UCLG Policy Paper (Eng)_6
4/11/10
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Local leaders preparing for the future of our cities The Strategic Plan for the City of Prague
government, the county government of Bizkaia and the City of Bilbao. The plan has subsequently been developed through a series of emblematic projects and these are seen to have “made the difference” (Bult 2008).
The Prague 2010 document from 1994 highlighted the city’s desire to be prosperous and efficient, as well as being a healthy and pleasant place to live and visit. Later the city attempted to bring together both the public and private sectors through dialogue between the people and the authorities, as well as with business, politicians and experts. The Strategic Plan, which considers a 20 to 25 year time frame for the City of Prague, was approved by the municipal assembly in 2000.
The project of the “riera” that regenerated the central spaces along the river could succeed in attracting actors and stakeholders to involve in the transformation. The Guggenheim Foundation was one of the stakeholders that came on board as part of the City Development Strategy. The Guggenheim Museum was seen as a milestone for the international projection of the city.
The document was amended in line with specific developments and therefore illustrates that Prague, whilst advocating the benefits of long-term planning, remains pragmatic in its approach and is willing to make changes to its strategy for the benefit of the city (City of Prague 2008).
Today, the Bilbao metropolitan area revitalisation process is entering a new phase, starting from the consolidation of broad infrastructure and facilities base in which strategic values will allow the culmination of those milestones already achieved, and thus lever the metropolitan area, and by extension, the entire Basque Country, into one of the most advanced and competitive areas in Europe.
2.3 Turin, Italy Turin’s strategic planning has evolved over the last decade as a response to challenges created by de-industrialisation. Subsequent policies have been developed with the aim of internationalising the city. Urban renewal has been an
2.2 Prague, Czech Republic
% of economically active population
Since the Velvet Revolution more than 20 years ago, the political and economic climate in Prague has changed beyond recognition. The city is no longer internationally isolated and the introduction of a market economy has transformed the lives of the city’s inhabitants, as well as the role of the government. The city now has commercial office buildings, hotels and shopping centres and is one of the pre-eminent centres of tourism in Eastern Europe, owing to its historic monuments and relaxed atmosphere.
100 90 80 70 60 50 40 30
35000
20 30000
10 0%
25000
1951
1961
Services
20000
Industry
1971
1981
1991
2002
Agriculture
Employment by sector in the province of Torino (Source: ISTAT IRES 15000
Piemonte)
10000 5000 0 1980
1991
1999
2005
2007
Employment in the tourism sector from 1980 – 2007 (Source: Great Cities Institute, University of Illinois: Prague, Tourism and the PostIndustrial City 2009)
However, rapid commercialisation has led to congestion, pollution, obsolete infrastructure, aging in neighbourhoods, street crime and an inefficient administration. The advent of democracy and a market economy have demanded a need for change in planning and managing city development. Prague soon realised that it needed, in addition to its newly conceived land-use policy (1999), a long-term strategic plan which set out economic, social and spatial development plans.
Central Backbone Route (spine) and Underground Railway (Source: Officina Città Torino)
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