The development of urban complex is generally huge in scale, with huge investment, involving many specialties and far-reaching influence. In the future, the development requirements of urban complex are higher, so its development model is definitely different from the general real estate development. To realize the development benefit and social impact of urban complex, it is necessary to efficiently integrate urban resources, commercial resources and professional resources. Urban complex is a huge system engineering.
The Planning and Research Center of Desiqin Investment Consulting Co., Ltd. has studied the urban complexes in the world in recent years, especially in China. According to the different locations, urban characteristics and historical stages of different urban complexes, three development modes of urban complexes are summarized from the perspectives of investment and operation:
(1), "independent" development mode
This model was born in the early industrialization era, and the primitive accumulation of capitalism has produced a lot of wealth. Some big consortia or governments show their strength by building urban complexes. The most typical examples are: Rockefeller Center in New York, USA was built by Rockefeller Financial Group, and the defense zone in Paris, France was built by the French government. This development model is characterized by a single investor (mostly consortium or government), fewer cooperative institutions (mainly construction contractors and design companies) and relatively single function.
(2) "joint venture-public financial subsidy" model
In general, when the commercial center of the old city is rebuilt, the strength of a single developer is relatively weak, so the government gives preferential policies, including a series of public financial subsidies, interest-free loans and other policies, so that developers can jointly develop or cooperate to achieve the purpose of reviving the old city. This model was very common in the development of Japanese urban complexes in 1970s and 1980s. For example, in Hibiya business circle, Ikebukuro Street at the beginning of the day, and the "Xikou merchants return to the hall" in Shinjuku. This model is characterized by public-private cooperation, each taking its own needs, relatively few related cooperative units, strong functionality, but not enough professionalism.
(3) The development mode of "cooperative chain"
The development of modern cities needs more and more urban complexes, which are the combination of urban functions and typical real estate forms, rather than architectural forms in a broad sense. Urban complex emphasizes the comprehensive development of cities, buildings, municipal facilities and transportation, organically combines urban environment with architectural space, and forms a continuous and coordinated space to a greater extent.
Figure 3- 17
The planning, design, positioning, development, service and management of urban complex are not something that an ordinary developer can do by experience. It is a challenge to the developer's own funds, financing channels, good relationship with banks, land and planning, development experience of various large-scale projects, and even architectural concepts. Therefore, at present, the development of urban complexes in China mostly adopts the "cooperative chain" development model, which is also the development model of urban complexes to adapt to the future development.
For example, Beijing Huamao Center, Dongguan First International and Shenzhen China Resources Center all adopt this development model. Its operation mode is to subdivide the huge project operation into stages according to the progress, and then integrate the contents involved in the field into stages. Every stage and every content is carried out by a professional company, and the rights and interests of all parties are clearly defined in the contract. It must be clear that the selected company should be quite excellent in individual implementation content. It can be said that this can minimize and disperse the overall risk of the project and maximize the development profit, operating profit and brand profit. Although the preliminary negotiation took a long time, this mode of cooperation fully embodies the wisdom of collective combat. Once finalized, the interests and risks of all cooperative companies are tied together, eliminating various obstacles in implementation. The mode is as follows:
Figure 3- 18
Due to the large-scale development of urban complex and huge investment, project financing arrangement is very important in the process of project development. Once there is a problem in a certain link of the capital chain, the consequences are unimaginable, so financing arrangements must be made at the beginning of project development. At present, China's real estate financing channels are relatively single, mostly bank loans. However, with the maturity of the capital market, various financing channels will be gradually improved, including real estate trust and investment funds, overseas listing, real estate mortgage bonds and so on. The capital bottleneck of urban complex development will be solved. At present, many large foreign real estate investment funds have begun to try to enter China real estate, such as Morgan Stanley, ING, AIG and so on. And has obtained the successful experience of urban complex development. Therefore, how to cooperate with real estate funds to jointly develop urban complexes is one of the important links that developers must consider.
At the same time, urban complexes are mostly important construction projects in the center of the old city or CBD, and the municipal government will attach great importance to them, and their social impact is not comparable to that of ordinary projects. Therefore, how to interact with the government in project development is also a problem worthy of attention. The successful development of Dongguan First International is inseparable from the interaction and cooperation between local governments.
In short, the development model of "cooperative chain" involves not only close cooperation between related companies, but also good relations with the government and funds. The development mode of "cooperative chain" is most suitable for urban complex projects, because such products involve more content and more detailed management, all of which are linked to quality and management, while the general mode often gets out of control. It is undoubtedly a bold attempt for some enterprises to take the lead in adopting this "cooperative chain" development mode. This mode may become a brand-new operation mode for the future development of urban complex projects.
1.4. 1 Dungeon, Montreal, 1962 till now).
Editor's note:
Montreal, a French-speaking city in Canada, is called Paris in North America. However, the cold and long winter in Canada has affected the business atmosphere of this metropolis. Montreal began to build underground shopping malls in the early 1960s. After nearly 40 years of construction, it has now built the largest and most distinctive underground shopping mall in the world. It is not only the main activity place for Montreal citizens, but also the most important tourist attraction in Canada.
Many big cities in the world have underground shopping malls, but only Montreal's underground shopping malls are completely built underground in the city center.
In the early stage of underground shopping mall construction, many legal disputes were caused by unclear underground property rights, which forced the government to take many remedial measures.
The huge underground shopping mall has brought great success to Montreal, but it has also brought irreparable losses and problems. Contrary to other big cities in Canada, the real estate on the ground in Montreal has been depreciating: as people's main activities turn underground, the popularity on the ground drops sharply and the business atmosphere is depressed. Since 1964, no retail commercial buildings have been built on the ground in Montreal; However, in the underground, almost no second-hand property to be transferred has been found since the 1960s.
Underground shopping malls also bring another unsolvable problem to people who are active underground: they almost lose their sense of direction! Living on the ground, people are used to identifying the direction through the skyline or tall buildings; Once underground, tourists and local residents have no sense of direction. Faced with dozens of kilometers of intricate underground passages and similar stations and shopping malls, even local residents who have lived in Montreal for decades find it difficult to accurately judge the southeast and northwest, and it is impossible to determine the distance from the starting point or the distance to the destination. Although the newly built underground buildings in the past two years have managed to make the facade unconventional, and even made huge directional signs on the ground or ceiling, they are far less recognized than skylines or tall buildings. Montreal residents jokingly call themselves underground moles. The government has tried every means to solve this problem. In recent years, it has tried to use high-tech means to distinguish different areas by photoelectricity, color and even smell. In view of the newly-built underground buildings, it is also considered to install windows leading to the external space for the underground buildings by taking advantage of the characteristics that Montreal is built on the mountain, so as to provide a skyline to identify the direction (many buildings tens of meters underground are still higher than the sea level, and some ground buildings).
In a word, once a huge underground building is formed, it may change the natural living habits of human beings, which requires the builders to fully consider the harmony between man and nature and the basic living habits of human beings at the initial stage of construction.
Figure 4- 1 Montreal
4. 1. 1 Montreal underground shopping mall
Underground shopping mall refers to the shopping mall connected under the city through the underground pedestrian network extending in all directions.
However, the initial idea of building an underground mall was very simple, and there was no long-term planning and design at all. In the late 1950s, there was a subway station under the main road of the city, and all the office buildings on the ground wanted to connect with the subway station. When chatting, two developers want to connect their buildings on both sides of the main road. The easiest way is to build a footbridge across the street. However, the plan was resolutely rejected after reporting to the municipal authorities, because the municipal government opposed any building that destroyed the city skyline. As a last resort, the developer had to connect the two buildings by underground passage, but the construction cost was obviously much higher than that of the ground floor. Developers want to build shops on the underground passage to make up the construction cost with rent, so there is the embryonic form of underground shopping malls-underground shops.
Then the idea of building an underground mall in the city came into being in 1962, and it was completed in 1967 to welcome the World Expo held in Montreal that year.
There are two floors above ground and underground, with a commercial street above and a comprehensive city below. There are schools, parks, exhibition halls, restaurants and shopping malls. In the process of building a city, we pay attention to the combination of old and new cultures, emphasizing the old and new cultures and two architectural methods. One kind of buildings kept the original culture, while the other kind of new buildings, such as exhibition halls, art galleries and universities at that time, incorporated new culture and new ideas, realizing the perfect combination of the original culture and new ideas of the underground city.
4. 1.2 development ideas and positioning
Underground shopping malls hope to achieve a win-win situation for cities and developers in the development of underground space in CBD. Developers, not the city of Montreal, funded the construction of underground tunnels, connecting buildings, maintenance, monitoring and liability guarantee. The Montreal government uses incentives, including long-term lease, occupying public areas, lane permission, excluding plot ratio and signing development agreements.
4. 1.3 Main data indicators
The length of the road system is about 25 miles (about 40 kilometers);
The number of people passing through every day exceeds 500 thousand;
There are 1 1700 shops, department stores, restaurants, theaters and cinemas, including about 40 theaters, cinemas and other leisure places;
4. 1.4 Mary Town Square
Mary Town Plaza covers an area of 3 hectares, which is the main part of the layout of downtown Montreal and the commercial center of Montreal. In addition, it is the first large building connected with an underground shopping mall.
Figure 4-2
Mary City Plaza has a tower with a cross-shaped plane and a height of183m, which is the tallest and largest super high-rise building in Canada. There is 4 1 floor above the base, which is used by many companies for office, with a construction area of 3534 square meters. Because the plane of the building is cross-shaped, the exterior of the building looks straight and symmetrical, and each floor of the office building can get enough natural light.
There is a spacious square under the cross-shaped tower-"Mary Town" Square, with a strip office building with 15 floor in the west and an underground business center in the north. The ground of the pedestrian plaza is paved with colored decorative stone slabs, and there are four small open courtyards recessed underground, which are connected with the underground business center through wide stairs.
There are four floors underground, the lowest floor is the subway station, the second and third floors are the 900-car indoor parking lot and technical equipment floor, and the top floor is the commercial center. The vertical and horizontal walkways in the lower part of Mary City Plaza form an interconnected underground network between the commercial center and other sporadic shops. This underground pedestrian network connects Mary Town Square with nearby Lucky Square, Victoria Square and Central Bus Terminal.
Since the opening of 1964 Mary Square, 80% of the office buildings, 35% of the shopping malls (including 1600 stores), 200 restaurants, 45 bank branches, 34 cinemas and two large exhibition halls in Montreal have been connected with underground shopping malls. It is worth mentioning that, in order to make people who enter the underground shopping mall as deep as tens of meters pay attention to the shops on all floors as much as possible, the escalators are completely staggered, which increases the stay time of pedestrians on all floors.
Figure 4-3 Underground Shopping Mall
The subway in Montreal is divided into four different business districts, and the most lively one is McGill/Mary Square. The subway ring network closely connects Marville Mary with the other four business districts in the city, forming a three-dimensional urban system. According to the statistics of these four areas, nearly 500,000 people cross underground space through the subway system every day. They are connected with 654.38+0.7 million square meters of office space, 3,800-room hotels, more than 654.38+0.4 million shops and 3 concert halls.
Figure 4-4
Figure 4-5 Underground Shopping Mall Connected to Subway Figure 4-6
2.4.2 London Docklands Reconstruction Project (London Docklands, 198 1- 1998)
-This area is a super-large-scale regional reconstruction project in Britain.
Editor's note:
From July of 198 1 year to March of 1998, London Docklands Development Co., Ltd. (LDDC) carried out a large-scale urban renewal project in a long and narrow old harbor area, covering an area of 22 square kilometers. In this decade, the whole region has undergone earth-shaking changes, which not only attracted the attention of British academic circles, but also attracted the attention of all countries in the world.
London Docklands Development Corporation is a semi-official urban complex developer led by the government. It is a development company specially established by the government according to the local government planning land law promulgated by 1980. After completing most of the projects in the dock area, the company will withdraw from the area in stages from 1994 to 10, marked by the completion of individual projects. 65438+1March 3, 19981day, the Royal Wharf Project was fully completed, LDDC withdrew from the dock area and the company was dissolved.
The development of London docklands experienced many hardships, but it was very successful in the end. Like any development project in a new area, London's docklands also face many problems in the early stage, such as lack of funds, backward transportation infrastructure, and low visibility in this area. As a leading enterprise in the operation of the development zone, London Docklands Development Co., Ltd. analyzed and grasped the core issue of the start-up project, that is, to enhance the commercial value of the land in the development zone first. In the case of limited initial development funds, the project company concentrated its advantages and focused on the core of land appreciation, and invested the limited funds in the most important transportation infrastructure first, laying a solid foundation for the sustainable development of the project.
Figure 4.2- 1 Panorama of the new wharf area
4.2. 1 historical overview
London's first pier is located on Doggers Island in the east, built at 1802. In the following 120 years, the docklands became the industrial center and employment center of London.
The 1930s was the heyday of the development of London's docklands. More than 30,000 workers are employed in the docklands alone, and more than 65,438,000 people participate in commercial activities in the docklands.
From 196 1 to 197 1, due to the decline of British manufacturing and transportation, more than 500,000 people in the Greater London area are unemployed, which directly affects the terminal transportation that is highly dependent on these industries. At the same time, great changes have taken place in the import and export transportation industry. Container transportation has quickly become the dominant mode of transportation, and the loading and unloading location has also moved out of the original shallow water wharf. The old docks in London's docklands have been closed one after another, and thousands of dockers and employees in related industries have also lost their jobs. 198 1 year, the last old wharf and the largest wharf in the wharf area "Royal Wharf" was officially closed.
The prosperous industrial and commercial center declined to depression. 198 1, there are only 10 14 enterprises in the whole area of more than 20 square kilometers, of which 70% are engaged in food, beverage and tobacco industries; Only 65,438+05.6% enterprises continue to engage in the original financial and professional services industries. From 198 1 to 1983, 2 18 1, people who worked in terminal sorting finished their work and then lost their jobs.
The 22-square-kilometer London docklands are divided into different local jurisdictions. Due to historical reasons, most of the land in the docklands is public land. Fig. 2 is a map of the land status quo of 198 1. Four colors are used to represent different jurisdictions, and the colored parts in the jurisdictions represent abandoned land and water surface.
Fig. 4.2-2 198 1 year land and water condition map of the wharf area.
Figure 4.2-3 The water level gauge of the old wharf is used to control the cargo ship to pass through the wharf area in Figure 4.2-4. 198 1.
4.2.2 Problems faced
The docklands experienced the Great Depression in a short time. In the five years from 1978 to 1983, another 12000 jobs disappeared. The local population is mainly composed of blue-collar workers, who have not received new skills training for many years and can no longer adapt to the development of society.
Most of the land in the dock area is owned by local public institutions, which have neither the will nor the capital to rebuild the area, and only a small part of the land is in private hands. Institutions are very insensitive to the market and have an exclusive attitude towards providing land.
The wharf area is full of abandoned and dilapidated buildings, which makes the cost of redevelopment very high and adds many uncertainties, thus greatly reducing the attractiveness to investors. Therefore, the region urgently needs to inject external factors to improve the confidence of developers.
The infrastructure in most parts of this area is extremely poor, which can't meet the basic requirements of development. The transportation links between the dock area and other parts of London and even with the outside world are very backward, which not only increases the operating costs of enterprises, but also greatly reduces the return on investment of enterprises.
The market in this region itself cannot change its environment, nor can it provide a lot of necessary infrastructure to completely change its declining external image, so it is difficult to become a place to attract people to live and do business.
For many years, few private investors have built houses in this area. Because the local government has not carried out regional development and planning for many years, there are almost no valuable records and materials at hand. Therefore, residential developers do not know or have any information about the return on investment in developing new houses in this area, which may increase the investment risk of developers.
The above unfavorable factors make the development of the dock area unable to get out of the vicious circle.
solution
The decline of the docklands not only affected the image of London as an international metropolis and its international financial status, but also caused serious social problems. However, conservative local governments have been unable to come up with a solution, allowing the economic recession to accelerate and falling into a long-term unresolved situation.
1980, in order to solve this long-standing problem, the London government formulated local government planning and land law for the development of this area, which laid a legal foundation for promoting future development.
198 1 year, Lord heseltine, then British environment minister and later deputy prime minister, described the docklands as "a forgotten wasteland with an area of 6,000 acres". Lord heseltine took the lead in promoting public opinion. According to article 136 of the law, the government came forward to set up "London Wharf Development Co., Ltd." (LDDC), aiming at effectively promoting the reconstruction project of the whole 22-square-kilometer wharf area and completely changing the economic recession in this area since the 1960s.
Figure 4.2-5 Former British Deputy Prime Minister Lord heseltine
Before this, the local government has made a lot of efforts to change the backward appearance of this area, but it is deeply unable to do so, and the work progress is very slow. The establishment of LDDC project company was the only correct choice at that time. The project company is wholly invested by the government, and the land transfer income from the development of residential, industrial and commercial properties is rolling. To this end, the government has set clear development goals for the project company and granted the following rights:
If the large area of land required for project development belongs to public institutions, LDDC has the right to purchase or force purchase according to the contract to obtain the required land. In order to cooperate with the implementation of this right, LDDC is also given the right to make a new pension plan for the other party to the contract.
The planning right of the original district government was handed over to LDDC (the audit right of specific planning is still in the district government). The transfer of this right is due to the inefficiency, excessive restrictions and outdated planning of the planning department of the district government, which can not meet the requirements of development under the new form.
The project company has the right to build new public infrastructure and transform old infrastructure.
Ensure direct access to central government resources.
There are two sources of funds, one is the input of the central government, and the other is the funds from land sales.
Although the central government has given LDDC so much power, local administrative functions, public housing allocation, education planning, medical management and other rights still remain in local governments and related institutions. LDDC can help, standardize and promote local governments to improve their work in these areas by setting up various funds.
4. 2. 4 198 1 year basic overview
Abandoned land and buildings
60% of the land and water surface in the whole area have been abandoned, and a large number of industrial real estate are idle. The average price of a property without water is only 25 pounds per square meter, and its commercial rent is also the lowest in London. The rent for office buildings is less than 5 pounds per square meter, while similar rents in the urban area and the west of London reach 1 1~ 12 pounds per square meter.
Table 1. Abandoned, vacant, improperly used and unused land and water surface in this area.
Vacant buildings with total ground water level in the whole dock area.
877 hectares 163 hectares 1040 hectares 59.7% 193 seats.
Traffic in the dock area
Improving the traffic conditions leading to the dock area and area is the most important work of the development company, and it is also the work with the largest investment. However, according to the local government planning land law of 1980, the development of traffic is not regarded as the key work index of the development company. The traffic conditions at that time were very bad. The winding Thames divides the whole area into several blocks, but there is no decent bridge to connect the regional roads. The two main railway lines do not lead directly to the city center. Passengers need to change to the subway to get to central London or other places. There is no railway hub leading to other areas in the whole area. The public transport system is also very old, and vehicles and lines are extremely scarce. There is only one marked bicycle lane in the whole area.
Figure 4.2-6 1987 The Queen of England cut the ribbon for the opening of the light rail.
Figure 4.2-7 Light Rail on Urban Roads
Regional environment
From the photos in Figure 4.2-8, we can see the harsh environmental conditions at that time. The riverbanks on both sides of Wushi River in Lintai are seriously damaged, and more than half of the historical buildings on both sides of the river 1 10 are in urgent need of repair.
Figure 4.2-8 1985 Low-lying land in the dock area without reconstruction.
Living and working environment
The migration of population also reflects the economic recession in this area. 197 1 year, and the permanent population of the project area is 48,352. By 198 1, the resident population has decreased to 39,429, and the population has decreased in ten years 18.5%. Public houses account for 95% of the residential buildings in this area. 83% people in this area live in public housing provided by the government, and 20% of the whole public housing is in extremely poor condition, even unsuitable for human habitation. The death rate in this area is 9.2% higher than the average death rate in Britain, 20% higher for those who apply for medical assistance and 30% higher for those who need hospitalization. Public facilities such as schools and medical centers are outdated, and there is a shortage of university education and sports facilities. From the middle and late 1970s to the early 1980s, there were almost no new private houses in this area, and the overall image of this area only scared off some investors.
Reconstruction of wharf area
Starting from 198 1, London Docklands Development Co., Ltd. (LDDC) was divided into three stages, which lasted for 17, transforming an almost abandoned old area of 22 square kilometers into a brand-new financial, commercial and business district in London, becoming a new landmark and the most dynamic area in London. The following points can show the main history of the company:
? The second part is mind map and teaching strategy.
introduce
"Chinese Curriculum