Le grand projet de transformation urbaine de Bilbao a été présélectionné par le comité d’experts de la chaire comme l’une des actions des plus remarquables et emblématiques du marketing territorial de la dernière décennie, notamment en matière d’architecture, d’urbanisme et d’aménagement. Au-delà du rôle essentiel du Musée Guggenheim, c’est en effet la gouvernance, l’ensemble des actions menées par les acteurs locaux dans leur stratégie de rénovation et d’attractivité, en incluant les nouveaux projets et les démarches en cours, ainsi que les résultats obtenus - popularité de ‘l’effet Guggenheim’, nouvelle image, retombées touristiques et économiques (Apport de 1.57 milliard € à l'économie basque, 45 000 emplois directs ou indirects générés entre 1997 et 2011), diversification de l’économie locale et régionale, fierté des habitants etc.)- qui ont retenu toute notre attention. Le musée Guggenheim est devenu le symbole du succès de Bilbao mais c’est aussi une réussite exemplaire en tant que musée en terme économique et social. Il a de plus nourri une politique originale de création de musées (Guggenheim network) et d’expositions (BMW-Guggenheim Lab, laboratoire de l’innovation urbaine) dans le monde sous le pilotage de la fondation Guggenheim.

1. 1

2. Strategic Evolution of Bilbao –Metamorphosis of an Industrial Metropolis
Asier Abaunza
City Councilor of Traffic and Transport of Bilbao
14 ou 15/10/2013
Centre de Congrès d’Aix-en-Provence

3. An industrial city, has been able to turn “PROBLEMS” into “OPPORTUNITIES”.
1, STAND POIN
1. Context

4. Municipality of Bilbao
Population: 354.860
Per capita GDP: €26.225
Metropolitan Bilbao
Population: 953.152
Per capita GDP: €32.924
BILBAO:
Home to around half the POPULATIONand ECONOMIC ACTIVITYof the Basque Country
Basque country
Population: 2.172.175
Per capita GDP: €32.133
Álava
Gipuzkoa
Bizkaia
Bilbao

10. A City that has REINVENTEDitself

11. A City that has suffered an EXTRAORDINARYtransformation

12. INTEGRATEDand HOLISTICapproach to achieve economic, social and physical transformations

13. 25PROJECTS IN 25YEARS –1 URBAN PROJECT

14. Bilbao's transformation:
MORE THAN THE "GUGGENHEIM EFFECT"

15. Key FACTORSto the SUCCESSof Bilbao´s transformation
1, STAND POIN
2. Excellence in results

16. External accessibility and internal mobility

17. Extension of the PORT

18. The new airport, the hub of EXTERNAL CONNECTIVITY

19. Metro Bilbao, METROPOLITAN CONNECTIVITY

20. Doing away with RAILWAY-RELATED urban barriers

21. The new Bilbao TRAM

22. Environmental and urban regeneration

23. Rehabilitation of the HISTORICAL CENTRE

24. Environmental regeneration of the RIVER

25. Transformation of ABANDOIBARRA

26. A complete and balanced city

27. Improvement of URBAN NEIGHBORHOODS AND COMMUNITIES

28. Overcoming OROGRAPHIC BARRIERS, improving the ACCESSIBILITYfor people with disabilities

29. Boosting SUSTAINABLE MOBILITY

30. Cultural Centrality

31. A City with its own CULTUREand TRADITIONS

32. Art, Culture and heritage: Pillars of URBAN, SOCIAL AND ECONOMIC REGENERATION of Bilbao

33. A redevelopment process that involves MUCH MORE THAN THE GUGGENHEIM MUSEUM

34. 1996
1998
2000
2003
2007
2009
2010
2012
VISITORS
169.166
216.409
397.513
451.953
623.229
615.545
684.274
734.215
CONFERENCES
109
268
280
657
1.007
1.021
1.092
1.105
CONFERENCE DELEGATES
20.000
36.412
52.470
116.099
185.035
156.981
177.976
179.914
HOTEL
29
36
40
43
51
53
55
58
BED-NIGHTS
518.820
804.994
782.594
804.215
1.148.891
1.125.047
1.281.521
1.417.659
AIR PASSENGERS
1.794.586
2.123.305
2.554.309
2.850.511
4.254.395
3.654.951
3.888.969
4.171.092
CRUISES
0
2
14
17
22
30
33
50
High quality TOURISTIC DESTINATION linked to CULTURALand GASTRONOMICattractiveness

35. Investment in human resources and technological transformation

36. From INDUSTRYto a KNOWLEDGE-BASEDeconomy

37. Urbanregeneration:ECONOMICandSOCIALdevelopment

38. HOWhas been this possible?

39. INNOVATIVELEADERSHIPand GOVERNANCEAPPROACH
1, STAND POIN
3. Excellence in innovation

40. Management of the available resources EFFECTIVELYand TRANSPARENTLYin conjunction with the CITIZENSand in response to their NEEDS

41. Public management based on ECONOMIC STRINGENCYand STRATEGIC BUDGETS

42. As for April 2011, the ONLYlarge municipality at a national level that is DEBT-FREE

43. Adoption of a TARGET- DRIVEN approach
Strategic
Objectives
Action
Lines
Priority
Actions
Strategic Budgets
Indicators
Strategic
Points
Governance
Plan
2007-2011
Participation
Transparency
Other GOOD
GEVERNANCE
Principles
Economic stringency
Coherence
Equality
Eficciency
Effectiveness
Responsability
Soustainability

44. A transformations process achived thanks to the COMMITTMENTaquired by all the Political staff and citizens

45. Public-Public andPublic-Private Cooperation

46. TRANSPARENCYinitiatives:
CityofBilbao’sCivicCouncil
NeighborhoodUrbanObservatory
PromotionofICT
InternationalTransparencyFoundationin2008,2009and2010

47. Area of Participation and District Councils.
Sectoral Councils.
Special plans for specific neighborhoods.
Sectoral participation through specific instruments.
Citizen's PARTICIPATION:

48. Forward looking strategy:
The Transformations is NOT OVER

49. Development of NEW URBAN PROJECTS

50. INTERNATIONAL PROMOTIONand POSITIONINGof the city

51. An INTERNATIONALLY recognized model
1, STAND POIN
4. Recognition

52. The model of URBAN, ECONOMICand SUSTAINABLEREVITALIZATIONof the City of Bilbao has been internationally recognized

53. The last recognition to Bilbao's Urban development and Public management:
IÑAKI AZKUNA, WORLD MAYOR 2012

54. Bilbao still has to face new challenges….
1, STAND POIN
5. New challenges

55. Towards a new stage in which we must a more COMPETITIVE CITY

56. The challenge of COMPETITIVENESSin a global world
The challenge of creating a KNOWLEDGE-BASEDeconomy
The challenge of boosting INNOVATIONat all its levels
The challenge of LEADERSHIP

57. Thank you for your attention and you are all welcome to visit us in Bilbao!
www.bilbao.net