Wolfsburg, Germany Advisory Services Panel 23-28 September, 2018

Wolfsburg, Germany

ADVISORY SERVICES PANEL 23-28 SEPTEMBER 2018 About the Urban Land Institute

▪ The mission of the Urban Land Institute is to provide leadership in the responsible use of land and in creating and sustaining thriving communities worldwide. ▪ ULI is a membership organisation with 40,000 members worldwide. ▪ What ULI does: • Conducts and publishes research • Provides a forum of sharing best practices • Direct outreach programs • Conduct Advisory Services Panels

1 The Advisory Services Program

▪ Since 1947, 15-20 panels a year on a variety of land use subjects ▪ Provides independent, objective candid advice on important land use and real estate issues ▪ Process: • Review background materials • Receive a sponsor presentation and tour • Conduct stakeholder interviews • Consider data, frame issues and write recommendations • Make presentation • Produce a final report

2 Panellists

Chair: Prof. Jürgen Bruns-Berentelg, HafenCity: Hamburg, Germany

Paul Bernard, ULI: Washington, DC Chris Choa, AECOM: London, UK Chris Igwe; Chris Igwe International: Paris, France Tom Murphy, ULI: Pittsburgh, USA Prof Christiane Thalgott: Munich, Germany Lisette van Doorn, ULI: Amsterdam, Netherlands Birgit Werner, Flughafen Muenchen: Zurich, Switzerland Michaela Winter-Taylor, Gensler: London, UK

3 Panel Assignment and Study Area

1.How can the City and Volkswagen work together 2.To become Capital of Mobility 3.Create a vibrant city center 4.Link Volkswagen factory and core

Source: Google.maps. 4 Success Story

▪ Leading Global car manufacturer ▪ Strong steps to make the city attractive ▪ Wolfsburg AG - Volkswagen and the City of Wolfsburg joined efforts

5 Wolfsburg’s competitiveness: the challenges

Governance Placemaking Innovation Inclusion Critical Mass

• Unclear vision • Disconnected • 1 company town • Lack of housing • Small city • No clear authority • Dispersed core • No eco-system variety • Weak regional • Diffused • Car dependence • Poor idea exchange • Lack of residential collaboration responsibilities • Excessive parking • No financing in urban core • No Institutional • Low waterfront • Deteriorating investment access housing affordability

6 Key success factors for city competitiveness Global race for talent and innovation

Governance Placemaking Innovation Inclusion Critical Mass

• Vision • Mix land uses • Attract talent • Population mix • Regional • Common objectives • Public amenities • Academia - • Housing collaboration • Public private • Accessible business - affordability • Complement collaboration • Central government • More choice strengths • Transparency programming • Startups & • Institutional • Sustainable incubators investment

7 BETTER TOGETHER

8 BETTER TOGETHER

Present conditions are currently relatively good for Wolfsburg… ▪ Strong economic anchor: Volkswagen ▪ Local job growth compared to the rest of Lower Saxony ▪ Comfortable lifestyle

…But the world is changing ▪ Not enough to be relatively more prosperous than the immediate region ▪ Cities are in a global race for talent and investment ▪ Bigger and better connected regions and cities win

Source: The Star 9 BETTER TOGETHER

How can Wolfsburg create:

the greatest value?

for the most number of people?

with the least cost?

in the shortest amount of time?

10 BETTER TOGETHER Greatest Value ▪ Attract the next generation of innovators and wealth creators ▪ Create diversity of new next-gen jobs for a wide range of people ▪ Increase choices for where people may chose to work

Most Number of People ▪ Specialised technical workforce ▪ Cognitive workers ▪ Service industry ▪ Visitors ▪ Cultural Institutions ▪ Research organizations

Least Cost/Time ▪ Not overly reliant on corporate funding

Source: OTS News 11 BETTER TOGETHER

FUTURE MOBILITY Commit to full-city test bed VALUE THE GAP Realise new asset value for Wolfsburg DEVELOP THE CORE Concentrate Wolfsburg’s energy LINK TO NATURE Reinforce Wolfsburg’s environmental themes PIONEER SPIRIT Reposition Wolfsburg for the bold

12 FUTURE MOBILITY

13 FUTURE MOBILITY

Transport is destiny Mobility choices have consequences Wolfsburg: car-based city ▪ Isolation of urban functions ▪ Lost productivity ▪ Social isolation

Source: Wolfsburger Nachrichten 14 FUTURE MOBILITY

The world is changing… ▪ Increasing urbanization and the growth of ‘megacities’ ▪ New business models changing traditional mobility patterns ▪ Technological innovations: electrification, connectivity, autonomy ▪ Energy decentralization + Internet of Things (IoT) ▪ Competitive advantages for ‘bold’ cities

Source: McKinsey Analysis 15 FUTURE MOBILITY

Clean and Shared (developing economies) ▪ Focus on EVs, limited private ownership, shared mobility, public transit.

Private Autonomy (cities with induced sprawl) ▪ Focus on new vehicle technologies ▪ Road space for self-driving vehicles ▪ Demand-driven pricing and ride-share

Seamless Mobility (densely, high-income cities) ▪ Focus on door-to-door/on demand. ▪ Blurred private, shared, and public transport ▪ Self-driving + shared vehicles + public transit

Driverless cars in Singapore Source: The Straits Times

16 FUTURE MOBILITY

Opportunities for Wolfsburg ▪ Attract wider range of citizens and visitors ▪ More transport options for work, living, leisure ▪ New tech-related employment sectors ▪ Better use of wasted parking spaces and roadways ▪ Better environmental performance ▪ New city dynamism

17 VALUE THE GAP

18 VALUE THE GAP

The Canal – Better Together in Practice

▪ Inactive spaces challenge competitiveness and functionality ▪ Underutilized/disconnected land-use currently punctuates the core ▪ Work/life balance efforts have been few or overshadowed ▪ A reimagined Canal will: 1. Develop demand; and 2. Promote a more integrated approach ▪ Leveraging the physical development could catalyze broader social, regional or managerial initiatives.

19 VALUE THE GAP The Canal - Objectives

VIBRANCY Bringing diversified economic activity in the city to allow for a better integration

MIXED USES Promoting the layering of uses that create conditions of modern living and working

URBAN LIVING Providing housing that meets the needs of a growing population

WELLBEING Programming high quality open spaces that are connecting to nature

20 Source: Londonist VALUE THE GAP The Canal - Physical Recommendations

▪ Bringing functions of VW into Wolfsburg ▪ Bringing Wolfsburg to the canal ▪ Activating the waterfront through programming ▪ Opening parts of VW site up for the public ▪ Incorporating new mix-used offer

21 “The regeneration of the Canal Area will be emblematic of the regeneration of Brussels! It is by the Canal that we will successfully create the Brussels of 2025!” (Minister-President)

Source: Canal Brussels Example – The Canal Plan, Brussels22 Source: Motor 1 Example – GM Renaissance Center, Detroit23 VALUE THE GAP Reimagine Wolfsburg

▪ Build on past success ▪ Knit together opportunities & possibilities ▪ Elevate emerging and productive concepts ▪ Avoid isolated or counterproductive initiatives ▪ Be bold, be experimental, be patient

24 DEVELOP THE CORE

25 DEVELOP THE CORE Fundamentals for social interaction

▪ Ensure a clear positioning – a strong narrative ▪ Overall masterplan ▪ Density ▪ Curated mixed use ▪ Providing regular programs & events ▪ Center management

Source: PC Parch26 Wolfsburg - Google Maps 26.09.18, 14+17

Wolfsburg

DEVELOP THE CORE Nordkopf “Core” in two Subsections

Nordkopf ▪ Curated vibrant mix of innovative offers and uses that will attract younger people and like international nerds ▪ Prototyping, showrooms, shared Offices, short- and long- term qualitative residential offers, curated retail including food and beverages, entertainment offers ▪ High rise building/high density, strong, iconic but flexible architecture ▪ Potentials: bridging waterfront, including the IT City project

Porschestrasse ▪ Authentic mix of local, regional and national offers attracting Porschestrasse inhabitants of Wolfsburg along and up to the cultural center at Südkopf within cultural ▪ Infill of qualitative, urban residential offers (up to 5 storeys) center ▪ Qualitative landscape design and mobility concept are a must

Wolfsburg Teils bewölkt · 15 °C 14:17

Fotos

https://www.google.de/maps/place/Wolfsburg/@52.4 236934,10.78…2424757e6b1+0x4 25ac6d94ac3ad0!8m2!3d52.4226503!4 d10.7865461 Seite 1 von 4 Source: LCRHQ Example - Nordkopf- King’s Cross, London28 Source: House 29 of Coco Example - Porschestrasse - Regent Street, London DEVELOP THE CORE Next steps to put in place

▪ Create an overall urban development plan and design guidelines (City of Wolfsburg) ▪ Development to be pushed by one empowered authority (for example City of Wolfsburg) ▪ Set up a Business Improvement District (BID) (owners) ▪ Establishing center and event management (City of Wolfsburg)

30 LINK TO NATURE

31 LINK TO NATURE

• Wolfsburg is a healthy city • Village-like settlements but urban residential structures • Socially integrated car-based town only for traditional lifestyles • As the climate changes, our landscapes have to be valued

32 LINK TO NATURE

Give Greenspaces a Real Purpose ▪ Strengthen open and resilient landscape structures ▪ Value the Aller-Valley ▪ Look for a far higher diversity in housing ▪ Care for settlement structures for existing and future inhabitants ▪ Think of mixed-use offerings and meeting spaces ▪ Close-to-nature features like urban gardening or beekeeping ▪ Contribute to biodiversity

Source: Niedersachen

33 LINK TO NATURE Enforce Wolfsburg’s Advantages

▪ Use the green city as a unique selling point ▪ Develop higher density and mixed use areas ▪ Give the residents an emotional boost from a secure and interactive environment ▪ Connect the widespread housing areas and communities in the region with new mobility concepts

34 PIONEER WOLFSBURG

35 PIONEER WOLFSBURG

Volkswagen Wolfsburg Mobility leader Mobility test-bed

1. Concentration of tech entities 1. Concentration of development 2. Laboratory of emerging technologies 2. Laboratory of real-world conditions 3. Advanced manufacturing culture 3. Emerging entrepreneur culture 4. Emerging mobility 4. Emerging creativity

36 PIONEER WOLFSBURG

Embrace risk

▪ Mentorship programs for start ups/incubators/accelerators ▪ Availability of risk capital ▪ Inexpensive space for start-ups ▪ Joint research with Volkswagen ▪ Volkswagen as an anchor

Source: Baltimore Magazine 37 PIONEER WOLFSBURG Imagine Wolfsburg

▪ IT city and future research and office development committed to the Core city ▪ Arts and tech makerspaces in the Core ▪ Redevelop parking lots in Core ▪ Identify a new parking strategy ▪ Attract and develop partnerships with Universities to create innovation campus in Core ▪ Entire city electric charging network ▪ Entire city driveless test network

38 PIONEER WOLFSBURG

Governance – change the rules

▪ Clear institutional responsibilities for initiatives ▪ Regional policies of cooperation – transport, finance, governance across municipal borders ▪ Develop legal framework for driverless vehicles, electric charging infrastructure on city streets ▪ Create a menu of financial programs to invest in and incentivise ▪ A clearly defined city strategy

39 PIONEER WOLFSBURG Finance – invest in the future

▪ Create early stage financing/venture capital funds ▪ Risk share and financing guarantees for select market makers ▪ Financing strategic facilities for select innovation partners ▪ Value capture ▪ Creation of a Business Improvement District ▪ Creation of a Wolfsburg Development Fund

40 What does the future hold?

41 BETTER TOGETHER