Portland: lessons in localism

What can cities in the UK learn from the economic and cultural success of Portland, Oregon, asks Clare Goff

‘It’s not a place you’d go to to get rich, but it’s a place for doing well and living well,’ says Ethan Seltzer of his hometown Portland in the US state of Oregon.

Home to some of the world’s most famous corporations, including Nike and Intel, the region has, since the 1970s, transformed itself into one of the most successful economies – and one of the best places to live – in the United States.

In the latest Greater Portland Work Book, the region’s achievements are ranked alongside some of its rivals. In 2011 the region’s economy topped $125bn and it is expected to grow by another 30% over the next five years. Manufacturing jobs are predicted to grow by 13% this year, far higher than that of San Francisco and Seattle, while growth in its high-tech manufacturing industries is expected to hit 4%, as the likes of Seattle anticipate deep losses.

But Portland’s successes have come not from mirroring the economic policies of its bigger and richer neighbours, but by enhancing its own uniqueness as a place. And while its famous brands are part of its economic story, the region has thrived through its focus on creating and building its local identity.

‘Portland has succeeded not by trying to do a better job than Phoenix but by focusing on trying to figure out how to be a better Portland,’ says Mr Seltzer, who is professor at Toulan School of Urban Studies and Planning at Portland State University.

Thus, while others have expanded and sprawled, Portland has maintained its small-town feel; it has encouraged civic participation and a ‘do-it-yourself’ culture; and it has used policy and planning laws to build a city based around people. City centre buses are free, neighbourhood associations are recognised by local government, and a ’20 minute neighbourhood’ concept aims at placing all local amenities within a 20 minute walk. The city has been called the ‘greenest’ in the US, and prides itself on its environmental policies and protection of green spaces.

While many of its attributes are a given – it has a mild climate and is located close to both mountain ranges and the coast – its success in attracting new people and businesses to the city has been helped by careful stewardship by its local government.

As British cities look to rebuild their local economies, there are lessons to be learned from the Portland approach to place.

Portland’s local government ditched plans for a local motorway in favour of a light rail system

Portland’s quest for authenticity and distinctiveness began in the 1970s when a new wave of young people were entering local politics and wanting to shake up the city. While the rest of the country was investing in cars, the local government ditched plans for a motorway in favour of a light rail system. This key courageous decision set the city on its way and the last 40 years have seen numerous policies focused on enhancing its sense of place.

Chief among these is its urban growth boundary. Introduced into Oregon state law in the 1970s this requires each city in the state to have a defined boundary separating urban land from rural land. Thus while many other American cities saw their inner core hollowed out as out-of-town shopping centres grew up, Portland has developed and enhanced its city centre.

This has been helped along by the Downtown Plan, introduced in the 1970s to revitalise the city centre. A business-led organisation – the Association for Portland Progress – took on the implementation of the plan and played a key role in the transformation of the city centre.

Now called the Portland Business Alliance, following its merger with the local chamber of commerce, it remains a strong model for public private partnership. Vice-president of government affairs and economic development at the Portland Business Alliance Bernie Bottomley said: ‘Portland prides itself on being inclusive and having an open door policy.’

The Alliance meets each month with the mayor’s office to discuss issues, and the city’s ability to strike the right balance between the interests of business and those of the public and social sectors has played a key role in its success.

For the city has set itself apart by not placing all its eggs in one business basket, be that its city centre hub or its leading corporations. Rather it thrives through being the region of ‘many small things’. A policy of small town centres, with no-one living more than 20 minutes from amenities, has decentralised the city, creating local hubs in which residents feel more able to participate.

When the local government decided to recognise and part-fund the city’s neighbourhood associations in the early 1970s, one member of the government reportedly said ‘I think I just funded the revolution’. There has been a revolution of sorts since then, with high levels of public involvement in politics and local decision-making and the city prides itself on its collaborative culture.

The strong local sense of identity and community feel have attracted new people to the city, particularly creatives, who set up their own small independent businesses, adding further to the small-town feel in a self-fuelling cycle. Thus Portland has a thriving food and drinks culture, most recently seen in the explosion of foodcarts businesses around the city; cycling and outdoors sports are strong business sectors, as are green industries.

This focus on smaller independents has at times led to tensions with the local business community, who have felt that the growth potential and the ability to attract bigger businesses have been restricted. But many in the city, particularly its large creative class, are keen to maintain its distinct identity.

Portland has tapped into its most fundamental resource – distinctiveness – to great success.

Portland contrasts starkly with how policy is moving in Britain, according to Neil McInroy, chief executive of the Centre for Local Economic Strategies, who was part of a study tour to Portland in 2008. In England in particular there is a growing tendency to focus narrowly on growth and to neglect the important links needed to build a better society and places, he says.

‘Economic development practice is becoming isolated from the wider society and ideas about what makes a great place. Local economic development is becoming a means to an end, rather than a continuous means of social progress and an end in itself.’

As cities in the UK look towards new ways of building their local economies without the large public funds they have become accustomed to, the localised partnership-based approach and focus on place within Portland is attractive. Through strong stewardship, bold decisions and by allowing the interests of all sides of the economy to get involved, Portland has tapped into its most fundamental resource – distinctiveness – to great success.