urban age city transformations conference · • n° 14 out of 15 in elementary school performance...

URBAN AGE

CITY TRANSFORMATIONS CONFERENCE

October 2013

Maria Olivia Recart

BHP Billiton Chile

Improving quality of life: the case of Antofagasta

All rights are reserved by the presenterwww.lsecities.net

June 2013 Executive Summary


• US$ 38,000 PGB per Capita (1st en Chile)

• 3rd HDI in Chile (Human Development Index)

• Most expensive city in Chile for living

• N° 14 out of 15 in elementary school performance

• By 2020 it will be have 600,000 + inhabitants

• Expected mining investment in the region up to 2025: +/-USD 50 Bn

• Strong demand for urban land and low public infrastructure investment

• Strong demand for quality of life improvements

Antofagasta’s context

Challenge: How to transform economic

development in sustainable development?


Antofagasta’s context: income, jobs, housing

1

6

11

16

21

26

Vivienda

Ingreso

Trabajo

Eduacion

Medio Ambiente

Compromiso Cívico

SaludSeguridad Personal

Balance Trabajo - Vida

Equipamiento Urbano

Forma y Espacio

Transporte

Energía

Antofagasta Promedio 25 Ciudades

OVERALL PERFORMANCE


But we have a long way to go……

1

6

11

16

21

26

AricaIquique

Antofagasta

Copiapo

La Serena

Coquimbo

Valparaiso

Vina del Mar

Santiago

Providencia

Las Condes

VitacuraRancaguaCurico

Talca

Chillan

Los Angeles

Concepcion

Talcahuano

Temuco

Valdivia

Osorno

Puerto Montt

Coyhaique

Punta Arenas

URBAN INFRASTRUCTURE/SERVICES

Posición en el Ranking

Promedio 25 Comunas

1

6

11

16

21

26

AricaIquique

Antofagasta

Copiapo

La Serena

Coquimbo

Valparaiso

Vina del Mar

Santiago

Providencia

Las Condes

VitacuraRancaguaCurico

Talca

Chillan

Los Angeles

Concepcion

Talcahuano

Temuco

Valdivia

Osorno

Puerto Montt

Coyhaique

Punta Arenas

INCOME

Posición en el Ranking

Promedio 25 Comunas


What do similar GDP/pc cities look like? Vancouver TorontoAntofagasta

38.000 35.000 38.000

2.27 22.0 32.4

GDP/capita (in usd)

Green public space/capita (in sqm)


What do we wantto do differently?Deliver a consensuatedstrategic planning tool that enables the people of Antofagasta to envision, design, implement and monitor a better city, aligning public and private investment, with an inclusive participatory strategy and an innovative governance model


What do we want to achieve? Create a shared, positive and realizable vision for

a sustainable Antofagasta, making it the mostlivable city in Chile by 2025.

LÍNEA BASEVISIÓN + PLAN

MAESTROPROYECTOS ESTRATÉGICOS

INICIATIVAS TEMPRANAS

2012

DIC

2013

SEPAGO

2014

OCT MAY DIC

CIUDAD VERDE Y SUSTENTABLE

INTANGIBLES O NON INFRA: VALORES, SCIVIL, SEGURIDAD, CONCILAR VIDA Y FAMILIA, IDENTIDAD

INVERSION EN INICIATIVAS PLAN MAESTRO

2017

DIC

2020 2025DIC


What are our Strategic Objetives?

• Improve quality of life and built environment • Diversify local economic base • Retain and attract a mix of diverse people • Harmonize productive and port functions with urban activities • Provide world class urban services

• Develop an outstanding urban management culture

• Promote an integrated city spatially and socially • Develop and deliver a sustainable development strategy where

mining is valued and is seen as sharing benefits


The Governance Model of the CREO Antofagasta

Estructura de trabajo

Strategic Plan

Integrated multidisciplinary teams(national and nternacional )

Management and Delivery

1 Executive Director

3 team leaders + 10 professionals

1 assistant

Tactical level

10 members

12 sessions/ year

Political and Strategic Level

40 orgs. approx.

Led by Regional Gov. And Mayor

3-4 sessions/year

Public Private Council

Executive Committee

Executive Team

Masterplan &

Key interventions

Participation &

Communications

Territorial Review

OECD

Expert

Panel

Funders

Group

CREO

Lab


Who’s in?


Expert Panel for CREO

Richard Burdett Enrique Peñalosa Mario MarcelM.Emilia Correa


Creatingconsensusand teambuilding

Developingvision, masterplan& governance

Deliveringprojectsand initiatives

2012/13

2013/14

2015/25

Execute a very well thought and shared vision in a long term plan


LÍNEA BASEVISIÓN + PLAN

MAESTROPROYECTOS

ESTRATÉGICOS

INICIATIVAS TEMPRANAS

2012

DIC

2013

SEPAGO

2014

OCT MAY DIC

PLAN MAESTRO – two speeds

Thinking for the long, medium and

short term


Work plan - near term


THE OPPORTUNITIES AHEAD


1. DEVELOPMENT WITH FOCUS ON

COHESION, QUALITY OF LIFE AND

HAPPINNESS


QUALITY OF LIFE: CHOOSING METRICS

OECD

Better Life Index

VIVIENDA

INGRESO

TRABAJO

COMUNIDAD

EDUCACION

MEDIO AMBIENTE

COMPROMISO CIVICO

SALUD

SATISFACCION Y FELICIDAD

SEGURIDAD PERSONAL

BALANCE TRABAJO VIDA

EQUIPAMIENTO URBANO

FORMA Y ESPACIO

TRANSPORTE

ENERGIA

+

CREO

Complemento


CALIDAD DE VIDA


2. FUTURE GROWTH:

OPORTUNITY TO IMPROVE THE CITY AND ITS

QUALITY OF LIFE

50.000 Additional houses for 2030

Additional jobs created by 2030

130.000


AREA URBANA

36 km

22 km

EXPANSION OF THE CITYTREND SHOWS SCENARIO OF SURFACE INCREASE OF THE CITY IN 56%

27 km

Área Total Cubierta

Hoy 3.400 ha

Área disponible de Crecimiento PRC (Amarillo)

2.500 ha

Área necesaria al 2030

1900 ha

Maipú Las Condes


3. RENEWAL OF CENTRE AND SUBCENTRES

800ha =250ha 1050ha+Renewal of centre New subcentres


42%

Área Total Urbanizada

2.216 ha (100%)

29%

Crecimiento desbalanceado: concentración de población

632 ha

145.000 personas




2.216 ha (100%)

Área Total Construida Comercio

633.894 m2 (100%)

60%

8%

381.623 m2

175 ha

Crecimiento desbalanceado: concentración de comercio



52%


2.216 ha (100%)Área Total Construida Servicios

410.414 m2 (100%)

5%

215.000 m2

115 ha

Unbalanced growth: concentration of services



4. IMPROVE PUBLIC TRANSPORT

AND MOBILITY


132 has.

5. AUMENTAR ESPACIOS PUBLICOS

Crecimiento desbalanceado: concentración de población


sedentarismo

90%

5. AUMENTAR ESPACIOS PUBLICOS


Estándar ciudad

3 m2 / habitante

Estándar OMS

9 m2 / habitante

5. INCREASE PUBLIC SPACE


Espacios Públicos Área Análisis

12,7 Ha

Estandar Espacio públicos Área

Análisis 0,9 M2/habitante

Población Área Análisis

145.000 personas



628 has.Potential

132 has.Consolidated

+

760 has.total

=

13,5m2/person



6. IMPROVE THE BARRIOS NEAR THE HILLS


Proyectos

50.000 M2 (2,6%)

Área Total Proyectos

1.900.000 M2

(100%)

Cartera de proyectos públicos y privados no abordan las zonas mas deficitarias



LUIS CRUZ MARTINEZ COVIEFI



HOY DIA : INICIATIVASTEMPRANAS


GUÍA WEB DE LUGARES, ACTIVIDADES Y EVENTOS CULTURALES, ARTÍSTICOS, GASTRONÓMICOS, DEPORTIVOS, TURÍSTICAS D E LA CIUDAD

AGENDA ANTOFAGASTA


EVENTOS URBANOS

PROMOVER EVENTOS DEPORTIVOS Y CULTURALES A

ESCALA URBANA QUE POTENCIAN UNA CIUDAD VITAL Y

ATRACTIVA


ANTOFAEMPRENDE

CONCURSO DE INNOVACIÓN Y EMPRENDIMIENTO SOCIAL PARA

IMPULSAR ACCIONES E INTERVERCIONES CONCRETAS EN

LA CIUDAD.


NUEVA RED DE ESPACIOS PÚBLICOSY CONEXIONES PARA POTENCIARNUESTROS BARRIOS EN LOS CERROS YERRADICAR LOS MICRO-BASURALES

ANTOFAGASTA LIMPIA Y CONECTADA


ANTOFAGASTA LIMPIA Y CONECTADA

RECUPERACIÓN ESPACIOS PÚBLICOS

MEJORAR VEREDAS Y ACERAS

PROGRAMA RECICLAJE y PUNTOS LIMPIOS

LIMPIEZA DE MICROBASURALES


2 CALLE QUITO 4. PASAJE CHILOE 6. LA CANTERA

5 ING. MUTILLA 7. BAQUEDANO

Calidad de Vida en barrios: recuperar microbasurale s

1. CORVALLIS 3. ANTARTICA

1


Dos Prototipos

6. LA CANTERA

1. CORVALLIS

6000 m2 en primera Fase

1


LIMPIEZA PARTICIPATIVA COMUNIDAD

EDUCACIÓN AMBIENTAL RECICLAJE

METODOLOGÍA INTEGRADORA

CULTURA


CONSTRUCCIÓN PARTICIPATIVADISEÑO PARTICIPATIVO

METODOLOGÍA INTEGRADORA


CELEBRANDO LA PARTIDA


INICIANDO LA LIMPIEZA


Where are we now? –participatory process

3 urban consultations NORTE – ZONA SUR – ZONA NORTE

12 Neighbor organizations co-producing interventions

37 cultural and artistic organizations particpating

133 matrixes cof life quality indicators coleecetd

390 ideas coleelected in life trees

600 people attending the “malon urano” participatory process

1.920 indicators of subjective weel being collected

2.178 people following this in social networks


(SOME) CHALLENGES AHEAD

Strategic Master Plan in Antofagasta : the intangibles and tangibles

Modificationsto urban

regulatoryframeworks

Spatial developmentplans for key

projects & early initiatives

Cross-sectoralsocial,

economic and environmental

strategies

Integrated budget for

delivery (public and

private)

VISION– CREO Antofagasta: SOCIAL COHESION, QUALITY OF LIFE AND HAPPY CITIZENS

Specialpurpose

delivery agency

BUROCRACY CONSENSUS COORDINATIONPUBLIC AND

PRIVATE $$$INSTITUCIONALITY


www.creoantofagasta.cl

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