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當人們想到城市時,傾向於聯想到某些事物。他們聯想到建築、街道、摩天大樓和吵雜的計程車。但當我想到城市時,我想到的是人。城市基本上與人有關,人們前往何方、在何處相遇,是使城市運作的核心。因此在城市中,比建築更重要的是其中的公共空間。現今,城市中某些最具變革性的改變正發生在這些公共空間中。
因此我認為生動而宜人的公共空間是規劃卓越城市的關鍵。它們讓城市充滿生氣,但使公共空間發揮作用的是什麼?吸引人們造訪優質公共空間的因素是什麼?使人們遠離劣質空間的因素又是什麼?我想,如果我能回答那些問題,就能對我的城市產生巨大貢獻。但我有個問題是,我是動物行為學家,我並非將所學技能用於研究動物行為,而是用於研究城市中的人如何使用公共空間。
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以下為系統擷取之英文原文
When people think about cities, they tend to think of certain things. They think of buildings and streets and skyscrapers, noisy cabs. But when I think about cities, I think about people. Cities are fundamentally about people, and where people go and where people meet are at the core of what makes a city work. So even more important than buildings in a city are the public spaces in between them. And today, some of the most transformative changes in cities are happening in these public spaces.
So I believe that lively, enjoyable public spaces are the key to planning a great city. They are what makes it come alive. But what makes a public space work? What attracts people to successful public spaces, and what is it about unsuccessful places that keeps people away? I thought, if I could answer those questions, I could make a huge contribution to my city. But one of the more wonky things about me is that I am an animal behaviorist, and I use those skills not to study animal behavior but to study how people in cities use city public spaces.
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我最早研究的空間之一是位於曼哈頓市中心,名為Paley的袖珍型公園。這個小型空間頗受歡迎,因為它對紐約人的影響相當深刻。這讓我印象深刻。我在職業生涯早期即對這個公園有所研究,因為它碰巧是我繼父所建造的,因此我知道像Paley公園這樣的地方並非偶然。我親眼目睹這需要相當大的投入及對細節的關注,但使這個空間如此特別、吸引人們造訪的原因為何?好,我坐在公園裡仔細觀察,首先注意到的是舒適的活動座椅。人們來到公園,尋找自己的座位,稍微調整,然後坐上一陣子。令人感興趣的是,人們會吸引其他人。矛盾的是,如果周圍有其他人,我會感到更平靜。還有綠意。這座小型公園提供了紐約人渴望的東西:舒適和綠意。但我的問題是,為何市中心沒有更多擁有綠意及可安坐的場所,使你身處其中不會感到孤單或像個侵入者?遺憾的是,城市並非依此設計。
因此這是你們熟悉的景觀,這是數個世代以來廣場一貫的設計風格。它們擁有時尚、簡約的外觀,通常會使我們聯想到現代建築,但人們遠離像這樣的空間並不令人意外。它們不僅看起來荒涼,也讓人感到危險。我是指,你會坐在哪裡?你會在這裡做什麼?但建築師熱愛這種風格,這是他們的創意基礎,他們或許能容忍一兩座雕塑,但僅此而已。對開發商來說,它們相當理想:不需澆水、不需維護、不需擔心不受歡迎的人。但你不認為這是一種浪費嗎?對我來說,成為城市規劃師意味著能真正改變我所居住及深愛的城市。我希望能打造出一個地方,能讓你擁有身處Paley公園的感受,而非讓開發商建造像這樣冷冰冰的廣場。但這些年來我意識到,打造優質、有意義的宜人公共空間多麼困難。我藉由繼父的經驗得知,這並非偶然,尤其在紐約這樣的城市,公共空間必須先透過爭取。為了使它符合理想,人們需要絞盡腦汁思考每一個細節。
如今,城市的開放空間相當於機會。是的,它們是商業投資的機會,但也是創造城市公共利益的機會,這兩項目標往往背道而馳,衝突因此而生。
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One of the first spaces that I studied was this little vest pocket park called Paley Park in midtown Manhattan. This little space became a small phenomenon, and because it had such a profound impact on New Yorkers, it made an enormous impression on me. I studied this park very early on in my career because it happened to have been built by my stepfather, so I knew that places like Paley Park didn't happen by accident. I saw firsthand that they required incredible dedication and enormous attention to detail. But what was it about this space that made it special and drew people to it? Well, I would sit in the park and watch very carefully, and first among other things were the comfortable, movable chairs. People would come in, find their own seat, move it a bit, actually, and then stay a while, and then interestingly, people themselves attracted other people, and ironically, I felt more peaceful if there were other people around. And it was green. This little park provided what New Yorkers crave: comfort and greenery. But my question was, why weren't there more places with greenery and places to sit in the middle of the city where you didn't feel alone, or like a trespasser? Unfortunately, that's not how cities were being designed.
So here you see a familiar sight. This is how plazas have been designed for generations. They have that stylish, Spartan look that we often associate with modern architecture, but it's not surprising that people avoid spaces like this. They not only look desolate, they feel downright dangerous. I mean, where would you sit here? What would you do here? But architects love them. They are plinths for their creations. They might tolerate a sculpture or two, but that's about it. And for developers, they are ideal. There's nothing to water, nothing to maintain, and no undesirable people to worry about. But don't you think this is a waste? For me, becoming a city planner meant being able to truly change the city that I lived in and loved. I wanted to be able to create places that would give you the feeling that you got in Paley Park, and not allow developers to build bleak plazas like this. But over the many years, I have learned how hard it is to create successful, meaningful, enjoyable public spaces. As I learned from my stepfather, they certainly do not happen by accident, especially in a city like New York, where public space has to be fought for to begin with, and then for them to be successful, somebody has to think very hard about every detail.
Now, open spaces in cities are opportunities. Yes, they are opportunities for commercial investment, but they are also opportunities for the common good of the city, and those two goals are often not aligned with one another, and therein lies the conflict.
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我爭取大型公共空間的第一個機會出現在1980年代早期。當時我領導一個規劃師團隊,目標是曼哈頓下城哈德遜河旁,一座名為Battery公園城的大型垃圾掩埋場。這塊沙質荒地已閒置了十年,我們得知,除非在六個月內找到開發商,否則它會完全荒廢。因此我們想到一個極端、近乎瘋狂的主意。相較於建造一座輔助未來開發的公園,我們何不逆向操作,先建造一個小型、但高品質的公共開放空間,看看是否能帶來變化。我們僅有能力完成兩個街區的建設,使它變成一英哩長的休閒場所,因此無論如何都得做到完美。為了保險起見,我堅持按比例建造欄杆及防波堤的木製模型。當我在漫天飛舞的風沙中坐上測試用長椅時,欄杆剛好在眼睛的高度,阻擋了我的視線,破壞了我在水岸邊的體驗。
因此你可看出細節確實大有影響。但設計不僅在於外觀,也在於你身處那個空間中、坐在椅子上的身體感受。我認為成功的設計總是取決於個人的體驗。在這張照片中,一切看似完美地完成了,但花崗岩的邊緣,那些燈、長椅的靠背、種植的樹木和許多不同地方的座位,正是這些微小的挑戰使這個計畫打造出人們想去的地方。
這項計畫的價值在20年後顯現:麥克.彭博邀請我擔任都市規劃局長,讓我負責塑造整個紐約市。那天他對我說,紐約人口將從8百萬增長到9百萬,他問我:「你打算把多出來的一百萬紐約人安置在哪裡?」
當時我毫無頭緒。你知道,紐約對外來人口確實有很大的吸引力,因此發展前景令我們相當振奮。但坦白說,對於這個已發展至極限、被水環繞的城市,何處還有發展空間?我們如何為眾多新加入的紐約人找到住所?如果無法向外擴展-這或許是好事-新房子該落腳何處?車子該怎麼辦?我們的城市無法負荷更多車了。
因此我們該怎麼做?如果無法橫向發展,就得向上發展。如果必須向上發展,就必須在不需要買車的地方發展,因此這意味著使用我們最重要的資產之一:大眾運輸系統。但之前我們從未想過如何充分運用,因此這就是謎題的解答。如果我們重新引導大眾運輸系統四周所有的新開發,我們認為這確實能因應人口增長,因此這是我們需要進行的計畫:我們需要進行區域重劃。區域重劃是城市規劃師的管理工具-從根本上改造整個城市,著眼於新的發展目標,在這片以汽車為導向的郊區風格街區中全面禁止任何開發。好,這是難以想像、雄心勃勃的想法。以雄心勃勃形容是因為社區必須批准那些計畫。
因此我如何達成目標?藉由傾聽。因此我開始傾聽。事實上,數千小時的傾聽只為了建立信任。你知道,社區可辨別你是否真的瞭解他們的街區,這並非可偽裝之事。因此我開始巡視。我不知道自己走過多少街區,在汗流浹背的夏天、寒風刺骨的冬日,年復一年,只為了瞭解每個街區的細節,瞭解每一條街道傳達的感受。我成了超級執著的區域規劃專家,尋找能符合社區所需的規劃方式。因此,一點一滴,一個又一個區域、一處又一處街區,我們開始設置高度限制,使所有新開發符合預期,並臨近運輸系統。這12年當中,我們重新規劃了124個區域,佔城市面積的40%,總共12,500個街區。因此如今紐約市90%新開發地區,都位於步行10分鐘即可抵達地鐵的區域內。換句話說,那些新建築裡的居民不需要擁有汽車。
好,這些區域重劃的工作令人精疲力盡、疲憊不堪,卻十分重要。但區域重劃向來不是我的任務,你無法目睹或感受區域重劃。我的任務一向是打造優質公共空間,因此在那些我們規劃為重點開發的區域,我決定打造可改變人們生活的空間。你所見的是位於布魯克林綠點及威廉斯堡區域,長達兩英哩,廢棄、破敗的濱水區,幾乎無法接近及使用。這裡佔了區域重劃相當大的部分,因此我感到有責任在這些濱水區打造美麗的公園。我花了大量時間在這個計畫的每一個細節上,我希望確保其中有從高地綿延至水邊的林蔭步道,四處都有樹木和植栽,當然還有許多能讓人坐下休息的地方。坦白說,我不知道結果會如何。我必須有信心,但我將所有學習和研究過的知識投入這些計畫中。
當它啟用後,我得告訴各位,成果相當驚人。城市各個角落的人們前來這些公園,我知道它們改變了當地居民的生活,但也改變了紐約人對紐約市的整體印象。我經常來這裡觀察人們搭乘來往於城區之間的小渡輪,我不知道為什麼,但人們使用它的事實令我深受感動,彷彿一向如此。
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The first opportunity I had to fight for a great public open space was in the early 1980s, when I was leading a team of planners at a gigantic landfill called Battery Park City in lower Manhattan on the Hudson River. And this sandy wasteland had lain barren for 10 years, and we were told, unless we found a developer in six months, it would go bankrupt. So we came up with a radical, almost insane idea. Instead of building a park as a complement to future development, why don't we reverse that equation and build a small but very high-quality public open space first, and see if that made a difference. So we only could afford to build a two-block section of what would become a mile-long esplanade, so whatever we built had to be perfect. So just to make sure, I insisted that we build a mock-up in wood, at scale, of the railing and the sea wall. And when I sat down on that test bench with sand still swirling all around me, the railing hit exactly at eye level, blocking my view and ruining my experience at the water's edge.
So you see, details really do make a difference. But design is not just how something looks, it's how your body feels on that seat in that space, and I believe that successful design always depends on that very individual experience. In this photo, everything looks very finished, but that granite edge, those lights, the back on that bench, the trees in planting, and the many different kinds of places to sit were all little battles that turned this project into a place that people wanted to be.
Now, this proved very valuable 20 years later when Michael Bloomberg asked me to be his planning commissioner and put me in charge of shaping the entire city of New York. And he said to me on that very day, he said that New York was projected to grow from eight to nine million people. And he asked me, "So where are you going to put one million additional New Yorkers?"
Well, I didn't have any idea. Now, you know that New York does place a high value on attracting immigrants, so we were excited about the prospect of growth, but honestly, where were we going to grow in a city that was already built out to its edges and surrounded by water? How were we going to find housing for that many new New Yorkers? And if we couldn't spread out, which was probably a good thing, where could new housing go? And what about cars? Our city couldn't possibly handle any more cars.
So what were we going to do? If we couldn't spread out, we had to go up. And if we had to go up, we had to go up in places where you wouldn't need to own a car. So that meant using one of our greatest assets: our transit system. But we had never before thought of how we could make the most of it. So here was the answer to our puzzle. If we were to channel and redirect all new development around transit, we could actually handle that population increase, we thought. And so here was the plan, what we really needed to do: We needed to redo our zoning -- and zoning is the city planner's regulatory tool -- and basically reshape the entire city, targeting where new development could go and prohibiting any development at all in our car-oriented, suburban-style neighborhoods. Well, this was an unbelievably ambitious idea, ambitious because communities had to approve those plans.
So how was I going to get this done? By listening. So I began listening, in fact, thousands of hours of listening just to establish trust. You know, communities can tell whether or not you understand their neighborhoods. It's not something you can just fake. And so I began walking. I can't tell you how many blocks I walked, in sweltering summers, in freezing winters, year after year, just so I could get to understand the DNA of each neighborhood and know what each street felt like. I became an incredibly geeky zoning expert, finding ways that zoning could address communities' concerns. So little by little, neighborhood by neighborhood, block by block, we began to set height limits so that all new development would be predictable and near transit. Over the course of 12 years, we were able to rezone 124 neighborhoods, 40 percent of the city, 12,500 blocks, so that now, 90 percent of all new development of New York is within a 10-minute walk of a subway. In other words, nobody in those new buildings needs to own a car.
Well, those rezonings were exhausting and enervating and important, but rezoning was never my mission. You can't see zoning and you can't feel zoning. My mission was always to create great public spaces. So in the areas where we zoned for significant development, I was determined to create places that would make a difference in people's lives. Here you see what was two miles of abandoned, degraded waterfront in the neighborhoods of Greenpoint and Williamsburg in Brooklyn, impossible to get to and impossible to use. Now the zoning here was massive, so I felt an obligation to create magnificent parks on these waterfronts, and I spent an incredible amount of time on every square inch of these plans. I wanted to make sure that there were tree-lined paths from the upland to the water, that there were trees and plantings everywhere, and, of course, lots and lots of places to sit. Honestly, I had no idea how it would turn out. I had to have faith. But I put everything that I had studied and learned into those plans.
And then it opened, and I have to tell you, it was incredible. People came from all over the city to be in these parks. I know they changed the lives of the people who live there, but they also changed New Yorkers' whole image of their city. I often come down and watch people get on this little ferry that now runs between the boroughs, and I can't tell you why, but I'm completely moved by the fact that people are using it as if it had always been there.
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這是曼哈頓下城一座新公園。911之前,曼哈頓下城濱水區簡直一團糟,華爾街基本上完全被陸地包圍,因為你無法接近這些濱水區。911之後,城市秩序混亂,但我思考,如果我們前往曼哈頓下城開發公司,爭取開發這兩英哩破敗濱水區的經費,將對曼哈頓下城的重建產生巨大影響。確實如此,曼哈頓下城的三側終於擁有公共濱水區。
我十分喜愛這座公園。你知道,現在欄杆必須高一點,因此我們在岸邊設置吧台座。你可臨近水濱,幾乎就在水上。看看這些欄杆變得多麼寬敞、平坦,你可放置午餐或筆電。我喜歡人們來到這裡,看到這一切後說:「哇!那是布魯克林,多近啊!」
因此其中訣竅為何?如何將公園變成人們嚮往的地方?好,這取決於你並非以城市規劃師的觀點,而是以人類的感覺;並非運用你的設計專業,而是運用你的人性。我是指,你想前往那裡嗎?你想待在那裡嗎?你能將它一覽無遺嗎?是否有其他人在那裡?它是否綠意盎然、令人舒適?你是否能找到自己專屬的休憩處?
如今,整個紐約市都有能讓你找到自己專屬休憩處的地方。那裡原本是停車場,現在變成露天咖啡館。過去百老匯的交通要道現在擺滿桌椅,12年前禁止設置露天咖啡座,現在隨處可見。但爭取這些空間作為公共使用並非易事,保持這個面貌甚至更加困難。
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And here is a new park in lower Manhattan. Now, the water's edge in lower Manhattan was a complete mess before 9/11. Wall Street was essentially landlocked because you couldn't get anywhere near this edge. And after 9/11, the city had very little control. But I thought if we went to the Lower Manhattan Development Corporation and got money to reclaim this two miles of degraded waterfront that it would have an enormous effect on the rebuilding of lower Manhattan. And it did. Lower Manhattan finally has a public waterfront on all three sides.
I really love this park. You know, railings have to be higher now, so we put bar seating at the edge, and you can get so close to the water you're practically on it. And see how the railing widens and flattens out so you can lay down your lunch or your laptop. And I love when people come there and look up and they say, "Wow, there's Brooklyn, and it's so close."
So what's the trick? How do you turn a park into a place that people want to be? Well, it's up to you, not as a city planner but as a human being. You don't tap into your design expertise. You tap into your humanity. I mean, would you want to go there? Would you want to stay there? Can you see into it and out of it? Are there other people there? Does it seem green and friendly? Can you find your very own seat?
Well now, all over New York City, there are places where you can find your very own seat. Where there used to be parking spaces, there are now pop-up cafes. Where Broadway traffic used to run, there are now tables and chairs. Where 12 years ago, sidewalk cafes were not allowed, they are now everywhere. But claiming these spaces for public use was not simple, and it's even harder to keep them that way.
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因此現在我告訴各位一個故事,關於一座相當特殊的公園-高線公園。高線公園曾經是高架鐵路。(掌聲)高線公園曾經是高架鐵路,貫穿曼哈頓西側三個街區。火車停駛後,它成了渾然天成的景觀,彷彿空中花園。當我第一次見到它時,坦白說,當我踏上老舊的高架橋,我彷彿熱戀般墜入愛河,千真萬確。當我上任後,讓高線公園前兩區免於拆除的命運成了我的首要任務及最重要的計畫。我知道,如果某天我對這高架有所疏忽,它就會被拆除。即使目前高線公園廣為人知且大受歡迎,仍是城市中競爭最激烈的公共空間。在你眼中那或許是美麗的公園,但並非大家都有同感。你知道,商業利益總是與公共空間為敵。你或許會說:「四百多萬人從世界各地前來參觀高線公園是多麼美妙的事。」好,開發商眼中只有一件事:顧客。嘿,為何不將植栽移除,沿高線公園開設商店,那不是很棒嗎?這不是意味著能為城市帶來大量財富?不,一點都不棒。那是購物中心,不是公園。(掌聲)知道嗎,這或許意味著為城市帶來更多財富,但我們必須以長遠目光看待城市,以公共利益的觀點。最近,高線公園最後一區,高線公園第三區,也就是高線公園最後一區已與開發利益形成對立局面。城市中某些主要開發商在哈德遜園區開發超過1700萬平方英呎的土地,他們來找我,提議「暫時拆除」第三區,也就是最後一區。或許高線公園不符合他們心中摩天大樓在山頭閃耀的城市形象,也許它正好妨礙了他們的開發計畫,但無論如何,歷經九個月不間斷的協商,終於達成禁止拆除的協議,這不過是兩年前的事。
因此你們看到,無論某個公共空間多受歡迎、多麼成功,永遠不要將它們視作理所當然。公共空間總是-公共空間永遠需要盡力爭取,不僅僅是一開始為了公共使用而爭取,還要為使用者設計,然後維護它們,確保它們能讓所有人共享,確保它們不會被破壞、侵佔、廢棄或忽視。如果說我在城市規劃師生涯中曾經學到什麼,那就是公共空間擁有力量。不僅在於使用人數,也在於使更多人對他們的城市感覺更好,只因為知道自己身處其中。公共空間可改變城市生活型態,改變你對城市的感受,影響你對居住城市的選擇。公共空間是你落腳於某座城市最重要的因素之一。
我認為,一座成功的城市就像一場美妙的派對,人們留下是因為他們擁有美好時光。
謝謝。
(掌聲)謝謝。(掌聲)
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So now I'm going to tell you a story about a very unusual park called the High Line. The High Line was an elevated railway. (Applause) The High Line was an elevated railway that ran through three neighborhoods on Manhattan's West Side, and when the train stopped running, it became a self-seeded landscape, a kind of a garden in the sky. And when I saw it the first time, honestly, when I went up on that old viaduct, I fell in love the way you fall in love with a person, honestly. And when I was appointed, saving the first two sections of the High Line from demolition became my first priority and my most important project. I knew if there was a day that I didn't worry about the High Line, it would come down. And the High Line, even though it is widely known now and phenomenally popular, it is the most contested public space in the city. You might see a beautiful park, but not everyone does. You know, it's true, commercial interests will always battle against public space. You might say, "How wonderful it is that more than four million people come from all over the world to visit the High Line." Well, a developer sees just one thing: customers. Hey, why not take out those plantings and have shops all along the High Line? Wouldn't that be terrific and won't it mean a lot more money for the city? Well no, it would not be terrific. It would be a mall, and not a park. (Applause) And you know what, it might mean more money for the city, but a city has to take the long view, the view for the common good. Most recently, the last section of the High Line, the third section of the High Line, the final section of the High Line, has been pitted against development interests, where some of the city's leading developers are building more than 17 million square feet at the Hudson Yards. And they came to me and proposed that they "temporarily disassemble" that third and final section. Perhaps the High Line didn't fit in with their image of a gleaming city of skyscrapers on a hill. Perhaps it was just in their way. But in any case, it took nine months of nonstop daily negotiation to finally get the signed agreement to prohibit its demolition, and that was only two years ago.
So you see, no matter how popular and successful a public space may be, it can never be taken for granted. Public spaces always -- this is it saved -- public spaces always need vigilant champions, not only to claim them at the outset for public use, but to design them for the people that use them, then to maintain them to ensure that they are for everyone, that they are not violated, invaded, abandoned or ignored. If there is any one lesson that I have learned in my life as a city planner, it is that public spaces have power. It's not just the number of people using them, it's the even greater number of people who feel better about their city just knowing that they are there. Public space can change how you live in a city, how you feel about a city, whether you choose one city over another, and public space is one of the most important reasons why you stay in a city.
I believe that a successful city is like a fabulous party. People stay because they are having a great time.
Thank you.
(Applause) Thank you. (Applause)