Transforming CITIES AECOM is at the forefront of urban transformation across the world. We engage cities to plan and design the urban environments of the future.

25 countries

In the past five years our team has worked in Armenia, , , Egypt, , India, Iraq, , Jordan, Kazakhstan, Kingdom of Saudi Arabia, Malaysia, Morocco, Oman, , Portugal, Qatar, Romania, Russia, Senegal, , The

Netherlands, , , . We have also worked in the State of Palestine. 95,000 staff worldwide

A depth of expertise to support our cities work Contents

5 1.0 AECOM and cities 9 2.0 How to plan and design cities 19 3.0 How to deliver cities 27 4.0 Cities workshop 33 5.0 Our experience

31 cities

As part of 100 Resilient Cities (100RC) — an organisation pioneered by Rockefeller Foundation — we have helped 31 cities build resilience to social, economic and physical challenges 100 Resilient Cities

Cities we are working with are , Berkeley, Cali, Chicago, Christchurch, Colima, Cuidad Juarez, Dallas, Greater Miami and The Beaches, Honolulu, Jakarta, Lisbon, Medellin, Melbourne, City, , Oakland, Paris, Quito, Ramallah, Rotterdam, Salvador, Santiago De Caballeros, San Francisco, San Juan, Seattle, , Sydney, The Hague, Vancouver, Wellington. Transforming cities AECOM

The three days of workshop demonstrated the city wants to participate, and give its contribution to the Milan of tomorrow. The more shared through a participative process, the better will be the agreement on Milan’s future. Pierfrancesco Maran, councillor for City Planning, Green and Agriculture Municipality of Milan, Italy

4 AECOM Transforming cities

1.0 AECOM and cities

5 Transforming cities AECOM

I would highly recommend AECOM for similar planning, urban design, landscape and infrastructure design projects, where an integrated cross discipline approach leads to practical and creative solutions. General Manager, Strategic Planning Department, Jeddah Municipality

6 AECOM Transforming cities

Partnering with cities

Cities have never AECOM works with urban leaders to help tackle city issues. We help with the challenges around major been more important, population shifts and structural economic changes by nor the competition leveraging connectivity and evolving infrastructure in order to create prosperity and employment, enhance among them the quality of life and bring communities together. more intense. Each city is undeniably unique however they all share a common set of urban systems with similar challenges and opportunities.

An integrated approach In delivering transformational initiatives for cities, AECOM looks at city systems as a whole. Our integrated approach means we can better prioritise projects and resources, plan ahead, protect vulnerable assets and provide sustainable growth. We work as a partner to the city and use our tried and tested methodology to understand the interrelationship and synergies between each system in the city to set a clear vision coupled with a spatial plan to manage the challenges and realise future opportunities.

From whole cities and regions to urban districts and projects; across urban revitalisation, resilience planning and the development and delivery of major urban plans, we simplify complexity to deliver urban transformation.

AECOM Cities Europe, Middle East, India and Africa

7 Transforming cities AECOM

AECOM helped create a more sustainable and livable spatial vision — coupled with better governance to implement change. 8 AECOM Transforming cities

2.0 How to plan and design cities

9 Transforming cities AECOM

The integrated city design process

Our process helps cities and their stakeholders drive a Our five phase preferred and successful outcome for city planning. process to successful city Making the plan planning and design. Our planning process provides a stable platform for the delivery of the most complex city designs.

It starts with analysis and projection of a city’s demographic, environmental and economic data. The growth scenarios developed from this informs the spatial options in the city. We then use big city themes to explore these scenarios and create a collective vision and objectives.

With the objectives set we are then able to explore and evaluate spatial plan options, develop a preferred spatial plan and bring together delivery platforms for coordinated development of the city.

Delivering the plan This is the implementation phase of the plan process and is key to the long-term outcomes for the city — ensuring all key stakeholders are engaged.

After understanding the existing conditions for delivery and the key platforms that underpin the plan, we examine the existing institutional structures and processes — set against international benchmarks — in order to clearly and objectively determine if any modifications to the existing framework for governance are required.

This process means we can test alternative approaches to implementation tailored to the context and specific institutional needs as well as reflect best global practice. Finally, a framework to implement and monitor the successful delivery of the plan, and defining the regulatory role that will be undertaken by an appropriate governing body is developed. This can include an engagement programme for stakeholders, establishment of long term delivery mechanisms, and the preparation of delivery plans for catalyst and quick win projects.

10 AECOM Transforming cities

Phase 1: Analysis

analysing the city’s existing conditions (spatial and Baseline analysis: non-spatial) to understand its limitations and potential for growth.

Phase 2: Establishing a vision

developing a vision, objectives and indices for the city. Vision:

Phase 3: Options

exploring possible spatial scenarios for growth Option development: within the context of the city’s objectives, parameters and vision.

evaluating the spatial scenarios against the city’s vision Options testing: and objectives.

Phase 4: Preferred plan

Recommended plan: refining the preferred spatial scenario and developing its spatial structure, and developing strategies for its centres, green infrastructure, land use, transport systems and infrastructure.

Final plan: refining and confirming the final plan, incorporating feedback from stakeholders.

Phase 5: Plan delivery

providing a framework to implement and monitor the Implementation: successful delivery of the plan, and defining the regulatory role that will be undertaken by an appropriate governing body. This can include an engagement programme for stakeholders, establishment of long term delivery mechanisms, and the preparation of delivery plans for catalyst and quick win projects.

11 Transforming cities AECOM

AECOM Cities has a robust and tested methodology for integrated city design...

ESTABLISHING 1 ANALYSIS 2 A VISION

Economic, Economics demographic + land

forecasts (demand side) Population, society + culture

Transport +

mobility Land take Opportunities parameters + constraints (supply side) Urban form + transformation

Precedents

Urban resilience

Vision, themes + principles Environment

Smart infrastructure Objectives, indicators + assessment Governance + implementation framework

12 AECOM Transforming cities

... that draws on AECOM’s full breadth of services to deliver integrated city solutions

3 OPTIONS 4 PREFERRED PLAN 5 PLAN DELIVERY

Plan refinement

Option testing

Population + economy Stakeholder engagement Transport +

Stakeholder infrastructure Analysis feedback Delivery and finance mechanism Design Environment review

Priority projects

Governance

Recommended plan

13 Transforming cities AECOM

The big city themes

Cities share a set of common urban systems; we call these big city themes. The inter- relationships between them offer both challenges and opportunities in the integrated city design process.

Urban Celebrating Infrastructure assets centres

Safeguarding and capitalising A hierarchy of urban centres Providing sustainable and on historic buildings, the natural defines the structure of the cost efficient approach to city environment and places of city. Centres support increased management through planning cultural value. density and viability of integrated hard and soft infrastructure investment. infrastructure solutions.

Technology

Optimised quality of urban areas using predictive modelling and urban analytics.

H

14 AECOM Transforming cities

Mobility Green Urban infrastructure resilience

Prioritising investment in major Interconnected natural areas, Plans that are resilient to city transport infrastructure to green open space and water stresses, climate change support population growth and systems to create multifunctional and natural shocks such as provide high connectivity and networks for resilience, leisure earthquakes, fire or floods. ease of movement between and restoration. centres through a multi-modal network.

Delivery and Understanding

finance urban change

Bespoke delivery Providing an efficient city solutions in the planning structure to support forecasted and delivery process. change in population and economics; ensuring key infrastructure is considered as part of growth decisions.

15 Transforming cities AECOM

Integrating the big cities themes

The greatest synergies are achieved where the big city themes are integrated within the framework plan. For example, pedestrian and cycle routes are aligned to natural recreational areas which in turn are irrigated from treated waste water. Housing growth is planned within the centres to preserve natural boundaries, these in turn offer protection from climactic changes.

Integrated infrastructure

Ensuring efficient and integrated infrastructure networks. For example, through ensuring treated waste water can be fed into the green infrastructure network and used for sustainable irrigation.

Natural environment

Areas of sensitivity are reserved so Celebrating that naturally occurring systems assets and conditions prevail. The natural environment is afforded protection through an urban growth boundary that ensures urban sprawl is prevented. Celebrating unique characteristics to ensure they are safeguarded and capitalised on.

16 AECOM Transforming cities

Urban Mobilty/ centres/urban Urban Change resilience

Population density / distribution is varied across Transit routes ensure that the urban area, with higher population densities neighbourhoods are connected supported in close proximity to centres. through localised transport This ensures that populations have access to systems providing permeability and access to major distribution sufficient services and utilities. networks — with density increased in areas of high public transport, accessibility and interchange. Providing an efficient city structure to support forecasted change in population and economics

Green infrastructure

Pedestrian and cycle ways provide safe and secure local transport networks, and are supported by a series of connective open spaces aligned to recreational areas throughout the city.

Technology

Optimised quality of urban areas through dynamic digital infrastructure and predictive modelling.

17 Transforming cities AECOM

The Amsterdam International Workshop proposes an integrated comprehensive project to leverage the connectivity of the Schiphol / Amsterdam corridor. 18 AECOM Transforming cities

3.0 How to deliver cities

19 Transforming cities AECOM

The city context

As cities and regions face unprecedented The city and its projects challenges there are winners and losers. Cities pursuing broad, integrated strategies Critical to the success of each city is are ensuring their city remains competitive, positioning it in the context of the city-region liveable and resilient. plan allowing it to attract investment and realise growth and development. Individual projects and catalyst plans, positioned in the The city-region context of the broader plan, are able to achieve Size matters and larger urban cities can greater outcomes together as opposed to draw on a bigger pool of labour and talent; being delivered in isolation. develop more complex and specialised economies; support larger and more effective Positioning the city in infrastructure; and more readily become hubs the city-region for global connectivity. This is leading to the dominance of city regions. In some cases The AECOM cities team see that the these regions cover entire countries or even growth and development prospects of a city span across national borders. and other cites in a region are tied to their ability to engage in greater economic and Positioning a city within the city-region is social cooperation. key: forming a strategy for cities to work together, share talent, infrastructure and In this urban age, size matters. Larger cities assets and complement each other. With a can draw on a bigger pool of labour and robust strategy these cities will perform better talent; develop more complex and specialised together than alone and reach development economies; support larger and more effective targets easier and quicker. infrastructure; and more readily become hubs for global competitiveness. This is leading The strategy could define a city’s specific to the increasing global dominance of city- function or economic focus; look for ways to regions: groups of nearby cities which work optimise economic and social synergies; and together as part of a larger system. In some deliver integrated transportation networks. cases, city-regions cover entire countries, While territorial boundaries will always or even span across national borders — remain, networked cities across a region allow economic, social and environmental effectively acting as transnational city regions. cooperation: enabling them to position Positioning the ‘city’ within its respective themselves globally. city-region is a key part of our approach to delivering cities. By forming a strategy for

20 AECOM Transforming cities

cities to work together; cities can share talent, We see that the future success and delivery infrastructure and assets, and specialise to of cities and their neighbours is tied to their develop in different but complementary ways. ability to reconfigure themselves into city- In doing so, the constituent cities perform regions. While territorial boundaries will always more strongly together than they could on remain, networked cities across a region their own and development outcomes are allow economic, social and environmental achieved easier and quicker. cooperation. Together, city-regions can stand on a global stage. Each city within the interconnected city region may fulfil a specific function, whether that be specialisms around finance, commerce, tourism, manufacturing, transportation, government, as well as smaller service centres. Such regions do not undermine nations, but instead allow for the optimisation of economic and social synergies between their cities. An integrated transportation network can bring major urban centres within shorter travel times to each other.

21 Transforming cities AECOM

Positioning projects National plans within the city

Effective positioning of a city and associated projects through the plan is not only important for successful delivery, but critical to the success of each city meeting its intended vision and achieving its stated economic, social, environmental goals.

For AECOM, positioning cities in this sense means matching ‘The Plan’ with robust Sub-regional plans strategies around the built and natural environment, culture and heritage, economic development and employment, housing, social services, open space, transportation, utilities and infrastructure — covering global to local scales.

City plans This allows us to identify and programme additional relevant and realistic projects to support the broader plan’s intended vision and outcomes over the life of the plan. Moreover, the projects themselves are positioned in the context of the plan.

With a detailed understanding of a city’s core strengths and opportunities across various Local plans scales, an understanding of the context of the plan, and a programme of development projects and additional plans; AECOM are able to position the city for smart growth and development through ‘The Plan’ and ‘The Projects’. The plan is able to market the city and attract investment by providing a clear spatial vision supported by a robust evidence base. Individual projects and catalyst plans, Transformation plans positioned in the context of the broader plan, are able to achieve greater outcomes together as opposed to being delivered in isolation.

22 AECOM Transforming cities

Good governance: a framework for delivery Good governance for cities is imperative it We have a focus on governance which is key to coordinating the implementation of takes its cue from our global expertise and the framework and greater city-wide growth experience working with governments and and development. Good governance relies cities as well as our own research. And we on collaboration between public and private often take a custodial role helping clients in sector to deliver the successful outcome of the long term by acting as a trusted advisor. any city plan. Some structures already work From encouraging investment to balancing well but often, when developing a major city planning functions with commercially-driven development requirements, we negotiate and plan they all benefit from a review. broker outcomes to the benefit of the plan, our clients and the wider community.

07 01 Identify and recommend Responsible funding for city priorities development strategy

06 02 City management Coordination and maintenance Good city of government Governance: planning process key functions and focus 03 05 Coordination Policy of third party development and planning management 04 Regulatory framework for approvals

23 Transforming cities AECOM

Implementation for delivery

Funding mechanisms Implementation of the plan needs to be underpinned by sustainable and resilient investment strategies. Speculative-based investment does not result in long term positive outcomes for cities; rather, a coordinated understanding of city-wide investment is critical in interlinking all city- making investment streams.

In developing investment strategies we build consensus around public funding and securing private investment, generating Dubai Planning and opportunities for value capture and cost Governance Framework recovery through growth. We also work with cities to establish clear ground rules to give developers confidence in available sites and annual quantums for delivery.

Precedents of success We have extensively researched and been involved with numerous successful implementation frameworks for large scale mega projects. Our experience includes:

Jeddah Plans Implementation − Framework, KSA

Dubai 2020 – Smart Planning and − Legislative Framework, UAE

Jeddah Plans

− Ebbsfleet Development Corporation The Implementation Strategy London Docklands Authority, United Kingdom

Citywest Development Authority, Australia − Olympic Park Legacy Corporation, − United Kingdom.

24 AECOM Transforming cities

Bringing stakeholders together to agree good governance for the future. 25 Transforming cities AECOM

AECOM is helping Gaza realise its potential through a comprehensive spatial framework and economic vision. 26 AECOM Transforming cities

4.0 Cities workshop

27 Transforming cities AECOM

Unlock opportunities: the city workshop Government, mayors, developers and Vision setting − investors are all focused on ensuring their city Interactive technical process to develop remains competitive, liveable and resilient. − To foster this, opportunities in technology, sketch alternatives infrastructure and the community need to be Development of evaluation criteria prioritised and unlocked. − Whether the challenge is city-wide or site- Understanding of preferred direction for − AECOM provides a platform for future work specific, collaboration and interaction: between cities and regions, across public and private sectors, Establishment of onward scopes of work − and within communities. and priorities

Our two-day integrated planning and design Consolidation of workshop conclusions − and outcomes in the form of a slide workshops are a first step towards this and bring together clients, stakeholders, local presentation. decision makers and AECOM’s international expertise. What is the benefit? 1. Desktop published integrated city vision, How does it work? including supporting drawings, workshop Facilitated by an AECOM expert, the workshop notes and photos as generated through generates significant and early understanding of the process. key components, project scope, and feasibility 2. An equal platform for all stakeholders and issues affecting a specific site or area. team member to contribute ideas and A desktop study and gathering of initial knowledge. objectives, visions and thoughts is first undertaken and then following by a two-three 3. Inspiring common goals and targets day strategic workshop. Outcomes from the for collaboration — encouraging better workshop include: communications.

Site visit (where appropriate and practical) 4. Garnering support for downstream − projects identified through the workshop Context review and integrated city vision. − Precedent review −

28 AECOM Transforming cities

We are thought leaders in integrated, sustainable and resilient cities...

...we combine traditional and cutting edge

approaches to plan making.

29 Transforming cities AECOM AECOM’s ‘Cities Workshop’

Step Data

Gathering key facts, figures and 1 plans for the city. AECOM issues a proforma which includes 50 structured questions.

Step Preparation After reviewing information we 2 prepare base maps and other resources for the workshop.

Step Workshops

Over a five day visit, two of which 3 are dedicated to the workshop, our team will visit the city. Following a tested process the workshop draws on information gathered.

Step Documentation A city vision document will 4 be issued post-workshop, highlighting key issues, opportunities and providing a spatial vision.

30 AECOM Transforming cities

We are experts in community + stakeholder engagement

Close collaboration is central to our approach

31 Transforming cities AECOM

We simplify complexity to deliver urban transformation.

32 AECOM Transforming cities

5.0 Our experience

33 Transforming cities AECOM

Downtown Cairo Dubai Bluewaters Island 01 United Kingdom − − Regeneration Master Plan London Manifesto − North West Gulf of Suez Masdar Site Wide Public Thames Estuary Vision 2050 − − − Special Economic Zone, Realm Strategy Sukhna Masdar Phase 1 and 5 − Ebbsfleet Garden City − Lower Lea Valley Master Plans − 07 Jordan Regeneration Framework Lulu Island Master Plan Aqaba Special − London 2012 Olympic Legacy − − Economic Zone Saadiyat Island Master Plan Masterplan Framework − 08 Iraq Yas Island Zone K Master Plan North West Cambridge − − Governorate Structure Master Plan − Yas South Master Plan Plans (x4) − West Cambridge Master Plan Abu Dhabi Housing − − Guidelines Brent Cross Cricklewood 09 Kingdom of Saudi − Development Framework Arabia 13 Oman Brixton Central Master Plan Jeddah Plans − − Musandam Tourism Strategy Hackney Wick Vision Jeddah Unplanned − − − The Wave, Muscat Framework Settlements Regeneration − Mill Hill East Area Action Plan Jeddah Metro Alignment & − − station Design Review (PMO) Barton Park Master Plan − Jazan Economic City Canning Town Master Plan − − King Khalid Smart Airport City Woolwich Town Centre − − Master Plan 10 Manama Central Market − 02 Western Europe Vision Framework Milan Scali Ferroviari − Marassi Master Plan 01 Rail Lands Transformation − 100 Resilient Cities Programe, 11 Qatar − Qatar Economic Zone 1 Rotterdam − Master Plan, Doha 02 Amsterdam International − Msheireb, Heart of Doha − 03 Eastern Europe Qatar Public Realm Guidelines − Bucharest General − Qatar Public Realm, West Master Plan − Bay North Provision of Draft Planning 04 Turkey − Legislation and Institutional Urban − Reform, Qatar 15 Transformation Plan Istanbul Seaport Master Plan 12 United Arab Emirates − Dubai 2020 Emirate-Wide − 05 Armenia Master Plan Armenia Tourism Framework Dubai Waterfront − − Southern Corridor Development Strategy Dubai Al Bastikaya Cultural − 06 Egypt Master Plan Cairo Airport City Dubai Expo 2020 Master Plan − −

34 AECOM Transforming cities

Jinji Lake Landscape Master 14 India 16 Asia − Plan, Suzhou, China Delhi-Mumbai Industrial River of Life Masterplan, Kuala − − Eastern Coastal Corridor (DMIC) Lumpur, Malaysia − Economic Zone Landscape Plan, China Sino-Singapore Tianjin − Dholera Special Investment Eco-City Implementation Haihe River Revitalisation − − Region Plan Framework, Tiajin, China Master Plan, China Vadarevu and Nizampatnam Subic Bay Freeport Economic − − Port & Industrial Corridor Zone, Phillipines Khorgos Special Economic 15 Africa − Zone Development Casablanca-Settat − Plan, Kazakhstan Regional Plan Dakar Integrated Special − Economic Zone, Senegal

03

05 04

08 07 10 06 11 09 12

13 14 16

35 Transforming cities AECOM Gaza Spatial Vision

Gaza faces extraordinary The initiative looks forward challenges, including to 2050 with a series of Client restrictions on trade and intermediate phases, Private sector and Non movement, a severely assuming a progressive Government Entity constrained economy, increase in regional openness and co-operation. deficient infrastructure, and Services the threat of permanent Strategic planning damage to its coastal aquifer. It provides a spatial strategy − Urban planning to use its limited land to best − Yet with the resolution of Economic effect, consolidating into − current political constraints, it successful metropolitan area development has all the assets to become while doubling its population Urban form and a thriving and successful to 3.6 million people. − landuse zoning city - including a strategic Based on this, the initiative Transportation location on a coastal corridor, − 40 kilometers of beautiful identifies a series of over coastline, a rich history, and 70 Catalytic Projects by the private sector, donors and Project dates densities comparable to 2015–2016 many of the region’s most other stakeholders, that successful urban centres. This urgently-needed short-term location plays a key role in the investments are aligned with a broader super-region and its larger vision. economic future will be linked within the broader framework. By providing a much-needed framework for investment, the On behalf of the private initiative has the potential for sector and in collaboration significant impact on living with the National Authority conditions, whilst seeking and an array of national and to challenge perceptions of international stakeholders, Gaza and make a case for AECOM developed a resolving the current political comprehensive spatial and impasse and realising the economic vision for this state. area’s potential.

36 AECOM Transforming cities London Manifesto

In 2065, the success of Alongside the Mayor’s London, its surrounding city London Infrastructure Plan Client region, and the rest of the 2050, and London First’s Thought Leadership UK will be dependent upon long term Economic Plan, how we respond today to our manifesto is intended Services challenges facing the capital. to add to the debate over Masterplanning London’s long term future, − Strategic planning The way that we look at calling for a strategic, spatial − London, plan for its future Urban planning and integrated approach − and deliver infrastructure is to managing growth and Socio-economics becoming rapidly outdated. infrastructure investment − Economic and We are also failing to across a much bigger London − make the most of current City Region. demographic infrastructure investment and forecasting future opportunities. This document sets out ideas, serving as a starting point Project dates We believe London deserves for engagement between 2015 a new vision for the coming government, local authorities, generation of development infrastructure providers, that goes well beyond the M25. investors, developers and AECOM has looked at London communities in ensuring the and its surrounding region London City Region’s ongoing through the same lens with success in the 50 years ahead. which we analyse and deliver large-scale, integrated city strategies and plans globally.

We have developed ideas for the next generation of growth. Identifying a series of challenges affecting London and its city region now and in the coming decades. Our manifesto advocates actions to address these challenges.

37 Transforming cities AECOM Istanbul Urban Transformation Master Plan

Istanbul sits at the geographic Together with the client and centre of the world — a city other stakeholders, Client that bridges Europe and Asia. a single integrated strategy Istanbul Metropolitan It has been the capital of was developed to drive the Municipality empires and is a melting pot following outcomes: of cultures. Services A detailed understanding Strategic planning, The past 50 years has seen − − of existing issues and urban planning, Istanbul rapidly expand, and opportunities, and the governance and urban today the city is home to a development of a detailed design population of nearly 15 million geo-spatial database Economic people. This rapid growth that covers the entire − has led to a multitude of Istanbul Municipality. development urban challenges — including Transportation and housing a growing population, Long term economic and − − infrastructure limiting environmental population forecasting to Environment impacts of development, 2036 and resulting land − use requirements. Architecture addressing traffic congestion, − and embedding resilience GIS — particularly against A city-wide − − earthquake risk and Transformation Plan climate change. setting out the vision Project dates and spatial approaches 2016–2017 In response to these to regeneration and challenges, AECOM worked transformation including in collaboration with the new models for urban Istanbul Metropolitan regeneration responding Municipality to prepare the to challenges and Istanbul Urban Transformation opportunities. Master Plan. This provides a ground-breaking framework Preparation of − to guide the growth and Development development of the city to Implementation 2036. The plan seeks to Masterplans for specific ensure a holistic approach is areas with opportunities adopted in planning for urban for real estate and resilience, transformation infrastructure investment. and regeneration of Istanbul, raising the quality of life and prosperity of existing and future residents.

38 AECOM Transforming cities Casablanca-Settat Regional Plan

Following the establishment to collaboratively identify of twelve new regions in 2015, strategic directions for Client the Moroccan government the region — including the Ministry of Interior is pursuing an ambitious development of a vision framework, a series of spatial programme of regional Services options, and preparation of planning with the aim of Strategic planning providing more equitable preferred spatial plan to guide − Urban planning development and autonomy the growth and development − of the region. Transport planning across the country. This new − direction has been driven by As part of the undertaking, a desire to move away from Project dates the Implementation and a historically insular and 2016–2017 fragmented process, in favour Delivery Framework was also of a more integrated approach developed in order to realise to territorial planning with a the plan and demonstrate strong emphasis placed its tangible benefits. The on implementation. framework included the identification and definition of a series of catalyst projects The first region designated to pilot this new approach to be delivered over short to was Casablanca-Settat, the long term timeframes. These largest and most important projects range from being of Morocco’s regions in focussed region-wide to local, terms of population size, targeting specific outcomes economic output and national in terms of urban strategic importance. development; population AECOM, in association with and housing; employment our local partner Valyans, and economics; environment prepared the Regional Plan, and open space; agriculture; Regional Transport Vision and tourism; transportation, Implementation Strategy for and infrastructure. Casablanca-Settat.

Following an extensive technical analysis, we, facilitated a series of interactive workshops with the Ministry of Interior, the Regional Governor and a wide range of local stakeholders

39 Transforming cities AECOM Amsterdam International

Amsterdam promotes itself Amsterdam International as an inclusive, socially- promises to be a powerful Client minded city. Amsterdam’s and productive initiative for Municipality of Amsterdam Schiphol International Airport the Amsterdam Region in an is also one of Europe’s largest age of evolving urbanisation Services aviation hubs. In this context, and globalisation. Strategic planning an important challenge for − Workshop facilitation Amsterdam is to determine − how the airport and the whole development corridor can Project dates 2016 specialise more effectively as a global gateway for the Netherlands.

AECOM facilitated the Amsterdam International Workshop which proposed an integrated comprehensive project to leverage the C connectivity of the Schiphol/ Amsterdam corridor. Ci y and Zuidas Following the workshop, Schinkel I we prepared a vision that II positions Amsterdam Part of the corridor International as a model Badhoevedorp for a progressive urban Enclave or development zone; including III part of Zuida the how Amsterdam could create city? R I the best social, economic and Schiphol environmental value for: IV Schiphol Nodes only if next step! sufficient density The concentrated − Conne io development corridor to gree a a

The Amsterdam Schiphol − Metropolitan Region Hoffdorp housing Other cities in the V − sold out Randstad The Netherlands as − a whole ‘Tech City’

40 AECOM Transforming cities Milan Scali Ferroviari Rail Lands Transformation

Client Italian National Railway Group – FS Sistemi Urbani

Services Strategic planning − Masterplanning − Implementation and − governance Workshop facilitation −

Project dates 2016–2017

Milan is the main industrial AECOM were initially engaged The process and the wealth by FS Sistemi Urbani FS SU of indications on future and financial centre of Italy. Located in one of the most to investigate and prepare directions that arose from the industrialised regions in Precedent Report to document workshop represent a highly Europe, it is positioned to a number of international innovative methodology become one of the most urban rail land regeneration and process for the national important global cities in the precedents, to inform FS SU’s context and the future of coming decades. master planning and asset Milan, setting out a strong, disposal activities. participated basis for the The Scali Ferroviari are seven process of regeneration of the derelict rail yards in Milan’s We were subsequently Scali Ferroviari. city centre and represent a engaged to provide strategic key opportunity to shape the advice on the positioning AECOM is supporting FS future of the city. of the sites within the urban SU, the asset management Once forming important and regional context; the agency of the Ferrovie dello pieces of infrastructure for production of Development Stato Group (Italian National Milan’s economy, the Scali Briefs for other design Railway Group), as technical Ferroviari now form fractures consultants involved; and strategic advisor within the city. leadership and facilitation in the process towards of a Strategic Workshop in the agreement with the In the context of a highly Milan; and the preparation municipality of Milan, for the competitive urban world, of a Synthesis Report. The regeneration of the sites represent a key outcomes of the process are Scali Ferroviari. opportunity to shape the future documented at of the city of Milan and reinforce www.scalimilano.vision. Milan’s leading position in Italy and Europe.

41 Transforming cities AECOM Thames Estuary Vision 2050

Client Thought Leadership

Services Master planning − Strategic planning − Urban planning − Socio-economics − Economic and − demographic forecasting

Project dates 2016

The Thames Estuary 2050 AECOM responded with a environmental protection. Growth Commission was Vision document to help frame Our vision supports the announced by the UK and continue the discussion. development of high Government in 2016 and This was framed by our productivity clusters in tasked with developing an London Manifesto — our ideas specific locations that will ambitious vision and delivery for next generation growth develop, attract and retain plan for North Kent, South to ensure the London City skilled workers. It also Essex and East London up Region’s ongoing success. takes advantage of to 2050. The Commision opportunities from planned issued a “Call for Ideas” to We see the Estuary in the infrastructure, such as the develop a new vision for the context of global London and Lower Thames Crossing. Thames Estuary. its wider region, to which it is connected economically The vision needed to provide and functionally. The a comprehensive plan for Thames Estuary is a central growth, integrating new component of the region’s homes and employment future, with both thriving with transport infrastructure, communities and connections connected across the wider across the Thames, and also London City Region. to the capital, with a focus on

42 AECOM Transforming cities Visakhapatnam Smart City Framework Plan

AECOM was selected by AECOM’s urban analytics the Government of Andhra insights and consultation Client Pradesh to develop a Smart with local government, Government of Andhra City Framework Plan for citizens, NGOs, industry, Pradesh, India Visakhapatnam and its and educational bodies are 2 surrounding 5,500 km region. supporting Visakhapatnam Services in making the state of Andhra Smart city planning The AECOM-led team is Pradesh’s high economic − ICT planning developing benchmarks, growth more resilient while − frameworks, processes, and conserving the city’s high Urban analytics implementation for the state − livability and protecting the Energy, water of Andhra Pradesh to build − city’s expansive beach and and transport on Visakhapatnam’s thriving ecological corridors. The infrastructure projects logistics, software, education, Smart City Plan extends and Implementation tourism, and health industries improves trunk infrastructures − and create a framework and public transit networks, planning for achieving ambitious upgrades water supply and economic development and sewage treatment systems, Project dates quality of life goals. AECOM mitigates climate change- 2016–ongoing is expanding on previous related risks, and develops a projects in Visakhapatnam disaster preparedness plan to address social, economic, for the city. mobility, energy, transport, and water concerns and aspirations at the regional scale as well as through ICT- enabled sector-specific urban infrastructure projects.

43 Transforming cities AECOM

Ebbsfleet Garden City

Client Ebbsfleet Development Corporation

Services Masterplanning − Town planning − Transport planning − Environment − Engagement −

Project dates 2015–2016

Ebbsfleet was the first Garden The plan identified the key City to be designated by directions and locations for Central Government to be change identified through built in over 60 years. The baseline data collection and Garden City label resents a site analysis, stakeholder and benchmark and commitment community engagement, to quality place-making, and scenario development community building and to establish a clear, bold and sustainability, as well as ambitious ‘Vision’ for Ebbsfleet changing perceptions about to be delivered by Ebbsfleet Development Corporation Ebbsfleet as a place to live and invest. (EDC) and its partners.

AECOM to prepared the The Implementation Implementation Framework Framework was prepared which sets out the ‘Vision’ in partnership with local and statement of intent for stakeholders to identify how EDC and its partners Ebbsfleet Garden City. It can deliver the Garden defines a flexible growth City utilising the resource framework that identifies how more homes can be delivered, put forward by Central at pace and to an enhanced Government, and taking level of quality as part of an regard of both local and all-inclusive 21st Century national policy. Garden City.

44 AECOM Transforming cities Dubai 2020 – Emirate-Wide Master Plan

Client Dubai Municipality

Services Masterplanning − Strategic and urban − planning Socio-economics, − economic and demographics Environment and − sustainability

Project dates 2011–12

The Dubai 2020 Emirate existing conditions within Mobility and acessibility − Wide Plan is a major part Dubai, the forecasting network – the planned of the Dubai Government’s of future population and movement network and strategy for sustainable workforce, and a comparison hierarchy for the Emirate economic recovery and city of alternative spatial development scenarios. The Infrastructure networks governance. Key to the plan − plan established a “Smart – including primary is the definition of a preferred spatial direction for the city approach towards sustainable networks for water, power that responds to the city’s and competitive urban – stormwater long-term needs, while planning”. The plan describes: and sewerage enabling immediate priorities Urbanisation parameters Distributions of densities for investment and recovery. − − – including areas for future and heights the general AECOM prepared a urban expansion and distribution of population Strategic Plan for Dubai consolidation densities and building Emirate to address integrated heights General land use – the approaches for urban − proposed general Staging plan report – infill and growth, − environmental management, distribution of land uses the strategic staging social and economic and major activities and implementation development, mobility and requirements up to 2020 Public open space system urban management. − – the planned public urban Preparation of the plan open space network involved an analysis of

45 Transforming cities AECOM London Lower Lea Valley Regeneration Framework

Client London Development Corporation

Services Masterplanning − Strategic planning − Urban planning − Socio-economics − Economic and − demographic forecasting

Project dates 2010

Strongly associated as the AECOM was instrumental in The Lower Lea Valley service entrance to London, bringing about a remarkable represented one of London’s the Lower Lea Valley was transformation of the Lower biggest opportunity areas. It characterised as a run-down Lea Valley by putting in place focussed on economic and and melancholic place. It also a series of interconnected sustainable development, and provided one of Europe’s plans at varying scales the quality of green and largest regeneration projects, that collectively addressed blue infrastructure. a home for the 2012 Olympic economic, environmental Park, and a new park and social issues, the area is Crucially, the framework is for London. experiencing positive change. underpinned by a strategy for investment, supported by National Government, the Mayor and Borough leaders.

46 AECOM Transforming cities London 2012 Olympic Legacy Master Plan Framework

AECOM prepared new community facilities, masterplans for the Games arts and leisure destination, Client and for the parkland that smart infrastructure, business London Development would be their legacy. The centres, public spaces, and Agency legacy ambition is for a new livable housing. From the piece of well-connected outset, the London 2012 Olympic and Paralympic Services and well-served city in the Regional plan making east of London. The design Games and their legacy were − Planning for the 230 hectare site has planned together. The Legacy − transformed the near-derelict Masterplan Framework Sustainability for the park underpins the − site into a significant green space for public use, with development and further regeneration of the area. Project dates 2007–13

47 Transforming cities AECOM Jeddah Plans

Jeddah is experiencing Client significant population growth and housing pressures, Jeddah Governorate which have led to unplanned Municipality settlements poorly served by supporting infrastructure. The Services plans will make the most of Strategic and urban − investment to give residents planning better access to amenities Transportation and jobs. − planning AECOM prepared four spatial Infrastructure and − planning documents, each utilities planning facilitating governance, Economic and management and − The structure plan – demographic − implementation at differing forecasting spatial scales. The plans defines an appropriate provide an integrated and growth boundary for the Urban design Jeddah Urban Area. − holistic approach to long term Urban form and land growth responses. − The local plan – guides use planning − To be utilised by multiple development at the local Environmental − levels of stakeholders, the level, within the framework planning plans integrate national, established by the regional and local agendas: Structure Plan. Project dates 2011–15 The sub regional plan – Individually these four − contextualises and sets plans establish blocks that out a long term spatial collectively provide a multi- strategy for growth and layered and integrated set of development. plans, to direct and manage future growth and sustainable The strategic plan – economic development in the − provides an overarching Jeddah Governorate. vision and planning framework for the Jeddah Governorate, informing the development of the Structure and Local Plan.

48 AECOM Transforming cities Dholera Special Investment Region Master Plan Framework

Dholera Special Investment Power infrastructure – − Region (SIR) is a major project power (transmission), Client under the Delhi Mumbai power (distribution) and Delhi Mumbai Industrial Industrial Corridor (DMIC) renewable energy (solar, Corridor Development Project, with an aim to make wind and geo-thermal) Corporation Limited it a global manufacturing hub supported by world class Wet utilities – water supply − Services infrastructure. (transmission), water Detailed masterplan supply (distribution- − Infrastructure project The city will be built as a potable and non-potable − world-class city, with a 10- water), water treatment, management lane expressway running flood management, between the city from the waste water treatment, Project dates state capital, Ahmedabad, sewerage network 2013–16 to the container port. It will and industrial effluent be the world largest urban network with intermediate development project worth pumping stations $12 billion. ICT and telecom − Program management infrastructure – all projects / project management identified under Phase-1 of included review of DPRs, the ICT masterplan. policy reforms, financial management. Environmental Other urban − and resettlement and infrastructure – solid rehabilitation along with waste management, tendering, contract administrative and management and business centre for construction supervision. Dholera, intra-city public The major Infrastructure transport etc. components covered under the project included:

Transportation − infrastructure – strategic roads (state highways and port roads), city roads, rail, inter-city public transport, airport.

49 Transforming cities AECOM Special Economic Zone Planning

Client Main Development Company and other clients

Services Economics − Business planning − Urban planning − Governance −

Project dates AECOM’s economists and We prepared a robust Various planners have helped plan a masterplan and delivery number of special economic frameworks for these zones in various locations employment-led around the world. mixed use zones. The These include: commissions involved a detailed benchmarking Delhi-Mumbai Industrial − exercise, robust market Corridor (DMIC) Study, assessment and business India planning – including viability assessment. The projects Aqaba Special Economic − set out development Zone, Jordan frameworks, spatial options, concept masterplans to Subic Bay Freeport, − support funding bids, delivery Philippines recommendations and bankable business plans Dakar Integrated Special − that will serve and support Economic Zone, Senegal continued implementation of the Special Economic Zones. North West Gulf of Suez − Special Economic Zone at Sukhna, Egypt

Khorgos Special − Economic Zone Development Plan, Kazakhstan

50 AECOM Transforming cities Jazan Economic City

The Jizan province of the Jazan Economic City Port Kingdom of Saudi Arabia will allow access to the city Client required a new city to and surrounding areas by the Saudi Aramco focus on the energy and Jeddah-Jazan Expressway manufacturing industries. currently under construction. Services The city will provide a range A new railway link which will Urban planning of heavy industry plants connect other regions and − Detailed design cities to the new port. − (including oil refinery, steel services mill, aluminium smelter), and light and medium industrial We also prepared the ICT Programme − units – as well as a new masterplan to provide management residential, commercial and strategic insight into the ICT masterplanning leisure area to accommodate development of “smart” city − Project management the city workforce. policies and solutions. The − role includes undertaking City management, HSE − AECOM prepared the traditional ICT masterplans support masterplan for the new with reviews of core Quality assurance and city comprising residential, infrastructure for network and − commercial, industrial zones, communications (ducting, quality control and includes a port. This port cables, fixed line telephony, will provide facilities for liquid mobile communications, data Project dates bulk loads, containerized networking and data centres). 2011–Present and loads and dry bulk loads. Ongoing It will accommodate large and As part of this work we modern vessels in a modern advised on “smart city” port environment. strategies and the practical implementation of smart solutions/digital services.

51 Transforming cities AECOM King Khalid Airport City

The King Khalid Airport AECOM leads the land holdings represent masterplanning process, Client an opportunity for a new integrating a linear free-zone King Khalid International major growth corridor directly into the heart of the Airport (KKIA) for metropolitan Riyadh. large airport lands. These The 280 sq km airport areas include mixed-use, Project location city masterplan creates a high-density, transit-oriented Riyadh, Saudi Arabia mixed-use, highly connected development; specialised urban development within industry clusters around the airport and emerging healthcare and education; Services Masterplanning high-speed rail connectivity, and a major international − Infrastructure and in coordination with two new exhibition centre. − utilities metropolitan alignments, Economics generates powerful value for − Governance both airport and city. − Transport −

Project dates Current

52 AECOM Transforming cities Qatar Economic Zone

We undertook comprehensive QEZ-1 is the first of three economic zones to be data collection and analysis, Client delivered by the Qatar and optioneering studies MANATEQ Government. The masterplan across the site in close covers approximately 396.7 collaboration with our client. Services hectares across two separate We also developed the Economics − sites, and encompasses concept masterplan across Masterplanning − predominantly light industrial the entire site and the further Civil infrastructure − and warehousing business detailed masterplans (and design operations with various final masterplans) for Phase 1 Contract supporting residential, and 2 of the development. − documentation commercial, retail and community facility activities. Project dates AECOM provided 2015 a multidisciplinary masterplanning, engineering, environmental, transport and cost services to realise MANATEQ’s vision for the development.

53 Transforming cities AECOM

United Arab Emirates at night

54 AECOM Transforming cities

55 About AECOM AECOM is built to deliver a better world. We design, build, finance and operate infrastructure assets for governments, businesses and organizations in more than 150 countries. As a fully integrated firm, we connect knowledge and experience across our global network of experts to help clients solve their most complex challenges. From high-performance buildings and infrastructure, to resilient communities and environments, to stable and secure nations, our work is transformative, differentiated and vital. A Fortune 500 firm, AECOM had revenue of approximately $17.4 billion during fiscal year 2016. See how we deliver what others can only imagine at aecom.com and @AECOM.

[email protected]

aecom.com 170176