MIKI  YASUI

+  Change  in  Japanese  city  and  town  centres,  

+  Policies  regarding  city  and  town  centres,  

+  Recent  challenges  in  major  ci@es,  and  

+  BIDs  discussion  and  expecta@on.  

PAST  +  ‘YUI’-­‐Together  +  Coopera@ves,    associa@ons  linked  property  owners  and  merchants  together.  

 CHANGE  + WTO  dispute  in  1990s  and  aboli@on  of  small  shop  protec@on  policy  

+  Never  stopping  suburbaniza@on  

+  TMO  (Town  Management  Organiza@on)  +  Integra@on  of  capital  improvement  and  commercial  support  

+  Dependent  on  governmental  subsidy

+  No  subsidy  =  No  ac@vi@es

Global  Compe@@on  among  Metropolis

Compe@@on  also  exists  within  the  city.  

Consumers’  preference  is  rapidly  changing.    

Business  areas  have  been  changed  into  mixed  use  –  business,  commercial  and  residence.

 +  It  was  clear  that  urban  district  management  was  cri@cal  to  keep,  promote  the  city  centers  a\rac@veness.    

+  Although  the  na@onal  government  has  not  introduced  BIDs  legisla@on,  business  and  property  owners  started.

In  Marunouchi,  property  owners  renewed  pedestrian  way  and  changed  it  into  urban  amenity.  

“We  are  going  to  have  Marunouchi  Merchant  Associa@on”  

BID  was  a  PPP  model  to  keep  their  underground  pass  from  the  sta@on.

Land  re-­‐adjustment  and  development  project  of  30.7ha  using  post-­‐railway  yard.  

In  the  @me  of  fiscal  austerity,  TMO  did  not  want  to  develop  costly  underground  way,  which  is  now  managed  by  private  district  management  organiza@on,  SIO-­‐SITE.  

Gorgeous  Christmas  illumina@on  

BID  model  was  adopted  to  renew  their  strategic  planning/implementa@on  body.

Fukuoka  is  proac@ve  to  establish  their  status  as  ‘Gateway  to  Asia.”  

Profit  all  goes  to  area-­‐based  management  body.    

ENTREPRENEURSHIP  U@lizing    vacant  spaces  for  added-­‐value  shops  or  residences  (YAMORI)

KITAKYUSHU  UOMACHI    Renova@on  of  old  buildings  promote  new  district  management.

Post-­‐industrial  city  in  south-­‐western  Japan  with  about  800,000  people.  

Vacant  rate  around  the  main  sta@on  was  about  20%.  This  was  a  complete  vacant  5  stories  building.  

Alterna@ve  thought  using  urban  spaces.  ‘Fragmenta@on  of  @me  and  space’  to  let  young  ar@sts  and  women  use  this  as  their  shop/studio.  

To  expand  renova@on  projects,  they  decided  to  educate  property  owners  and  young  local  architects.  

Projects  have  increased  –  renova@on  heaven.

Finally  BIDs  legisla.on  discussion  started  -­‐  not  on  na.onal  level,  but  on  local  level.

Ski  Resort  Area  where  1.5million  tourists  visit  and  15  thousand  people  live.  

Beau@ful  YOTEI  montain.    A  lot  of  investment  came  firstly  from  Australia,  followed  by  Hong  Kong,  Singapore  and  other  countries.

Not  just  ski  resort  but  also  all  season  sports  resort.

As  foreign  investment  comes,  they  lost  tradi@onal  neighborhood  structure  that  maintained  their  infrastructure.

Main  Street  will  dras@cally  change  with  underground  snow  melter  soon.

Private  safety  and  informa@on  service  office  is  provided  for  tourists.

+  Discussion  started  in  2011  when  Hokkaido  government  promised  to  develop  underground  snow-­‐melter  on  their    main  street.  (They  need  to  maintain  it.)  

+  Tradi@onal  neighborhood  organiza@on  was  almost  dead  since  1990s  when  former  property  owners  lek  and  sold  their  land  to  foreign  investors.  

+  They  needed  new  district  management  body  that  is  accountable  to  new  comers.

+  Steering  commi\ees  were  always  held  in  both  Japanese/English.  

+  Two  kinds  of  assessment  are  discussed.      1)  CID  assessment  for  maintaining  infrastructure.  This  is  posi@oned  as  subs@tute  for  the  tradi@onal  neighborhood  associa@on  fee.  

   2)  BID  assessment  for  more  proac@ve  ac@vi@es  such  as  promo@on,  economic  development.  

An  idea  of  combina@on  of  na@onal  law  and  local  act.

Redevelopment  projects  in  Umeda  area    Grand  Front  Umeda

Osaka  Sta@on  North  Plaza,  owned  by  the  city  managed  by  district  management  organiza@on.

Looking  at  the  A  block  from  the  Osaka  Sta@on  side.    

Osaka  Sta@on

Hankyu  Umeda  Sta@on

Subway  Umeda

Subway  Higashi-­‐Umeda Hanshin  

Umeda

Grand  Front  Osaka

Umekita  District

Subway  Nishi-­‐Umeda

JR  Kita-­‐Shinchi

Subway  Nakatsu

Hanshin  Nakatsu

+  An  idea  of  combina@on  of  na@onal  law  and  local  act.  

+  Urban  Renaissance  Special  Act    – Urgent  urban  regenera@on  area  – Agreement  on  coopera@ve  management  of  urban  public  spaces.  

– No  rule  about  ins@tu@on  and  fund                  Local  BID  Act      

+  Assessment  to  property  owners  +  Process  of  ins@tu@onalizing    and  authoriza@on  +  Special  rights  and  requirement  to  management  ins@tu@ons  

+  Incen@ves  

+  Japan  will  have  at  least  2  legalized    BIDs  soon.    +  This  will  lead  more  BIDs,  and  expect  na@onal  government  to  link  this  to  na@onal  urban  planning  framework.  

 +  BIDs  must  be  a  symbol  of  recent  trend  of  localism  in  which  people  can  decide  and  act  for  what  they  need.

+  Japan  is  in  the  phase  of  aging  and  shrinking.    We  need  to  be  more  crea@ve  to  make  our  ci@es  add-­‐  valued.  

+  Localism  and  entrepreneurship            We  need  more  flexibility  and  entrepreneurship  in  urban  management.    

+  World  level  Accountability    We  need  more  accountability  in  neighborhood  management,  which  BID  could  being.  

+  Enthusiasm  We  need  more  enthusiasm  in  urban  management  to  call  more  people  and  skills,  which  can  be  realized  with  BID's  assessment  as  secured  finance.