visions reflect the airports becoming crucial nodes in transforma-
tion of urban regions also in the Baltics. However, the location for
RSTP was chosen among few larger pieces of land owned by the
city. Initially, the excellent airport connection was thus slightly a
coincidence.
background
The project is in line with the city’s development plans’general
emphasis on innovation and science based enterprises. How-
ever, as such, the project is not mentioned in the Riga Economic
Development Plan.
So far the city has conducted various preparatory analyses,
including several consultant works by local and international
companies to adapt suitable solutions from the range of science
park models, and to develop the project in more detail. Investiga-
tions have been also whether the scientific institutions are will-
ing to relocate. Furthermore, the business plan is under prepara-
tion.
Main challenges include persuading the scientific institu-
tions to relocate. Furthermore, both the city and the airport are
keen to develop the airport region, which causes some power
wrestle.

54
Hammarby Sjöstad
Hammarby Sjöstad (“Hammarby Lake City”) has been Stockholm’s largest urban
development project for years It is a residential area with particularly environmen-
tal friendly buildings as well as technical and trafﬁc solutions.The aim has been to
cut the total environmental impact into a half compared to an ordinary residential
area built in the early 1990s.
The buildings have plenty of environmental innovations such as water-saving
water tabs and gas-stoves using bio-gas.The buildings also make use of sustainable
materials such as glass, steel, wood and stone.
The area is located by the Hammarby lake, near the city-centre and attached to
the old inner city area. It is well connected to the city centre with a light rail, bus and
ferry trafﬁc.
Stockholm
1994
Planning begins.
1996
The environmental plan was approved.
1997
Construction begins.
2016
The area will be completed.

55
basics
• Size: 150 ha without water areas and canals,
with them ca. 200 ha.
• A total of 13,000 residential units will be built and it will be
a home for 28,000 people by year 2016.
• The aimed number jobs locating in the area is 10,000 by 2016.
• Leading agents have been Stockholm City Planning Administra-
tion and Stockholm City Development Administration.
• The land was originally owned by the City of Stockholm.
The city has invested in the infrastructure and soil decontami
nation, but it has gained revenues by leasing or selling the land
to developers.
• Contact person: Erik Freudenthal, GlashusEtt
(an information centre in Hammarby Sjöstad)
• Internet: www.hammarbysjostad.se
urban change
Stockholm has developed as a multi-nodal urban region, with
an ongoing migration process from the city towards outskirts,
already for decades.The land use of the inner part has been con-
sidered to be very effective, and thus there has not been much
room for expansion. Since the 1980s, however, the former har-
bour and industrial areas, including this area, have been regarded
as promising premises for new housing developments.
background
The first and foremost motivation to construct Hammarby Sjös-
tad has been to provide new attractive residential areas within
the city, making use of the existing urban infrastructure.
Hammarby Sjöstad was offered as an Olympic village con-
nected with the city’s application for the summer Olympics 2004,
and the environmental program was originally developed as an
asset for this application.The city did not get the Olympics, but
the environmental programme was implemented any way.The
strict environmental norms are part of the plan which developers
must follow.
An integrated planning approach, a partnership between
public authorities, is considered a key to success in this case.
The project office for Hammarby Sjöstad combines people from
different organisations and backgrounds.They also permanently
locate in one office.
The fact that the land was owned mostly by the city of
Stockholm made it easier to develop the area.
A main challenge was to bring the real estate developers in
accordance with the environmental plan.
As the construction works started one crucial bridge was not
yet built, which made delivery of construction materials compli-
cated and time-consuming. Establish a logistics centre for the
whole construction site was a process innovation. Other than
very large construction materials were delivered via the logistics
centre, which reduced the traffic within the area considerably.
Benefits exceeded costs also for the developers since the materi-
als were easier and faster at hand when needed.

56
Karolinska / North Station
The Karolinska / North Station project has two parallel endeavours. First, the Stockholm BioScience’s aim is to
create a new life science cluster in the new city section North Station close to the tree universities (Karolinska
Institutet,The Royal Institute of Technology, Stockholm University) and Karolinska University Hospital, which
together form the so-called Stockholm Science City. A new specialized hospital will also be constructed and
connected to the area. As a very research-dense location, the area is of particular strategic interest. Secondly, in
the project, the Stockholm inner city area is physically extended over a former railway yard (North Station) and
E 20 highway with continuing street pattern etc.This new“city section”will thus connect the universities to
the city, integrating science and technology with everyday city functions and residential areas.
The North Station area is located at the NW end of the central Stockholm (inner city), where the E20 high-
way runs between Uppsalavägen and Solnabron, in the border of adjacent Solna municipality.
Stockholm
1999
Several construction companies, the
City of Stockholm and Jernhusen AB
made an initiative to cover of the
North Station area with a deck.
2000
The actual
planning started.
2004
The city purchased the land owned by
Jernhusen AB (Swedish Railways’real
estate holding company).
2010
The construction work
will begin and it will be
ﬁnished by 2025.

57
basics
• The total size of the development area is 220 ha.
• The aimed number of inhabitants is 12,000 and the aimed
number of jobs 30,000.
• The leading agent is Stockholm Science City -organization,
which is owned by Karolinska Institutet,The Royal Institute of
Technology, Stockholm University, the City of Stockholm, and
the Stockholm City Council.The organization works in close
cooperation with its owners and the City of Solna adjacent to
the new city section.
• Part of the land used to be owned by the Swedish Railways’real
estate holding company (Jernhusen AB). However, after
purchases, the whole area is now owned by public actors;
the City of Stockholm, Stockholm County Council and the
Government (through owning university premises).
• Contact persons: Henrik Mickos, CEO, Stockholm Science City,
e-mail: henrik.mickos@stockholmsciencecity.se
and Ola Björkman, Director Bioscience, Stockholm Science City,
e-mail: ola.bjorkman@stockholmsciencecity.se
• Internet: www.stockholmsciencecity.se
urban change
On the one hand, Karolinska - North Station project exempliﬁes
the increased importance given to universities’locations and
connectivity.This development that strengthens the east-west
connections within the Stockholm Science City seeks to enhance
interdisciplinary research and innovations by supporting connec-
tivity between the universities (Karolinska Institutet,The Royal
Institute of Technology, Stockholm University) and the hospital
area. In addition to integrated urban development in the“new
section”, the plans include also infrastructural developments of
the E 20 Highway (in a tunnel), the City Tunnel as well as a sub-
way connection from Odenplan.
On the other hand, the North Station development is an
example of cities’aim to increasingly develop housing in central
areas with outdated uses. In this project, the inner city structure
is extended to the border of Solna over a former infrastructural
boundary.The historical streets will continue seamlessly from the
city centre to the new area and the block structure will be similar.
Mixed functions and density will also resemble the city centre.
Integration through street extensions means easy accessibility.
The new subway connection can be seen also as an essential link
to the inner city.
background
From the city’s viewpoint a strategic motivation for develop-
ment has been the need to increase housing provision. A leading
point for developing the area has been sustainable development
– construction where the infrastructure already is and where
transport by car is less necessary – as well as seeking more urban
character through density.The North Station was particularly at-
tractive for redevelopment because there the inner city structure
ﬁnishes abruptly.
Another particular reason for choosing the development
area has been to support collaboration between the universities
and the hospital area.
Challenges have included the cooperation between the cities
of Solna and Stockholm in developing their border area, as well
as issues with landownership.

58
Kista Science City
Today’s Kista Science City is the result of a common vision formulated by the business community, property
owners, universities, and the City of Stockholm in year 2000.The model of Kista is strongly based on the triple-
helix model, i.e. cooperation between the business sector, academia and the public sector.
The area’s economic backbone is the strong ICT cluster focusing on wireless services, mobile applications,
and broadband. Kista Science City calls itself Sweden’s largest corporate park.
It is called a Science City instead of a science park, because in addition to companies, colleges, and univer-
sity units, it provides a selection of ofﬁce space, housing, cultural events, services, and recreation.
Kista Science City stretches across four municipalities around the area traditionally known as Järvafältet:
Sollentuna, Järfälla, and Sundbyberg, as well as the Stockholm’s districts of Kista, Rinkeby and Spanga/Tensta.
At the heart of the area, the Stockholm’s city district Kista is located on the northern part of the city (15 min-
utes by underground from the central station), near to the Arlanda airport.
1970s
Housing
estates are
constructed
in the area.
1975
Ericsson moved
to the area
followed by
other electro-
nics-companies.
1983
The City of
Stockholm
initiates to
develop a
electronics
centre in Kista.
2000
The business sector, academia
and the municipalities develop a
joint vision to develop a science
city. Kista Science City AB is estab-
lished to implement the vision.
2001
Major
construction
projects were
commenced.
2002
The IT
University is
inaugurated
in Kista.
2003
Kista Science Tower,
the highest ofﬁce
building in Scandi-
navia, is completed.

59
basics
• The total size of Kista Science City is 2,000 ha.
• Currently about 120,000 people live in Kista Science City, 65,000
work there and 5,000 study at the university level.
• No one individual organization, company or public authority
is in charge of Kista Science City (KSC).The model is based on
cooperation, networking and consensus.The leading
operational agent is Kista Science City AB (Ltd) that markets
and develops KSC.The agent is a fully owned subsidiary of the
Electrum Foundation that extends Swedish expertise in the
field of information and communications technology.The
foundation was rejuvenated in 2000 through a common
initiative by the City of Stockholm, the business sector, and
academia.The goal was to realize the parties’agreed vision of
the future of KSC.
• The municipalities invest jointly in growth of the business
sector and in higher education, housing, the transportation
network, local public transit, and other infrastructure.
• Contact person: Mats Hedenström, Marketing Director,
Kista Science City,
e-mail: mats.hedenstrom@kista.com
• Internet: www.kista.com
Stockholm
urban change
The development of Kista represents the multi-layered develop-
ment of Stockholm’s multimodal city structure.
oKista as well as other Stockholms’districts in the KSC area was
originally built as housing estates following the so-called“one
million dwellings”housing program in the 1970s.Today, these
housing estates are generally considered as socially challenged
areas.
However, Kista started to develop as concentration of elec-
tronic industries also in early stage.The Ericsson-owned radio
company moved to Kista in 1976 and IBM in 1978. An Electronics
Centre was established already in the mid-1980s paving the way
to significantly expanding cluster development.
In 2000 a broader regional perspective was adopted in the
joint vision for developing the area around Järvafältet from a
science park into a science city. Besides branding, this reflects the
cities’interest to develop the existing built-up areas instead of
further expansive urban growth.
The decision to develop a Science City was motivated also by
ideas of social integration of the resident and working popula-
tion through developing new high quality housing facilities in
order to attract also skilled employees to live in the area.
background
The prospects for economic development in the area have been
identified in early stage by the City of Stockholm.The extensive
city ownership of the land has facilitated the development.The
physical location between the city centre and the airport has
also been important attractor. Nonetheless, the development has
been very business driven, and the initial presence of large com-
panies like Ericsson has been essential for creating the location
and developing the rest of the area.
The board members of Electrum Foundation behind the
Kista Science City represent all the important actors in the devel-
opment of the area.This is a prerequisite for the commitment of
all relevant partners.
The smooth development KSC was interrupted by a minor
recession of the ICT industry in 2000 that caused an economic
low tide also in the“Swedish Silocon Valley”.The social integra-
tion of various sub-areas has proven to be a persisting challenge.

60
Telefonplan
Telefonplan (“telephone plan”) is a former Ericsson factory settlement with manufacturing and residential
premises that is being further developed as a mixed-use area with an emphasis on creative industries. In addition
to refurbishing the old factory premises, new dwellings and office space will also be constructed.
The University College of Arts, Crafts and Design (Konstfack) has been located in Telefonplan since 2004.The
same year the city planning administration outlined a comprehensive program to gradually develop Telefonplan
into a“city of tomorrow”.
Telefonplan is developed as a design area and cluster.The idea borrows from a science park model, yet focus-
ing on the creative industries. An innovative environment is being created by bringing together different players
from the design process, e.g. established design firms, start-up companies, art academy, and real estate com-
panies.The creative business incubator Transit provides business training and advisory services in cooperation
with established design firms. Development of Telefonplan is based on a triple-helix model, where public sector
organisations, research and education and the business sector cooperate in order to gain synergies.
Telefonplan is located in south-western Stockholm, immediately west from the E4/E20 road.Travelling to the
city by metro takes 13 minutes.
Stockholm
1940s
Ericsson built a factory to
the area for 6000 – 7000
employees.
2000
AP Fastigheter buys
the property from
Ericsson Ltd
2003
Majority of Ericsson
functions move to
Kista
2004
The University College of Arts,
Crafts and Design (Konstfack)
relocates to the area
2004
The City Planning Office outlines
a comprehensive development
program for Telefonplan

61
basics
• The size of the area is 10 ha.
• The current number of people working in the area is 2,600
and the number of students 900.
• The aimed number of visitors stands at 250,000 a year.
• The planned number of new dwellings is 2,200.
• The planned amount of new business space is 40,000 sq m
(in addition to the existing 80,000 sq m).
• The leading agent in the property owner AP Fastigheter.
Important partners include the City of Stockholm, the City
District of Hägesten/Liljeholmen, Ericsson Ltd and the
University College of Arts, Crafts and Design (Konstfack).
• The major landowner AP Fastigheter owns approximately 1/3 of
the total area.The other landowners are Stena Fastigheter, HSB,
JM, and SSM Fastigheter.
• Contact person: Lennart Berg, Project Manager for the
Telefonplan development, AP Fastigheter,
e-mail: lennart.berg@apfastigheter.se
• Internet: www.telefonplan.nu , www.telefonplan.com
urban change
Telefonplan is an example of transforming centrally located areas
of manufacturing industry into a new mixed use.What make it
special are the adjacent residential settlement and the architec-
tonic entity that is a core resource also in developing the area.
The story of Telefonplan began in the 1930s when LM
Ericsson opened a factory there. In addition to industry it was
developed as a residential area for employees.The settlement
was like a small town (“the LM-town”) including all the basic
services such shops, cafés, restaurants etc.The area was designed
by architect Ture Wennerholm. Majority of Ericsson functions
moved from Telefonplan to Kista in 2003.
The current development of Telefonplan is proﬁting from
the already existing urban infrastructure and the architectonic
value of the area; the functionalist milieu is being preserved and
complemented with new buildings, streets and parks.
background
The initial idea of the property developer was to develop the area
as an ITC cluster, but since the timing coincided with the burst
of the“IT bubble”, the plan was reconsidered, and instead AP
Fastigheter decided to rent the space for the University College
of Arts, Crafts and Design (Konstfack) in 2004.This relocation
triggered a novel kind of development.The new residents have
brought along“demographic”change in the neighbourhood,
which has also supported establishing new services like design
shops and restaurants.
The city planning administration outlined a comprehensive
program to develop Telefonplan from the functional industry-
city to a“city of future”with an innovative environment in 2004.
There was a need and political will to develop a creative environ-
ment to enhance Stockholm’s economic development and the
area was considered adequate.The aim was to develop the area
not only for business but also for housing and studying purposes.
In the Southern Stockholm’s Vision for the Future (Söderortsvi-
sionen, 2005) Telefonplan was characterised as a design area and
cluster.
The area offers a range of premises for companies in the
design ﬁeld; from cheaper ones for start-up companies to more
developed ones for already established companies. Meeting
places and exhibition places are being created.
An important factor in developing the area was the triple-
helix model which ensures that the interest of all relevant par-
ties is represented.

62
Kultuurikatel
Kultuurikatel (“Culture Cauldron”) is an old thermal power station
in a transformation into a multipurpose cultural centre.Without a
doubt, the building has a great potential. It has plenty of interesting
spaces, including a 20 m high hall. However, the premises are in need
of major investment; a great part of the building is even troubled by
an asbestos problem, which increases the costs.
The project is lead by an inventive and energetic NGO that has
plenty of winged ideas how to make it work, but no major ﬁnancing
for implementation yet. However, the city is willing to invest approxi-
mately 100 million EEK (€ 6.4 M) upon a feasible business plan.
The thermal power station is situated in a focal point of Tallinn’s
transforming waterfront, north side of the Tallinn Old Town, in the
address Põhja puiestee 27a and 35.
Tallinn
2006
The NGO Kultuurikatel was
established together with its
“creative council”of 25 most
prominent culture professionals.
2007
Development of the concept,
low-budget maintenance of
the building, and activation
of cultural programming are
on-going.
2008
Planning and project
documentation, start
of construction, and
development of cultural
programming are expected
to take place.

63
basics
• The size of the old thermal power station is 10,000 sq m. and
there is another 10,000 sq m. unused building right on the plot.
The property is owned by the City of Tallinn.
• The leading agent in the transformation is the NGO
Kultuurikatel. Up to now it has done mostly self-funded
voluntary work; only one team member taking care of building
maintenance is working on salary.
• The NGO has been financed so far through grants by the
Estonian Cultural Endowment and Tallinn Cultural Heritage
Department (support for events organising).
• The financial scheme of the project is open.The NGO envisions
four sources of income. Firstly, they see the Cauldron
developing as a creative industry incubator (which could pave
the way to EU creative industries funds). Secondly, developing
the property provides rent incomes.Thirdly, the NGO considers
the Cauldron as a project based educational institution
focusing on creative entrepreneurship and art education.
Fourthly, the NGO has winged ideas to develop renewable
energies on the site.
• Contact persons: Peeter Eerik Ots,
e-mail: eerik@ots.ee
& Veronika Valk,
e-mail: veronika.valk@mail.ee
• Internet: www.kultuurikatel.eu
urban change
The thermal power station is perfectly situated in a Tallinn’s trans-
forming waterfront, in a stepping stone from the centre (and Old
Town) to the waterfront, near to both. How the waterfront should be
developing and what the city should or could do about it is a major
planning question in Tallinn today.
Since the urban development in Tallinn is greatly led by the
private developers, the Culture Cauldron represents quite a distinctive
project focussing on development of public space and being a clever
grass-root initiative for a place of“creation, not just consumption”.
The particular location of the Cauldron has drawn plenty of atten-
tion recently since the new Tallinn City Hall will be constructed to the
neighbouring plot. A controversial Linnahall, a grandiose concert hall
from the 1980s, locates also in its immediate vicinity.
background
The starting point of the project was the year 2000, when one of the
core members of the NGO,Veronika Valk, won with her colleague the
open ideas competition about the waterfront. In their plans, the ther-
mal plant was nominated as a future culture centre.When the former
mayor termed the key development area as“cultural space”(2005),
people got activated.This is how the idea of Culture Cauldron in its
present form got started.
Until now, only the first phase of the asbestos removal operation
is completed. Accordingly, various concerts, happenings, and theatre
acts have been arranged in the building. However, as a non-compre-
hensive step by step renovation project, the project remains in the
early phase.The next step would be to get the building itself in order.
The building has three kinds of spaces: bigger halls that could
be rented out on hourly/weekly/monthly bases; cross-use/workshop
spaces that could be scheduled between theatres and private users;
and smaller units (rooms) that scale from more public to more private
space.
From the NGO’s perspective, the City of Tallinn should invest in
Cauldron in regard of its position as the European Capital for Culture
(2011). Even more so, because the buildings are city’s property, the
place is a key point in the waterfront redevelopment, and this is a
major development project of public space in Tallinn’s scale.
There has been discussion whether Tallinn’s Cultural Capital
Organization could establish its office in the building.The Cauldron
could become also the location of the creative industries incubator to
be established by the city. New head of Cultural Capital 2011 Founda-
tion, Mr Mikko Fritze has chosen to locate in the office in Culture Caul-
dron as a gesture by the city to help Cauldron ahead. Low-cost and
low-maintenance interior design and reconstruction project is needed
to confirm this decision.
The NGO thinks that the state should also contribute, because
there is no project in this scale in creative industries in the country;
“we are leading the discussion of creative industries in Estonia”.

64
Tehnopol
Tallinn Technology Park TEHNOPOL is a full scale science and technology park created to support
knowledge-based innovative entrepreneurship.
It provides various working environments, services for its tenants companies, and a business
incubator.TEHNOPOL is closely linked with the Tallinn University of Technology and and located at
neighbouring territories.TEHNOPOL specialises in ICT and electronics, biotech, health, chemistry
and mechatronics industries.
TEHNOPOL is located in Mustamäe City District, 5 km south-west from the city centre, close to
the Tallinn University of Technology.
1998
Tallinn Technical
University
Innovation Centre
(TUIC) was
founded.
2002
Mustamäe Technology
Incubator was opened as a
joint project of TUIC and the
Tallinn City Government.
2003
The Tallinn Technology Park
Development Foundation
(Tallinn Technology Park,
TEHNOPOL) was established.
2003–2005
The ownership of
TEHNOPOL was
established over all
buildings and other
assets transferred by
the founders.
2004
The
renovation
of existing
buildings
started.
2008
Detailed
planning of
expansion will
be completed.

65
basics
• The territory of TEHNOPOL is 9,6 ha with 51,000 sq m of rental
space. Construction of new buildings will begin in the
end of 2008.
• The park has currently 115 mature tenant companies and
an incubator with 17 start-up companies.
• TEHNOPOL was established in 2003 by the Estonian State
(represented by Ministry of Economics andTelecommunication),
Tallinn City Government (represented by Tallinn City Enterprise
Board) and Tallinn University of Technology.
• The leading agent is the Tallinn Technology Park Development
Foundation, owned in equal share by the founders. Foundation
is also the landowner; the land has been donated to it by the
founders.
• Operationally,TEHNOPOL is a self-sustaining entity. Its core
business (income) is from business development services for
the tenant companies and the real estate management.
Revenues from real estate management are used to develop
and deliver business development services and to renovate the
property.
• Contact person: Pirko Konsa, Member of the Management
Board,TEHNOPOL,
e-mail: pirko.konsa@tehnopol.ee
• Internet: www.tehnopol.ee
Tallinn
urban change
The part of Mustamäe district around Tallinn University of Techno-
logy is developing rapidly as a major concentration of research and
development. Partly the development is path-dependant; the seeds
were sown already during the Soviet era. For instance TEHNOPOL is
located in the area for applied research and development of former
Academia of Sciences, which used to have a strong Cybernetics
Institute for instance. In fact, founders of many companies located
nowadays in TEHNOPOL have their background in former research
institutes of the Academy of Sciences.
In addition to several university departments, also Estonian
Institute for Chemical and Biological Physics, a North–Estonia Re-
gional Hospital, and soon also Tallinn IT-College are located nearby.
Moreover, EU Centre of Excellence in PV Materials and Devices,
ELIKO Competence Centre in Electronics-, Info- and Communication
Technologies, Competence Centre for Cancer Research, Competence
Centre for Food and Fermentation Technologies are in the vicinity.
TEHNOPOL itself is expanding through construction of new
properties in its 9,6 ha site. Moreover, the major success story of
the TEHNOPOL’s tenant companies, Skype, has already moved its
Development Department to new premises in immediate vicinity
TEHNOPOL is located in Mustamäe city district, about 5 km SW
from the city centre.The distance to all important logistical nodes
(airport, railway station and harbour) is no more then 7.5 km.
background
A starting point was the establishing of the Tallinn Technical Uni-
versity Innovation Centre (TUIC) in the Tallinn University of Techno-
logy in 1998. One of the main tasks of TUIC was to prepare creation
of a technology park and main services for companies.
The incubation activity has been part of the city strategy since
2001, when Tallinn approved its first SME development programme.
TUIC was invited to run the first incubator, founded in 2002.
The interest to set up a technology park followed, and on
March 2003, the state, the university and the city founded the
Tallinn Technology Park Development Foundation, and subsequently
the Tallinn Technology Park (TEHNOPOL).
The city financed the incubator activity from 2002 to 2006.
Since then the incubator has been financed by the park itself.
Renovation of the old buildings started in 2004; the incuba-
tor is the only completely refurbished building. At least partly, the
delay is due to slowness in the transfer of properties; the entire
infrastructure of TEHNOPOL was finally under one legal body only
in 2007.
Planning of new infrastructure and buildings in on-going; the
detailed plan will be approved in the beginning of 2008.The first
new buildings should be ready by 2010.These include a techno-
medical centre established in co-operation with the hospital and a
competence centre for automation and mechatronics.

66
Ülemiste City
Ülemiste City, a“smart business city”as the slogan goes, is a privately operated business/technology park.
Specific in the project is the emphasis on design of the environment as well as number and character of
services provided for people employed in the area.
The business park specialises to IT services and related industries (e-services etc.). Already four largest
Estonian IT companies are to be located in there.
Ülemiste City is located on the grounds of the former Dvigatel factory, 3 km southeast from the city
centre, close to Tallinn Airport.
Tallinn
1996
Mainor Ltd privatised
the premises.
2005
New concept for
using the area
was introduced.
2005
The detailed plan for
the whole area by AT
architects is approved.
2007
The construction work of the first
stage was completed with 45,000 sq
m. modern office space and
refurbished area between buildings.

67
basics
• The total area of Ülemiste City
is 33 ha.
• The plan is to develop 20,000
working places in the area
within 10 years.
• The leading agent Ülemiste City AS
is a private development company,
owned by a conglomerate Mainor
AS, who is also the landowner.
• Ülemiste City is a market based
development, which does not
enjoy any subsidies.
• Contact person: Andre Veskimeister,
Chief Innovation Officer,
Ülemiste City AS,
e-mail: andre@ulemistecity.ee
• Internet: www.ulemistecity.ee
urban change
The revitalisation of Ülemiste is a good example how economic development accompanied
with rapid change of the economic base of the city (that has been the case in former social-
ist cities) may also change the perception of a location very quickly.
Ülemiste City is located on the grounds of the former Dvigatel factory, relatively close to
the city centre, yet apart from it in an industrial zone.The Dvigatel factory was established
in the mid-19th century to construct and maintain then new Tallinn – St Petersburg railway.
Already by the beginning of the 20th century, it had developed to a major industrial area.
During the Soviet years, military industries were developed in Dvigatel.This know-how how-
ever disappeared at the moment of Estonian re-independency, leaving aside a major area
with a minor use.
The property was privatised in an auction arranged by the state in 1996.The buyer was
Mainor Ltd, leaded by Ülo Pärnits. For the first nine years, the new owner sought to develop
metal industries in the area. Some companies working in the field still remain in some of
the old buildings. Nonetheless, by mid-2000s the Estonian real estate market had developed
so that the location began to appear as an outer zone of the central Tallinn rather then pe-
riphery. Consequently, Mr Pärnits hired Mr Gunnar Kobin to formulate a new concept for the
area.The story of Ülemiste City had begun.The first detailed plan for the whole area was
approved in 2005. Currently a new proposal is being drawn in order to increase the permit-
ted building volume.
The area is characterised by small-scale limestone factory buildings complemented
with glass-extensions and modern office architecture.The historical scale with narrow
streets provides a cosy feeling as does the green areas. Comprising offices and related serv-
ices only, this“city”however gets totally empty by night.
background
The specificity of Ülemiste City (ÜC) as a business/technology park is in the provided servic-
es that focus on conformability of people working there. Firstly, ÜC emphases the quality of
built environment more than usual business parks.The area has been planned as an entirety
including landscaping and developing a park in the middle. A clever detail is park benches
equipped with tray tables for working with laptops. Secondly, number of services is provided
for those employed in the area to satisfy their personal needs,“buy time”for them.Thus, as
a contemporary version of a factory settlement, ÜC has its own sports club, a kinder garden,
a large food court, and health institutes, plus a supermarket very near. Ülemiste Client Card,
available for people working in the area, provides a substantial discount for all these servic-
es. Another parallelism to traditional factory settlements: the park provides also its own bus
transfer between the Tallinn city centre and Ülemiste City – free with that card.Thirdly, for
inspiration, the Ülemiste City organises“smart business seminars”, free of charge for their
clients, bringing guests from Estonia and abroad to lecture. For instance Nick Leeson, Rowan
Gibson and Carlotta Peres have been among the foreign guests. Fourthly, for companies, the
ÜC organisation offers common procurement (anything from copy paper to courier services
and car rentals), a server hotel, and more typically a possibility to rent negotiating rooms etc.
according to need. In addition, one of the business incubators financed by the City of Tallinn
operates in the premises of Ülemiste City.
Money-wise, the business of the Ülemiste City AS, just like other business parks, is the
rents collected from the real estate.The organisation itself is small; all the services are out-
sourced, i.e. provided by the partners.
The company has registered the trademark Smart Business City in EU and Eastern Eu-
rope and will seek to lever the concept in other countries.

68
Paupio Historical Crafts and Industries Centre
The project is a conversion of a former industrial territory on the river Vilnele to a multifunc-
tional centre with new dwellings, commercial property and public spaces. Until now the
development of riverside for other than industrial and logistical purposes was strictly limited.
Therefore, an important part of the project is to integrate the river Vilnele to actively used
urban landscape as grounds for leisure purposes – a ﬁrst waterfront area developed in public
use in Vilnius.
The area is well located in central Vilnius, within the Old Town territory, east from its core
and next to Uzupis neighbourhood that has drawn actors, painters, architects and students
since the mid-1990s and is consider having potential in developing the creative industries in Vil-
nius. Art Academy, an „Art Printing House“, Uzupis Art Incubator as well as a number of private
art galleries and workshops give the district a special development conception.
Vilnius
2005
Planning process starts. Detailed
plans are under preparation.
2007
The territory development program
(Conception of the detailed plan) was
approved by the City Municipality Council.
By 2015
The constructions are due to be ready.

69
basics
• The total size of the area is 22,7 ha excluding the adjacent park
(5 ha) which is under construction.
• Planned purpose of the territory is residential buildings (50 %),
commercial purposes (20 %), infrastructure (10 %), recreational
purposes (15 %) and public purposes (5 %).The area is planned
to house 2,000 new inhabitants.
• The City of Vilnius is planning the conception for the whole
territory.The owners of private land plots are developing the
detailed plans.
• The City of Vilnius has carried out “Project proposals for the
river Vilnele waterfront clearing”in the central part of the city
and in the Old Town. Project proposals are ready to be approved.
• The land is mostly private ownership.
• Contact person: Ruta Matoniene, Head of Development Projects
Division, the City of Vilnius Urban Development Department
urban change
The Paupio Historical Crafts and Industries Centre is an exam-
ple of heritage development – a development of a simulacrum
reflecting a selected era of urban history.
The first water mills and craftsmen workshops were built
in the area in the 16th century.The special product of the Tymo
quarter, which is part of the Paupys territory, was high quality
white leather. Inns, tea-rooms, shops, bakeries and laundries were
located in many of the Tymo quarter’s buildings.
The buildings of the area were demolished, and the ponds
and gardens of the Missionary’s monastery were destroyed in
1960. During the Soviet times few factories were established
on the territory.Today majority of these factories are closed and
there are real plans to convert the whole territory into the multi-
purpose area.
Following the Ethnographic and Fine Crafts and Fairs
Programme it was decided to rebuild the rundown historic
suburb by setting up the Crafts Town where traditional crafts
and related businesses are to be developed. In 2000 - 2004 the
Municipality financed the improvement of the environment and
the infrastructure of the area. Historic Kudru ponds were cleaned,
Kudru and Tymo streets were reconstructed, places of the former
channel and Zuvu street were marked, the crossroad of Maironio
and Subaciaus streets was reconstructed, pedestrian paths and
sightseeing places were established, former springs and plants
were recreated.
background
The basis for the preparation of the territory development con-
cept is Vilnius city Strategic plan 2002-2011. The document sug-
gests (1) conversion of former industrial territories to other uses
in the Old town and the surrounding territories, (2) preparing of
a strategy for waterfront redevelopment, and (3) encouraging
strengthening the residential function in the Old town.
The location in the Vilnius Old Town next to tourist flows,
but also next to Uzupis district with its creative potential gives a
positive effect for the territory development.
A major challenge is to coordinate activities and manage
the entirety including possible interest clashes between the city
and the private developers, including quality of integration in the
waterfront. In addition to physical planning, a partner is needed
also to develop the creative industries concept in the territory.

70
5. Planning for innovation twines into contemporary urban development

72
Innovation activity as a target, by-product or a resource
The concluding chapter uses the concepts introduced in the sec-
ond chapter, where we identified three approaches to“plan for
innovation”, each with specific contexts, targets and outcomes.
A half (12) of the cases represents the approach that we
called“‘innovation activity as a target”.Three quarters of these
cases either are science or technology parks or involve one in
a central role.The three remaining cases emphasise creative
industries, including also business incubation and alike support
services for entrepreneurship.The concepts of all the three cases
Arabianranta, Moving Media City and Telefonplan borrow from
a science park model, but with the focus on creative industries.
The planning approach“innovation activity as a target”is a
mainstream today; the cities seek to provide physical infrastruc-
tures assumed to be necessary hard elements for the recognised
protagonists of innovation activity, such as universities, research
institutes and established companies.These cases implement
well the strategies that emphasise enhancing innovation activity
through encouraging entrepreneurship, promoting business sup-
port and incubating services for different knowledge-intensive
fields, in science parks for instance.This is a solid practice, but
needs complementary measures.
Almost as many cases (11) represent the situation where
innovation activity may (or may not) occur as a“by-product of
the project”.The category comprises mostly large urban devel-
opment projects, including the Riga case where three major
national cultural buildings can be considered as flagship projects
of the major waterfront revitalisation.The result reflects cit-
ies’understandable will to develop large areas as mixed-used
environments. Some part of the mixture may include elements
supporting innovation activity or attracting right kind of people
or businesses to attain the goal at a city or regional level. Instead
of relying on possible by-products, cities should draw more at-
tention to creating culturally attractive and socially central urban
places and neighbourhoods within the areas.That is the key to
success.
Only two cases in the study represent a planning approach
that takes“the innovation activity as a resource of the project”.
The concept refers to enabling, low-key approaches to support
‘found’places of innovation.The idea is that innovative practices,
people and products are the resources to be nurtured to create
a thriving place. One case like this is Hvide Kødby, Copenhagen’s
Meat Packing District, where creative industries are combined
with food industries. It is a city-led project where the transforma-
tion is driven by a quest to find new locations to let for creative
industries, with sustainable prices, as well as an attempt to
create an interesting urban spot. Another case,Tallinn’s Kultu-
urikatel (“Culture Cauldron”) is a well-located old thermal power
station in transformation into a multipurpose cultural centre.The
building has a great potential, but it also needs big investments.
The project is lead by an NGO. It is important to notice that a
wide variety of planning measures would exist to support these
kinds of developments (see the concepts in the second chapter),
but these are yet less used by cities. Here is room for develop-
ment in the cities of BSR.
It should be noted that this was a categorization of provided
cases, not an analysis of a statistical sample.The division of cases
between the analytical categories echoes the features of BaltMet
Inno project; the science parks have been a central issue.The
fact that only two cases (among 24), chosen to this study by the
BaltMet partners, represent the last category does not mean that
these kinds of projects would not exist. However, characteristic
for such projects is that they begin as fairly informal processes,
and are not necessarily quickly recognised, taken seriously
or supported among the policy makers – before they mature
enough.
Focal points of transforming urban areas
As noted above, contemporary urban planning favours mixed-
use developments; more than half of the analysed cases locate in
such an area. Housing and office developments are both crucial
for most large urban development projects in the sample. Sci-
ence and/or technology parks are well represented, thanks to
initial focus of BaltMet Inno project. But there is also variation:
seven cases focus on creative industries, and ecological construc-
tion is emphasised in four cases.Three of the latter are large new
housing areas which have implemented or intend to implement
strict criteria for construction in an environmental friendly way.
Stockholm’s Hammarby Sjöstad is a known example of the city’s
contribution to cut the negative environmental impact with new
solutions imposed on residential development.The experimental
area for ecological construction in Viikki is the leading case in Fin-
land.The cities’activity as leading agents in both areas follows
Peter Hall’s (1998) idea of“urban innovation”as innovations of
the cities themselves to manage the growth. In the age of rising
environmental awareness, these two examples could be followed
by many others.
A majority, 18 cases out of 24, represents land-recycling.The
concept refers to changing land-use of an area from one function
to another, involving major physical remodelling. Only 5 cases are
green-field investments, i.e. developments to territory that has
not been built before.This goes hand in hand with cities’devel-
opment strategies that promote redevelopment of areas with
out-dated uses, because it is cost-efficient (the main physical
infrastructure is already there) and environmental sustainable.
The core cities of BSR aim invariably to increase efficiency of their
land-use.

73
The redevelopment is most natural; one character of the
urban is constant change.The cities have gone through major
restructuring; the functions that once were central for their
economic base have diminished, relocated, do not need as central
a location, can be placed underground (“vertical redevelopment”)
etc. Majority of the land-recycling cases comprise former indus-
trial or harbour area. Major waterfront revitalisation projects all
over the BSR are a case in point. Nevertheless, the cases exempli-
fy also other kinds of land-recycling. A well known urban project
but less known for this feature is Copenhagen’s Ørestad city dis-
trict; the former military shooting field and a junk yard is today
the city’s key asset in catching international property investment.
In the North Station project, a Stockholm inner city area is physi-
cally extended over a former railway yard and a highway.
Ørestad city district is more well-known for originating from
a major infrastructural investment: construction of the Öresund
Bridge between Denmark with Sweden. Since new regional
logic was introduced, the former outskirts of Copenhagen have
become the hot spot of the Ørestad Region.The same logic is
behind the Medical Malmö development on the other side of the
strait. In addition to these two (the Ørestad Region), next to Kas-
trup Airport, the airport connection is crucial also to Aviapolis in
Helsinki Region as well as Riga Science and Technology Park.The
increased importance of connectivity by air has paved the way
to airport regions developing as new nodes of activity in urban
regions.
The cases analysed include altogether 16 examples of former
peripheries becoming more central.The question is how they are
perceived. In some cases the perception is connected with intro-
duction of a major new traffic connection. Others are for instance
industrial areas that were formerly closed from the public and
they have thus to be re-integrated into the“mental map”of the
urbanites, no matter how central their location is when looked
on the map. In fact, half of the cases located in former peripher-
ies becoming more central are in fact located in the physically
central areas in the scale of that city.
Process led by cities
Last but not least, in 17 cases (70 %) the city is a leading actor, or
one of the leading actors, compared to state and private sector
in 6 cases, and NGO in one case.We have deliberately marked
several if there are several equally strong partners.
In European context, the active role of the local government
is unexceptional; European cities have a tradition of relatively
strong public intervention in urban development (Bagnasco and
Le Galés, 2000; Häussermann and Haila, 2005).This holds par-
ticularly for Germany, Scandinavian countries and Finland, where
cities often have also significant landownership.
Strategy-wise this is also expected result, since the cities’
development strategies put such an emphasis on supporting
knowledge-intensive industries and increasing overall“attrac-
tive”development of cities. Either or is addressed by most of the
projects. Another expected result is that slightly less then a half
of the projects follow a triple-helix model, i.e. they involve close
cooperation between the business sector, universities, and the
public sector.This follows the strategic aims of the cities as well.
In 10 cases, most of which below to the previous group, co-opera-
tion with a university are crucial.
In this study, ’innovation’was taken to refer the multiple pro-
cesses of inventing and re-inventing, which are recognized as
a source of growth in the informational economy. Concerning
urban planning, the focus was on‘innovation activity’, which
takes place in spatial, functional and sometimes organisational
‘environment’ that urban planning can address and support.
Since the phenomenon is this much embedded in the economic
foundation of our societies, and because the contemporary urban
planning favours mixed-use areas, the outcome is that planning
for innovation twines into contemporary urban development.
Nevertheless, cities could improve performance in many
ways, including recognising the chances in macro and micro
level.This includes broadening their ideas of innovation activity
and focussing more on enabling and supporting‘found’places
of innovation.This is closely linked to the question how the cities
could become more attractive – and more fun – places.These
questions are addressed in the project proposals.
Last but not least, planning is inherently an international
activity; the ideas are shared, benchmarked, applied and trans-
ferred.The cities need not to solve the common challenges alone.
Baltic Sea Region should cooperate more closely also in the urban
issues.

74
1. Strategic spatial planning of emerging clusters
- from recognition to policy definitions
The urban structure (spatial configuration of centres, main
connections, built densities, status of locations) of many Balt-
Met cities is changing rapidly.This change opens opportunities
to radically rethink the urban structure, enhance connectivity
between important actors or nodes, and consequently unleash
urban potential and create“new addresses”. Good examples of
such change are the Öresund bridge creating a transnational
region, the Riga city centre extending to the left bank of Daugava
River and new North Station“city section”in a major connector
in Stockholm. Region-wide, a major strength is that the Baltic
Sea Region contains an unusually wide variety of urban contexts
in small geographic area.Yet globally it is so small that its cities
should seek to differentiate instead of competing. Co-operation
in finding specific programmatic clusters which complement
each other would lead to a win-win situation.The proposed
project aims to utilise this double potential through cooperation
in strategic economic and spatial planning.
The project idea is to organise a series of workshops on the
topic how to recognise the potentials and what kind of tools
can be used in the development.The workshops could divide
between a more general part and practical sessions.The general
part could discuss methods of recognizing the potential as well
as development tools, such as development of public transporta-
tion, cultural planning, introduction of a new key actor, economic
incentives etc.The practical sessions could concentrate on the
cases presented by the cities (or city regions) about certain areas
where something new and interesting is emerging.The main
goal to discuss these together would be to deliver peer planning
advice and ideas to a particular macro-scale development project
(e.g. emerging of a new“cluster”or other kind of concentration of
relevant activity) in each participating urban region.
The target group of the project includes economic and
spatial planners of the cities and urban regions as well as other
professionals.The project would (1) support institutional learning
in planning and economic development, (2) encourage utilisation
of new potentials created by economic and urban restructuring
in local and regional level, and (3) via supporting differentiation
among regions, add to complementary of BSR towards“archi-
pelago of innovative milieus”.
6. Proposals for project ideas
Baltic Metropolises are experiencing major changes due to the
rapid economic growth and restructuring.The central city areas
are being upgraded and extended and new sub-centres emerge.
Moreover, every BaltMet city has significant waterfront (seaside,
riverside) redevelopment projects planned or on-going.
In enhancing innovation activity, the role of urban planning
is to facilitate and enable establishing of the suitable spatial
configurations supporting the phenomenon.This includes four
complementary yet qualitatively different tasks:
• Recognition of macro-level potentials.
• Facilitating the spatial connectivity of most important
players (e.g. universities, research institutes, start-up
companies etc.) through spatial clustering, good traffic
connections and accessibility in all forms.
• Establishing, allowing or enabling suitable cheap spaces
for starting companies and creative individuals. Concerning
creative industries (music, graphic design etc.) the
formation of such spaces is often connected to urban
regeneration of former industrial areas or equivalent.This
spontaneous grass-root level activity should not be excluded
in the process.
• Increasing emphasis given to developing“good urbanity”,
e.g. attractive and socially central environments with
inviting public spaces that draws people into cities and the
intended spots of innovation activity in particular.
To support cities in these tasks, the three concrete project
ideas for joint action are:

75
3. A Residency Programme
In the end, innovative milieu means innovative people. A resi-
dency programme of technologically and culturally creative
pioneers would help transferring ideas and models how to start
and manage innovative practices across BSR.
To facilitate this, the BaltMet Residency Programme -project
would establish a network of cheap living and working premises
for small companies in creative industries as well as for people
working with the science park organisations or other strategi-
cally relevant area (e.g. library designers, if such cooperation is at
desk).The model applied is already known in the field of fine arts
and media.The concept refers to subsidised living and working
premises in a foreign country, supported by peer networks etc. In
this case mentoring and participation in business support would
be relevant tasks for the resident guests.The residency would be
established with the support of contact networks in each Balt-
Met city.
A residency programme would be a (1) seed project for BSR
inter-city networks of creative sectors as well as developing incu-
bator activity in these sectors, and it could also provide positive
externalities for urban space and cultural scene in the immedi-
ate area.The residencies suggested in the project 3 could ideally
locate in“urban attractors”of the project idea 2.
2. “Urban attractor” - making city spaces
New environments with a creative-angle are increasingly devel-
oped to urban mixed-use areas to attain certain liveliness. None-
theless, creating a new area that is truly internationally attrac-
tive is a big challenge for any BaltMet city.The project proposal
“Urban Attractor”addresses the need to draw more attention to
quality of life and livable public spaces in the developments.To
succeed, any new district needs an attractor (a place) that acts
as social space (mixing chamber) and public icon of the develop-
ment. Besides functional, new areas need to be fun, too!
Project idea proposes academic and on-site research to-
gether with“urban curation”, i.e. curator activity in urban space
at a particular location. In other words, we suggest combining a
joint-Baltic academic study about “elements of good urbanity”
with a project that produces practical development ideas and
plans for one concrete place in each city.The latter“curation”is
envisioned as managed cooperation of local actors, from compa-
nies and public bodies to NGOs and residents together with the
researchers.The target is to develop streets or squares into at-
tractive open public spaces; to join forces to make spaces where
people want to come and have a good time, combining aesthetic,
ecological and social aims. Curation should concentrate to on-
site discussions, real experiments, on-site research and produc-
ing initial plans. Architect Raoul Bunschoten (Chora) could be a
possible expert partner.The sites analysed in project idea 2 could
belong to the zones analysed in project idea 1.
The target groups would be urban researchers as well as all
the relevant local actors in the case places chosen to be devel-
oped.The project would support (1) transfer of knowledge from
research to action, as well as (2) transfer of knowledge of con-
cepts and tools of achieving urban attraction between the Baltic
metropolises.
URBAN CURATION
One of the most thorough recent attempts to create a new methodology of urban planning is the work of the Chora
group of architects. Chora views the city as a field of opportunities waiting to be realised.The group refers to a
budding opportunity for a public space or urban phenomenon as a ‘proto-urban condition’.The planner’s (curator’s)
task is not to introduce from somewhere outside a new order, to engender an artificial project or take command of
the city with visual tools, but to support and refine these urban proto-phenomena and opportunities.‘Architects are
designers of spaces for emergent phenomena, for social, political, economic and cultural change.’ (Bunschoten & al.
2001, 27) In addition to the proto-urban condition, the thinking of the Chora group employs central concepts such as
‘caretakers’ of arising phenomena,‘epic geography’ as the urban concretisation of the ‘metaspace’,‘urban icon’ as a
social collector and point of assembly and ‘liminal body’, as the self-organising new actor or participant in the proc-
ess of change. (ibid.; Lehtovuori 2005) ‘Urban Curation’ is the practice of maintaining the metaspaces; overseeing,
organising and supporting their contents.

76
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78
Appendix
List of strategies analysed
Copenhagen
•The City of Copenhagen Development Plan 2005: City Develop-
ment Strategy.
Helsinki
•Yhdessä huipulle – Helsingin seudun innovaatiostrategia (In-
novation Strategy for the Helsinki Region), 2005, English version:
www.helsinkiregion.com/mp/db/file_library/x/IMG/10816/file/
InnovationStrategy.pdf
•Pääkaupunkiseudun elinkeinostrategia (the Business Develop-
ment Strategy of the Helsinki Capital City Region), 2005, www.
helsinginseutu.fi/wps/wcm/resources/file/ebf16d41bf8e051/HS_
PKS_elinkeinostrategia.pdf
•Yritysmyönteiseksi kumppaniksi: Helsingin elinkeinostrategia
2007 (Helsinki Business Development Strategy 2007), www.hel.
fi/wps/wcm/resources/file/ebc3c7463de9776/Elinkeinostrategia
%20verkkoversio.pdf
•Kaupungista seutu ja seudusta kaupunki, Helsingin maankäytön
kehityskuvan luonnos (Draft for a Strategic Master Plan), 2007,
Helsingin kaupunkisuunnitteluviraston yleissuunnitteluosaston
selvityksiä 2007:2.
•Kaupungista seutu ja seudusta kaupunki:Taustaa, perusteluja
ja analyysejä Helsingin maankäytön kehityskuvalle (Analysis
and background for the draft for a Strategic Master Plan), 2007,
Helsingin kaupunkisuunnitteluviraston yleissuunnitteluosaston
selvityksiä 2007:1.
Riga
•Latvian National Development Plan 2007-2013. Riga: Ministry of
Regional Development and Local Government of the Republic of
Latvia, 2006.
•Long-term development strategy of Riga City till 2025, draft.
Riga: 2005.
•Spatial Plan of Riga for 2006-2018, Explanatory Memorandum.
Riga City Council, 2005.
Stockholm
Regional Strategy for entrepreneurship (regional Strategi för en-
treprenörskap I Stockholms län, Länsstyrelsen I Stockholms län)
•Program for ne regional development (RUFS 2010) (Program för
ny regional utvecklingsplan (RUFS 2010), Regionplane- och trafik-
kontoret (RTK) Stockholm)
•A world-class Stockholm.Vision 2030 (Ett Stockholm I världklass.
Vision 2030, Stockholms Stad)
•Actionplan for growth and development 2006-2015 ( Aktionsp-
lan för tillväxt och utveckling 2006-2015 ett gemensamt förslag,
Stockholms Stad & Stockholms Handelskammare)
•Actionplan 2006 – reality 2007 (Aktionsplan 2006 – verklighet
2007, Stockholms Stad & Stockholms Handelskammare)
Tallinn
•Strateegia Tallinn 2025 (Strategy“Tallinn 2025”), 2004, tallinn.
andmevara.ee/oa/failid/96947_m23lisa.rtf
•Tallinna arengukava 2006-2021 (Tallinn Development Plan for
2006-2021), 2005, tallinn.andmevara.ee/oa/page.Tavakasutaja?c=
1.1.1.1&id=101896
•Tallinn üldplaneering 2000 (Tallinn Master Plan 2000), 2000,
tlpa.tallinn.ee/index.php?id=75
•Tallinna väikeettevõtluse arendamise programm aastateks
2006-2009 (Tallinn SME Development Programme for 2006-
2009), 2006, tallinn.andmevara.ee/oa/page.Tavakasutaja?c=1.1.1.
1&id=103450
•Lasnamäe tööstusalade üldplaneering (Master Plan of La-
snamäe Industrial Areas), draft 2007, tlpa.tallinn.ee/index.
php?id=298

79
List of interviewees
Berlin
•Herbert Helle,Wasserstadt Gmbh
•Helge Neumann,Wista Management Gmbh
•Dominique Sandten,Wasserstadt Gmbh
Copenhagen
•Line Maj Aagreen, Property of Copenhagen
•Kresten Bloch, Örestad Development Corporation
•Rasmus Sanchez Hansen, Property of Copenhagen
•Torben Orla Nielsen, Scion DTU a/s
•Tue Rex, City of Copenhagen, Centre for Urban Development
Helsinki
•Petri Hoppula,
the City of Helsinki Economic and Planning Centre
•Matti Pallasvuo, the City of Vantaa Urban Planning Department
•Heikki Rinne, the City of Helsinki Economic and Planning Centre
•Heikki Somervuo,
the City of Helsinki Economic and Planning Centre
Malmö
•Charlotte Ahlgren, Medeon AB
•Emma Estborn, Media Mötesplats Malmö
Oslo
•Jorleif Jørgenvåg, Oslo Waterfront Planning Ofﬁce
Riga
•Neils Balgalis, Grupa 93 Ltd
•Egils Kviesis, Constructus Ltd
•Andis Kublacovs, Metrum Ltd
•Zigurds Magone, J3B
•Deniss Pilkevics, J3B
•Astrida Rogule, J3B
•Valdis Šaplaks, Riga City Council
Stockholm
•Lennart Berg, AP Fastigheter
•Ola Björkman, Stockholm Science City
•Emilie Eriksson, City of Stockholm, City Planning Administration
•Erik Freudenthal, GlashusEtt
•Mats Hedenström Kista Science City AB
•Johanna Lindberg, AP Fastigheter
•Henrik Mickos, Stockholm Science City
•Monica Slama, City of Stockholm Hägersten-Liljeholmen city
district, the Urban Planning Department
Tallinn
•Pirko Konsa,Tehnopol
•Hele-Mai Metsal, Port of Tallinn
•Peeter Eerik Ots, Kultuurikatel
•Martti Preem,Tallinn City Planning Board
•Mart Repnau,Tallinn City Enterprise Board
•Rein Ruubel,Tehnopol
•Raimo Tamkivi,Tehnopol
•Arvo Vakra,Tehnopol
•Veronika Valk, Oü Zizi & Yoyo
•Andre Veskimeister, Ülemiste City AS
Vilnius
•Rūta Matonienė,Vilnius City Municipal Government, Urban
Development Department

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