Establish a conceptual foundation for spatial development and master planning
Smart City Master Plan for a New District in Moscow
Location: Moscow, Russian Federation
Site: 461 ha
– Smart City market research;
– Socioeconomic strategy;
– Pre-design recommendations for developing transport infrastructure;
– Market analysis (real estate, customer profiles);
– Financial and economic modelling
Client: JSC Rublyovo-Arkhangelskoye (a Sberbank affiliate)
Prepare architectural planning guidelines and functional economic models for site development in keeping with specified urban design and surveying parameters
Partnership: MADMA urbanism+landscape, MASA architects, APEX project bureau, Mobility In Chain (MIC)
Sberbank Russia’s Rublyovo-Arkhangelskoye Smart City is one of the most ambitious development projects in Europe. The aim for this recently incorporated 461-hectare Moscow district is to offer more than 400 square metres of real estate in a comfortable urban setting equipped with the latest technologies for serving its inhabitants.
In collaboration with a multidisciplinary team,Novayaparticipated in a closed international competition to develop a Smart City Master Plan for Rublyovo-Arkhangelskoye. The project included formulating a strategy for socio-economic development; determining the composition and classes of real estate (based on market indicators and customer profiles); conducting detailed financial analysis of design decisions; and proposing a course of action to optimise the transportation system.
The plan coincides with Sberbank’s present transition from a traditional banking operation to a technology services company, along with the Digital Economy of the Russian Federation programme and Moscow’s Smart City 2030 strategy. It proposes specific fiscal and regulatory measures, targeted private financing, and infrastructure to attract companies of different sizes in the global market for Smart City technologies.
Based on rigorous modelling, solutions for transportation infrastructure focus on steadily increasing the modal share of non-motorised transport within the district without changing the configuration of roads or red lines. They include reorienting some of the network’s major routes toward public transit, introducing new pedestrian corridors, redesigning several intersections, and incorporating driverless shuttles.
Through research-based financial and economic analysis, Novaya calculated the development’s internal rate of return in terms of free cash flow to the firm at 20%. The long recoupment period can improve significantly with higher credit leverage. Financial modelling enabled us to assess the efficiency of each project phase in order to maximise the economic sustainability and flexibility of the project as a whole. Phases 1–3 are highly efficient as independent projects, while Phase 4 is somewhat less efficient due to a larger proportion of social facilities and public amenities.