Page 51 - A U4SSC deliverable - Guidelines on tools and mechanisms to finance Smart Sustainable Cities projects

Key delivery dates, history of projects, future dates influencing the project (elections), international
commitments, SDGs
6. Who: the organization

Main decision-making stakeholders, influencers, and the implementation process.

Examples of implementing the 10 recommendations in Portugal, Wales and Japan

1. Parque das Nações, Lisbon (Portugal)

Visualizing a way to the future (Recommendation 3)

The urban renewal project in Lisbon – Parque das Nações – reflects the visualization of the way to
the future. The perimeter of the city, defined as an intervention area, went through a 180-degree
transformation process, where a new liveable city quarter, with 25 000 new inhabitants and 18 000
permanent new jobs, replaced a refinery, a slaughterhouse and a waste dump. This was possible by
creating a vision of what the area should look like, identifying the list of projects and interventions
which needed to happen in order to achieve this, and lastly, finding financing to implement this
vision.

Urban development with four types of urban development projects (Recommendation 4)

A key success factor for the Parque das Nações project was that it was developed with a people-
centric, integrated approach. The question to consider is: what do people need? In many cases,
this is to have a house to live in, to have a workplace to earn money, to buy goods, to educate
children, to have access to health, cultural and sports facilities, and to have police and fire stations
to ensure safety and security.

The 4G master plan (Recommendation 5)

The Parque das Nações development started off using a traditional first-generation master plan,
and quantifying the second-generation plan. This was done by calculating the number of square
metres necessary to ensure the economic viability of the transformation, following the composition
described using the approach with mapping four types of urban development projects (mobility,
utilities, social infrastructure, urban & regional development). The third-generation master plan was
used to plan the number of jobs. The fourth-generation plan was developed using a qualitative
approach.

Mapping cash-positive and -negative projects in perspective (Recommendation 6)

For the Parque das Nações project, the programme involved projects to create schools, museums,
roads, and waste collection networks that were cash-negative. At the same time, office buildings,
retail shops and housing projects were generating positive cash flow that could compensate for
the cash-negative projects.

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