Model for an integrated and implementation-oriented urban revitalisation process

Hist.Urban: INTERREG IIIB CADSES

Model for an integrated and implementation-oriented revitalisation process

1Project part-financed by the European Union

Model for an integrated and implementation-oriented revitalisation process Characteristics of an integrated and implementation-oriented process

These characteristics are at the same time preconditions for a successful, integrated process. Main (pre-)conditions for a successful integrated revitalisation process

Comprehensive approach – cross-thematic and cross-technical/sectoral − taking into account all dimensions of urban life in an interdisciplinary approach (city as place to

live and work)

Co-operative and communicative process − Developing common objectives and actions (within the public institutions as with concerned

private actors needed for the implementation) − Coordinating sectoral urban policies and action − Coordinating public and private activities

Implementation-oriented − At the end activities will be implemented

− Build up trust between the involved stakeholders (do not involve each single person, concen-trate on the key stakeholders);

− Bring together stakeholders from different fields with their multifaceted interests to make them understand each others needs;

− Develop with the stakeholders a common vision, goals and actions for the historic town to get them all in one direction;

− Involve the mayor and political parties in the process (get their support); − Define qualities to be present in the whole town (develop a vision/ strategy for the entire town); − Public money for public actions/ public benefit; − Comprehensive approach – cross-thematic and cross-technical/sectoral – taking into account

all dimensions of urban life in an interdisciplinary approach (city as place to live and work); − Good governance and leadership (management and steering capabilities); − Effective instruments and skilled personnel with sufficient time capacities for the implemen-

tation/ management of actions (action plan); − Finances.




Main obstacles for a successful integrated revitalisation process

12 steps of an integrated and implementation-oriented revitalisation process

− Conflicts between preservation needs of the built-cultural heritage and the need to adapt it to economic demands

− Conflict of uses of the public space − In general conflicting interests − Property owners see only their property, not the effects on the whole area − Mobilising property owners for the common good of the area; too many property owners − Property owners/ private enterprises often do not invest if the benefit is “just” in the long run − General competition between private enterprises complicates good cooperation (lack of trust) − Lack of trust in politicians/ administration by private stakeholder − Lack of common sense/ comprehension of single stakeholders what is “good” for the historic

centre − Difference between short-term thinking of politicians and long-term needs − Missing (quality) standards for project management; staff is not qualified (lack of professional-

ism)




Explanations of the 12 steps A. Preparation phase

B. Planning phase

1. Defining the objectives The municipality has to define the objective of the revitalisation process, i.e. − Development of common objectives, concepts, plans and actions; − Sound and balanced functions in the historic centre, serving the needs of the different

users, preventing conflicts and preserving the built-cultural heritage.

3. Defining the thematic field of actions The main field of actions have to be defined which are addressed by the revitalisation proc-ess. These could be e.g. cultural heritage, tourism, local economy, quality of life, traffic, housing, etc. The field of actions will differ from town to town depending on their problems, potentials and objectives.

2. Defining and activating the stakeholders to be involved in the process People/ organisations that have something at stake or are effected by the field of actions have to be identified and activated to participate in the revitalisation process (local stake-holder) to gain their support or prevent that they impede on what was decided on. Stake-holders who generally should be involved are i.e. politicians, public authorities/ heads of de-partment relevant for the field of actions, media (as communicator), local and informal inter-est and advocacy groups, multipliers/ local opinion leaders.

4. Setting up the organisation, cooperation and communication structure To secure the cross-thematic and cross-technical/sectoral approach as the cooperative, communicative and implementation-oriented process an adequate organisation, cooperation and communication structure has to be set up and implemented. This step links directly the preparation with the planning phase (floating transition).

5. Analysis of current situation The involved actors have to capture, analyse and assess the strength, weakness, opportuni-ties and threats for the relevant area within the field of actions.

7. Development of main vision The involved actors develop a common vision to which all want to contribute and all actions will be directed to.

6. Deducting of objectives and strategies From the main vision (short-, mid- and long-term) concrete objectives and strategies for each field of action are deducted, securing a coordination between them.

8. Formulating of concrete actions and projects From the objectives and strategies concrete (short-, mid- and long-term) actions, projects and programs for each field of action are deducted. This step functions as a link from the planning to the implementation phase and fades di-rectly to step 9 (floating transition).




C. Implementation phase

Starting from the “beginning” again (‘continuous improvement process’).

9. Checking the chances of implementation of each project/ action Here the chances of implementing successfully the actions, projects or programs for the in-tegrated revitalisation are examined by checking if all necessary resources (finances, pre-conditions, responsibilities, time schedule, know-how and personnel, etc.) are available or if projects have to be adapted to the current situation. The result will be fixed in an action plan.

10. Implementing the actions/ projects The actions, projects and programs are implemented according to the action plan by the in-volved actors.

11. Monitoring/ controlling the implementation and success/ effects of the actions/ pro-jects The implementation and effects of the actions, projects and programs (action plan) are moni-tored to take corrective actions if necessary.

12. Evaluating the process To improve not only the actions/ projects but also the whole process before “starting the process again”, the process will be evaluated and adapted according to the findings, be-cause the integrated revitalisation process is an ongoing cycle.




“What can/has to be done” and “On what has to be paid attention to” implementing the steps Step 1 was skipped because it depends highly on the objectives of the local/ regional authority.

Step What can/has to be done (actions)

On what has to be paid attention to

Preparation phase

• Cross-sectoral brainstorming within the public administration

Heads of department have to be in-volved

• Interviews/consultations (brain-

storming) with experts to gain professional expertise

Be aware that they are specialists for (just) a certain field and often lack the local knowledge

To cover comprehensively the revitalisa-tion you need (real) experts from differ-ent fields

Have someone who links and coordi-nates the experts statements (and the ones from the local stakeholders)

• Public meetings (brainstorming)

with local stakeholders to gain their local needs and knowledge

Secure participation of all relevant groups, in particular the ones that nor-mally have “no voice” (target group ori-ented meetings and PR for the meet-ings)

Secure that people come from or work in the concerned area and have the meet-ing in this area

• Check regional/ national/ EU

programs and priorities

Are your field of actions congruent with theirs? Try to make them to ease sup-port and funding for your future projects

2. Defining the thematic field of ac-tions for the revitalisation process

• Analyse prior field of actions (problems) and their results

Are they still and in the future relevant?






Preparation phase

Defining • Deduct the relevant stakeholders

and their needs

• Interviews with experts

• Look for people/ organisations that have experience within the field of actions and/or are multi-pliers/ local opinion leaders

Relevant stakeholders are that have something at stake, can influence the implementation or are directly affected by a field of action (municipal depart-ments are stakeholder, too)

Evaluate goal conflicts of the different needs and “decide” which has priority to one another or how to solve them (com-promise)

3. Defining and activating the stake-holders who are relevant for the plan-ning and im-plementation phase

Activating • Information events to reach as

many as possible and identify “representatives” to work with in the further process

• Preliminary talks with key stake-holder

• Target oriented public polls and activating interviews

• Public relation using typical local media to spread information (i.e. print and electronic media, per-sonal letters)

• Activate the relevant depart-ments of the municipality

• Give incentives to relevant stakeholder to participate

Outline the objective and the process, the advantage to participate, the “func-tion” of each “group”, what is their tasks, what they can influence, what will be done with their input, which field of ac-tions will be tackled, etc.

Secure that the target groups are in-volved that generally have “no voice”/ do not participate

Think about which target group can be reached by which media and used it ac-cordingly

Explain to the different departments (and all other involved stakeholders) why the cooperative and participative approach is important and why which stakeholders are involved






Preparation phase

• Kick-off information meeting with all involved stakeholders

• Clarification and determination of decision-making power and co-operation rules (follow legal rules of decision making)

• Smaller working groups during the process

Outline the organisation, cooperation and communication structure, the objec-tive and the process, the advantage to participate, the tasks of each “group”, what will be done with their input, which field of actions will be tackled, etc.

• Regular information exchange/ coordination meeting of all in-volved stakeholders/ working groups

Secure a good information and commu-nication flow between the involved stakeholders and to the outside

• Two level structure with (a) working groups with representa-tives of the target groups and (b) steering group

Representatives have to be accepted by the target groups

• Neutral mediator/ organisation to manage the process and being the “helping hand” for organisa-tional issues

Secure that the neutral mediator/ or-ganisation is accepted by the involved stakeholders

• Check how other (twinning) cit-ies have organised and im-planted the process

• Public-private forum

4. Setting up and imple-menting the organisation, cooperation and commu-nication structure

Which actions are taken, depend highly on the objectives and proce-dure of the whole process as who will be involved, etc.






Planning phase

• Collect and go over existing plans, studies, analysis, stan-dard indicators, etc.

Involve the relevant stakeholder Check the up-to-dateness and relevance of the plans, studies, etc. (when have they been conducted and by whom)

• Make a SWOT-analysis/ study

Analyse public and private demands Involve the relevant stakeholder Secure the demand of each study/ analysis and that it is about the defined field of actions (no “data rubbish”)

• Check the statements of re-

gional/ national/ EU programs in the context of your current situa-tion and field of actions

Are they congruent with your results to secure support for the local actions?

Representative public opinion poll (example: Plzen)

Professional judgement of the results of the public opinion, in particular to their mid and long term effects

5. Analysis of current situation of the field of actions

• Assign expert(s); experts hear-ing

• On-site workshop, working group, round table, etc. with stakeholders (informal participa-tion instruments)

• Interview key stakeholders/ tar-get groups

• Public media debate • Check existing legal instruments

Present all results as neutral as possible (positive and negative ones; playing open cards)

Explain what is going to happen with the results

Make the results understandable to the involved stakeholder (no “expert-language”)

Have in mind the danger of misunder-standings

The municipal departments have to take seriously the results and regard them in their work

The municipal departments can use the results as justification of practice of their work






Planning phase

6. Development of main vi-sion for the revitalisation

• Future conference

• s. step 4 (use the cooperation and coordination structure to de-velop the main vision with the in-volved stakeholders)

• PR activities and public exhibi-tion on the vision to make the vi-sion well known, also to not in-volved stakeholders

Deduct the vision from the results of the analysis of the current situation and that it is congruent with the fields of actions

Assure support for the vision by the politicians

Stakeholder should be able to identify themselves with the vision (recognition factor, image, identification)

Give the opportunity to give feedback on the vision

• Public-private working groups • s. step 4 (use the cooperation

and coordination structure to de-velop the main vision with the in-volved stakeholders; use infor-mal participation instruments)

Play with open cards Secure a good information and commu-nication flow between the involved stakeholders/ working groups to identify goal conflicts in an early stage and to look for solutions/ compromises

Assure support for the action plan by the politicians

Set up short, mid and long term objec-tives and projects and set priorities

Secure the availability of resources for the implementation of the projects (know-how, finances, personal etc.)

• Elaborate an action plan

The action plan ought to contain who is responsible, time schedule, finances, etc.

• PR activities and public exhibi-

tion on the objectives/ projects/ action plan to make them well known, also to not involved stakeholders (example: exhibi-tion in the pedestrian zone)

Secure the awareness of the objectives and action plan within the public and pri-vate stakeholders (also in the future)

Give the opportunity to give feedback on the projects/ action plan to all

7. Deducting of objectives and strate-gies

8. Formulating

of concrete actions and projects (ac-tion plan)

• Check if the actions and projects fit into the regional/ national/ EU programs/ policies

Are the projects designed in a way that you can make use of regional/ national/ EU programs?






Implementation phase

• Setting up an overall steering group

• Setting up a responsible group and one contact person for each project/ activity of the ac-tion plan

The group should include the repre-sentatives of the main stakeholder groups (that have something at stake and/or can influence the implementa-tion or are directly affected; max.(!) 10-15 persons)

Clarify the tasks, responsibility and decision-taking power of the group

• Provide a checklist of generally

needed resources for the im-plementation of a project/ activ-ity

• Check if the needed resources are available (use a form)

Needed resources are: finances, time, know-how, personal,

Check if project is in line with regional/ national/ EU policies and programs

People/ institutions that benefit more from the activity, should provide more resources

Clarify within the municipal depart-ments their contributions

9. Checking the chances of the implementation of each pro-ject/ activity of the action plan

• Adapt the project/ activity – and respectively the action plan – to the available resources

• Communicate the final action

plan to the in- and outside

Coordinate the adjustment with the involved stakeholder and overall steer-ing group

Adjust the priority of the project/ activ-ity to the existing resources

Get official approval/ support of the council and involved private stake-holders for the adopted action plan

10. Implementation of actions/ pro-jects

• The overall steering group su-pervises the implementation of the action plan

• Enterprises are to be con-tracted to implement the activi-ties/ projects

• Provide some public funds to incite private investments

Secure the needed resources (time)

Coordinate the projects of the action plan with other public actions






Implementation phase

• Set up indicators to be able to “measure” (indicator system)

• Collect the data on a regular basis

• Process and analyse the data concerning the progress and ef-fects of the project (deadlines are kept, needed resources are available, objectives are reached, effects are…)

Be clear and precise about what you want to “measure”

Secure that the indicators are available/ can be collected

Set up time schedule for the collection of the data

Clarify who is responsible for the collec-tion, analysis and report of the data; use existing structures/ institutions if possi-ble

• Report the data and the results of the analysis (communication)

Communicate the results to the in- and outside

11. Monitoring the imple-mentation and suc-cess/ effects of the ac-tions/ pro-jects

• Act on the results (take deci-sions to improve the project/ ac-tivity)

Clarify who takes the final decision on “needed” actions (i.e. steering group or responsible group of the activity)

Make the monitoring and the decision making – as the whole process – as transparent as possible

• Compare the objectives with the

achieved results/ effects of the process

• Check if the used actions and methods for the process have been efficient, effective and thus the correct ones

Communicate the results to the in- and outside

12. Evaluation of the process

• Develop a concept for the con-tinuation/ endurance of the revi-talisation process

discuss the concept with the involved stakeholder (talking about: communica-tion/ organisation/ cooperation structure; objectives; field of actions; project, etc.; adapting them)

The whole process as well as the projects have to be communicated (public rela-tion) to the involved partners and the general public to raise their awareness, the identification with the process and actions and gain their support – to avoid con-frontation during the implementation phase; and for politicians to have a better standing within the voters.




Results/ Advantages of an Integrated Process

− Having defined the main common problems of the historical area − Improved coordination and communication between the involved actors, in particular between

the different administrations

− Improved cooperation between the public and private sector − Higher acceptance of the results in the public − Results are closer to the needs of the users

− Common understanding of the value of the built-cultural heritage

− Concrete revitalisation projects supported by local stakeholders − Concentration of public resources on the revitalisation projects

− Having transferred the ordinary town planning in the sphere of the mayor and the political par-ties

− Additional know how and resources for the revitalisation of the town

Model for an integrated and implementation-oriented urban revitalisation process

Technology

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