INHERIT Investing in

Heritage

A Guide to Successful Urban

Regeneration
 Investing in Heritage –
A Guide to Successful Urban Regeneration

This report is dedicated to the memory of Kjell-Ove Eskilsson, the former Director of the
Göteborg City Planning Authority who died on 10 May 2006. He was both a keen promoter
of heritage led regeneration and a strong supporter of the work of this project
Edited and compiled by the European Association of Historic Towns and Regions (EAHTR)
with and on behalf of the INHERIT partners – the cities of Belfast, Göteborg, Gdansk,
Newcastle upon Tyne, Úbeda,Verona and Queen’s University Belfast
EAHTR is a network of historic cities, formed by the Council of Europe in 1999. Its aims are to: -
• Promote the interests of historic and heritage towns across Europe
• Identify and share experience and good practice in the sustainable urban conservation and
management of historic areas
• Facilitate international collaboration and co-operation between towns and cities and other
involved organisations.

1
 Published by
European Association of Historic Towns and Regions (EAHTR)
15 St John Maddermarket
Norwich
NR2 1DN
www.historic-towns.org

On behalf of the INHERIT partner organisations-

EAHTR, the City Councils of Belfast, Göteborg, Gdansk, Newcastle upon Tyne, Úbeda and Verona and Queen’s University Belfast
Copyright @ 2007 The INHERIT partner organisations
The copyright of the photographs reproduced in this report rest with the above organisations and the North of England Civic Trust
First published December 2007
ISBN 978 0 9557415 0 0
British Library Cataloguing-in-Publication Data
A CIP catalogue record for this book is available from the British Library
All rights reserved
No part of this publication may be reproduced or transmitted in any form or by any means without permission in writing from the publisher
Printed in England by Keely Print Limited

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CONTENTS
Preface 5
Foreword 7

1. Introduction 9
2. The Value of Heritage 13
3. The Case Studies 19
4. Towards Good Practice – Lessons & Success Indicators 87
5. The Guidance 93
6. Conclusions 95

APPENDICES
A Partners’ Contact Details 98
B The Approach to the Work 99
C Contributors to the Work of INHERIT 102
D The Symposia Declarations 104
E Investigation of European Good Practice 113
F National and EU Regional Policy 123
G Bibliography 133
H The Benefits of Heritage Led Regeneration 134

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4
PREFACE
There has historically been a lack of evidence and good practice guidance to convince many cities and stakeholders of
the benefits of heritage led regeneration and to show how this can be delivered and achieved.
The INHERIT project, led by the European Association of Historic Towns and Regions in partnership with the cities of
Belfast, Newcastle upon Tyne, Göteborg, Verona, Gdansk and Ubeda fills this gap.
‘Investing in Heritage – A guide to successful Urban Regeneration’ presents a powerful and convincing analysis of good
practice with clear recommendations aimed at local and regional authorities across Europe, on how to successfully
regenerate cities through investing in heritage.
These guidelines were presented and endorsed at a major International Symposium on ‘Heritage and Modernity’ held
in October 2007 in the City of Innsbruck hosted by the City Council in partnership with the Congress of Local and
Regional Authorities of the Council of Europe and the European Association of Historic Towns and Regions.
We are pleased to endorse the conclusions of the Symposium set out in the ‘Innsbruck Declaration’ particularly the
invitation to local authorities to: -
‘Support and develop heritage projects that promote sustainable development of their communities, in line with the
INHERIT guidelines on Investing in Heritage’’
The project’s work had financial support from the INTERREG 3C programme, which seeks to promote interregional
cooperation throughout the EU. We thank the EU for this support and believe this important report comes at a time
when heritage is facing global pressures and when inter-regional cooperation is imperative to ensure Europe’s
common heritage is valued and protected.
We are pleased therefore to commend this timely and much needed report to all local and regional authorities
across Europe.

Hilde Zach Louis Roppe

Mayor of Innsbruck President of the European Association of Historic
and Chair of the Committee on Culture and Towns and Regions
Education of the Council of Europe’s Congress

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6
FOREWORD
The project team are pleased to present ‘Investing in Heritage – A Guide to Successful Urban Regeneration’. After
three years of hard work we are as convinced today of the need for historic and heritage cities to value and invest in
their heritage, as we were at the project’s inception.
We have endeavoured to identify the key factors that lead to successful heritage led urban regeneration and to
translate these into clear guidelines that will help local and regional authorities realise the full potential of heritage as a
catalyst for the wider regeneration of their towns and cities.
The report begins with the context of the work followed by an analysis of the value of heritage as the fundamental
premise upon which the project is based. The core of the project, however, is the presentation of 19 case studies
selected from the experience of the partner cities – providing an unparalleled body of good practice for local and
regional authorities and their stakeholders to draw on.
This has enabled, through the process of symposia, study visits and secondments, the development of detailed
guidance on the process of how to deliver successful urban regeneration through investing in heritage.
I would like to thank the team members and their numerous colleagues who have contributed to the project from
across the partner cities, the project co-ordinator Ian Walters and the other EAHTR staff involved, Queen’s University
Belfast and the staff of Interreg IIIC for their continuous support throughout the project. A full list of everyone who
worked on the project is included at Appendix C.
Finally a special thanks is owed to Kjell-Ove Eskilsson, the Director of the Goteborg City Planning Authority, who
provided early inspiration and support for the project and to whose memory this book is dedicated.

Brian Smith
INHERIT Project Director & Secretary General
European Association of Historic Towns and Regions

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8
1. INTRODUCTION

I N H E R I T A G U I D E TO H E R I TAG E L E D R E G E N E R AT I O N
 The Context The Project Funding

Much of Europe’s most important physical cultural The work of the INHERIT project has been funded by the
heritage is experienced in the context of historic towns European Union’s INTERREG IIIC programme.This helps
and cities. These settlements have an important cities, regions and other public bodies to form
contribution to make to the social and economic well partnerships on common projects, to share knowledge
being of their regions and therefore to the development and experience and to develop solutions to economic,
and implementation of EU regional policies relating to social and environmental issues.The aim of the
heritage and regeneration. There is currently, however, a programme is to strengthen European economic and
lack of evidence to convince some cities and social cohesion, to reduce the gaps between rich and poor
stakeholders of the benefits of heritage led regeneration, areas and to help regions become more competitive.
a lack of information on lessons learned in regenerating
cities through investment in heritage and a lack of good The Approach to the Project’s Work
practice guidance, in terms of the processes to be
followed, aimed at local and regional authorities. The detailed approach to the project’s work is set out in
Appendix B. This describes the operational objectives,
The Project’s Partnership the review methodology, the study visits and case studies,
the professional secondments, the research carried out
The project’s concept was first developed at the by Queen’s University Belfast and the QUALICITIES and
“Investing in Heritage” conference in July 2002, held in CULTURED projects, with which INHERIT had thematic
Newcastle upon Tyne, UK. Conference delegates from links. A wide range of experts contributed to the
heritage cities across Europe felt strongly that the project, principally from or associated with the partner
important lessons of what had been achieved in cities, and these are listed in Appendix C
Newcastle and other European cities, which made
presentations at the conference, should be taken
Project Development and
forward and developed to produce tangible and useful
guidance that meets the operational needs of other
Dissemination
heritage cities. The initial partners included Belfast,
Newcastle, Göteborg and the European Association of The project’s website went live at the end of 2005 and
has been an important means of developing and
Historic Towns and Regions (EAHTR). Subsequent
disseminating information about the project’s activities
networking led to the recruitment of Verona, Gdansk
and events. In the period from January 2006 to
and Úbeda to the INHERIT partnership in order to
December 2007, there were a total of 113,146 hits on
include a wider range of cities and to meet the
the site, which is equivalent to 155 hits per day and
INTERREG requirements for a network project. Contact
4714 per month.
details of the partners are set out in Appendix A.
The project organised its first symposium in Göteborg
The Strategic Objectives in October 2005 attended by 110 people from 10
European countries. This event focused on the aims and
The overall aim of INHERIT is to increase the capacity assumptions of the project and helped clarify the key
of cities to regenerate physically, economically and issues that the project should address as it developed.
socially, through realising the potential of investing in This was set out in the ‘Göteborg Declaration’ included
at Appendix D
heritage by: –
The project was subsequently showcased at the Council
• Exploring in depth the experiences of the partners
of Europe’s symposium in Dubrovnik in September
• Identifying the processes followed, the key factors that 2006 on ‘Cultural Tourism – Economic Benefit or Loss of
lead to success and producing guidance to assist and Identity’, which was attended by 120 people from 20
encourage other cities to undertake heritage led European countries. This enabled the project to discuss
regeneration the key issues of how to secure social and economic
benefit from investing in heritage alongside the potential
• Evaluating relevant EU regional policies to review
problems relating to protection of a city’s identity –both
their current and future effectiveness
key issues in the work of the project. The conclusions of
• Identifying examples of good practice across the this Symposium are set out in the ‘Dubrovnik
partnership and beyond. Declaration’ also in Appendix D

10
The project organised its second symposium in Verona Úbeda, the Solidarity Centre in Gdansk and the Haga
in March 2006 attended by 90 people from 16 area of Göteborg. Leaflets about INHERIT were also
countries. This event focused on the presentation of prepared and distributed to the delegates.
case studies from each of the partner cities and enabled
Lastly Belfast City Council gave a presentation about
the project to identify and confirm the initial key lessons
INHERIT to the Heritage and Regeneration conference
learned from the project’s investigations. These are set
organised by the Irish Georgian Society and held in
out in the ‘Verona Declaration’ included at Appendix D.
Limerick in May 2007, which was attended by 75 people.
The final conclusions of the project were fully presented
5000 copies of this report have been produced and sent
and discussed at the Council of Europe’s Symposium in
to heritage practitioners across Europe. A DVD containing
Innsbruck in October 2007 on ‘Heritage and Modernity’,
the report plus additional background information on the
which attracted 140 people from 17 European
work of the project can also be obtained from the
countries. Again the conclusions and recommendations
European Association of Historic Towns and Regions. Lastly
of this international symposium are set out in the
the INHERIT web site will continue to be supported by
‘Innsbruck Declaration’ included at Appendix D including
EAHTR in order to help the on going development and
a recommendation to Europe’s local and regional
dissemination of the work of the project.
authorities to support and develop heritage projects
that promote the sustainable development of their
communities, in line with the INHERIT guidelines on Structure and Rationale of Report
investing in heritage.
The structure of the report reflects the work and
A presentation outlining the proposed INHERIT
rationale of the project as set out in the concept
guidance for local and regional authorities was also given
to the Annual Conference of the English Historic Towns diagram below. This begins with an analysis of the value
Forum also in October 2007 in Newcastle, attended by of heritage as the fundamental premise upon which the
80 people from the UK - appropriately the location project is based. The core of the project is the
where the project began. description and analysis of the partners’ case studies and
the consequent identification of lessons and success
In addition to the above Symposia, there have been
factors. All stages of this work have been supported by
other events at which the work of the INHERIT project
Europe wide research, which is referred to, where
has been disseminated. These include a poster
appropriate, throughout the document.
presentation at the SAUVEUR conference on
safeguarding cultural heritage in Prague in June 2006, This has enabled, through the process of symposia, study
which was attended by 260 people. The poster, visits and secondments, the development of detailed
prepared by Queen’s University Belfast and the project guidance on the process of how to deliver successful
partners featured 4 projects that are part of this Guide urban regeneration through investing in heritage –
i.e. Grainger Town Newcastle, public realm work in aimed particularly at local and regional authorities.

Symposia, Study Visits & Secondments

Value of 19 Partner Lessons & Guidance Conclusions

Heritage Case Studies Success
Factors

European Research – Case Studies & EU Regional Policy

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12
2. THE VALUE OF HERITAGE

I N H E R I T A G U I D E TO H E R I TAG E L E D R E G E N E R AT I O N
 “Heritage belongs to everyone, and protecting and • Bequest - which means that heritage should be cared
preserving the historic environment is a responsibility for in order to hand over to future generations
shared by every member of society.” (Swedish Heritage
• Distinctiveness - which refers to what makes
Conservation Act 1988)
something special.
‘The historical centres of European cities, while they
The instrumental benefits relate to 4 aspects: -
remain intact, represent an important link with the city’s
past culture and heritage. In a world increasingly • Economic benefits in terms of regeneration, jobs,
dominated by global styles of architecture and building businesses and economic growth
technology, historic centres provide a unique sense of • Area benefits such as improved profile, a safer
place which differentiates them one from another’ environment, etc.
(European Commission Green Paper on Urban
Environment - June 1990) • Community benefits such as local pride, increased
community spirit
“People value the historic environment as part of their
cultural and natural heritage. It reflects the knowledge, • Individual benefits such as jobs, volunteering
beliefs and traditions of diverse communities. It gives opportunities, etc.
distinctiveness, meaning and quality to the places in Appendix H includes an analysis of how these
which we live, providing a sense of continuity and a instrumental benefits can be categorised in economic,
source of identity. It is a social and economic asset and a social, cultural and environmental terms and identifies
resource for learning and enjoyment “ potential indicators for use in measuring and
(English Heritage Conservation Principles, 2007) demonstrating the value of heritage led regeneration.

Defining Heritage The Perception of Heritage

Definitions of heritage have been revised and
It is important to ensure, as part of heritage led
reinterpreted over time. They are necessarily broad and
regeneration, that places which people value are,
can cover landscapes, buildings, collections as well as
wherever possible, kept and respected for the future. In
intangible elements such as identity, tradition, language
and music. In terms of time spans, these may range from order to achieve this, an early and on-going dialogue with
pre-history to more recent events. In all cases, the key the local community and stakeholders is vital - through
elements relate to the characteristics of historic or all stages of project development and implementation.
cultural value worthy of preservation and the values Perception has been defined as “the process of
that society places on them. interpreting and making sense of the information which
we receive via our senses” (Cave 1998). Different
The Intrinsic and Instrumental individuals from different backgrounds will value the
same space or have attachments to that space, for many
Values of Heritage different reasons. Environmental variables, such as the
Whilst accepting the validity of broader definitions of characteristics of a particular town or space, combined
heritage, the INHERIT project focuses principally on the with individual variables of that person such as mood,
built historic environment where there can be real educational or social background, produce a personal
differences between so called ‘intrinsic’ values that can evaluation and judgement of the place.
be ascribed to a place and the ‘instrumental’ benefits Queen’s University Belfast as part of the EU funded
that can be derived. SUIT project developed an objective tool capable of
In the context of INHERIT those values defined as measuring the strength of the perceptions and attitudes
intrinsic and instrumental in English Heritage’s report of of people using an historical space and that could be
the proceedings of “Capturing the Public Value of applied in a straightforward manner by decision makers.
Heritage” conference 2006, are particularly relevant and This tool was developed as a quantitative rather than a
are set out below. qualitative measure in order to present a degree of
Intrinsic values comprise 4 aspects: - certainty. It was also designed to be used in-situ in the
historical town or space rather than remotely, for
• Knowledge - which places heritage central to learning example, as a desk-based exercise. By conducting
about ourselves and society surveys within actual spaces, the research team aimed
• Identity - which relates to a person, community, region to measure responses to direct experience of urban
or country historical areas.

14
This tool has been identified by the ICOMOS The INHERIT Göteborg Declaration of 2005 –see
“International Committee for Historic Towns and Villages Appendix D - marked the start of the project and
(CIVVIH)” as an example of best practice in developing concluded that ‘a city without a past is like a man
methodologies for involving the public in the without a memory’ and that global pressures on
development of historic cities. More information is heritage can ‘lead to a potential loss of a city’s soul –
available from Sutherland M, Drdacky, M and Tweed, C creating places without identity and potentially
(2003) Testing of The Suit Methodology for Measuring multiplying social and economic problems’
Perceived Quality within Czech Historic Spaces” It is clearly critical - and a prerequisite to realising the
Sutherland M, Drdacky, M and Tweed, C (2003) potential of heritage as a means of securing sustainable
www.suitproject.net urban regeneration – that the concept of heritage both
in terms of intrinsic historic assets and realising
instrumental benefits is understood and valued.
Threats to Heritage
Historic and heritage cities face unique challenges in Heritage and Sustainable
21st century in the face of: - Development
• Globalisation pressures that favour common branding
The aims of sustainable development are central to
and standardisation
heritage led regeneration in seeking to safeguard the
• Technological advances that change patterns of work heritage through finding new uses for historic buildings
and living and ensuring the continued viability of the heritage stock
of Europe’s cities. Definitions for sustainable development
• Religious and ethnic intolerance leading to war and
can be confusing but in general for any development,
destruction. plan or programme to be considered sustainable it must
All of which, individually and collectively, can lead to a incorporate consideration of the following: -
significant loss of historic fabric and identity crucial to The Principles of Sustainable Development in the 2005
the well being and social cohesion of cities. UK Strategy “Securing the Future”

Living Within Environmental Limits Ensuring a Strong,

Respecting the limits of the planet’s Healthy and Just Society
resources – to improve our environment Meeting the diverse needs of all people
ensuring that the natural resources in existing and future communities,
needed for life are unimpaired and remain promoting well being, social cohesion
so for future generations and inclusion and creating equal
opportunities for all

Achieving a Sustainable Promoting Good Using Sound Science

Economy Governance Responsibly
Building a strong, stable and Actively promoting effective, Ensuring policy is developed
sustainable economy which participative systems of and implemented on the basis
provides prosperity and governance in all levels of of strong scientific evidence,
opportunities for all, and in society – engaging people’s whilst taking into account
which environmental and social creativity, energy and diversity. scientific uncertainty as well as
costs fall on those who impose public attitudes and values
them (polluter pays)

15
 At the heart of valuing heritage is a long - term "Historic buildings have been a positive catalyst in
commitment to the protection and re-use of historic achieving structural economic change, attracting
and heritage assets. The report by English Heritage higher value investment and jobs, and providing the
“Regeneration and the Historic Environment” published context for creative, high quality contemporary design
in January 2005 included the following reasons why the in new development. The historic environment and
re-use of heritage assets is at the heart of sustainable good urban design are key elements in achieving
development: - 'urban renaissance'."
The Institute of Historic Building Conservation
• Re-use of existing buildings is a simple way to achieve
(2004).
sustainability, substantially reducing carbon footprint
and landfill requirements. "Very often it has been the example of a successful
historic building repair and conversion project that has
• Re-using buildings and adapting landscapes help
acted as the hub of a much wider area regeneration
reinforce a sense of place
process with the footprint provided by the existing
• New large-scale developments risk losing the fine building of merit creating a robust and successful
grain that characterises historic areas framework for further development and organic growth”.
The United Kingdom Association of Preservation
• Re-used buildings can often be sold at a premium
Trusts (2004)
compared to a similar new build property
• Boosts the local economy and creates jobs
• Restoring the historic environment creates jobs and
helps underpin local economies The Institute of Historic Building Conservation
highlights the results of research in the USA and
• An attractive environment can help to draw external Canada, which shows the important role, played by
investment as well as sustaining existing businesses of the historic environment in creating jobs, attracting
all types, not just tourism related tourists and supporting small businesses. This research
• The historic environment contributes to quality of life shows that investment in building rehabilitation, as
and enriches people’s understanding of the diversity opposed to general industrial investment, delivers
and changing nature of their community higher incomes and more jobs on average, in terms of
heritage-based tourism and money spent in historic
• Historic places are a powerful focus for community environment attractions, which is then matched by
action expenditure in the wider economy.
• The historic environment has an important place in In Toronto, where heritage visitors spend $3 on an
local cultural activities. historic site itself, the research shows that this is matched
by $97 elsewhere in the local economies. Furthermore,
the historic environment has a crucial role to play in
The Key Contribution of Heritage small business incubation…these are often very small
to Urban Regeneration buildings in industrial areas that are sometimes tucked
away as part of the traditional industrial core.This
Investing in heritage provides a key link between research showed that the historic environment
sustainable development and more traditional concepts particularly supports small businesses, businesses that
of urban regeneration that focus more narrowly on job employ fewer than 20 people.This is especially
creation alone. important for businesses in growing sectors of the
A Recent UK Government Report found that improving economy, for example hi tech industries.
the environment and securing the reuse of buildings English Heritage (EH) investment through its
which have historic value can make an important Conservation Area Partnership grant schemes
contribution to the regeneration of urban areas. The attracted considerable private and other public
evidence emphasised that the uses of historic buildings investment. Between 1994/95 and 1998/99, EH
should be allowed to change to meet new demands. invested £36m in 357 conservation areas. For every
The report highlighted the following key contributing £10,000 of heritage investment, £48,000 match funding
factors of heritage to successful urban regeneration: - had been attracted, which had delivered 177 square
metres of improved commercial floorspace, one new
• Acts as a catalyst for regeneration of the wider area job, one safeguarded job and one improved home.
The regeneration of a single building or group of • Social and cultural regeneration reinforces local
historic buildings and public spaces can initiate cultures, instilling a greater sense of pride and
improvement of a wider urban area. confidence in a neighbourhood

16
 The Civic Trust in the UK is keen to highlight the sustainability. The following working definition of heritage
positive contribution which improving the historic led regeneration, developed by QUB and the project
fabric of areas can play in restoring local confidence. team, provides the context for the scope of the project,
for identifying good practice, and for developing
"Historicbuildingsandpublicspacecaninspire
guidance to local and regional authorities: -
regenerationthroughlocalpressuregroupsusingthemas
arallyingpoint.Bycontrast,afeelingbythepublicthat
"they"aredemolishinglovedbuildings,anditsfeelingof “The investment in a city’s historic fabric, its
powerlessnesswhentheredevelopmentprocesshasno buildings and spaces, in order to help secure
publicinvolvementorsupport,createsanindifferentand physical, cultural and economic regeneration in
negativepopulationwhofeelitispointlesstovote;that that city for the benefit of all those living, working
theyhavenocontrolover,andthereforenoresponsibility and visiting there. This development will be
for,theirlocalenvironment;andcometoseechangeas intrinsically linked to a city’s own unique culture
somethingtobefoughtratherthanencouraged.’ and character and should have the following aims
at its heart: -
Most of the research and published reports assessing
and analysing the role, importance and value of heritage • To initiate lasting improvements in cities which
led regeneration are based on experiences in the UK will benefit not only existing but future
over the past 20 years. However, the INHERIT project’s generations
study visits to cities in 5 EU countries and the detailed • To integrate economic, social and physical
examination of their case studies, has allowed this work development to improve quality of life
to be shared, considered and tested across other parts
• To achieve the highest standards of design both
of Europe.
aesthetically and in terms of energy efficiency
The Contribution of Heritage Led Regeneration to EU
• To focus on strong civic leadership processes,
Regional Policy
including those of creative partnerships, vision,
As regards EU Regional Policy, the following aspects of management and community participation.”
heritage led regeneration will contribute to the
implementation of those policies through actions
associated with -
• Employment and Business Development - work
generated for local businesses by the repair and
renovation of old buildings, the need for specialist
skills training and the establishment of new businesses
• The Environment – the maintenance and
improvement of buildings, which are part of the local
heritage and their settings in terms of open spaces
and the streetscape
• Economic Development – in relation to finding new
uses for old buildings and the business benefits of
overall environmental improvements
• Inward Investment – the benefits for tourism
promotion, local visitor spend and business
investment of an enhanced heritage environment
• Local Identity and Pride – retaining key distinctive
buildings with regard to the local history and culture
• Urban Areas – heritage led regeneration focuses on
urban areas, where the majority of the EU’s
population lives.
A Working Definition of Heritage Led Regeneration
The INHERIT project aims to promote heritage led
regeneration recognising the value of heritage and its
potential contribution to urban regeneration and

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18
3. THE CASE STUDIES
• NEWCASTLE
• BELFAST
• GöTEBORG
• GDANSK
• VERONA
• ÚBEDA

I N H E R I T A G U I D E TO H E R I TAG E L E D R E G E N E R AT I O N
20
Newcastle
Newcastle upon Tyne: North East England region, UK.
Population 276,000.

• NEWCASTLE CONTExT
• GRAINGER TOWN
• PUBLIC INVOLVEMENT IN ByKER
CONSERVATION PLAN
• THE SIDE AND SANDHILL, QUAySIDE

Newcastle 21
 NEWCASTLE CONTExT
History and Development Europe
Although the city of Newcastle upon Tyne only has a Newcastle is in the North East region and has Objective
population of 276,000, it is the hub of the Tyne and Wear 2 status. EU funding has been secured for business
metropolitan area with a total population of 1 million. In development, skills training, etc and the city has also
its earliest form, the settlement was a bridgehead of the participated in several trans-national European projects.
Roman Empire. The advent of Norman control in the
11th century saw the establishment of Newcastle’s
urban landscape and the construction of the royal castle,
Legislation
founded in 1080. Subsequently, the urban footprint of The relevant key UK Acts of Parliament are the Town &
Newcastle was created including its walled defences, Country Planning Acts of 1991 and the 2004 Planning &
churches and its medieval street pattern. Compulsory Purchase Act, which in turn influence
By the 17th century Newcastle was considered a regional English planning policy, through planning policy guidance
capital and the second town of the Kingdom. Industrial statements that have legal status. National planning policy
development came early to Tyneside. The mining of coal directly influences regional plans and guidance. The
took place throughout the medieval period and the regional spatial strategy for the North East of England is
plentiful supply led to the establishment of extensive a blueprint for the region with a 15-year life span and is
industries, notably the production of glass and pottery. revised every 5 years. This regional strategy influences
During the post-medieval period Newcastle expanded local development plans, which are being progressively
beyond its defensive walls. In the 1830s entrepreneur replaced by local development frameworks, made up of
Richard Grainger developed new Georgian streets within statutory development plan documents and non-
the medieval town transforming it from a ‘coal hole of the statutory supplementary planning documents.
north’ into a ‘city of palaces’. The later nineteenth century
saw the development of a golden age of heavy industry Strategy
on Tyneside based on coal, iron and steam.
Newcastle continued to be a focus for innovation, which Newcastle City Council is committed to the protection,
heralded enormous and rapid changes in technology, life conservation and enhancement of the city’s built heritage
and society in the 20th century. During the inter-war in all its forms and the regeneration of the city through
years of the twentieth century, however, the wholesale its rich heritage and culture. The City Council’s vision is
collapse of the area’s industrial base, resulting from the to establish Newcastle upon Tyne as a vibrant, inclusive,
over concentration of activity in the interrelated mining, safe, sustainable and modern European city through
shipbuilding, armaments and heavy engineering building on its heritage, cultural and economic strengths.
industries, left a legacy of decline which the city and the
region was forced to struggle with for decades. Issues
The regeneration of the centre of Newcastle during the
Like many modern cities Newcastle is looking to achieve
late 20th century has sought to transform the city whilst
investment whilst retaining its character and identity.
retaining its rich historic fabric. The city has a significant
Recent examples of successful heritage regeneration
and substantial historic environment with approximately
2000 Listed Buildings, 11 designated Conservation schemes within the city centre are included here and
Areas, 14 Scheduled Ancient Monuments, 7 Registered the three case studies demonstrate the value of a
Parks and Gardens and 1 Historic Battlefield. The comprehensive approach with a dedicated project team
Grainger Town Project and the development of the in the Grainger Town area and the importance of
historic areas of the Quayside have been examples of integrated public transport facilities and public art to the
this approach. The city is also home to one of Britain’s regeneration of the Side, Sandhill and Quayside area.
best-known twentieth century social housing Lastly public involvement in the development of the
developments, the Byker Estate. The recent ‘listing’ of the conservation plan for the Byker housing area illustrates a
(approximately) 2000 dwellings within the estate has further dimension to cultural heritage diversity within
added an element of considerable diversity to the city’s Newcastle and demonstrates the variety of issues
historic environment. involved with the city’s historic environment.

22 Newcastle
GRAINGER TOWN
Summary
The Grainger Town Project ran from April 1997 – March 2003. It was an ambitious €178.5m, holistic
regeneration programme with a strategic approach which was driven by a ‘Civic Vision’ and based around seven
inter-related regeneration themes. It was led by the Grainger Town Partnership and supported by several
national and regional Governmental development, regeneration and conservation organisations. The Project was
established with the aim of addressing the underlying causes of decline within Grainger Town, not just the
symptoms. Following its completion in 2003, it is now recognised that the Project succeeded in promoting
change, reversing decline and helping to produce more positive perceptions of the area. It has won several
awards including the 2003 Europa Nostra prize for ‘Cultural Landscapes’ and is widely used as an example of
good practice in heritage led urban regeneration.

and develop Grainger Town as a mixed-use historic

Context urban quarter; and b) identified ‘Goals and Outputs’,
which were established through the public sector
‘Grainger Town’ covers approximately 36 hectares and funding regimes to measure the success of the Project.
comprises a complex mix of buildings and spaces for This provided a multi-layered conservation-planning
office, retail, residential, leisure and cultural uses. It takes approach, which was designed to complement the
its name from a series of elegant streets of ‘Tyneside architectural and historic character and significance of
Classical’ architecture that were conceived as a whole the area, not to work against it.
and built by Richard Grainger between 1834 and 1839.
The area also includes a Mediaeval 13th century Project Structure The regeneration programme was
Dominican Friary, remnants of the old Town Walls and delivered by the Grainger Town Partnership, a company
many fine Victorian Buildings. The area possesses a limited by guarantee. The Partnership’s Board, which
richness of character and is an asset of international brought together a range of expertise, had 20 directors,
importance that is quite unique. Virtually all of it is comprising six City Councillors, six nominated by the
included within Newcastle upon Tyne’s Central various public agencies involved in the regeneration
Conservation Area, one of the first to be designated in programme, six from the private sector and two
England (1968). Within the area 244 (approximately Grainger Town residents. The Board was supported by
39%) of its 620 buildings are listed as being of special six specialist advisory panels, for instance the Urban
architectural or historic interest, of which 20% are grade Design and Public Arts Panels, and community
I and 12% are grade II*. The majority of the buildings ownership was built up through monthly meetings of
are in private ownership. both Residents and Business Fora. The Project was
implemented by a dedicated professional Delivery Team
Description of 14 officers based in Central Exchange Buildings at the
heart of Grainger Town.
Project Strategy The Project possessed a very clear
strategy or ‘Civic Vision’ which provided the basis for a
six year regeneration programme between April 1997
Costs and Sources of Funding
and March 2003 and guided its work programme: The Project was a €178.5m regeneration programme,
‘GraingerTownwillbecomeadynamicandcompetitive led by the Grainger Town Partnership. The Project
locationintheheartoftheCity.GraingerTownwilldevelop brought together €59.5m of public funding from One
itsroleintheregionaleconomywithinahighquality North East (the local Regional Development Agency,
environmentappropriatetoamajorEuropeanregional formerly English Partnerships) including a small amount
capital.Itsreputationforexcellencewillbefocussedon from Europe from the ERDF and ESF; the Single
leisure,culture,theartsandentrepreneurialactivity. Regeneration Budget (grant aid from various
GraingerTownwillbecomeadistinctiveplace,asafeand Government Departments to support regeneration
attractivelocationtowork,liveandvisit.’ initiatives in England carried out by local regeneration
Objectives The Project had strategic aims and partnerships); English Heritage (quasi autonomous non-
objectives under a) specific ‘Regeneration Themes’ and Governmental organisation which oversees the
‘Development Principles’, which aimed to strengthen conservation of the country’s heritage); Newcastle City

Newcastle 23
 Council; and the Learning and Skills Council (formerly
Tyneside Tec Ltd). The Project aimed to attract €119m
from the private sector.

The Approach and Processes Followed

Although innovative in its day, by the 1990’s Richard
Grainger’s legacy was in poor shape. In 1992 a detailed
audit and assessment of the area concluded that the
area was exhibiting many symptoms of urban decay and
economic and social decline including a high percentage
of buildings at risk; low standards of public realm; a high
percentage of vacant floorspace (on upper floors); a lack
of developer, investor and occupier confidence; a
decreasing residential population; and poor perceptions
of the area.
These conclusions led to a programme of conservation-
led property development and environmental
enhancement in 1993 involving Newcastle City Council
and English Heritage. This tackled many of the worst
buildings at risk and had started to halt the spiral of
decline by utilising the area’s rich architectural assets.
However, in 1996 both parties, along with English
Partnerships, agreed that the area could no longer be
left to take care of itself and must develop a new role in
the context of the changing structure of Newcastle as a
European Regional Capital. Although it was generally
acknowledged that Grainger Town possessed the
potential to power the engine for the City’s economic Grey’s monument
growth, the real issue was how to manage the
regeneration in such a way which respected the past 4. Non-Housing Property Development: 80,900 sq. m. of
but secured its long term future. new and/or improved commercial floorspace mostly
in listed properties; 121 buildings (many of them listed
In 1996 consultants EDAW were commissioned to properties and classified as ‘Buildings at Risk’) brought
produce a regeneration strategy for Grainger Town and back into use.
to prepare a bid for Government funding. An ‘in depth’
analysis of the area’s problems was immediately 5. Access to Opportunity: Over 1900 jobs created,
undertaken which included a detailed building audit. directly by the Project, plus a further 800 in Grainger
The consultants recognised that Grainger Town Town generally due to the increased confidence in the
represented a complex urban system and that its revival area.
must be tackled in a ‘holistic’ way which respected its 6. Arts, Culture and Tourism: Organisation of numerous
fine grain nature. They produced a ‘civic vision’, which successful business, arts and culture and promotional
reflected the aspirations for Grainger Town and drove events, including the Streets Alive! Festival and
the strategic approach which guided the six year Chinese New Year Celebrations.
regeneration programme between April 1997 and
7. Management, Marketing and Promotion: Production of
March 2003. The implementation of the Project was several promotional and educational and publications
based on seven inter-related regeneration themes. aimed at the general public, developers and
1. Quality of Environment: Major Public Realm schoolchildren. These included ‘Investing in Heritage’,
improvements costing €9.7m in conjunction with the ‘Grainger Town Maintenance Manual’, ‘Grainger Town
installation of many successful Public Art and Creative Shopfront Guide’ and ‘Inside and Outside Worlds’;
Lighting schemes. Development a comprehensive website and
produced a video diary of the Project; and
2. Business Development and Enterprise: Over 300 new
Organisation of an International Heritage Conference,
businesses set up.
‘Investing in Heritage’, focusing on Grainger Town and
3. Housing: Over 500 flats and apartments created. the Grainger Town Project.

24 Newcastle
 The Benefits Problems & Opportunities
The benefits of the Project, as measured against the The Project was extremely successful and was assisted
identified goals and outputs established through the by the buoyant housing market of that time. However it
public sector funding regimes are as follows (figures as did face some problems particularly at the start of the
of March 2006): process. These included poor perceptions of Grainger
• Jobs Created : Target 1900. Actual 2299 Town and the issues of the multiple ownership of the
• Training Weeks : Target 5415. Actual 5080 properties in the area. They held back inward
• New Business Start Ups : Target 199. Actual 329 investment into the area and slowed down the process
• Area of New/Improved Floor Space msq : Target of the restoration and enhancement of buildings. They
74000. Actual 80900 were addressed by increased promotion and marketing
• New Dwellings : Target 522. Actual 572 of the area and its opportunities which, along with
• Buildings Improved and Brought Back into Use : Target examples of successful projects, turned around the
70. Actual 121 perceptions of the area and encouraged more owner/
• Private Investment Attracted : Target €59.5m of public occupiers and developers to invest in Grainger Town.
funding to generate €119m of private investment.
Actual €66.79m of public funding generated The Lessons Learnt
€287.95m of private investment
All, with the exception of the Training Weeks
• The need for a detailed Heritage Audit at the start
goal/output were exceeded.
of the process in order to identify the significance
Evaluation Independent interim and final evaluations on of the area
the Project were carried out. The independent interim • The need for a coherent, yet flexible, strategy
evaluation undertaken in 2001 concluded that: “It has based on a detailed audit of the historic area’s
been successful in promoting change, reversing decline strengths and weaknesses
and helping to produce more positive perceptions of • The need to monitor and evaluate the Strategic
the area. The Project has been well managed and the Aims and Objectives against the Regeneration
process of regeneration has worked well”. The Themes and the Goals and Outputs of the Project
independent final evaluation completed in September • The need for a defined structure, in this case a
2003, concluded that: “TheGraingerTownPartnershipis company limited by guarantee at arms length
widelyregardedasademonstrationof‘whatworks’…The from the City Council, including broad-based
Projectrevitalisedtheareaanddidmuchtosaveits partnerships with relevant local organisations,
threatenedarchitecturalheritage.Theachievementsofthe businesses and the community
lastsixyearsneedtobemaintainedandsecuredand • The need for an ethos of quality and excellence
in design through demonstration projects,
furtherregenerationhastobeencouragedandsupported
informative and promotional handbooks, design
inGraingerTown”
guides and location marketing
Forward Strategy and Maintenance During the last two • The need to raise aspirations by looking at
years of the Project, the Partnership developed a other successful examples of best practice from
Forward Strategy, in line with Newcastle City Council elsewhere
policies and the Council’s Unitary Development Plan, to
ensure that the process of regeneration continued after
the termination of the Partnership on 31st March 2003
and to provide a seamless transition to successor
bodies. In addition to the Forward Strategy, the Grainger
Town Partnership also established a Maintenance
Charter which set out the maintenance requirements of
the area up until 2008. This included elements such as
the cleaning and repair of the high quality public realm,
the innovative public art, and the bespoke Grainger
Town street furniture. The Strategy and Charter is
monitored by the City Council’s City Centre
Partnership who champion future improvements and
help to protect and maintain the Grainger Town legacy. Grainger market

Newcastle 25
 PUBLIC INVOLVEMENT IN ByKER
CONSERVATION PLAN
Summary
The Byker Conservation Plan was commissioned at a time when the Byker housing estate - a large pioneering
1970s social housing scheme - was faced with problems of anti social behaviour and the need for major
investment in physical fabric of the buildings. Both threatened to significantly alter the distinctive and influential
architecture, planning and landscape of Byker, a place that had been revolutionary in the way it involved residents
in its conception and design in the 1970s. Whilst a new future for the estate was debated, the project sought to
engage again with local people to help define exactly what it was that make Byker so special, why it was being
seen as heritage when it was only around 30 years old, and what opportunities there were to use conservation
as a tool for environmental and social regeneration in the 78th most deprived ward in England.

Instead it was conceived as “an integrated environment

Context for living in its widest sense”, incorporating shops,
community infrastructure and an abundant communal
Byker is a large housing estate in the east of Newcastle public realm. Valued local traditions and characteristics
upon Tyne built between 1969 and 1983 to a were maintained, as were the people themselves who
masterplan by British architect Ralph Erskine. It was were re-housed in phases without breaking family or
built with 2010 dwellings covering around 81 hectares in neighbour ties. It worked with, rather than imposing
a dramatic south-facing amphitheatre site, overlooking onto, the site’s topography and character, but generated
the River Tyne gorge. It is home to around 9,500 people. a vital, distinctive architecture and landscape of great
It is regarded as one of the most important and intricacy and charm. The result was thorough,
influential social housing schemes of that period, both in individualistic and desirable housing, which, importantly,
the UK and internationally. It was also identified at the was conceived and designed in collaboration with pre-
time of the project as an estate on ‘amber alert’, existing residents – virtually unheard of at the time.
requiring urgent stabilisation and investment to address
Some 30 years later, Byker was facing a decline in its
a wide range of social and environmental issues.
built fabric and landscape, and the effects of crime, the
Byker’s design was innovative and influential in that, fear of crime, anti-social behaviour and perceptions of
unlike other comprehensive social housing sites in the poor housing management. The Conservation Plan
UK, it did not involve wholesale community project came about after calls for demolition of a key
displacement, brutal architecture or arrogant planning. housing block in the Estate, generating national outcry
amongst planning, architecture and housing professionals,
but relief on the estate that action was finally being
taken. After several months of anxious political debate
it was agreed that demolition would be postponed and
a way forward sought based on both investment and
conservation. A Conservation Plan was commissioned,
alongside a parallel Action Plan by the Council, in which
public involvement would play a key part.
At the time of the project, Byker was the subject of
comprehensive listed building proposals by central
government. It was a major, controversial issue which
hung over the whole project. It was seen by some as a
door to a brighter future, and by others as a
punishment and the death knell for progress on the
estate. A decision was finally made in 2007 – some 7
years after proposed partial demolition sparked the
debate – and the Byker estate is now listed in its
View of Byker estate
entirety at Grade II*.

26 Newcastle
 Description The Approach and Processes Followed
The Conservation Plan project aimed to ensure The overall commission had a straightforward linear
Byker’s special character informed the way it was process:
managed in both day to day and strategic decision
1. Gather data through research, audit and consultation
making in the future, in the light of its growing
2. Analyse the data and compose the plan
heritage significance and housing market problems.
Detailed involvement of local people was key to 3. Consult on drafts
ensuring there was consensus on what that special 4. Finalise, adopt and publish.
character was and to ensure inputs from local The public involvement element ran throughout this and
people. comprised two main themes - consultation and
The project comprised preparation of a participation.
Conservation Plan for the whole estate and the Consultation began with researching stakeholders and
involvement of local people in its production. This agreeing how consultation should take place. This was
tool is normally used for individual buildings or sites key to ensuring inputs from the start. Letterbox
of recognised heritage merit, and so a conservation questionnaires, area walkabouts, open residents group
plan on such a large scale where there was no meetings and leaflets formed the main body of the work,
consensus on significance, had not been prepared dividing the estate into four, based on existing networks.
before to the team’s knowledge. The document was This was backed up by face-to-face interviews and
designed to answer the question “why is Byker walkabouts with other key stakeholders such as ward
special?” and to reinforce the need for a councillors, shop keepers, local police and community
management regime which might differ from the development workers. A good number of Council
average UK 1970s social housing estate. In par ticular, officers from a wide range of functions were consulted
the project aimed to instil the idea that the process with interviews, walkabouts and a comprehensive officer
of conservation should not conflict with housing workshop
management or dealing with the effects of social and day. Items
economic issues. The involvement of local people were also
would be key to this as it is they who experience discussed at
those effects every day, who live in this special ward
environment, and who, when Byker was first built, committee
were drawn in to its design and management. and residents
forum
The Conservation Plan was planned to take around 9
meetings.
months during 2002, and although it took twice that
long to complete, the public involvement element ran Consultation
successfully during the summer of 2002. The project with children
Child’s painting of a Byker house
was commissioned jointly by Newcastle City Council and young
and English Heritage - a show of unity in the face of people was felt to be important and was achieved in
the tensions brought about by suggested par tial two ways - practical activities with the local youth
demolition. The project was managed by the then centre and curriculum-based work with the local
Nor th East Civic Trust (now the Nor th of England primary school. Youth centre activity involved map-
Civic Trust) with sub-consultants (including some of based work and an electronic voting event where views
the original Byker design team) and delivered through were sought using hand-held voting machines linked to
a steering group of representatives from the funders, a computer and visual display. This was a very effective
residents groups and other community stakeholders. way of engaging young people passing through the
youth centres during the day. The primary school
activities also involved map-based work, plus creative
Costs and Sources of Funding writing and art.
The cost of the Conservation Plan commission, of The project’s participation activities went further in
which public involvement was part, was €57,553 (plus giving local people the chance to contribute to the Plan
VAT) which came equally from Newcastle City Council production. These included a locally-produced website,
and English Heritage. Additional funds were secured plus two community photography projects which
from Newcastle City Council for printing of the generated images used in the final document. Most
finished document. revealing was a visit by residents’ leaders and young

Newcastle 27
 people to Park Hill, a 1950s/60s housing estate in people of Byker’s significance as a special place, and a
Sheffield already listed Grade II* at the time. This gave
Problems & Opportunities
realisation that Byker can be heritage and still operate
Byker people an insight into other people’s experiences successfully as a social housing estate.
in a similar situation. One resident also joined the
North East Civic Trust at a twentieth century housing
conservation conference in Scotland, relishing the
chance to speak about Byker and its future to The main problem for the public involvement aspect of the
conservation professionals. project was getting enough people involved to make the
Publishing the Plan took some time after the project was process meaningful. For an estate of some 9,500 residents,
completed but, eventually, copies were printed and made overall responses were not high with average attendance
available, including some for sale in response to ‘external’ at each of the walkabouts around 20, and questionnaire
demand. The Plan included a comprehensive 70 page response rates varying from 8.5% to just 2.5% in parts.
appendix on the process and results of public Some parts of the estate had suffered a breakdown of
involvement. Since completion, the North East Civic resident activity due to apathy and, in one area, as a stand
Trust has frequently promoted the project at talks, against a perceived lack of response to an earlier Council
seminars and conferences, to groups visiting Byker, and in consultation.There was considerable ‘consultation fatigue’ in
the media, always stressing the public involvement the estate with long running debates about housing
The Benefits management and investment, plus a perception that not
aspects.
enough was being done to act on the results of
consultation. One resident summed up the situation with
the memorable quote, “I’msickofbeingempowered!Ijust
wishsomeonewouldgetonanddosomething.”
The project showed that strong public involvement in
such a project was invaluable and central to its success. However, with the various routes made available for local
It would be counter productive to run a project people to become involved, and the enduring enthusiasm
designed to influence long term management of a social for the process by resident leaders and other
representatives, the North East Civic Trust and the
housing estate with heritage significance that did not
steering group felt enough had been done to give people
involve local people in detail, particularly over an issue
the opportunity to become involved, and to raise the
as locally emotive as conservation and in an estate with The Lessons Learnt
a history of community activism.
The key benefits were those common to public
involvement activities of this kind, and accrued to local • Public consultation on conservation issues in
people as well as to the project itself. People had the social housing must be a priority, particularly
chance to ‘let off steam’, and they sometimes felt better where heritage protection has become a
able to do so to an ‘independent third party charity’ than to prominent political issue and where the
the Council, where they may have experienced difficulties involvement of local people has always been
previously. It generated high levels of awareness about the part of the place’s history and significance
• Developing an ambitious consultation
project and its outcomes, together with community
programme with a wide range of options for
‘ownership’ of the Plan process, which the group hoped
involvement gave as many people as possible the
would make its active use and support more likely in the
chance to be involved
future. Indirect environmental benefits included local
• Sincerity is key. Giving people things to do, not
people better recognising the inherent specialness of the
just a chance to talk, is crucial to keeping
place and consequently being more inclined to care for it.
enthusiasm in a place threatened by apathy and
For the project, the process generated a broad indifference
understanding of local views on a range of issues. Good • The importance also of not over-consulting as
evidence was gathered in the form of quotes and statistics this will also lead to apathy and even anger that
to illustrate and back up points made in the Plan. For not enough is being done on the ground
example, the telling quote, “IfIhadthemoney,I’dmoveaway • Showing how the results of community
tomorrow...butI’dtakemyhousewithme.” demonstrated a involvement influence and shape decisions and
widely held view that social issues were causing the Estate’s actions is crucial to avoid cynicism and
problems, not the inherent fabric of the place. disenchantment
• The process of community engagement, not just the
More generally, it brought the issue of ‘Byker as heritage’ results, is important – increasing an understanding of
to a head, aiming to instil a better understanding in the place and its heritage significance and generating

28 Newcastle
THE SIDE AND SANDHILL, QUAySIDE
Summary
The regeneration of the western end of the Newcastle upon Tyne’s Quayside has been achieved through the
implementation of three separate initiatives that have restored and enhanced the historic buildings, improved the
public realm and made the area more accessible.

uses to the area was considered essential to the

Context prosperity and future of the area.The existing uses had
also focused attention on the lower floors of buildings and
The development of Newcastle upon Tyne has been consequently a number of historic buildings were at risk of
greatly influenced by the dramatic topography of the decay from vacancy or underuse of the upper floors.
Tyne Gorge. On both sides of the river the land climbs
steadily and rapidly over 250 feet. The valley sides, once Three separate initiatives by Newcastle City Council
deeply incised by small streams, are at their steepest combined to address these cumulative problems. Firstly,
immediately behind the river. This terrain led the Roman ‘Quay Link’ a major project to create a dedicated,
and early medieval town to huddle around the riverside environmentally friendly, energy efficient transport system
and set up its defences on the towering sandstone from the town centre to the Quayside; secondly the
headland above. ‘Sandhill Heritage Economic Regeneration Scheme’, a
grant aid programme to restore and bring back in to use a
In more recent times the gradual movement of the town range of highly significant post -medieval historic buildings;
centre up the valley sides on to higher ground, facilitated and thirdly ‘ Hidden Rivers’ - a proposal to interpret the
by the in-filling of the stream beds, created a thriving lost streams of the early town through public art.
upper town with busy commercial and retail streets, civic
buildings and leisure facilities but saw the riverside area
decline, bringing with it the under-use and decay of Costs and Sources of Funding.
historic buildings in the area. High-level bridge links into
the 19th century town also hastened the growing divide In relation to the ‘Quay Link’ initiative, the overall cost of
between the prospering upper parts of the town, the public realm aspects of the scheme was in the
represented by Richard Grainger’s late Georgian elegant region of €3.55m, the dedicated streetscapes in the
new town, and the neglected medieval Quayside. historic area of the Side and Sandhill accounting for
€2.22m of this cost. Funding came from Central
This divide, exacerbated by the poor, and strenuous, Government, the City Council and from major
pedestrian and transport links between the two, Developer Contributions.
continued until the late 20th century. Disappearing
industry, the cleaning of the river, the rising enthusiasm The ‘Sandhill Heritage Economic Regeneration Scheme’
for riverside views and massive government investment was a three year, €592k project running from 2003-
brought new life and buildings to the modern city’s 2006. It was a partnership between Newcastle City
waterfront in the 1990s but did little to re-connect the Council and English Heritage, managed by the City
area with the city centre or to re-invigorate the Council. It comprised contributions of €148k from
quayside’s historic environment. Newcastle City Council (25%), €148k from English
Heritage (25%) and €296k from the owners/ occupiers
of the targeted properties (50%).
Description
Finally in relation to the ‘ Hidden Rivers’ initiative the art
The city’s main centre had benefited from the Grainger work itself cost €229k paid for by the City Council with a
Town Project and the Eastern end of its Quayside had small contribution from the Arts Lottery and private
been the focus of extensive renewal under a funders. However, the laying of a more traditional floorscape
Development Corporation initiative in the 1990s but in keeping with the rest of the works to the area would
the historic Quayside, the Side, Sandhill and Dean Street have cost €170k.The real cost of the introduction of the
area which linked the two parts of the city together had public art scheme was therefore only €59k.
fallen between these two projects. The area had
become dominated by pub, club and restaurant uses
giving it a lively atmosphere in the evening but a very
quiet ambience during the day. Bringing active daytime

Newcastle 29
 predominantly late seventeenth and early eighteenth
The Approach and Processes Followed century buildings are regarded as perhaps the finest
group of early post medieval buildings in the North East
Quay Link of England. The grant aid was offered at 50% of the
costs of the eligible works (split between Newcastle
Access to Newcastle Quayside has historically been City Council and English Heritage) with a 50%
poor, but there were nevertheless over 4m leisure and contribution from the owner/occupier.
work related trips per year to the north and south banks
The focus of the work was on the repair and restoration
of the river. However, only 2% of these visitors travelled
of the main elements of the buildings, such as walls, roofs
there directly by bus. Over 25% of the public used public
and windows. This scheme has resulted in the buildings
transport to come in to the city but then mostly walked
being removed from the Buildings at Risk Register by
from the centre to the Quayside. Travel patterns were
English Heritage and provided the opportunity for the
therefore highly car orientated, leading to traffic
development of a more mixed economy and a greater
congestion and a poor quality of air and environment for
variety of use in the historic area.
both people and the historic buildings alike. The aims of
the Quay Link scheme, therefore, were to provide a
sustainable transport system for the expanding Quayside The Hidden Rivers Public Art Project
areas, to provide an attractive alternative to the car and
to integrate the Quayside into the wider, high quality Newcastle has a number of small rivers or burns
public transport system within the conurbation. running beneath its surface, one of which the ‘Lort Burn’
once ran to the river along the route of present day
The scheme was designed to provide a highly visible, Grey Street, down the Side and in to the Sandhill. This
frequent, integrated, reliable, high quality bus based ‘Hidden River’ was celebrated in a programme of public
system achieved through the use of state of the art art, developed in tandem with the public realm works
buses with low floors for easy access. The service is for the Quay Link Project. The art work ‘Tributary’ traces
highly visible and branded, the buses powered by the historic course of the Lort Burn down the Side. The
alternative fuels with bus stops made purposefully visible flow of the former stream is interpreted in the materials
but sympathetic to their historic surroundings. The and design woven into the floorscape of the area –
Sandhill, Side and Central quayside area was a key point forming a subtle part of the fabric of the street.
on the bus routes and subject to regular peak hour Channels of granite and slate represent the source of
congestion. It was vital for securing reliability of services the burn, a sense of downward movement is created by
that high levels of bus priority were delivered and to this the use of granite paving and interspersed granite
end a scheme of public realm improvements was cobbles. Slabs of Caithness slate complete the flow
undertaken in the historic area, which combined towards its confluence with the River Tyne.
pedestrian and public transport movement whilst
removing car traffic from a part of the area and
widening footpaths in other parts.
The Benefits
This combination of initiatives has brought many
Sandhill Heritage Economic benefits to the area. The Quay Link Scheme has
Regeneration Scheme enhanced the quality of the public realm, improved
access to the area for pedestrians and via public
‘Heritage Economic Regeneration Schemes’ focus on transport and resolved traffic congestion in the historic
the preservation and enhancement of conservation area. The Sandhill Heritage Economic Regeneration
areas through the repair and conservation of buildings, scheme has rescued important buildings from a spiral of
the reinstatement of lost architectural features and the decline and brought them back into greater use. The
enhancement of spaces between buildings. public art scheme has introduced an element of
interpretation and variety to the floorscape. In the long
The Sandhill scheme was a three year €592k project
term the breaking of the monopoly of use and bringing
running from 2003-2006. It was a partnership scheme
a livelier daytime economy to the area may prove to be
between Newcastle City Council and English Heritage,
the biggest benefit.
and managed by the City Council. The agreed Action
Plan of the Scheme focused on the Grade II* properties
32 Sandhill; 33 & 34 Sandhill; 36 & 38 Sandhill; 39 & 40
Sandhill; and 28/ 30 Close - all of which were regarded
as Buildings at Risk by English Heritage. This set of

30 Newcastle
 Problems & Opportunities
There were, unsurprisingly a number of problems and
opportunities, in particular achieving spend within the Sandhill
Heritage Economic Regeneration scheme, which relied on
building owners taking up grant but also contributing their
own funds. A further issue was imposing the new traffic
restrictions without creating a clutter of signs and posts, which
would have undermined the improved public realm.

The Lessons Learnt

• Sensitive and well-considered public transport

arrangements can positively enhance the historic
environment and assist in the regeneration process
• A cleaner environment is healthier for buildings as
well as people, creating a pleasanter and more
desirable area, increasing the potential for
residential and commercial usage
• Public art can be a key factor in improving the setting Quay Link
of a historic area and its buildings and in establishing
the identity of an area at relatively low cost
• Variety of use is important in ensuring greater
occupancy of historic buildings and in ensuring a
more vibrant day/night economy
• Separate but complementary schemes can feed
off each other to create benefits greater than the
sum of their individual parts - bringing wider
regeneration benefits than a single focus scheme
• Organisational arrangements are crucial to
delivering a quality result especially where
heritage professionals, urban designers, traffic
engineers and artists work together
Hidden Rivers paving

Sandhill

Newcastle 31
32 Newcastle
belfast
Belfast: Northern Ireland region, UK.
Population 277,000

• BELFAST CONTExT
• CULTURAL QUARTERS
• CATHEDRAL QUARTER
• TITANIC QUARTER

belfast 33
 BELFAST CONTExT
activities in Belfast. However, a review of public
History and Development administration is currently underway and new
arrangements will be in place by 2009. This will devolve
Belfast is the capital of Northern Ireland with a present more powers to local authorities, the number of which
population of 277,000 and some 800,000 people in the will be reduced and will also improve their capability to
wider metropolitan area. The town received its Charter deliver regeneration activities.
in 1613 on a site defined by hills and the sea. The city
expanded in the 17th and 18th centuries based on the Strategy
cotton, linen, engineering and shipbuilding industries. The
peak for these industries coincided with the launch of
Belfast currently has one of the strongest economies in
Titanic in 1912.
the UK and the strategy of the City Council has been to
The Laganside Corporation was established by the encourage growth and investment, develop brownfield
Northern Ireland Government in 1989 to regenerate sites, and enhance the city centre and to promote
areas of derelict land along the banks of the River Lagan, cultural tourism. In 2005 there were 6.4 million visitors
including the former Gasworks. The Belfast Harbour to the city, which is linked to the designation and
Commissioners have also developed part of the former promotional material of 4 designated cultural quarters in
shipyard, in partnership with a private development the city.
company for a Science Park and The Odyssey Complex,
which includes a concert arena, cinemas and a bowling
alley. The former Harland and Wolff shipyard is currently Issues
one of the largest brownfield sites in Europe.
The key challenge facing the city, now that investment is
There was little investment in the city’s built environment beginning to be attracted, will be the development of
following World War 1. This was compounded by new governance and project delivery arrangements that
damage caused by World War 2 bombing raids and facilitate the coordinated implementation of the city’s
more recently bombings during the 30 years of The cultural heritage led regeneration vision.
Troubles - leaving the urban environment in urgent need The completion of the review of local government in
of investment and regeneration. Northern Ireland will provide opportunities for Belfast
City Council to take a leadership role in delivering the
Europe regeneration of the city. The cultural and social
differences that led to the Troubles, however, remain
Northern Ireland had Objective 1 status, under a special placing added importance on community engagement
EU Peace Dividend provision. The current regional status playing a major role in shaping the city’s future.
is Objective 2.

Legislation
Following 30 years of conflict, the peace process and the
Good Friday agreement of 1988 a Regional Assembly is
now operational giving devolved government to
Northern Ireland.
Although the UK planning legislation applies to Northern
Ireland, the powers of Belfast City Council are limited
because many of the functions operated by local
authorities elsewhere in the UK are the responsibility of
the Northern Ireland Assembly. The City Council is
responsible for environmental health, arts and culture,
tourism, regeneration and waste management. In total,
there are 11 Government departments and 150 public
agencies that have a role in relation to regeneration

34 belfast
CULTURAL QUARTERS
Summary
Belfast’s ‘cultural quarters’ are based on the identification of ‘area-based’ character that reflect and celebrate the
city’s diverse cultural identity. The concept aims to maximise ‘benefit’ in particular from the city’s physical heritage
– recognising the potential contribution of heritage qualities not necessarily identified or protected through
official designation. When successful, the process increases confidence, local ownership, inward investment, and
local and tourist usage - to the overall social, environmental and economic benefit of the city.

Context Description

Belfast has a comparatively small amount of physical The cultural quarters consist of the Cathedral Quarter,
heritage remaining and few internationally outstanding the Queen’s Quarter, The Titanic Quarter and the
historic assets. Whilst the urban settlement has a long Gaeltacht Quarter based on the areas around the St
and complex history, much of the current historic stock Anne’s Cathedral, the Queen’s University, the former
of buildings dates from the late nineteenth and early Shipbuilding Yards and the Falls Road respectively. Each
twentieth centuries. There has tended to be a cultural quarter is different and fulfils a distinct function bolstering
and economic presumption in favour of new and preserving the city’s overall character and identity.
development rather than the continued use of older Cathedral and Titanic Quarters are examined in detail as
structures and this continues to pose a threat to those case studies in their own right and Queen’s and
historic buildings remaining and consequently to the city’s Gaeltacht are briefly described below.
cultural identity and historic character.
Queen’s Quarter takes it name from the Queen’s
As a consequence of the administrative arrangements in University of Belfast, originally established as a college of
Northern Ireland the City Council has, unusually in the Royal University of Ireland in 1847, gaining its current
Europe, little control over the preservation and title and status in 1907. The key built heritage element of
presentation of this heritage. It nevertheless has a duty the University is the mid-nineteenth century neo-Tudor
to maximise benefit from the city’s remaining heritage Lanyon building set back from a main traffic route behind
assets as part of a commitment to its citizens to provide green lawns and adjacent to an important early
the best quality of life possible along with a vibrant nineteenth century Council-owned public park which
economy. includes historic structures and landscapes and houses an
element of the national museum. Surrounding housing -
Both local people and visitors to Belfast identify
mainly late nineteenth to early twentieth century -
‘character’ as a key element in the ‘values’ that distinguish
reflected a variety of social status. There is now
the city – a concept
considerable commercial usage and in many cases
that is recognised as
property prices make parts of the area unaffordable to
intangible, hard to
the student population. The area was regarded as safer
define, mutable and
than many during the Troubles. Post conflict prosperity
easy to destroy. One
has further increased pressure on character, not helped
way, however, in which
at times by development proposals insensitive to the
this idea has been
historic building stock.
applied in Belfast is the
designation of cultural The Gaeltacht Quarter, although a defined area of about
quarters. These should 1.6 sq. km in West Belfast centred on the Falls road, does
be thought of not as not relate principally to physical structures, but rather to
the geometrical division a cultural affinity to the Irish language. The Irish Free State
of the city – but rather regarded the native language as the key element of
as closer to the French national identity and designated for special treatment
quartier – distinctive, ‘Gaeltacht’ - areas where it still predominated after a
geographically defined, dramatic decline across most of the country during the
cultural entities. Gaeltacht nineteenth century.

belfast 35
 The language became closely (but not exclusively)
associated with the struggle for independence from Costs and Sources of Funding
Britain. West Belfast is a geographically and culturally
distinctive area where a growing confidence has been Costs vary significantly as a consequence of the different
expressed through increased interest in the Irish approaches and range of agencies in each quarter
language, including the emergence of schools in which it ranging from major capital expenditure on signature new
is the medium for instruction. The Good Friday buildings such as in the Titanic quarter to smaller projects
Agreement in fact led to organisational and financial in the Cathedral quarter aiming to act as a catalyst for
support for the Irish language. Unlike the Republic of regeneration (see case studies). A range of funding has
Ireland, in Northern Ireland English has been the official been and continues to be attracted to the cultural
language and the decision to support this process is part quarters as an on going part of, for example,
of the current political accommodation and, as such, has Government departments and the City Council fulfilling
considerable social and cultural significance. their functions relating to public realm, cultural events
and tourism promotion. EU funding has also been
In many ways, therefore, language for the Gaeltacht successfully obtained including c. €1.5m spent on specific
Quarter plays the same role as built environment in the heritage-related signage in the quarters and city centre.
other quarters – a key indicator of identity rather than
aiming to encapsulate the totality of the areas character.
As elsewhere, this has been expressed through public art
– both official and unofficial (murals), increased activity The Benefits
and cultural festivals, which have been supported by the
Council. The Quarter designation has also been a focus The designation as a Quarter has both literally and
for broader economic regeneration. A report was conceptually sign-posted the area as attractive and
commissioned in 2004 by the government departments important to visitors and citizens. Minor public realm
of Culture, Arts and Leisure, Social Development and intervention supports and emphasises character. Events
Enterprise, Trade and Investment. This declared that the and cultural activities promoted by the Council in the
Quarter was ‘ An extraordinary opportunity, born of park within the Queen’s Quarter have been vital in
extraordinary circumstances, demanding an making explicit the diversity and vigour inherent in the
extraordinary approach.’ and advocated a strategy which area, as well as bringing in new audiences – particularly
focused on wealth creation, drawing on a cluster of Irish families who may not have connected with a place
Language and Cultural based enterprises and activities, presumed to be dominated by young adults. The
with significant tourism potential. University also runs a major international cultural festival
during winter months that opens up and supports a
variety of venues and puts considerable amounts into
the local economy.
The Gaeltacht Quarter has also been a considerable draw
to tourists, attracted by its distinctiveness and a desire to
see and understand important sites in the history of the
Troubles. Interestingly, there is every sign that this interest
is growing and is sustainable as the events themselves
become more remote in time. These visitors help
facilitate a reflective process for locals which adds
validation to a community which at times has been
marginalised and is still under economic pressure
containing some of highest levels of deprivation in the
whole of Northern Ireland. While the economic benefits
have yet to be maximised, there is some evidence that
interest and appreciation of the built environment has
increased.

36 belfast
 Problems & Opportunities The Lessons Learnt

Cultural quarters draw on many of the success factors

common to other heritage projects, such as depending The concept of cultural quarters demonstrates: -
on the identification and use of specific character and
• The value of Identifying an areas distinctiveness
engagement with communities. As a result there is
making its heritage character explicit and
potential for more to be rolled-out without necessarily
providing a framework to facilitate and
diminishing impact. They offer the chance for tourists to
celebrate diversity
engage with the local and authentic. This multi-factoral
approach has proved economically successful, drawing in • That Quarters need to be adaptive and flexible
private as well as public investment. over time drawing on a full range of tools and
approaches – ranging from enhancement of the
The plethora of agencies and government departments
public realm to organisation of festivals and
as in Northern Ireland however can either lend strength
events
or equally lead to sporadic implementation and a lack of
coordination– for example public realm work may not • The importance of focusing as much on people
proceed at the same time as other improvements and as on buildings in promoting and regenerating
thus have diminished effect. Success can itself pose a an area
threat where an influx of tourists can also dilute • That Quarters can validate and support local
distinctiveness and new found prosperity can raise prices communities, add value to the quality of life and
driving out the local population and lower level cultural bring considerable economic benefits
activity - in turn destroying the character upon which the
Quarter depended. • That to be successful they must draw on
genuine character and authenticity and connect
with local people as well as tourists

Queen’s University

belfast 37
 CATHEDRAL QUARTER
Summary
The regeneration of the Cathedral Quarter aims to re-establish Belfast’s historic core as a distinctive and
attractive mixed-use quarter and as a thriving and vibrant cultural hub. The project commenced in 1997 under
the remit of the Laganside Corporation and to date has seen improvements to the public realm and the delivery
of a number of key projects as part of an on-going programme of regeneration.

Context Description
The Cathedral Quarter is the historic heart of the City The Cathedral Quarter is an area of approximately 12.1
of Belfast and the story of the modern City begins there hectares within Belfast city centre and north of the
in the early 1600’s. Although little remains from the early central retail and financial area. The area was named after
period of development, the area's character and spatial the 20th century St Anne’s Cathedral following an
arrangement are still reminiscent of the 17th century extensive public consultation. Part of the Quarter is
street patterns. In the 18th century the Quarter was an within the Cathedral conservation area, which has
important mercantile and financial district. Belfast in the approximately 20 listed buildings.
late 19th and early 20th century was at the height of its
The vision for the Cathedral Quarter is that it will
industrial and economic power and the buildings of the
become a dynamic and distinctive mixed use, historical
Cathedral Quarter reflect the sophistication of high
and cultural quarter within the centre of Belfast. It will
Victorian architectural fashion.
play a diverse and dynamic set of roles, contributing to
Through the second half of the 20th century, many of the economic performance of both the City centre and
the key buildings fell into disrepair and disuse as Belfast’s the wider City region. Strategic programmes focused on
industrial decline was compounded by sectarian and the development of a cultural and entrepreneurial role
political strife. De-centralisation of activity from inner city for the Quarter with an emphasis on specialist retail
to the suburbs followed as the central zone was, until the outlets, visitor appeal and a programme of urban
1990, closed to the public during evening and nighttime. regeneration and high quality public realm improvements.
The Quarter was largely outside the City centre security Emphasis was also placed on the viable reuse of the
zone and this led to a perception that it was a high-risk historic building stock and the preservation of the
area for private-sector investment. The result is that intricate street pattern to develop the unique identity
Belfast’s city centre has yet to become the developed and feel of the area.
social area usual in other cities of its size and status.

Costs and Sources of Funding

The redevelopment of the Cathedral Quarter has

benefited from significant investment focused on
promotion of the area as a cultural quarter. Total
investment of €7.34 million came from Laganside,
Department for Social Development and European
sources between 1997 and 2006. Since 2003 European
Regional Development Fund monies of over €2.05
million have significantly enhanced the available budget
by providing 75% funding for a number of key projects
which include: Cotton Court, Royal Avenue and Shah
Din redevelopment as managed workspaces, Cathedral
Quarter Streetscape improvements, and an open space
project at Cathedral Close to create Writers Square.

St Anne’s Cathedral

38 belfast
 streetscapes and open and accessible public spaces such
The Approach and Processes Followed a Writers Square that celebrates Belfast strong literary
history. The Cathedral Quarter Building Enhancement
Laganside Corporation, an arms length development Grant offered discretionary grants to owners/occupiers
agency, responsible for turning around the fortunes of to undertake high quality repair works to the exterior
the riverside area, took on the Cathedral Quarter in was launched in 2004 and has resulted in upgrading of
1997. The vision for the regeneration strategy highlights privately owned premises. Key private developments are
its cultural and historic importance. also encouraged as investment opportunities with major
development now in progress. This cultural process has
The area is made of warehouses, public buildings, retail
enhanced and developed an awareness of the physical
buildings and residential units.This mixed-use character has
improvement projects and has been essential in
been preserved with a range of new uses concentrating
engendering a sense of ownership.
on creative and cultural organisations and businesses. A
particular focus has been the provision of redeveloped The enhancement of the cultural offer in the Quarter
historic buildings, as managed workspaces at a rental cost will benefit from the future development of the MAC
below those commercially available.This supports the (Metropolitan Arts Centre) a major new multi art form
sustainable reuse of some of the historic building stock centre. This will be the cultural centrepiece in the
and has enhanced the identity of the area providing the development of St Anne’s Square to the rear of the
basis for its role as a creative and cultural hub of the City. Cathedral with the creation of a piazza and
accommodation for retail, office and residential use. A
The programme included redevelopment of a cotton
further development at Royal Exchange will provide
warehouse in Cotton Court, bank premises in Royal
retail and restaurant space which takes in a large area to
Avenue and Shah Din a wholesale warehouse with a
the North of the Quarter and will connect the quarter
restored 19th century shop front - used as managed
with the main shopping street. The “Four Corners”
workspaces housing a wide range of cultural and
building is to be redeveloped as a hotel.
community organisations. Some of the premises are
equipped with specialist facilities such as Belfast’s
community television (Northern Visions) studio and
editing suite. Some have publicly accessible galleries and
facilities such as Belfast Exposed Photographic Gallery.
Other spaces including the upper floors of commercial
premises have been actively developed and brought into
use through the encouragement of cultural organisations
into the area. The Belfast Community Circus School
purpose equipped facility was one of the first cultural
venues created within the area. The most recent, the
Black Box performance space, was developed in 2006
through support from Belfast City Council as a stimulus
and venue for evening cultural programming.
Street entertainment Cathedral Quarter
A grants programme for cultural activity and support for
cultural organisations to assist programming in the area
has added vibrancy and public awareness of the area as a
cultural hub. The Cathedral Quarter now supports a
range of cultural festivals and activities including the
Cathedral Quarter Arts Festival, which attracts an
audience in excess of 50,000. Cultural activity is used to
create an identity for the areas through both general
artistic activity and also activity, which conveys and
amplifies the historic nature of the area. This eclectic mix
including private and public spaces and a social enterprise
pub has encouraged entrepreneurial restaurateurs and
café owners to capitalise on the image of the area now
one of into the City’s trendiest nightspots.
There have been public realm improvements to enhance
the character and style of the area with upgraded

belfast 39
 The Benefits The Lessons Learnt

The Cathedral Quarter has undergone a transformation

from an underused area with vacant sites and derelict • The potential that a city’s unique identity can
buildings and is emerging as a vibrant and distinctive contribute to shaping a heritage led
historic district and cultural hub. The cultural focus of the regeneration strategy for the city as a whole
regeneration strategy has brought the following benefits: - through the identification of ‘Cultural Quarters’
• Restored investor confidence with a number of high • The importance of a holistic approach, covering
quality developments completed and significant promotional events as well as physical
planned commercial developments improvements and a mixture of uses including
residential, in order to establish and maintain an
• Approximately 700 permanent jobs have been
areas vitality and viability
created
• The Importance of looking at heritage broadly
• 50 cultural organisations have moved into the area
In terms of people as well as physical assets and
providing valuable reuse of historic buildings and
of developing mechanisms for dialogue and
enriched awareness and understanding of the cultural
communication with the community Including all
and architectural heritage of the area
stakeholders
• Increased visitor numbers to the City which are now
• That such a cultural heritage approach can
over seven times 1997 levels with many of the short
deliver both social and economic benefits in
break visitors attracted to the distinctive cultural offer
terms of celebrating and recognising
and night life within Cathedral quarter
distinctiveness, raising heritage awareness and
• Provided an essential link with communities outside developing local ‘pride of place’, delivering
the Cathedral Quarter area, particularly with inward investment, job creation and increased
communities and interest groups from disadvantaged visitor numbers
areas of North Belfast - paving the way for plans to
• That alternative Implementation models such as
connect communities to the North of the City.
an arms length development agency can be an
effective mechanism for the delivery of
regeneration projects particularly where there is
Problems & Opportunities a clear vision
• The overarching importance of an integrated
Low residential use and difficulties with orientation for governance structure that facilitates leadership
visitors and occasional users has been a key problem. This and coordinated policy development and
has been addressed by raising awareness of the area programme delivery
through cultural branding and information. The danger of
attracting a late night drinking culture has been
highlighted and is counteracted by a continued focus on
cultural provision. There are also active attempts to
encourage residential development, which will be realised
in proposed new commercial developments.
Laganside Corporation was wound up in April 2007 and
the transfer of assets and responsibilities are currently in
transitional arrangements with the Department for Social
Development, a regional governmental department, with
the aim of bringing it under Belfast City Council. This will
offer further opportunities for further integration and a
holistic approach to strategic city development.

40 belfast
TITANIC QUARTER
Summary
Titanic Quarter is a major regeneration project to the east of the current Belfast city centre in the early stages
of its development. It aims to reclaim a former industrial and shipyard area with new residential, commercial, and
educational and leisure development, branded by its key historical association with the ship, Titanic.

Context Description

Belfast developed as a port town from the seventeenth The area was branded by its heritage association and
century, but access for larger ships was limited by a named Titanic Quarter in 2000, as part of a wider
shallow and winding channel. The Harbour strategy to realise the potential of culturally distinctive
Commissioners improved the channel through dredging in areas within the city as a whole. The developer, Titanic
the first half of the nineteenth century. The waste material Quarter Limited’s (TQL) vision for the area is as ‘a high
formed an artificial island, at first used for leisure. By the profile European waterfront development firmly rooted
1860s this ‘Queen’s Island’ was being used for shipbuilding, in the history and character of Belfast, acting as a driver
which rapidly developed into a major industry – the main for high quality investment and development…’
company involved, Harland and Wolff, had become the The key physical heritage assets include the artificial
largest in the world by 1900. Another company, island itself; the site of the slipway from which the Titanic
Workman Clark, also operated on a very large scale. was launched; Thompson Dry Dock and Pump house; a
Harland and Wolff had developed a close relationship flooded dry dock housing a World War I battle cruiser
with the White Star shipping line, which provided still in Royal Naval service, the Harland and Wolff
transatlantic passenger services. The Harbour Headquarters building and two very large cranes.
Commissioners constructed the largest dry dock in the Protection is provided by a mixture of designation as
world to support the building of the ‘Olympic’ class of ‘listed’ buildings and ‘scheduling’ – the latter being
liners. First the Olympic, then the Titanic – the largest commonly used for archaeological sites. These physical
man-made moving objects ever made to that time - elements are given added significance by the associative
were built. The disastrous sinking of Titanic on her 1912 values, characterised internationally in terms of the
maiden voyage still resonates and provides the key Titanic ship and its short, but dramatic life. Locally, the
branding for the whole area. values are more complex, being both wider and deeper,
particularly for communities in the area, which supplied
After World War I shipbuilding went into cyclical decline,
the shipyard with labour within living memory.
which accelerated after World War II. In spite of
continuing to produce substantive innovative projects, The master planning process envisages high quality
by the last decades of the twentieth century new ships residential and commercial buildings, public realm
were no longer built and the workforce was a fraction development, and a number of major developments,
of that in earlier times. By 1990 the site had been which so far include a campus for higher education and
identified as a major brownfield opportunity, when the a new Public Record Office. A central feature and key
process of clearing existing infrastructure started. A site draw for visitors will be a signature visitor attraction
of 86 hectares was made available for development. exploring the history of the Titanic and its context.

belfast 41
 The Dock was built specifically to cater for the Olympic
Costs and Sources of Funding class liners. It was the biggest in the world and remained
in use until the new millennium, emphasising the
The bulk of the Titanic Quarter is held on long-term continuity of the shipbuilding story. These assets are the
lease by TQL, which has a prime focus on residential most substantial and intact remaining from the heyday
and commercial development. It is a partner with the of the shipyard. The Pump house has been stabilised
Northern Ireland Tourist Board (NITB) and Belfast City and it is now open to visitors. Public realm and
Council in a bid to the Big Lottery Fund to support the stabilisation work has made the Dock accessible and
building of the signature visitor attraction, which was recovered some idea of its function from previous
not successful. Other ways of taking forward the project dereliction. The Dock effectively preserves and
are therefore actively being sought. The Titanic is one of communicates the physical footprint of the Titanic. It
five key strategic tourist themes across Northern Ireland also illuminates the wider story of shipbuilding as one of
identified by NITB. The main cost of the new €50m innovation and struggle. Ship repair and other heavy
record office will come from the government engineering still goes on in the area and, even closer to
Department of Culture, Arts and Leisure. the site, the Northern Ireland Science Park acts as an
The Thompson Dock and Pump house are major surviving incubator for new, innovative industries.
heritage elements. Currently NITB has committed about
€2.5m, Belfast City Council c. €0.15m, along with some Problems & Opportunities
support from the Environment and Heritage Service, to
stabilisation and development in this area. The concept of Titanic Quarter is both a threat to and a
validation of the heritage of the site. Whilst many physical
Overall the Titanic Quarter development is currently assets have been lost, the space still embodies values that
estimated to have an eventual value of €4.4 billion in total. embrace important elements of the defining characteristics
of Belfast, based on a genuine historical narrative.These
The Approach and Processes Followed values are widely recognisable on the world stage and care
needs to be taken to ensure their integrity as part of the
A key element in the approach followed has been public- commercial realisation of the project.
private and multi-agency partnerships. Commercial In simple terms ‘Titanic’ can either mean the triumph of
development is running in parallel to safeguarding and constructing Olympic and Titanic – one of which had a
utilising the heritage assets, which have an important role long and successful career - or the fictionalised and
in branding the area. As well as being the designated dramatised story of one vessel’s sinking, far from its
developer TQL, needs to deliver publicly set agendas as birthplace. The challenge for Belfast is to own, manage
well a profit to share-holders. It faces a difficult task in and use its heritage for regeneration or accept a
combining the more generic attractions of waterside secondary role in a product determined by others.
development with the specifics of heritage and character.
The signature attraction typifies this in terms of The Lessons Learnt
partnership, a mix of funding, and as a mechanism to
bring people and further investment into the area. It
will consist of an aspirationally-iconic building with a • The opportunities of a ‘value-driven’ approach to
number of historically themed exhibitions supported by heritage led regeneration and its potential for
public spaces for community and large-scale catering wider application in other cities where recent
use, sitting close to the former Harland and Wolff cultural events could act as a strategic catalyst for
headquarters building and to the slipway from which regeneration
the Titanic was launched. Careful public realm • Even after physical assets have been lost, sites can
development of the space aims to enable people to still embody important characteristics and values
connect with the heritage. This development is
designed to be finished for the 2012 centenary of • Even where these have global recognition and
Titanic. The scale of this development means it has significance, there must be a connection to local
communities to ensure authenticity and validity
major strategic implications for the structure and
economic future of Belfast as a whole. • The importance of partnership and public sector
investment to ensure cultural heritage
In the shorter term, there is already tourist interest in
opportunities like Titanic are initially commercially
the area’s heritage assets, for example, the Thompson
viable and attract private investment
Pump house and Dock (leased to the Northern Ireland
Science Park) will act as gateway to the area up to 2012.

42 belfast
GöteborG
Göteborg:Vastsverige region – Sweden.
Population 489,000

• GöTEBORG CONTExT
• CITy RENEWAL IN HAGA
• VALLGATAN – WALKING SPEED STREETS
• GAMLESTADENS FABRIKER REGENERATION
• THE PEDAGOGEN PROJECT

GöteborG 43
 GöTEBORG CONTExT
History and Development Legislation
Göteborg was founded in 1621 as a fortified trading port Under Swedish law, there is a comprehensive up to date
and was built by Dutch engineers with moats, ramparts, plan for the whole city supported by details about
walls and canals. The economy in the 18th and 19th existing uses and policies on short and long term changes
centuries was also based on trade, dominated by the of land use. There are seven formal stages to this planning
Swedish East India Company. In the 19th century the city process, which can take as long as three years from start
developed into a strong industrial economy, ultimately to legal approval and includes the requirement to consult
developing international industries in the 20th Century with stakeholders as well as with the general public.
such as SKF ball bearings, Volvo cars and several shipyards.
Severe economic recession in the 1970s resulted in Strategy
most of the shipyards being closed and led to a major
structural change in the local economy. Although The comprehensive plan for Göteborg seeks to balance
Göteborg is the largest port in the Nordic region, much social, financial and environmental factors in order to
of the economy is now based on knowledge and develop a viable long-term sustainable city.The strategy for
logistics, and the city promotes itself as a City of Events, urban development is to concentrate growth around
hosting everything from conferences to Sports strategically located public transportation nodes and to
Championships and political summit meetings. increase the housing density of the inner city areas.The
The city has a history of giving high priority to housing comprehensive plan seeks to develop the existing character
for workers. Typical for Göteborg are the three storey of Göteborg as a city of human scale, to enable a mix of old
‘Governor’ buildings that were built between 1870 and and new buildings, and to develop the connections
1940. Due to fire regulations, which only allowed between different parts of the urban area, particularly
wooden houses in two storeys, the county governor across the river. In the near future, a number of large
made an exception and allowed a building type with a centrally located brown field redevelopments will be
stone ground floor and two wooden upper floors. Many started, which are planned to double the size of the city
of these buildings were demolished in the 1960s and
1970s but those remaining form an important part of
the city’s built heritage.
Issues
Much of the heritage value of Göteborg lies in the
Europe common heritage that forms part of the everyday
environment and buildings, including its industrial past. It
Göteborg is located on the Swedish west coast, in a
will be important for the City Council to continue to
strategic position midway between the three
communicate the value of this common heritage to all
Scandinavian capitals of Stockholm, Oslo and
who are involved in urban development - residents,
Copenhagen. The city is the centre of the Vastsverige
visitors, property developers, politicians and
region and has EU Objective 2 status. There has been
administrators.
virtually no use of EU funds in the heritage regeneration
of the city in the period 2000-2006. 2007-2013 may Creating an attractive liveable environment that
provide opportunities for Göteborg to access EU funds develops what is characteristic of Göteborg has been
under the Regional Competitiveness and Employment identified as a key priority in the new general plan for
objective, which has a special emphasis in Sweden on the city The issues reflected in the case studies selected
urban areas, new jobs and new businesses. The city has remain critical to the future success of Göteborg as a
participated in several trans-national European projects viable sustainable city – one that meets the needs of its
and is presently reviewing its strategy and considering citizens and that is successful internationally. These
what sorts of projects to bid for or to take part in during include human scale living such as at Haga; people
the period 2007-2013. friendly walking speed streets as at Vallgatan and finding
new uses for key heritage buildings, for example, at
Gamlestaden Fabriker and Pedagogen -uses that reflect
the citiy’s aspirations economically and form a key part
of its identity.

44 GöteborG
CITy RENEWAL IN HAGA
Summary
The Haga project relates to the modernisation, upgrading and restoration of a former working class district in
the central part of Göteborg. This case study shows not only how an old residential area has been regenerated
reflecting its historical and architectural values, but also the central role the community can play in preserving
important parts of a city’s historic structure and buildings.

Context Description
Haga was the first suburb of the city and located just Overpopulation was, however, a problem in Göteborg
outside the city walls. It is today considered unique, both in the late 19th and early 20th century and although
within Göteborg and in Sweden as a whole, due to its new houses were built, Haga was extremely crowded by
age, special functions and distinctive architecture – the turn of the century with 13 – 14,000 inhabitants.
containing several listed buildings and courtyards Gradually people moved to other parts of the town and
safeguarded by preservation plans and legal regulations in the 1950s only 6000 people still lived in the district.
covering building conservation and development. Living conditions were not considered sanitary and the
area suffered social and cultural stigmatisation leading to
The first part of Haga was built in the mid 18th century
initial pressure to redevelop the area and create a
on the foot of the Skansberget hill. During the 19th
‘modern’ city.
century, it was enlarged to the north with residential
buildings in the form of tenancy apartments for the During the 1960s and early 1970s public opinion
working class and craftsmen, usually 2 storey wooden gradually changed with growing interest among
houses in two and three flats with courtyards. The conservators, architects and the general public in the
houses and courtyards also contained smaller buildings, heritage and cultural quality of Haga. Many students had
workshops and food shops - commercial functions that moved into the area during this period and this new
during the second half of 19th and early 20th centuries group of young people played a part in changing views
were complemented by specific buildings for charitable on the area’s future. As a result of this interest and
institutions, schools, a library, a church, a children’s public protest at proposals to demolish the area, a new
hospital and public baths. These ‘public’ buildings were proposal for the future of the district based on
usually financed by philanthropic foundations. ‘conservation principles’ was presented to the public in
1974. Guidelines were prepared involving the local
Haga has consequently developed a strong identity with
community and a wide range of stakeholders and
wooden houses from different periods, including so
approved by the City Council in 1976. In 1979 Haga
called governor houses with brickwork on the ground
was declared a district of national interest by The
floor, together with brick buildings in the northern parts
National Heritage Board.
of the town district.
The ‘conservation’ vision approved by the City Council
(including the guidelines covering both preservation and
redevelopment) meant that Haga was to become a
residential area within the city plan, in accordance with
the historic settlement and old street pattern. New
buildings were to be designed to relate to and respect
to the character and form of the existing ones.

Haga wooden buildings on left

GöteborG 45
 with the money spent in improving the general
Costs and Sources of Funding environment and technical infrastructure of the area.
Despite the fact that the regeneration by its nature has
Interest free loans of about €6,450,000 from central
inevitably resulted in the loss of some heritage qualities, this
government were made available to the property
should be seen, however, in the context of Haga originally
owners to facilitate the regeneration process, initially
being designated for demolition and clearance. In practice a
however only for new buildings but extended later to
large amount of historical and architectural heritage has
cover improvements to existing buildings. The loans
been preserved thanks to the influence of residents, student
however only applied to residential properties and not
groups and conservation officers at the City Museum.
to commercial uses. Further funding also came from the
National Heritage Board rescue action in the mid 1980s The different and changing views on preservation and
and from the local authority, both of which helped renewal of Haga over its long implementation period
promote the regeneration process. have resulted in variations in approach. The southern
part of the area, for example, has a preponderance of
new architecture sometimes lacking coherence with
The Approach and Processes Followed mixed materials, designs and colours – but also good
examples of new buildings that reflect and respect the
The preservation and renewal started in 1978 and was character and traditional forms of the area. Haga Nygata
finished almost 20 years later in 1997. The City Council and several other blocks on the other hand have
estates department bought houses to ‘kick start’ the focused on the conservation of the area and preserving
project and Haga was divided organisationally into the area’s historic identity.
housing company option zones with each company
given responsibility to deal with the problems and
financing of each block. Problems & Opportunities
While there were guidelines, plans and funding
supporting the overarching design of the renewal in The regeneration of Haga is characterised by and is the
respect to the old structure and architecture, many result of a range of sometimes conflicting interests where
questions had to be solved. In each case this was done many groups mobilised and took action to defend their
in collaboration with the City Museum and the Cultural particular values and interests – a reflection of a
Heritage department of the County Administrative multifaceted democratic society. In this complex and
Board on the one hand and the residents on the other, sometimes arbitrary management structure, the City
with the City Planning Authority acting as a mediator Planning Authority had to function as a mediator between
between often conflicting interests. Once the eventual conflicting interests helping to negotiate acceptable
decision was made to save a building, small groups of compromises to ensure the area was improved.
residents were involved in the process. These groups
In this context of securing progress several buildings were
had very strong opinions and were tough negotiators
knocked down and the preserved buildings refurbished
about the style and the quality of renovation and
to modern standards, sometimes arguably in conflict with
refurbishment. Larger resident groups were also formed
the strict historical integrity of the properties. Out of a
dealing with wider issues and overall therefore the
total of approximately 200 wooden buildings fronting
project involved very significant and detailed
directly onto the street, 56 have been retained. Also the
consultation with residents.
traditional social/cultural life and working class
atmosphere of Haga has undoubtedly changed as the
The Benefits new investment has led to ‘well to do’ families occupying
the area. From being a mixed city Haga was now seen as
The old street pattern and the scale of the buildings and mainly a quiet respectable housing area. Today it is only
blocks have been preserved and about 25 % of the old Haga Nygata that contains shops and cafés offering the
wooden houses retained fulfilling their original vitality reminiscent of the old city.
residential function. Change has also introduced new
features largely as a consequence of the involvement of
the local community, such as children’s play areas, which
have attracted young families to live in the area.
Residents are very proud of this area and even the
people who initially did not want this regeneration to
happen are now pleased with it. The economic value of
the properties has increased in real terms – particularly

46 GöteborG
 The Lessons Learnt encourage private investment and delivery of
conservation objectives
• That involvement of conservation expertise is
• The central role community and stakeholder of crucial importance if city renewal is to
influence can have over the democratic and support heritage led regeneration and retain an
technical decision making processes resulting area’s historic identity and integrity
in a change of strategy and in this case the
preservation of historic buildings and the • That the involvement of the City Planning
overall heritage character of an area Authority was of key importance in
implementing guidelines for the preservation
• The importance of involving the community and redevelopment of the area as well as acting
and stakeholders in the process and the as ’mediator’ in managing conflicting interests
resultant benefit of community ’ownership’ of within the regeneration process
the project and pride in the area
• That investment in cultural heritage can result in
• The importance of access to Government unplanned social change as higher prices and
financial support such as interest free loans enhanced status leads to changes in the population
and grants in providing the catalyst to and potential problems of social gentrification

Haga governor building

GöteborG 47
 VALLGATAN – WALKING SPEED STREETS
Summary
The Vallgatan project concerns the upgrading and reconstruction of a number of narrow streets in the city core
of Göteborg. The streets have been converted into ‘semi-pedestrianised’ streets – streets where cars are allowed
but only at “walking speed”. The project is particularly characterised by being a public private partnership (PPP)
where all the stakeholders involved in the project - the municipality, property owners and shop keepers –
together perceived the proposal as delivering a range of benefits that met each of their particular objectives and
aspirations. This partnership approach, which includes co –funding has been extended across the city and offers
significant potential as a model that could be adopted more widely across Europe.

Description The Approach and Processes Followed

In the 1980’s property owners and retailers in Vallgatan The model developed is fundamentally based on
lobbied the City Council for improvements to be made partnership with property owners, shopkeepers and the
to their external environment. The street was a rear council working together to agree the best solution
delivery street to nearby shops, the shops in the street sharing responsibility and costs. The greatest challenge in
were declining, and the street paving and lighting were implementing the approach beyond Vallgatan has been
both in poor condition. however to convince property owners that everyone
The strategy collectively developed by property owners, benefits from an improved street environment and that
shopkeepers and the council for the Vallgatan area was they should become involved and contribute financially. In
to strengthen its environmental qualities and social status this respect the Vallgatan experience has been invaluable
and to improve the market values of the streets for real as it allowed the private sector to act as advocates for
estate owners and shop keepers. The scheme proposed the benefits that can be delivered - underlining the
by the City Council to meet these needs was to create a importance of enthusiastic ’champions’ from outside the
‘yard street’ - removing most cars from the street with local authority in delivering the social, economic and
no parking provision provided and with speed environmental benefits that can be achieved.
restrictions to ensure that those cars permitted would Since this first successful project was finished another
only travel at very slow speeds. The proposal involved three streets have been converted – Södra Larmgatan,
making the townscape or ‘public realm’ more attractive Trädgårdsgatan and Magasinsgatan fundamentally following
with new paving, lighting, street furniture and signs. the same approach.The fifth street to be done is
The Vallgatan project was carried out in 1994 and the Drottninggatan, where the initial ‘negotiation group” of
scheme is widely considered a success having achieved stakeholders have begun to explore what should be done.
its objectives, particularly in terms of the new shops and In the case of Magasinsgatan the approach was extended
other businesses that have been attracted to the area to include the refurbishment of the historic houses in the
and their subsequent success. street in addition to repaving the street – leading to a
greater social cohesion and a significant improvement in
the area’s vitality and perceived status locally. Again the
Costs and Sources of Funding need arose for a shortfall in funding to be shared by all
The Vallgatan experience led to the adoption of a other partners, including the municipality, following some
project-funding model based on public private deciding not to contribute financially.
partnerships where the municipality pays half of the cost
and the rest is shared between the property owners. In
the case of Vallgatan the City suggested that it would
fund 50% of the works and that the 28 property owners
in the street would fund 50%. After negotiations with the
property owners, 27 agreed to meet the full private
sector 50% of the co-funding costs i.e. also meeting the
costs of the one business that decided not to contribute.

48 GöteborG
 The Benefits The Lessons Learnt

The main benefits of the ‘semi-pedestrianisation’

programme have been: - • Although this type of street improvement has
- A 50% increase on average in the number of people been done in many other historic cities across
walking in the streets Europe, the role of the private sector and the
scale of funding is a distinctive feature of the
- Maintenance of an accessible city by allowing restricted model developed in Göteborg with potential to
traffic access be replicated elsewhere
- A safer environment with approximately a 30% • The value of partnership with property owners,
reduction in accidents including at night as a shopkeepers and the council working together
consequence of some traffic being present in this case to agree to agree the best solution -
- A livelier city core as a consequence of more people sharing responsibility and costs
being attracted into the city centre • The greatest challenge in implementing the
- 30 new businesses moving into the area partly as a approach is to convince property owners that
result of environmental improvement everyone benefits from an improved street
environment and that they should become
- Rental values increased from between 10% - 50% involved and contribute financially
- The ability to progressively extend the approach • The importance of identifying enthusiastic
where appropriate across the centre as a whole as a private sector ’champions’ in delivering the social,
consequence of public private sector partnership. economic and environmental benefits that can
be achieved
• The crucial role of civic leadership in
communicating with all stakeholders and
supporting the partnership process
• The wider benefits in terms of social cohesion
and economic prosperity that can follow
investment in the ’public realm’, whereby a
better environment makes an area safer and
better used and as a result more attractive to
both residents and businesses

Walking speed streets in the city centre Walking speed streets in the city centre

GöteborG 49
 GAMLESTADENS FABRIKER
REGENERATION
Summary
The economic development of Göteborg in the 18th and
19th centuries was connected with the East India Company,
which had its headquarters in the city. As a consequence
the city has a rich legacy of industrial architecture.
This project concerns the modernisation and upgrading
of a former industrial area to the northeast of the city
centre and the site includes the city’s oldest industrial
building. There are also former textile factories, a power
plant and workshops. In total, there was 62,000 sq m of
industrial floor space on the site.
The challenge of finding new uses for former industrial buildings is a common one amongst many European towns
and cities. The distinctive features of this project are the scale of the buildings and site, the internal and external
quality of the development and the participation of tenants in the project’s development and management.

number of 20th century buildings are listed in the city

Context programme of heritage buildings. The area is also part of
the Nya Lödöse area, which is protected according to
The site includes the southern
the law of ancient monuments.
parts of the Old City
(Gamlestaden), also called Nya The heritage qualities of the old buildings have been used
Lödöse which was the Swedish as an attribute to guide the regeneration process and to
gate to the North Sea market the area. When regeneration started some 15
between 1473 and 1621 when years ago the area was perceived as an insecure
the city was moved further out in the river and the neighbourhood with few people still working there and
citizens moved to the new city. The properties were no one living in the area. It was regarded at that time as a
taken over by the city and the area where the small river part of the city that was ripe for redevelopment.
Säveån meets Göta River was rented out as agricultural
land. Niclas Sahlgren, director of the Swedish East India
Company started a sugar factory in the area in 1729 - Description
Göteborg’s oldest industrial building. In 1854 the building
was taken over by Rosenlunds textile factory and The project involved the incremental regeneration of the
converted to a cotton mill – Gamlestadens Fabriker AB. area with a preservation and building strategy to guide
The international restructuring of the textile industry its work programme. This strategy included a key
that took place during the 1960s resulted in the winding objective to not only restore the area but to improve its
down of local textile production over a number of years, social status. The civic vision that was formulated was to
leading to the last parts of the company being sold create a dynamic and competitive area for people to
during the 1980s. The area also housed workshops work and live in a historic environment.
formerly associated with SKF ball bearings and Volvo built
The Swedish insurance company SPP acquired the site in
its first car on the site – companies that have both now
1990 as part of a wider property deal and the
relocated to meet their modern day needs.
regeneration of the site began in 1993 on the basis of a
The Gamlestaden’s area is considered an important step-by-step process related to the injection of capital by
historic part of the city, consisting of buildings of different prospective tenants. A proposal by a local developer to
ages and remains from the early industrial era of introduce a media centre represented the turning point
Göteborg. The sugar factory from 1729, the spinning mill and “made the wheels start rolling”. The work was
from 1873, the Power plant from around 1900, another subsequently carried out on a phased basis, responding
spinning mill from 1916, the workshop from 1880 and a to the involvement and financial input of new tenants.

50 GöteborG
 The Benefits

The heritage qualities of the site clearly provided an

appropriate context within which the creative industries
attracted to the area were able to prosper. There are
now 70 businesses on the site and only 4000 sq m of
vacant floor space out of the total of 62,000 sq m. A key
success factor in achieving this outcome has been the
sensitive regeneration of the old buildings. The design
approach was informed by a detailed analysis of the
heritage character of each building thereby ensuring the
new works respected each building’s individual qualities.
The success of the project has also been due to the
active involvement of the tenants in ongoing property
management as well as to the contribution of a dynamic
Refurbished industrial building project development group.
The most obvious benefits of the redevelopment are:
Costs and Sources of Funding - 14 former industrial buildings brought back into use
- 70 companies moving to the area
The successful delivery of the project has been achieved
through a productive partnership between the planning - 1200 jobs created in the area
authority, local architects, developers and new tenants - Mixture of uses attracted improvingly social vitality
working together over a period of time. Significantly, and safety of the area.
however, the regeneration of Gamlestadens Fabriker has
been entirely funded by the private sector without the need
for public funding in terms of direct capital investment. The Lessons Learnt

The Approach and Processes Followed • The importance of a clear civic vision combined
with a phased delivery strategy that recognised
A project team of the owners, an architectural practice the project’s reliance on the incremental
and the City Planning Authority was established to guide availability of private finance
the regeneration of the area, including finding new uses
• The value of public and private sector working
and tenants, repairing the buildings, landscaping the site
together in this case providing complementary
and improving access to the area.
conservation, design, funding and marketing skills
The buildings were in a poor state of repair at the start
• The importance of understanding the value and
of the process having been mainly empty for a number
potential of the historic built fabric by carrying
of years and initially the proposal was to replace most
out a detailed inventory of the buildings’ qualities
of the original buildings with new office buildings.
as a key input to the decision making process
However, as the process developed, the team involved
became aware of the significant heritage value of the old • The link between design, development and
buildings and their potential to be used as a basis for marketing producing an integrated approach that
creative industries to prosper - using the cluster effect ensured market feedback into the design process
of media and related occupations to attract more and that lessons were learnt
tenants of a similar nature.
• The active involvement of tenants in shaping and
A contributory factor to the change of strategy was the managing the work environment providing a
high cost of demolition at a time of economic recession. sense of ownership and commitment to the area
Importantly an inventory of each building was made at
• The role and importance of mixed uses and
an early stage, including a historical report, a technical
landscaping to create vitality and vibrancy helping
report and drawings. The inventory informed decisions
ensure the area has a positive image and an
about what was possible in relation to refurbishment or
attractive environment
redevelopment and played a key part in ensuring the
character and identity of the area were maintained.

GöteborG 51
 THE PEDAGOGEN PROJECT
Summary
The Pedagogan project aims to upgrade the academic facilities of the University of Göteborg and involves the
redevelopment and modernisation of a former hospital and school building with the addition of one new
building. The project site includes several historic buildings and is in a central part of the city on part of the
former 17th century fortifications. The historic buildings had fallen into disrepair and part of the site was used as
a car park immediately prior to the start of the project.

Context Description

The whole area is an ancient monument according to The City Planning Authority was commissioned in 1999
the Swedish Act of Cultural Heritage. The history of the to prepare a plan for the area, which involved an
site dates back to the 17th century when the architectural competition in 2000. The main planning
fortifications around the city were erected. During the objective was conserve the old buildings and
period 1850-80 the former fortification area was fortifications in an appropriate way, whilst at the same
transformed into a district of institutional buildings time creating new space for the University to realise its
surrounded by trees and planting. Some of the strategic aim of locating within the centre of the city. The
fortifications are still visible on the site, such as parts of school building had suffered some subsidence since
the bastion Carolos Dux with underground walls that parts of the building are standing on clay and parts on
give a good view of the construction. solid ground. Some buildings had been demolished in the
1960s and those remaining were generally in a poor
There are a number of valuable buildings within the area
state of repair.
that date back to the time when the fortifications were
replaced by official buildings. The Gegerfelt villa and the The project concept was to introduce contemporary new
English church are protected as heritage buildings buildings to the site sympathetic to the character, scale
(byggnadsminnen). Within the project there are two and quality of the old buildings and at the same time to
buildings of great architectural and historic interest – the find new use for the old buildings.The plan was approved
old hospital and the old school building. Both these in 2002, building construction and renovation started in
buildings are listed in the city programme of heritage 2004 and the building work completed in 2006.
buildings. The two buildings were not classed as ‘at risk’
but their poor condition of the showed that renovation Costs and Sources of Funding
was necessary. The area as a whole, consisting of
interesting buildings and landscaped areas adjacent to The project was financed without public funding. The
the 17th century city, was of sufficient quality to merit cost was €80 million. The new building and
conservation. refurbishment work has been funded half by the EU
One of the buildings to be preserved and transformed Investment Bank and half by fund raising on the
into a university building in the project is the first hospital financial markets.
in Göteborg, Sahlgrenska sjukhuset. The hospital was built
on top of the bastion Carolus Dux so it could be “open
to the sun and the winds”. The building construction
started in 1849 and was finished in 1856. The other old
building to be preserved on the site is the old college
building (Gamla Latin), built 1860-62.

Former school building and new University building

52 GöteborG
 Overall the approach to balance increase in the
The Approach and Processes Followed heritage value of the area through preservation and
reconstruction of the old houses with high quality
The University of Göteborg had for a number of years contemporary architecture has proved successful. The
the objective to concentrate their different institutions to heritage qualities are being used as a feature in the
the centre of Göteborg. Most parts of the university are neighbourhood to increase its attractiveness. The old
now situated in the centre and this enriches city life as school building – Gamla Latin – has been carefully
well as student life. The Pedagogen project continues this renovated and brought back to something similar to its
process by housing the Teachers Training College within original use. The courtyard inside the old hospital has
the centre after many years of discussion and having been used as the public part of the new building
overcome the hurdles associated with negotiating complex – library, café, auditorium, reception and other
suitable sites and buildings. related facilities – without affecting the façade of the
The buildings are owned by HIGAB, a municipality old building.
owned company, set up by the local administration to
deal with – amongst other projects – heritage buildings Problems and Opportunities
in the city centre. The University occupies the buildings
under a 20 year rental agreement with parking garaging
During the planning process several questions relating to
under some of the buildings owned by another
the historic value of the area were discussed with the
municipality owned company - Parkeringsbolaget
City Museum, the County administrative Board and
(“parking agency”). A small part of the site also is rented
individual citizens as part of the public consultation
out to a private jazz club (Nefertiti).
requirements of Swedish planning law. Overall this
The design approach included an architectural debate added significantly to the final outcome bringing
competition as a means of securing high quality new information and fresh perceptions as to what was
contemporary architecture that was sympathetic to the important to both stakeholders and the local community.
historic buildings and realised the townscape
opportunities of the site. Two proposals won and were
used as a basis for preparation of a detailed plan The Lessons Learnt
including design guidance, the heritage value of the area
and the relevant regulations to be adhered to. Nyréns
architects office in Stockholm designed the addition to • The requirement to deliver high quality
the old hospital building (the round glass entrance and architecture must be recognised and embraced
the library). 3xNielsen in Denmark designed the scheme by all parties involved
for the new building between the old hospital and the • Finding the right uses for the existing buildings
old school building. that can finance the redevelopment is crucial
• The processes of the detailed plan showed that
The Benefits improvement of the heritage qualities – investing
in heritage – can trigger positive development in
The most obvious benefit of the redevelopment is that a specific area
the status of the area has been enhanced, thanks to the
• A better environment raises the attractiveness of
new groups of users and the high quality architecture in a
an area and improves its social life
formerly neglected part of the city centre. In particular: -
• Good quality contemporary architecture can
• Heritage buildings have been preserved and brought
add value and complement the restoration of
back into use
historic buildings
• The development has attracted an estimated 25 to 30
new shops and offices to the area
• The new uses add to a livelier city core
• The area has changed its character to become a place
that feels populated and safe also in the evenings and
at nighttime
• High ambitions in terms of architecture and public
space have resulted in a development of high quality.

GöteborG 53
54 GöteborG
GdaNsk
Gdansk: Pomorskie region – Poland.
Population 458,100.

• GDANSK CONTExT
• REGENERATION OF THE GRODZISKO
FORT – THE HEVELIANUM PROJECT
• EUROPEAN SOLIDARITy CENTRE (ESC)
• REGENERATION IN LOWER TOWN
– DOLNE MIASTO

GdaNsk 55
 All conservation and restoration works require special
History and Development permission issued by the provincial inspector of
monuments, who is directly responsible to the provincial
The city of Gdansk initially, named Gyddanyzc, was governor as the representative of the Prime Minister.
founded in 980 and developed into a castle town and
port. Since medieval times, Gdansk has been a member Strategy
of the Hanseatic Union of trading ports and is
consequently rich in cultural heritage from the Hanseatic There has been a comprehensive appraisal of the whole
era, when it was Poland’s international trade centre. urban area and 13 priority areas have been selected for
Following the Napoleonic era, there was, however, a comprehensive revitalisation programmes funded by the
period of severe economic decline, which was EU and the City Council. This appraisal is incorporated
subsequently followed by growth and development from in the Local Plan of Regeneration that was adopted by
the 1860s onwards. In 1919 Gdansk became a free city Gdansk City Council in 2004. This document presents
under the protection of the League of Nations. During the city’s approach to regeneration and outlines the
World War 2, however, the city was heavily damaged and priority areas that have been selected for
subsequently the ‘Main Town’ area was significantly rebuilt comprehensive revitalisation. Much of the former
in the style and uses of the original buildings. shipyard area is derelict and the site is one of the largest
areas of inner city development land in Europe.
In December 1970 there were violent social protests,
which, although suppressed by the militia, lead to major
strikes in the shipyards in 1980 and the creation of the Issues
Solidarnosc - the Solidarity movement. This, in turn,
became one of the forces that led to the emergence of a The city’s vision for its regeneration is both imaginative
new political map in Eastern Europe impacting on all the and ambitious focusing on both its historic past and its
areas of former Communist control. more recent cultural identity associated with the
traumatic events of 30 years ago.
Europe Future funding of the regeneration programme will be a
key issue with significant reliance on both EU funding
The whole of Poland has Objective 1 status in terms of and the ability to create a vibrant private sector market
EU regional policy. Structural Funds are currently being capable of investing in and helping deliver the various
used to upgrade the water and sewerage networks as development proposals planned. A key part of this
well as improving and developing the existing road process is the modernisation of the city’s infrastructure
system, public transport and modernising the port alongside the aim to raise the city’s international profile
infrastructure. Further major projects are at the through, for example, hosting the European Football
planning stage. Championships – an event that will inevitably impact on
the delivery of other priorities but whose legacy should
As Gdansk will host the European Football
add considerably to the city’s facilities.
Championships in 2012, some aspects of these projects
focus on infrastructure of importance to this event, as The case studies demonstrate that a major priority of
well as the city generally. A new stadium called “Baltic the city is to regenerate a large part of the city adjacent
Arena” will also be constructed by 2011 but without to the historic centre or Main Town including its former
EU funding. shipyard waterfront. A key aim of these examples of
heritage led regeneration is to bring vitality and viability
Legislation back to the city centre and to engage the community
again in its social and cultural life. As part of this process
The main legislation, relating to the protection and significant importance is attached to securing public
conservation of monuments in Poland, was adopted by involvement and approval to the proposals being
the Polish Parliament, on 23 July 2003. The act includes: - developed – a particular challenge in the context of the
city’s recent Communist past and a test of the new
• A definition of what constitutes a monument, democratic arrangements.
• The conservation and restoration principles to be
followed,
• The organisation and powers of those bodies
responsible for the protection of monuments

56 GdaNsk
REGENERATION OF THE GRODZISKO
FORT – THE HEVELIANUM PROJECT
Summary
The Grodzisko Fort, a nineteenth century city fortification, is planned to be turned into a science centre for
children and teenagers - The Pomeranian Presentation Centre of Science and Technology. The so called
«Hevelianum», named after the famous son of Gdansk, the astronomer Jan Hevelius, will offer scientific
workshops, as well as environmental and historical education. The concept behind the project will be to ‘try it
yourself ’ thereby inspiring people to get involved in, and learn about, the world of science – and have fun.

Context Description
The Grodzisko Fort is a remnant of the former city Although it has lost its military function and is now open
fortification, which once surrounded the historic core of to the public, the Grodzisko Fort does not attract many
Gdansk (Old Town, Main Town, Old Suburb and Lower visitors being somewhat hidden behind the main bus
Town). It is situated on a hill behind the main bus station station. It therefore does not play a significant role for
(north-west of the centre) and gives a good view over city life. The overall aim of the Hevelianum programme
the old town and the shipyard area. After being just an is therefore to turn the area, which is a pilot
earthen rampart, the fort was created in the development area of Gdansk, into an education and
seventeenth century and widely rebuilt in the second recreation complex designed to add to the cultural use
half of the 19th century. A key event in the fort’s history of the city by both local people and visitors.
came in the 18th century when Gdansk found itself
Its specific aims include: -
under siege from the Russians. The fort staged a
spectacular fight and defeated the invaders. The second • Learning through play
historic moment came in 1807 when Napoleon’s army • Meeting the needs of inquisitive individuals
attacked the city under the command of Marshal
Lefebvre. Indeed, Bonaparte considered “Gdansk the • Creating an atmosphere friendly to investigate and
key to all” and therefore contributed to modernizing the research
fort as part of French rule of the city. He also built an The project’s objectives are to: -
immense artillery battery known as the so called
Napoleon Reduit. In the 1920s the fort lost its defensive • Promote the human image of science and technology
character and was turned into a public park. The • Promote friendly interaction between children and
Grodzisko Fort covers approximately 27 hectares and science and technology
comprises a complex of post military buildings as well as
• Enhance social awareness of technology
residential and leisure uses.
• Promote science as a professional career.
Several parts of the fort buildings will be renovated and
adapted to its new functions. These include an ’Energy’
workshop and ‘Sky and Sun’ workshop both situated in
the Southern ‘Caponiera’ - a two store fortification
building situated in the defensive trench. Plans also
include an ‘Earth’ workshop to be located in the former
‘shooting gallery’ -a line of small vaulted rooms partly set
in the earthen ramparts. Together with the buildings
renovation and their adaptation to the new uses
envisaged, the 8 ha park area of the Fort will be upgraded
by new footpaths, lighting and a monitoring system.
The work proposed in the programme is phased.
Aerial view of the site Children and teenagers will be able to learn about

GdaNsk 57
 science and experience the historic surroundings of the
fort. In the second stage the centre will be completed by The Approach and Processes Followed
a planetarium, a cable car and an education park
displaying unusual plants and other rare species of wildlife. The approach followed on such a complex and
expensive programme has necessarily been phased over
a number of years. The first stage of the work will be
implemented between 2005-2009 and the second
2008-2013. A scientific advisory board, made up of
members of Gdansk universities supports the Gdansk
Fortress, the organisation in charge of the
implementation of the project. The staff of Gdansk
Fortress has responsibility for both project development
and management. The project staff cooperates with
different city departments and bodies responsible for
city planning, European initiatives, development and
investments
To date consultation has been limited to key
stakeholders such as neighbouring businesses, scientific
The Southern Caponiera bodies and regional authorities. The director of Gdansk
Fortress is directly responsible to the Mayor who in turn
Costs and Sources of Funding is responsible to the City Council. The heritage quality of
the proposed development has been controlled by the
national inspection of historic monuments –a special
The total cost of the first stage of the project is about
state service where each region has its own inspector
€5, 800, 000 and this budget was approved on 30 June
reporting to the regional governor (voivode). The
2005 by the Mayor of Gdansk and the Governor of the
project web site www.hewelianum.pl gives complete
Pomorskie Province. About half of it, €3,000,000 was
information of its development and background.
provided by the European Union within the regional
programme ZPORR (Integrated Regional Operational
Programme),with the balance from the Gdansk The Benefits
municipality (€ 2,000,000), the Ministry of Culture and
National Heritage (€250 000) and the Polish State The benefits of the project will be in creating
(€550 000). The estimated cost of the next stage of the enthusiasm for science among young people. Presenting
project to be realised in the period 2008 to 2013 is knowledge in an interesting and accessible way can
about €25,000,000 and will form a series of applications attract families and whole school groups to the
for EU funding. Grodzisko Fort. In this way, it is hoped the place will
develop a new and positive identity profiting from its
beautiful environment, and offering a recreation spot
adjacent to the city centre.
Promotion of urban activity in the former military area
is one of the most important challenges facing the city
in terms of improving the vitality of the centre of the
city. The project will result in:
• Regenerated infrastructure: 4 large and 14 smaller
examples of military architecture, with a total surface
area of 3,000 square meters
• 8 hectares of improved park in the surrounding area
• An estimated 100,000 visitors to the project in 2009.

Shelters and ammunition store

58 GdaNsk
 Problems & Opportunities

A main problem of the Hewelianum project lies with the

initial budget forecast. Costs for building projects and
infrastructure have risen in Poland in recent years due to
a shortage of suitable building contractors and the cost
of materials. Other problems related to the adaptation of
the historical military premises. The shooting gallery, a
mostly underground building, for example, which has
only small openings to one side, has been found to be
unsuitable for modern heating systems.
If the practical difficulties and uncertainties can be
overcome then the project offers huge potential to
attract both visitors and the local community especially
young people. It will do this in a way that will be both
educational and fun with opportunities to be replicated
elsewhere, where military heritage represents an
important part of other historic cities identity.

The Lessons Learnt

• The inspiration provided by major heritage

assets to create an imaginative vision that has
the potential to bring wider benefits to the
area as a whole and society in general
• The difficulties associated with major capital
works where escalating costs due to inflation,
combined with a scarcity of suitable
contractors with appropriate experience and
capacity – a problem throughout Poland and
much of Eastern Europe
• The technical challenge of producing effective
feasibility studies, bearing in mind the dynamic
changes taking place in the wider economy
and the inherent uncertainties associated with
changing the use of major heritage structures,
especially military architecture
• The opportunity to apply this experience
elsewhere and help historic cities address the
key challenges of finding beneficial new uses
for military architecture and fortifications

GdaNsk 59
 EUROPEAN SOLIDARITy CENTRE (ESC)
Summary
The European Solidarity Centre is located in a very significant historic area, where workers’ protests of the
Gdansk Shipyard took place, where the “Solidarnosc” movement was born and where the ‘August Agreements’
were signed.
The concept of the European Solidarity Centre is to create a forum for exchanging ideas, to encourage the
participation of civil society in community life and to provide a platform to facilitate democratic development. It
will include facilities for meetings, the collection and preservation of information, and be a centre for multi-
cultural undertakings and international exchanges. It is intended to encourage the regeneration of the newly
planned district of ‘Young City’, situated on post-shipyard areas and act as a catalyst supporting a process of
attracting private investors as well as creating cultural and art institutions.

Shipyard gate number 2

the Inter-Factory Strike Committee signed an agreement

Context with the communist authorities, which sanctioned the
formation of ‘Solidarity’ - the first independent trade union
The area lies in the northern edge of the historic district
in the then eastern block countries.
of the Old City of Gdansk. The project will, in the main,
comprise of part of the land originally occupied by the On 16 December 1980 a monument to the Fallen
Gdansk shipyard. In December 1970 the shipyard became Shipyard Workers, authorised by Bogdan Pietruszka, was
the heart of the workers’ protests in their struggle for unveiled in the square before gate No. 2. The three
freedom. These protests ended in bloodshed when on crosses forming the artistic backbone of the monument
16 December 1970 the first workers lost their lives in the symbolise the workers’ protests in communist Poland in
square in front of gate No. 2. the years 1956, 1970, and 1976. The unveiling ceremony
was attended by tens of thousands of Gdansk residents.
On 14 August 1980 the shipyard again went on strike.
This time, the protest spread all over the city and then to The imposition of martial law on 13 December 1981
the whole country in a matter of days. On 17 August the led to several days of strikes only stopped by
workers on strike displayed a board containing their 21 intervention by the militia. Again in 1988 the Gdansk
demands on gate no. 2. In 2003 the same board was Shipyard staged a further strike triggering similar actions
entered in the UNESCO World Memory List. The Health in about a dozen other Polish cities. These strikes
and Safety Hall of the Gdansk Shipyard became the centre ultimately led to political transformation and to Poland
of struggle for freedom.There too, Lech Walesa heading regaining independence in 1989.

60 GdaNsk
 It will be a totally new construction and is envisaged to
be an international centre of culture combining
museum, exhibition and academic functions,
documenting the history and activities of the opposition
in Poland and other ex-communist countries.
The overall project will be completed in 5 years,
between 2007 and 2011 with the ESC building itself
taking 2.5 years.

The Approach and Processes Followed

The cost of the whole project is estimated to be €60m.
The main sources of funding are envisaged to be the EU
Structural Funds, the City of Gdansk and the Polish
Government as well as private investment.
Gdansk shipyard
The Benefits
Description
The project is of very high symbolic value and is
The Young City project occupies land formerly used for uniquely held in high esteem by the community. As a
shipbuilding. It includes over 70 hectares of the former consequence the regeneration project based on
shipyard land and other water-oriented sites and in honouring and celebrating the achievements of the
some respects can be seen as a typical waterfront Solidarity movement is very popular attracting both
project. The project is of metropolitan importance and interest and wide support, Public involvement has been
is planned to become a Central Business District for the through a series of event including concerts and
entire built up area, a major regional commercial and celebrations. The Gdansk Solidarity Foundation was
leisure centre as well as the home of new types of city created to promote Solidarity and involve the
centre housing. Uniquely the project also has a special community especially young people achieved in part by
identity as the former shipyard and birthplace of the participation of international rock stars.
Solidarity –making it a central focus of public and
political interest. A special department in the City Hall has been
established to co-ordinate all issues of creating, planning
The urban vision for the site includes: - and building the ESC.
• Creation of the European Solidarity Centre (ESC) on
the plot adjacent to the existing Solidarity Square as a Costs and Sources of Funding
main public and visitor focus and key driver of the
overall regeneration programme Establishing the ESC will provide the new district, ‘Young
• Preservation of a range of protected historic buildings City’, with a cultural and civic focus and attract tourists as
within the site including the main building complex of well as local people to spend leisure time there, making
the Imperial Shipyard the district more interesting for investors.The
regeneration of the area as a new multi-functional part of
• Changing the land use for most of the area to housing Gdansk is intended to restore the areas economic and
and commercial activities. social importance bringing benefits to the whole
• Creation of a new transportation axis for the site as community.
part of a local spatial management plan including new
local streets connecting the Nowa Wałowa street to
the neighbouring sites providing the urban structure
of the district; a network of public spaces including a
major new pedestrian promenade called the ‘Road to
Freedom’.
The total area of the ESC project is 7368 square
meters. The design of ESC building will be subject to an
international architectural competition, announced in
July 2007.

GdaNsk 61
 Problems & Opportunities The Lessons Learnt

The key issue facing the delivery of this project will be

attracting funding from the EU Structural Funds and • The inspiration provided by recent cultural events
combining this effectively to secure other public and could form a flagship development project of
private funds. If successful the ESC project should make importance not only for Gdansk but for other
this area of Gdansk more connected to the public life of cities where recent events have played a critical
the city through planned cultural, art and social activities. role in the cultural development of the city
It will also make the waterfront of the post-shipyard
• The importance of reflecting different needs and
areas and their historic assets more accessible to both
expectations of not only inhabitants but also
local inhabitants and tourists.
eyewitnesses to the historic events to ensure
The symbolic nature of the project also presents the both ‘ownership’ by the local community and
opportunity of exchanging ideas, points of view and authenticity
experiences between different people, thereby
• The opportunity such events can provide in
supporting international integration and creating a
terms of reinforcing cultural identity and pride of
‘beacon’ for promoting ideas of freedom and
place
independence all over the world.
• The crucial role of the local authority in
promoting and implementing complex urban
regeneration projects on this scale
• The importance of attracting different sources
of funding combining public, EU and private
investment

Solidarity monument

62 GdaNsk
REGENERATION IN LOWER TOWN –
DOLNE MIASTO
Summary
Dolne Miasto – the Lower Town, the historical suburb of the Gdansk city centre, is suffering from significant
social, economic and infrastructural problems. Having once been a vivid living and working area several
upgrading activities are planned to restore the area’s vitality.

upgraded to bring it back into active use. Both of these

Context initatives are to be implemented by 2008. The
connection to the city centre will also be improved by
The district, situated south west of the Main Town, 2015.
became gradually populated after the former
Lastly the contemporary art centre “Laznia” will intensify
swampland was drained. In the second half of the 16th
its cultural work combined with a social and professional
century the canal of the New Motlawa was created and
programme from local Non Governmental
in the 1630s the south -western part of the city
Organisations and social welfare aimed at encouraging
fortification, between both of which the Lower Town
residents to become involved in the life of the area.
developed. The characteristic “zig zag” of the fortification
trench, which once surrounded the whole town, can
now only be seen here. The Lower Town initially became Costs and Sources of Funding
a popular and wealthy living and recreation area but by
the 19th century industrial and military production had To date the City Council has spent €30,000 on the
given the area the mixed functional character of living, realisation of the project including “The outdoor Gallery
service and production that gives the area its identity of the city of Gdansk” run by the Contemporary Art
today. It is the only historic district of the city centre that Centre “Laznia”. The total cost of the investments in the
was not destroyed during the 2nd World War. Lower Town planned for the years 2008 to 2011 is
approximately €6,250,000. This investment will be spent
Description on the local road system and the modernization of the
storm water drainage system. There is some uncertainty
as to future investment plans, because Gdansk is one of
The Dolne Miasto project is generally aimed at
the host cities in Poland for the Euro 2012 Football
upgrading the living qualities of this area over the period
Championship.
2004 to 2015. Though being located close to the city
centre the area suffers from an unemployment rate 5% As for the Objective 1 ERDF Programme’s regional
higher than the average of Gdansk. It is “cut off ” from priorities for regeneration projects, these were set out
the centre by the river and a main thoroughfare. Plans in the Regional Operational Programme (ZPORR) for
cover three different aspects of regeneration: buildings the years 2004 – 2006. For the programming period
and infrastructure, the local economy and the area’s 2007- 2013 there is a new programme – Regional
social life. Operational Programme - to be approved by the
European Commission in 2007, the outcome of which
Renovation of both the storm water system and
will have significant impact in realizing the City Council’s
buildings along the main roads of the district (Lakowa
plans for the ‘Lower Town’.
and Wrobla streets) is planned by 2007/8. On a longer
timescale, up to 2025, further living space will be made
available through renovation and building by the
municipal housing enterprise TBS Motlawa. The former
tram depot will be turned into a shopping centre by
2010. To bring back economic life, which has almost
completely vanished in this area, an “enterprise
incubator” is planned for the former rifle factory and the
park area, rarely used by inhabitants or tourists, will be

GdaNsk 63
 The Approach and Processes Followed

The Local Regeneration Plan for Gdansk, approved by

the City Council in 2004, provides the legislative
framework for the work in Dolne Miasto. The municipal
funding of the project only started in 2007 and so far
has focused on planning activities. The intention is to
develop a pilot programme that will act as a catalyst for
the wider areas on going regeneration. There are three
options in terms of the implementation and
management of the pilot programme for the Lower
Town currently being evaluated ranging from traditional
implementation models to more innovative public Streets of the Lower Town
private partnerships. They are:
• Establishing a new department within the municipality Problems & Opportunities
or assigning realization of this task to an existing
department of the city An important aspect of the overall regeneration of the
area is to ensure the local inhabitants are able to stay in
• Establishing a company owned by the municipality to the area. Plans to involve local people in the
be responsible for the project development of the area are proposed to try to reflect
• Entrusting the realisation of the whole project or and meet the community’s needs and aspirations. Public
some parts of it to a private company. engagement is at an early stage of development in
Gdansk, as the local community becomes used to the
opportunity to participate in shaping their future.
The Benefits
By better connecting the district to public life through all
By better connecting the Lower Town to the centre it the activities planned, there is an important opportunity
will become more attractive and known to tourists as for the Lower Town to change its reputation as being a
well as inhabitants, who can then benefit from the dangerous and unattractive part of the city. The
recently renovated park area and the historic contemporary art centre “Laznia” has already helped to
environment of the 19th century houses and 17th attract young people to the district. Its project aim” to
century fortification remnants. The “enterprise include local people in its activities may however be
incubator” will help to bring back economic life that was difficult to achieve in practice. The district is inhabited
traditionally located here. by both a great number by children and elderly people
raising the question as to how the regeneration of the
The outcomes of the pilot project will be:
area might best meet their needs.
• A modernised Lakowa street
• An improved and upgraded storm water drainage The Lessons Learnt
system
• Regenerated housing quarters within the area
• The importance of recognizing the heritage of
areas adjacent to the historic centre and the role
they can play in the regeneration of a city
• The opportunity demonstrated by this project to
realise the benefits of regeneration in social,
economic and cultural terms particularly bringing
young people back into the area
• While the project is in its early stages, it is already
clear that decisions are needed on a leadership
structure and involvement of the private sector as
part of a partnership approach if the area’s
potential is to be fully realised
Lakowa street

64 GdaNsk
VeroNa
Verona:Veneto region, Italy,
Population 258,000.

• VERONA CONTExT
• VERONA’S MILITARy ARCHITECTURE
• THE PALAZZO DELLA RAGIONE
• THE PRUSST

VeroNa 65
 Sustainable Development (PRUSST) for the
History and Development requalification and enhancement of the Verona South
area and the PIRU (Integrated Programs of Urban,
Verona is a European city, both in terms of its Environmental and Building Requalification) that relates
geographical position - in the middle of the principal to several areas mostly sited in the historical centre of
international and national communication routes - and the city.
its rich heritage of monuments and museums. The city’s
history stretches from prehistory up to the present day, Issues
arguably reaching its highpoint in Roman times, with the
world famous Arena, followed by the Romanesque,
Gothic and Renaissance periods. The City Council’s Strategic Plan looks ahead to 2020
and combines Government policies with local policies.
Verona is also internationally known as “the City of This plan also looks outwards to the wider Veneto
Love”, through the romantic and tragic love of Juliet and region. The plan uses the heritage as a tool for
Romeo - the unhappy lovers, whose story was told by regeneration and also to define new roles for old
William Shakespeare. The “Juliet’s house” balcony has buildings, especially the extensive former Austrian
consequently become a visitor focus attracting military architecture of the period 1815 to 1866.
thousands of people every year.
Following the privatisation of some large former State
The entire old centre of Verona, enclosed by the owned banks in the 1990s, Foundations have been set
medieval walls, enlarged by Teodorico and the Scaligeri up to carry out community activities, run museums,
dynasties and further fortified by the Venetians and build hospitals, restore
Austrians was designated in November 2000 a old buildings and
UNESCO World Heritage site. The site, which totals provide new facilities
452 hectares, covers the historical core of the city and a such as the main city
required ‘buffer’ zone. There is an approved library. The local
management and action plan for this area and the role community is one of
of the City Council is pivotal in implementing this plan. the main stakeholders
Verona is also the regional centre for the surrounding on the Board of the
rural area, including Lake Garda. Foundation covering
Verona - Fondazione
Europe Cassa di Risparmio di
Verona, Vicenza, Belluno
Verona, which is in the Veneto region, has only become e Ancona - through
eligible for Objective 2 funding from 2007. However, the nominated
city did use ESF funding for vocational training representatives.
programmes during the 2000-2006 period. Despite the
lack of possibilities in using EU Structural Funds, the city Strategy
of Verona has taken part in several trans-national
European projects. The size, scale and role of the historic core presents
challenges for heritage regeneration activities by the
Legislation City Council in terms of movement and finding new
uses for old buildings, especially the former military
Italian law embodies the principles of town planning to be architecture. The international popularity of Verona as a
followed by Regional and Local authorities including visitor destination presents challenges in terms of visitor
legislation covering conservation of the environment, numbers, movement thorough the narrow streets, etc
historical buildings and monuments.There are 3 different and has led in part to a policy of ‘diversification’ in terms
levels of planning – regions, districts and municipalities – and of spreading visitor activities beyond the Arena and
all three have to respect the common national framework Juliet’s house.
with its national rules as well as have regard to plans at the
The issues reflected in the case studies therefore relate
other levels. Municipal urban planning is carried out in
to finding new uses for the former military buildings, the
compliance with the regional laws through a General
restoration of the Palazzo Della Ragione as an exhibition
Regulator Plan (PRG) that concern its own area or territory.
venue and the redevelopment of a huge site, south of
The Council of Verona has recently approved the the city centre, of former agricultural warehouses, cold
Program of Urban Requalification and Territorial stores and markets for mixed urban uses.

66 VeroNa
VERONA’S MILITARy ARCHITECTURE
Summary
This case study outlines the City of Verona’s programme of sustainable management and development of its
internationally important military fortifications. It deals with this significant challenge to many of Europe’s fortified
towns through the provision of leases for military architecture owned or controlled by the municipality. These
leases are granted to public bodies, foundations, non-profit associations, businesses and professionals as a means
of securing the restoration and conversion of the former military buildings to sustainable new uses.

Context Description
Verona was listed as a UNESCO World Heritage Site In June 2004, the COVAM. (Committee for the
for its urban structure representing some 2000 years of Enhancement of Military Architecture) adopted a
history and because it is an outstanding example of a programme to implement a policy of “sustainable
city that has been fortified during several periods that management and development”.
shaped European history.
The programme endeavours to create a partnership
The remains of the fortified Roman city, the Scaligeri between the Municipal Administration and the
walls encircling the city interspersed with castles, the associations, businesses and professionals needed to
Venetian fortress, the grandiose arrangement of the implement the restoration and development of Verona’s
Hapsburg fortress, a cornerstone of the famous defence system, while exploiting in full the latter’s
Quadrilatero, are all striking examples of military economic and social potential.
architecture unparralled elsewhere in Europe. The city
COVAM has established a framework of criteria and
walls extend over 9 kilometres in length and their
regulations that must be adhered to as part of the lease
associated architectural elements (city gates, towers,
to ensure compatible new uses and sympathetic
curtain walls, crenulations, ramparts and trunnions,
restoration of the buildings and fortifications. To date the
moats, embankments, glacis and posterns) occupy
nature of the lessor/lessee relationship has focused
almost 100 hectares of land. The countryside and
primarily on agreements with the associations using the
hillsides surrounding the city are dotted with 31 forts
buildings rather than overall accessibility of the
(19 still standing), once forming the last most forward
fortifications. This has led to the emphasis shifting to a
defence for the imposing Hapsburg stronghold.
partnership approach between the association or
The city and its districts have over time substantially business and the municipality to take account of the
encompassed the entire defence system with need to ensure the greatest promotion and accessibility
development in some instances adversely impacting on of the sites, while identifying an acceptable urban
aspects of the fortifications. Today the challenge is how function for each property.
to protect and sustain this important aspect of the city’s
Leases granted are governed by the provision that the
cultural heritage and to realise its potential as an
lessee undertakes works and services within the
economic, environmental and social-cultural resource.
structure, as defined in the project submitted. The lease
To this end, a provision has been approved to lease
is granted upon payment of a fixed rent calculated in
some of Verona’s Military Architecture to private bodies,
proportion to the property’s upkeep, maintenance and
associations, businesses and professionals awarding
management costs. Calls for tender are made annually
successful applicants the lease for the property free of
for all available properties or those whose lease is
charge, in return for their undertaking projects to
coming to an end. The lease may be granted for a term
renovate the properties.
of up to 30 years. Applicants have to provide the
Committee with a description of the activities they
intend to carry out in the building(s) and outlining how
such activities comply with the provision set out in the
lease. Specific criteria applied include the: -
• Quality and nature of the restoration and
preservation works

VeroNa 67
 • Use and activities to be carried out in the building
Costs and Sources of Funding
• Accessibility and the degree the property’s potential is
exploited No costs to the Municipality are currently anticipated.
• Quality and type of services offered to visitors. The leaseholders are permitted to receive funding to
carry out the works they propose.
The example of Forte Gisella
The Forte Gisella is situated in south Verona in the The Approach and Processes Followed
Santa Lucia area. The lease was awarded to the Santa
Lucia Association who will enjoy the free usage Stage 1 – A preliminary appraisal of individual sites,
concession for 25 years reviewed on a three yearly comprising a heritage file, the state of preservation and
basis. The Association presented a proposal, in works needed for restoration and enhancement, the
conformity with the current regulation, providing for the needs and requirements of the grantees, etc.
restoration and future maintenance and management of
the property with the aim of restoring the condition of Stage 2 - Decision-making and approval of the Provision
the fort, re-establishing environmental areas and Stage 3 – The implementation of the Provision,
creating a youth hostel. In addition, the Association will announcement of the call for the submission of projects
promote summer recreational and social activities such for the enhancement of Verona’s Military Architecture
as music, theatre and dancing and other events for the
Santa Lucia community. Part of the premises will be Stage 4 – The evaluation of applications in accordance
used as exhibition an area about the Veronese defensive with the criteria identified and set out in the approved
history. There will be public access to the whole site, lease and the review of the association’s subsequent
organised guided tours, a refreshment room, a reception progress.
area for tourists and car parking.
The Benefits
• A significant contribution to the preservation and
enhancement of the city’s historic heritage through
the fortifications being restored and used as premises
for associations, businesses, etc often without financial
cost to the municipality.
• The wider contribution the sustainable regeneration
of the fortifications make to the economic, social and
environmental development of the city of Verona and
its surroundings.
• The creation of an integrated support system for the
activities of organizations operating in the fields of
social security, leisure, protection of the environment
and of human and civil rights.
• The promotion and use of the city’s walls and forts, in
line with the UNESCO management plan.
Forte Gisella: panoramic overview

The proposals are to be financed by-: -

• The profits of the refreshment-room, youth hotel and
parking activities
• Voluntary work
• Funding secured from public and private bodies
(Municipality, Region, Foundations).
The Municipality of Verona will monitor the activities of
the Association, through review and renewal of the
three-year concession contract.

68 VeroNa
 Problems & Opportunities The Lessons Learnt

• The difficulty in finding applicants among non-profit

bodies and who are capable of implementing The COVAM scheme is relatively new and as such
regeneration projects involving Military Architecture there is limited experience of operating the
scheme and of identifying the lessons learnt to
• The scarcity of projects, funds and of competent date. The scheme however potentially offers
bodies to manage them important lessons for the large number of historic
• The constraints associated with the monumental towns faced with the challenge of sustaining their
nature of the heritage buildings involved and the historic legacy of military architecture – buildings
possibility that applicants may not give adequate and structures which often prove difficult to
consideration to this aspect convert to modern day uses. The potential lessons
include: -
• The difficulty in developing an effective system for the
lease of heritage sites, in both administrative and • The importance of recognising the contribution
procedural terms of military architecture to the identity of fortified
historic towns and the opportunity these assets
• Providing properties to bodies seeking premises to
bring to promote and enhance the overall value
conduct social or economic activities
of cultural heritage to both citizens and visitors
• Regenerating and preserving empty historical sites
• The need to respond creatively to the difficult
and realising their potential as a community resource
challenge of restoration and conversion to
• Promoting the value of the cultural heritage to the sustainable new uses in organisational and
general public and visitors. financial terms - involving as in the case of
Verona the State, the Region and local bodies to
support the implementation of enhancement
projects
• The opportunities to involve community
associations and volunteers in caring for the
heritage thereby helping sustain both the
heritage, supporting community development
and facilitating public access and involvement

Part of the Hapsburg fortifications

VeroNa 69
 THE PALAZZO DELLA RAGIONE
Summary
This case study sets out the approach taken to restore the “Palazzo della Ragione” complex, which was the seat
of the Municipality in the Middle Ages. The project promoted a new use for the complex as a multifunctional
centre for temporary exhibitions and is part of the City’s general programme for the restoration and
enhancement of historic buildings.

Context Description

The “Palazzo della Ragione” complex was built between

1193 and 1196 and is situated on the northern side of
The project’s objectives included: -
Piazza delle Erbe, the medieval centre of the city market.
The palace was originally designed as a four-unit • To enhance the city’s cultural value and heritage
structure around a porticoed court. On the four sides • To restore and promote a new use of one of Verona’s
of the court are large halls, one of which was designed most important historic buildings for the general public
to host the meetings of the City Council.
• To promote and enhance the city, in line with the
Over the centuries, the palace has undergone several UNESCO Management Plan for World Heritage Sites
changes and restoration works. In 1540 it was
devastated by a fire that destroyed the shops near the • To develop a tourist attraction for citizens and visitors
Lamberti Tower, the prison and the Cappella dei Notai. • To create a new cultural district in a key position.
This was followed by another serious fire in 1723, also
causing extensive damage. The project sought to achieve these objectives by: -

During the Venetian domination, the Palace became the • The creation of a multifunctional exhibition centre
seat (in addition to the City Administration) of the civil • Implementing the comprehensive restoration and
and penal courts, the prison, the College of Notary preservation of the Palazzo della Ragione including
Publics – with its own Chapel, which still exists in the the basement, ground floor, mezzanine floor and the
north eastern corner of the complex. first and second floors
In the 19th century, Camillo Boito, a renowned architect • The restoration of the Torre dei Lamberti, which is
of the time, was appointed to restore the palace and the third tourist attraction in Verona after the Arena
bring it back to its original medieval style. He dismantled and Juliet’s house and is also part of the complex.
parts of the structure built over the previous centuries
and made several changes, reconstructing the walls with
courses of bricks and soft stone and adding new triple
lancet windows in the Romanesque-style.
Particularly significant is the baroque Cappella dei Notai,
which is considered to be one of the most important
examples of a decorative complex built by order of the
municipal authorities.
In the 1990s the Palace fell into disuse following the
relocation of the main uses including the law courts. The
City Council was therefore faced with the challenge of
how to regenerate and restore this important complex
for the future enjoyment of citizens and visitors to
Verona.

Lamberti Tower

70 VeroNa
 The Approach and Processes Followed

The City Council initiated the project in 2002, drew up

guidelines for the conversion and reuse of this historic
city centre building as an exhibition area, without
prejudice to the integral nature of the monument.
The Public Works Office of the City Council was in
charge of the project and was responsible for decisions
on restoration related issues and concerning the future
Palazzo della Ragione- Piazza Cairoli front use of the building within the UNESCO framework for
the conversion and re-use of Verona’s historic buildings.
The department sourced the funding and was
responsible for the presentation and formal approval of
the project.
The execution of the project was through an
international competition to bid for the implementation
of the project. The contract was awarded to the City
Architect. The implementation timescale was as follows: -
• Call for tender announced June 2003.
• Start of works: January 2004
Palazzo della Ragione- Piazza Erbe front • End of works: March 2007
The Culture office of the City Council is responsible for
Costs and Sources of Funding the marketing of project both to citizens and tourists.
This work includes the creation of a website and
displays, the promotion of educational initiatives and
The total cost of the project was € 18 million and was arranging the various exhibitions.
The Benefits
entirely funded by the Fondazione Cassa di Risparmio di
Verona, Vicenza, Belluno e Ancona. This Foundation was
created in 1991 as part of the restructuring process
resulting from implementation of the Amato-Carli Law The restoration of the Palazzo della Ragione will
to rationalise and privatise Italy's lending institutions. The increase the attractiveness of the Piazza Erbe, one of the
Foundation inherited the mission of operating on a non- most interesting places on the tourists’ routes and one
profit basis, in the public interest and pro bono in of the liveliest places for the city’s inhabitants.
several fields, including art, culture, education, scientific As a result of this project, a new cultural district has
research, healthcare and disadvantage. been created placed in a key position in the ancient
Central to the Foundation’s new charter, approved by centre of Verona enhancing and diversifying the city’s
the Finance Ministry in 2000, is the creation of a tourism offer facilitating more effective visitor
renewed structure of corporate governance. This management.
included the creation of Steering Body nominated by The new multifunctional exhibition centre will become
local councils (Municipality, Veneto Region), the the main location for temporary exhibitions, which can
University, Bishop’s court and civil society organizations also be used by each civic museum and by the
covering the Foundation's fields of interest. This meant Foundation thus significantly improving public access to
that one of the major stakeholders of the Foundation is the city’s collections of art and heritage artefacts. The
the local community. new centre will also provide new jobs, increase income
from tourists and improve the overall attractiveness of

VeroNa 71
 Problems & Opportunities

the city by hosting exhibitions at an international level.

The key challenge was to restore and change the use of
an ‘iconic’ historic building making it accessible to the
community, while respecting its characteristics,
uniqueness and original function.
Ensuring effective cooperation between the municipal
authorities and the Foundation was also of critical
importance not only for the success of this project but
also for the implementation of future joint projects as
set out in the new Italian Codice dei Beni Culturali,

The Lessons Learnt

• The potential contribution promoting ‘diversity’

can make to spreading tourist related activities
avoiding a concentration on only the most
famous attractions e.g. the Arena and Juliet’s
House
• The wider benefits that can be realised through
the creation of a new cultural district and social
area aimed at improving cultural accessibility of
local people as well as visitors, thereby
improving the quality of urban life overall
• The opportunity of using the investment in
heritage to increase citizens knowledge of their
city and its past as well as raising the
community’s awareness and sense of pride in
the conversion and re-use use of ancient
buildings
• The importance of adopting a holistic and
integrated approach combining state-of-the-art
technology with respect for the building’s
characteristics, making it possible to restore the
building’s historical and cultural values
• The importance of creating a partnership
framework between, in this case the
Fondazione Cari Verona and the City Council,
to implement not only this project but also
potentially other cultural projects aimed at
enhancing the city’s attractiveness from a tourist
and cultural point of view
• The key role of strategic leadership by the
Municipality in identifying the opportunity,
managing its implementation and securing its
sustainability

72 VeroNa
THE PRUSST
Summary
The Program of Urban Requalification and Territorial Sustainable Development (PRUSST) launched by the
Municipality of Verona falls within the framework of the Urban Regeneration and Sustainable Development
Programmes promoted by the Italian Ministry for Infrastructure and Transport. The purpose of these
programmes is to implement infrastructure and regeneration projects, aimed at regenerating the economy and
employment, whilst also improving environmental and social conditions at a local level.

Quadrante Europa, a site close to the autostrada junction

Context for Verona. This led to the abandonment of the industrial
activities that had formerly taken place on the site.
The PRUSST project includes two disused industrial areas
of significant historic value - the Ex Magazzini Generali, In October 1998, a Ministerial Decree led to the City
the former General Warehouses and the Ex Mercato Council preparing a detailed plan for the comprehensive
Ortofrutticolo, the former Fruit and Vegetable Market). redevelopment of the whole area.

The Magazzini Generali were built in 1924 by the

Consiglio Provinciale dell’Economia, the Provincial
Description
Finance Council and the Municipality of Verona for the
The overall site plan includes the Ex Magazzini Generali"
storage of foreign and domestic goods and grain, and to
and "A2 Ex Mercato Ortofrutticolo" and covers a total
provide a refrigeration plant for preserving meat, fruit
area of almost 30 hectares, located only 1 kilometre
and vegetables.
from the Mura Magisterial of the old town centre. The
The 76,000 sq. m. of the Forte Porta Nuova area, near area covered by the plan is divided into four distinct
the railway station, was used by the military authorities Implementation Areas, with their own specific land use
until September 1925, when it was bought by the proposals and implementation procedures. These are - a
Magazzini Generali. The initial installation had residential area, an urban park recreational area, an
warehouses covering an area of 4000 sq. m., of which office area for financial services and a cultural area
640 sq. m. were refrigerated and served by a branch line including a theatre, training school and an academy of
connected to the State railways. Despite subsequent fine arts. The site location is also very significant because
extensions, the installation was insufficient to meet the it adjoins the Verona Fiere, a complex of buildings used
demands of exporters. for trade and business fairs and is on the main route
During World War 2, most of the equipment was between the city centre, the autostrada and the airport.
damaged, including the old refrigeration plant and the The PRUSST programme also provides for the
warehouses. When the American occupation ended, improvement of the road leading from the autostrada
business recommenced and the work of reconstruction to the old town centre, the improvement of trade
began, continuing throughout 1946. In 1953, another fair/exhibition areas, and better links between the
56,340 sq. m. of land was bought. Completion of the outlying residential areas and the town centre by an
work to rebuild the installations damaged during the extension of the urban tramway.
war however also marked the start of a progressive
decline in the traditional activities of the Magazzini
Generali as a cold storage depot for fruit and
vegetables, cereals and sugar.
The construction of the Mercato Ortofrutticolo did not
begin until 1948. Gradually, competition from private
cold stores, in the 1950s, meant that the refrigerated
plant for storing fruit and vegetables became less
essential. The growing demand in the 1970s for road
transport encouraged the Ente Morale, the non-profit
organisation managing the Magazzini Generali, to transfer
the activities from the Magazzini Generali to the The former refrigeration plant

VeroNa 73
 On the above plan, the project for the Cultural Hub is The photo on the left shows the circular refrigeration
shown by the buildings in orange, which include the building, surounded by other storage warehouses. It was
former circular refrigeration building that will become a a masterpiece of industrial tecnology of the 1920’s. It is
museum for the city and other buildings that will listed as an example of industrial art by the Italian
become the site of the Academia Cignaroli, public Ministry of Culture. The project to restore and reuse this
offices and a Theatre. The dark blue buildings are the building as a museum for the city is a great opportunity
former galleries used for fruit and vegetable wholesale to increase the cultural value of this area and its
markets that will be used as a large covered square and contribution to the historic city as well as to retain for
for public offices - preserving the ancient function of a posterity an important former industrial building.
space for meeting and doing business. The buildings in
pink are a new area and the core of the financial Costs and Sources of Funding
services area. The urban park is the green area
surrounding and linking these two areas and the new The Ministerial Decree in 1998, included approval of the
residential areas are at the top of the plan in red. At the call for tender, selection standards and criteria and
bottom, there is the improved Viale del Lavoro, the road funding. A further series of Ministerial Decrees approved
linking the city to the autostrada. the PRUSST for South Verona for State funding.
A Framework Agreement was signed in May 2002 by
the Italian Ministry for Infrastructure and Transport, the
Veneto Region, the Cassa Depositi e Prestiti S.p.A. (a
join-stock company 70% of which is held by Ministry of
Infrastructure and 30% by private companies with the
aim of funding infrastructure and public works projects)
and the Municipality of Verona. This agreement sets out
the planning procedures for public works and approved
financial scheme and works schedule. This Framework
Agreement has enabled the Municipality of Verona to
obtain €5.8 million of public funding, for technical
assistance with the programme and urban planning, for
the first phase of public works and for contributions to
the construction of public infrastructure and to provide
incentives for redevelopment. As part of the 2007-2009
triennial programme for public works, the following
amounts have been allocated to the PRUSST project -
€27 million for 2007, €19 million for 2008 and €32
million for 2009.
The costs will be shared between the Municipality of
Verona covering 42% of the total cost and with other
stakeholders. The Cultural Hub and its implementation

74 VeroNa
will be the responsibility of Fondazione Cassa di
Risparmio di Verona, Vicenza, Belluno e Ancona, in The Benefits
accordance with its social and cultural mission. Regarding
the Financial Hub, the Municipality is looking to In terms of urban regeneration, the project is of crucial
implement this part of the project with financing from strategic significance for the city of Verona and,
private companies in that sector. An international call for considering the total estimated investment, is one of
tender from potential developers has been launched with largest urban development programmes ever envisaged
regard to the residential elements of the overall scheme. in the city.
The comprehensive approach taken in including both
The Approach and Processes Followed the sites of the former general warehouses and the fruit
and vegetable market within one regeneration plan
The Detailed Plan is the executive urban planning enabled significant benefits to be realised in terms of the
instrument which designs and regulates town-planning mix of uses, the project’s overall viability and its added
and construction operations in compliance with the value to the cultural life of the city.
urban regeneration objectives for the Direttrice Verona The retention and re-use of these important examples
Sud, South Verona Road and for the sustainable of industrial heritage within a vibrant new quarter is a
development programme (PRUSST) for South Verona. significant benefit to the city adding to its diversity and
Since the signing of the Framework Agreement – and providing important links between the old historic
under the direction of a Supervisory Committee centre, the Verona Fiere complex and with the outlying
ensuring the correct and prompt implementation of the residential areas of Borgo Roma.
Agreement – the PRUSST for South Verona has
involved a complex sequence of administrative
Problems & Opportunities
procedures and planning activities for the actual
implementation of the programme.
As is the case with any urban regeneration project of
The approach followed has been planned as part of a this nature, the PRUSST programme is aimed at tackling
partnership approach between the public and private the problem of deterioration of specific historic
sectors with implementation to date including the buildings as well as the environmental, economic and
following actions and decision making processes: - social decay of the area as a whole. At the same time
• In March 2002, the Veneto Regional Assembly the strategic location of the site presented the city with
approved an amendment to the General Town an opportunity to introduce new uses that compliment
Planning Scheme to ensure that the public and private and reinforce the functional role of the wider area as a
works planned under this programme would be key meeting and business area and to improve the
compatible with municipal town planning instruments quality of urban life in this part of the city.

• In December 2003, the same Assembly approved the The mix of urban functions and uses on the site, the
Master Plan for the part of the PRUSST relating to long timescale to complete the plan considering that
the former Fruit and Vegetable Market city’s administration will change every 5 years, and the
need to comply with all the stakeholders’ wishes all
• The Exhibitors' Car Park of the Trade Fair complex contribute to make the realisation of this project a
has been completed significant challenge. Within this context the turning
• In February 2005, the Regional Assembly adopted the point was in securing the complex financing package
Detailed Plan for Public Works for the areas for the needed from a range of sources to fund the mixture of
former general warehouses and the fruit and uses envisaged as well as the major investment required
vegetable market in the historic buildings and site infrastructure.
• In May 2005, the City Council approved the Detailed
Plan for the former general warehouses and the fruit
and vegetable market

VeroNa 75
 The Lessons Learnt

• The importance of national programmes of

support and funding in partnership with the
local municipality in order to effectively tackle
complex urban regeneration
• The benefit of a comprehensive and
coordinated approach between the public and
private sectors – in this case the different
departments of the municipality - Public Works,
Traffic, Culture and Ecology along with other
stakeholders e.g. the Foundation, businesses
and the local community
• The value of creating a bold and imaginative
vision for a blighted part of the city recognising
the cultural importance of industrial heritage as
part of a mixed use strategy aimed at securing
a distinctive and high quality development
• The need for sustained leadership over time
from the local municipality and other
stakeholders in order to maintain momentum
and commitment given the long term timescale
involved in realising complex regeneration
projects of this nature

76 VeroNa
Úbeda
Úbeda: Andalucia region, Spain.
Population 34,400.

• ÚBEDA CONTExT
• RECOVERy OF PUBLIC SPACES
• RENAISSANCE PALACES
• ESCUELA TALLER – TRAINING SCHOOL

Úbeda 77
 ÚBEDA CONTExT
History and Development Strategy

Úbeda is located in the centre of Jaen province, some The overall planning strategy is to value the past whilst
330 km south of Madrid with good access to the having regard to the other areas of the town outside
national motorway and rail networks. The city was the historic core and together these twin objectives
founded in 822 to 852 and is considered to be one of provide the strategic framework that informs and guides
the finest examples of a Renaissance city in Europe. future actions and decisions. This strategy combines
planning considerations with social and economic needs
The development of the city has been influenced by 3 and heritage management. It seeks to integrate the
main periods. Firstly the Hispanic-Moslem era from urban area with the surrounding rural landscape, to
which today’s street network in the historic centre is conserve old buildings and urban spaces and to balance
derived. Secondly, in 1233, the city changed to the activities between the old town and the rest of the city.
Christian faith the city extended beyond the defensive
walls. Thirdly, the 16th century in particular was a period There has been and continues to be strong political
of prosperity reflected in the construction of palaces, leadership on heritage matters in Úbeda and this
plazas and monuments that give the town its distinctive combined with a clear overall heritage strategy and a
‘Italian Renaissance’ character. long-term implementation programme has resulted in
concerted action over a sustained period.
Europe Within the old town, the planning policies seek to
protect the historic area, to encourage more people to
Within the walls of the old town, there is a protected live there, to mange traffic and parking, to attract more
area of 89 hectares, which was granted UNESCO visitors and to improve services and the open spaces.
World Heritage status in 2003 and is one of the largest The Programme of Heritage Management, endorsed by
historical centres in Spain. The old town includes 23 UNESCO, acts as a guide for local heritage management.
squares and public areas and occupies the south-east The aim of this programme is firstly to promote the
corner of the urban area - the remainder of which was economy, tourism and local businesses and secondly to
built in the 19th and 20th centuries and is surrounded promote residential uses through the rehabilitation and
by countryside planted almost entirely with olive groves. improvement of the heritage. There remain 91 old
abandoned buildings within the walls plus several other
Legislation buildings in need of varying degrees of rehabilitation.

Úbeda is located in an Objective 1 region and, as a Issues

consequence, the city has secured substantial EU Social
and Structural Funds to implement heritage projects, An ongoing issue for Úbeda is balancing the demands of
with matched funds from regional and state sources. The the internationally important old town with the needs
city has also participated in many trans-national of the much larger and more modern area of Úbeda.
European projects. There is significant potential to promote the UNESCO
site more widely to the European cultural tourism
A range of national and regional laws, together with
market. However, there remains the challenge of finding
local planning instruments make the legal management
new uses for the old buildings such as former palaces
of heritage in Spain complicated. In total, there are some
and abandoned buildings and to manage the visitors in
20 different laws relating to heritage in Úbeda, which
such a way as to avoid overcrowding and the associated
often contradict one another.
problems evident in other Spanish historic cities.
There are more than 800 heritage buildings within the
The issues reflected in the case studies relate to the way
historic centre with 4 different levels of protection
Úbeda has invested heavily in improvements in the public
depending on their historic and architectural
realm and underground services as a catalyst for wider
importance. 10 of these are declared places of Cultural
regeneration of the old city; the recovery of former
Interest and National Monuments and a further 15 are
Renaissance Palaces for various uses and the need to
currently nominated for this status.
train people in order to be able to apply the traditional
craft skills to the refurbishment of heritage buildings.

78 Úbeda
RECOVERy OF PUBLIC SPACES
Summary
The Recovery of Public Spaces case study outlines the comprehensive approach taken by Úbeda in the
regeneration of the city’s public realm as a means of adding value to the quality of life of residents and visitors
and as a catalyst for the wider regeneration of the old city.

San Pedro square

1. Changes involving the modification of the space to

Context improve its aspect and its functionality including the
Úbeda’s 23 public spaces and squares form a significant removal of inappropriate elements and/or inclusion of
part of the character of the UNESCO World Heritage new infrastructure underground e.g. relating to drainage
site. They had fallen into disrepair and disuse creating a and recycling facilities
negative impact on the quality of the environment of 2. Restoration consisting of partial or whole
the old town, on economic activity and on social replacement of the existing materials and elements,
interaction. Community perceptions were poor resulting where they were damaged or had turned out to be
in considerable public pressure to regenerate the old insufficient or inadequate in relation to their function
city socially and economically as well as environmentally.
3. Conservation consisting of the necessary repair and
maintenance of those spaces where modification was
Description not necessary and where materials were in good
condition.
The aims of this project were to reinforce the heritage quality
of the old town by increasing the value of the extensive The Recovery of Public Spaces programme is on-going.
public spaces within the 89 hectare World Heritage site – To date, the following streets and squares have been
using the investment in the public real as a catalyst for wider recovered - Trinidad and Real Streets, San Pedro and
regeneration of the heritage buildings that had fallen into San Lorenzo Squares.
disrepair.While visitors would be clear beneficiaries it was of
The scope of the works involved re-evaluating the
equal importance to secure social, cultural, economic and
function of the spaces including the inclusion of new
environmental benefits for local citizens.
infrastructure underground, street furniture, street
The works of conservation, restoration and redesign of lighting and signage. The design approach was to achieve
the urban spaces and street furniture involved three the highest quality possible within a comprehensive
types of intervention: - design framework based on the use of natural materials.

Úbeda 79
 Works include for example: -
The Benefits
• Trinidad Street - Leads from the new town to
Andalucía Square at the heart of the old town and
• Increased investment in surrounding buildings and in
has been narrowed with planting and tubs, car parking
the regeneration of historic centre generally
has been removed and the road level of the street
has been remodelled with one level for all users • Attraction of over 30 new businesses and increased
economic activity in retailing and I new hotel
• Real Street -Leads to Ayuntamiento Square, and has
been repaved to recreate its former condition with • Increase in residential population within the old city to
the provision of new and improved underground 4000 e.g. 3% increase in 2005-6
services. This has helped to attract people to buy • Improved quality of life extended to fringe areas of
properties and to open businesses and to move in as old town directly benefiting disadvantaged groups
residents
• Greater awareness by local community of City
• San Pedro Square- The vehicular access areas have Council’s activities through involvement in the
been reduced and the pedestrian areas increased. scheme’s development.
There is new lighting, four different patterns of
pavements, the fountain has been recovered with a
small roundabout and underground rubbish collection Problems & Opportunities
facilities have been installed
• San Lorenzo Square - Car parking has been removed The scale of the public space recovery programme
and the square restored to its original design as it would including the involvement of all stakeholders and the
have been in the Middle Ages but now with paved lines local community in the development of the proposals
to mark the walls of the former houses in the square. presented the implementation team with logistical
problems. The detailed involvement of the community
and the consequent requirement for regular information
Costs and Sources of Funding however enabled general support to be established for
From 1987 to 2006, some €66.7 million was spent on the proposals and a greater measure of understanding
the funding of works, of which €22.7 million came from and acceptance of the inevitable disruption involved in
the City Council, the regional and state sources of the physical changes.
funding were €19 million and the EU contributed €25
million from the Social and Structural Funds.

The Approach and Processes Followed

The implementation of the public space projects has been
carried out in accordance with the proposals in a ‘Special
Plan’ setting out the proposals for the old town including
the overall approach to be adopted in the form of
‘Ordinances’.
A combined political and technical department had
project management responsibility for the coordination,
direction and monitoring of the programme’s
implementation. This included management and
promotion, the adaptation of public areas, the recovery
of individual buildings, equipment and housing, research
into planning and other related matters.
A characteristic of the approach adopted was the
involvement of the local community and stakeholders in
the analysis of the issues facing the historic city and in
the development of the public realm proposals.

Plaza de Andalucia

80 Úbeda
 The Lessons Learnt

• The wider contribution that investment in the

public realm can bring to the overall
regeneration of the historic centre acting as a
catalyst for investment in surrounding historic
buildings and improving the quality of life of
the area for both local people and visitors
• The importance of strong political leadership
combined with a clear overall heritage
strategy, a long term implementation
programme and substantial funding in
securing a comprehensive approach to the
regeneration of the historic centre
• The strategic benefits to be gained by
working in partnership with local stakeholders
and the local community in terms of support
for both the specific proposals as well as
wider appreciation of the City Council’s
activities
• The importance of early involvement of the
community and stakeholders and in ensuring
an up to date information flow on the
project’s development as a means of
anticipating problems and overcoming
potential implementation difficulties

Real street

Úbeda 81
 RENAISSANCE PALACES
Summary
Úbeda old town has significant problems of vacant and neglected historic buildings whose restoration and re-use
is a central part of the City Council’s ‘Programme of Heritage Management’, endorsed by UNESCO.
This case study describes the restoration of two Renaissance palaces in the old town and their rehabilitation and
re-use for administrative, cultural and educational activities.

The aims of both these projects were to: -

Context
• Restore the derelict historic buildings and encourage
The main focus of urban activity, both residential and craftsmanship as a key economic activity
commercial, in Úbeda tends to be in the more recently • Attract both local people and visitors to the historic
constructed outer areas rather than in the historic centre centre and create a public place for people to meet
where some streets are only accessible on foot and many and access different cultural activities.
are very narrow making car access difficult and traffic
congestion a significant problem. Whilst the perception of Costs and Sources of Funding
the old city being inaccessible and an unattractive place to
live and work is substantially changing, the legacy of a lack The works to the Palace Don Luis de la Cueva cost
of investment remains with 465 buildings at different €2,947.566 - 80% of which came from European
levels of rehabilitation within the historic city as a whole. Regional Development Fund and 20% from the City
256 of these are within the old walled part of the historic Council. The cost of the restoration of the Palace
town with 91 of these actually abandoned. Francisco de los Cobos amounted to €600,000 of which
Due largely to the efforts of the Úbeda City Council, 50% came from the City Council and the remainder
however, many of the most important historic buildings from European Social Fund and the Ministry of Culture.
have now been restored in the old centre and have new
uses related to administrative or cultural functions, thus The Approach and Processes Followed
ensuring their future use and maintenance. Both palaces
that are the subject of this case study are examples of The project management structure for each Palace
buildings that have lost their original use, been abandoned, involved a multidisciplinary team of professionals from
were in a state of ruin but have now been restored. different areas of the City Council relating to town
planning, culture and education, commerce,
Description environment, tourism, European initiatives, employment
policies and training - working with the craftsmen and
The two Palaces are: - pupils of the Escuela Taller.
• The Palace of Don Luis de la Cueva was built in the The other partners in the project included cultural
15th and 16th centuries by one of the first of Úbeda's associations, entrepreneurs (e.g. ALCISER – Chamber of
settlers after the Christian conquest. It is a two-storey Commerce and Services, Innkeepers' Association),
courtyard building built in the Moorish architectural educational institutions (UNED, Popular University –lifelong
style. The Palace has been restored and is now used learning and further education, & schools), the palaces’
as the offices of the local crafts’ associations and as owners, the Provincial Delegation of the Regional Ministry
space for cultural exhibitions and meetings. It has a of Culture, the Provincial Historic Heritage Commission,
total floor area of 2.387 m2. the Provincial Delegation of the Regional Ministry of Public
Works and Transports and the Area Rehabilitation Offices
• The Palace of Francisco de los Cobos, originally a
of Regional and Central Government.
private palace, became apartments until abandoned
around the middle of the 20th century. Currently, it is The first phase of the work involved technical studies,
being restored to become the provincial office of establishment of priorities and formulation of targets,
UNED, the Spanish Open University. It has a total assessment of viability, mobilization of resources and
floor area: 2.800 m2. formal presentation of the project. The second phase
involved the physical restoration of internal and external

82 Úbeda
walls and the interior spaces, conservation and re-
establishment of the original elements of the building, The Benefits
removal of the added degrading elements,
reconstruction of demolished parts, and the provision of The work on the palaces, as a key part of the strategy
technological and hygienic sanitary facilities. Finally the to regenerate the old city, has produced a number of
team focused on promotion and marketing as part of socio-cultural and economic benefits.
the policy of promoting the city to visitors and the In general terms the overall recovery of what was a
creation of tourist resources such as books, leaflets, CDs, degraded environment has helped create a culture of
Internet sites, press releases, etc. support for the conservation and the rehabilitation of the
Regarding the Palace Francisco de los Cobos, the project historical city within the local community.The wider area has
involved the recovery of the main structure i.e. the front experienced increased economic activity whilst traditional
and the cloister. The reconstruction of the cloister, for skills have been retained and developed particularly
example, was based on the archaeological excavation and benefiting the employment prospects of young people.
the remains and fragments found. This, together with old The restoration of both palaces required the
photographs and the building’s deeds, enabled an exact cooperation and joint working between a number of
reconstruction reminiscent of what the original organisations and this, as a consequence, generated
Renaissance palace would have been like, whilst creating a political and institutional added value, including in the
building fully capable of beneficial use in the 21st century. development of new ways of working.
The works to the Palace Don Luis de la Cueva also Apart from the direct value of recovering historic assets,
began with archaeological works. The subsequent new cultural and educational activities have also been
refurbishment work rebuilt the courtyard and the introduced to the old city increasing its attractiveness to
interior structure of the house as it had been originally local people and to visitors.
accommodating different uses on different floors. The
The craftsmanship sector of the city now has a
works have sought to be as authentic as possible
permanent head office with exhibition rooms for the
respecting the building’s original structure, whilst
artisans’ products. This office will assist the development
adapting it to its new function and use.
of a local crafts' quality label to ensure sustainability in
managing heritage resources and the most appropriate
way of talking about heritage with the local community.

The Palace of Luis de la Cueva before and after

Úbeda 83
 Problems & Opportunities
The management of the old town still faces serious
challenges due to the current condition of the building
stock and the difficulties raised by problems of accessibility
and the relative lack of facilities in the historic centre.
The palaces' projects are an example of particular
interest regarding the introduction of ‘Renaissance’
design criteria in the design of urban spaces and
architecture developed from an understanding of the
old city’s historic identity.
This work has demonstrated the benefits of recovering old
buildings and shown that it is possible to establish beneficial
new uses that meet community needs. It represents an
opportunity to both extend this work to other similar
buildings within Úbeda and beyond and to convince more
local people of the merits of a conservation led approach.

The Lessons Learnt

• The importance of the public sector investing in

the restoration of key historic assets as a catalyst
for the wider regeneration of the historic city, of
working in partnership with a range of
organisations and stakeholders and of embracing
multi disciplinary team working
• The importance of raising social awareness on
conservation and restoration among local people
as the basis of establishing a sustainable approach
to the recovery and re-use of heritage assets
• The opportunity to both apply traditional
techniques and construction materials alongside
the use of new technologies in a way that both
respects the identity of historic buildings and
enables their successful adaptation to new uses
• The importance and value of the local municipality
investing in training in traditional crafts enabling the
restoration and adaptation of key historic buildings
in an authentic way as well as a means of
generating employment especially for young people

84 Úbeda
ESCUELA TALLER – TRAINING SCHOOL
Summary
The “Escuela Taller” or Training School was created in Úbeda to help address the growing shortage of craft and
heritage building and landscape skills within the local labour market as well as to assist with job creation. It is an
innovative case study that has the potential for replication across Europe where the problem of an emerging
lack of traditional building skills is widespread with potentially serious implications for the ongoing repair and
regeneration of cultural heritage.

• Restructuring paving at rear of Hospital de Santiago

Context
• Adaptation and structuring Corazón de Jesús square
The program of the “Escuelas Taller y Casas de Oficios”
• Rehabilitation of 16th Century Palace of Francisco de
started in 1985 as an initiative of the Spanish
los Cobos - as headquarters of Open University
Government. It represents a significant attempt to
contribute to the conservation and improvement of the • Rehabilitation of Antiguas Carnicerías, an obsolete
historical heritage by means of providing personal, building attached to the ancient walls - as
institutional and material support particularly to young headquarters of Local Police -
people. The programme was created to respond to the • Rehabilitation of House of Juan de Valencia, a 16th
lack of structured training to learn traditional handicraft century building inside the historical centre – as the
occupations many of which were in danger of offices and classrooms of Escuela Taller
disappearing from the labour market as well as to tackle
the problem of youth unemployment. • Emergency action to consolidate wall paintings inside
the chapel of Hospital de Santiago, in collaboration
with the Regional Institute for Heritage
Description
• Elaboration of glass tiles for the second tower of
In the “Escuela Taller” scheme in Úbeda specialised Hospital de Santiago.
training is taught in occupations demanded by the The Escuela Taller also facilitates smaller projects to
labour market involving a range of handicraft skills promote the self employment of students e.g. stain glass
related to heritage rehabilitation and conservation. and carpentry commissions. It also promotes initiatives
The aims of the programme are: - to help disseminate information on heritage. For
example: -
• To provide professional qualifications for young
people from 16 to 25 years old • An Inventory of Resources from Comarca de la
Loma, in collaboration with the department of
• For successful candidates to be subsequently
Promotion and Development of the Escuela Taller of
integrated into the labour market
Baeza
• To secure the recovery of traditional handicraft skills
• The Tourist Guide of Úbeda and Baeza, in
and occupations
collaboration with the department of Promotion and
• To create opportunities for youth employment Development of the Escuela Taller of Baeza.
• To improve the quality of restoration of historic
buildings and public spaces Costs and Sources of Funding
Projects to date include work on recovering and
The “Escuela Taller” receives 70% of the funding for the
maintaining the natural heritage the rehabilitation of
school from The European Social Fund with most of the
significant heritage buildings as well as. For example: -
remainder from the regional authority and a small
• “El Paso” Royal cattle track - 13 ha. Park used by cities amount from Úbeda City Council.
of Sabiote, Torreperogil and Úbeda
• Restructuring of Vandelvira Park
• Restructuring of Alférez Rojas Gardens.

Úbeda 85
 The Approach and Processes Followed Problems & Opportunities

The “Escuela Taller” is a partnership involving the The “Escuela Taller” is both a social and cultural heritage
Regional Ministry of Employment, the Regional programme that requires public funding to realise the
Directorate General of Employment and the benefits outlined by this case study. At present it relies
department of Employment Active Policies inside the heavily on EU funding and a partnership approach
City Council of Úbeda. between the national and local governments. Its future
therefore depends on sustaining public financial support.
The school has a Director with overall responsibility for
financial and operational management. The training The approach adopted in Úbeda and elsewhere in
process involves both practical workshops in bricklaying, Spain represents a significant opportunity for other
quarrying, blacksmithing, carpentry, gardening and the historic cities to emulate. It demonstrates the personal
environment as well theoretical training and remedial and community benefits that can be realised by investing
educational programme in art history, drawing and in both the heritage and young people.
technology.

The Benefits The Lessons Learnt

The “Escuela Taller” training school promotes training by

means of innovative and pioneering teaching techniques • The importance of a strategic approach to
whereby training in practical skills is associated with heritage led regeneration where the availability
heritage education – raising students’ awareness and of the necessary building and craft skills plays a
appreciation of the value of heritage. crucial part in delivering quality restoration of
both the built and natural heritage
The project has achieved 80% integration into the local
labour market and has been responsible for the training • The opportunity heritage can bring to
of 987 pupils since 1985. It successfully tackles the enhancing quality of life not only at a local
important social challenge of youth unemployment in a community level but in terms of realising the
sustainable way bringing significant benefits both to the potential of individuals, particularly
students in terms of ‘life skills’ and to the wider disadvantaged young people -through the
community in terms of the proper repair of the city’s development of practical skills with an
heritage assets . economic value and through raised awareness
and respect for the environment
• The crucial role played by the public sector in
enabling the programme through leadership
and financial support
• The opportunity to replicate this programme
throughout Europe’s historic cities

Escuela Taller students at work

86 Úbeda
4. TOWARDS GOOD
PRACTICE – LESSONS &
SUCCESS INDICATORS

I N H E R I T A G U I D E TO H E R I TAG E L E D R E G E N E R AT I O N
 Introduction Our analysis of these findings has been grouped
into 4 themes to help provide a coherent
framework for developing clear and practical
Heritage led regeneration, as this report clearly guidance for local and regional authorities taking
shows, can take many forms. It is also the case that into account both the partner case studies and the
specific examples of successful heritage projects QUB research. The themes identified relate to the
can be found on a site- by-site basis from across need for local and regional authorities to: -
Europe. There are, however, very few examples of • Think and Act Strategically
where the full potential of heritage investment to • Focus on Identity and Diversity
regenerate whole cities or significant parts of cities • Invest in Regeneration –especially the Public
can be demonstrated. Realm
The challenge that INHERIT set itself was to • Work in Partnership
identify the actions and underlying processes that

1
would be necessary to deliver heritage led
regeneration at the strategic level i.e. on a scale Think and Act Strategically...
sufficient to realise wider social, economic and
environmental benefits.
The work of INHERIT included the commissioning Value your Heritage
of external research in order to support the It is, arguably, self evident that the first step towards
development of good practice advice. The aim was successful heritage led regeneration must involve local
to provide independent validation of the lessons and regional authorities firstly valuing their heritage i.e.
identified by the partners and where appropriate recognising its potential as a driver of urban
and practical to address gaps not fully covered by regeneration, a catalyst for positive change and a key
the case studies. In some instances the project contributor to the sustainable development of cities.
team accepted that some specialised aspects of Understand Identity and Make it Central to
heritage led regeneration – for example relating to Corporate Strategy
the overall issue of transport in all its facets–were Few civic leaders may disagree with this proposition but
beyond the scope of the project. the test needs to be whether support in principle is
matched by specific action in terms of actual policy
Queen’s University Belfast was appointed to carry
development and delivery mechanisms. The key policy
out this work and their full report ‘An Investigation
driver for heritage and historic authorities should be
of Good Practice in Heritage Led Regeneration’ -
firstly to understand what constitutes the character and
is available to download, in PDF format, on the identity of their region, city, town or village and secondly
INHERIT web site – www.inheritproject.net or to ensure heritage policy is central to the corporate
from the Queen’s University School of Planning policy of the authority – not a separate ‘add on’.
Architecture and Civil Engineering website -
www.qub.ac.uk/space. It is also included on the Importance of Leadership
INHERIT DVD available from EAHTR. It is clear from the case studies that successful
regeneration invariably involves a central leadership role
The Queen’s University report confirms many of by the local authority. Success correlates with strong
the lessons and success factors arising from the case leadership – political and stakeholder – in aspiring to
study analysis set out in section 3. Appendix E of this best practice, committing and attracting resources, and
document sets out a summary of some of the key delivering heritage led regeneration over the long term.
issues and lessons identified including further
European case studies - providing an additional The presence of a clear vision and integrated governance
structure has been shown to being crucial to the
perspective underpinning the project’s main findings.
successful delivery of heritage led regeneration - acting as
Section 3 describes and analyses 19 case studies all a catalyst for private sector investment and community
of which demonstrate differing aspects of heritage and stakeholder support and providing a framework for
led regeneration. It identifies a wide range of innovative new multi disciplinary and multi agency
lessons, all of which potentially contribute to the working often central to effective project delivery.
development of good practice guidance on how to
Skills and Training
deliver successful urban regeneration through
The emerging lack of specialist skills and capacity in both
investing in heritage. the public and private sectors is a potentially serious
problem with widespread implications for Europe’s

88
heritage – particularly Eastern Europe where there Appendix H is a more detailed analysis of the qualitative
remains a historical scarcity of private contractors with and quantitative benefits of heritage led regeneration.
appropriate experience and skills.

2 Focus on Identity and

This shortage relates to a lack of skills to: -
• Repair, conserve and regenerate historic buildings and Diversity...
monuments using appropriate techniques and materials
Prepare a Heritage Audit
• Work effectively with the private sector in innovative
We set out above the importance of firstly
new organisational solutions e.g. public private
understanding the identity of historic place as a driver of
partnerships
strategic policy. The case studies show time and again
• Engage with the community and local stakeholders in that it is crucial to begin with an ‘audit’ whether it be at
promoting effective heritage regeneration the level of the region, city, town, place, or building in
The case studies generally demonstrate examples of good order to firstly understand its particular character and
practice particularly the example of Úbeda, where strategic to identify the essential qualities that make it special.
intervention by the local authority in training underlines the A variety of techniques were used, for example, in
important role that local authorities can play in ensuring Belfast, Newcastle and Göteborg but all had in common
specialist skills are maintained to meet the social and an analysis of heritage value as a key decision making
economic needs of a local community particularly, as in the tool and as a precursor to determining an appropriate
case of Úbeda, addressing youth unemployment. and effective intervention, whether at the city wide level
Link Benefits to European Union Priorities or in relation to specific areas or individual buildings.
Heritage led regeneration benefits include job creation, Recognise the ‘Common Heritage’
increased business development, inward investment, The case studies and the wider European research
visitor spend and tourism development. They contribute carried out as part of INHERIT shows the range of
to sustainable development, economic growth and the interpretation of what constitutes heritage – often
knowledge economy in particular and as such help defined as such at the local level in terms of local
directly to deliver key EU Structural Fund policies for people’s perceptions and experiences. From former
the period 2007-13. military architecture and infrastructure though to more
These benefits are not currently fully recognised and the recent industrial buildings and domestic housing, the
responsibility now lies in part with local authorities to case studies demonstrate the contribution that
demonstrate the value of investing in heritage a means ‘common heritage’ - not only those assets of national or
of securing Structural Fund investment in Europe’s international importance - can make to defining the
heritage in line with the ‘Lisbon and Göteborg agendas’ character of a place and its identity.
set out in Appendix E. Social Value of Identity
Monitor Results and Quantify Benefits It is important that local authorities understand the
We found very few examples of local authorities social value of ‘identity’ to local people as well as its
monitoring results and/or quantifying the environmental, appeal to visitors attracted by its uniqueness and
social and economic benefits of major heritage authenticity. An important aspect of this is involving,
investment. The notable exceptions set out in this report where possible, ’eyewitnesses’ as is the case with the
are the Grainger Town case study and the work of English European Solidarity Centre in Gdansk. In this context
Heritage in relation to heritage investment outlined in even after physical assets have been lost the sites can
section 2 - both of which are to be commended to all still embody important memories where people want
local authorities particularly in terms of setting targets the past to be respected and remembered.
and measuring achievements. For example relating to: - Several case studies demonstrated the value of identifying
• Jobs created and safeguarded distinctiveness as a focus for illustrating positive images,
• Training programmes provided developing ‘pride of place’ and as a basis for celebrating
• New business start ups diversity both locally and in terms of tourism
• Impact on visitor numbers and tourism spend development.
• Area of new/improved floor space Encourage Diversity
• Buildings improved and brought back into use Many historic cities suffer from, on the one hand, an
• New dwellings created over concentration of visitors focusing on the prime
• Private and public investment attracted attractions, and on the other hand the problem of
• Amount of public realm improved. securing viable uses for heritage buildings and assets not

89
 part of the tourist trail, but central to the character and copying former styles.
identity of the place. As can be seen in the case studies
Realise the Potential of New Technology
presented as part of INHERIT, cities are increasingly
recognising the importance of encouraging and facilitating While historic buildings do have a track record of
diversity as way of dealing with these twin challenges. adapting to new uses over time the demands and
pressures of the 21st century present special challenges if
What this involves in practice is promoting a ‘mix’ of
the historic environment is to effectively play its part in
uses that add to an area’s vitality, especially in terms
the modern world. The requirements to open up internal
of creating a more vibrant day/night economy
spaces, introduce unprecedented structural loadings,
combined with a policy of spreading activities to
provide for extensive information and communications
avoid visitor concentrations. This approach has the
facilities all mean that the possibilities and opportunities
dual benefit of both helping secure viable and
of new technology need to be embraced.
sustainable new uses for historic buildings and
providing a basis for effective visitor management in Opportunities to realise the potential of new
terms of traffic and pedestrian flows. technology are extensive ranging from computer based
design and building techniques through to the extensive
Cultural Approaches
use of ‘wireless’ technologies making historic buildings
The concept of ‘cultural approaches’ has emerged as
‘competitive’ and attractive to, for example, cultural
potentially important in developing heritage strategies
buildings such as Museums and Galleries and the
that reflect local identity and are sustainable in terms of
creative industries who often adopt historic buildings as
realising social, economic and environmental benefits
locations of choice attracted by the ambience and
that meet local needs.
quality of the historic environment.
We have identified a number of distinct approaches that
Increasingly the new technologies are being used to
could apply to a wide range of local authorities ranging
make heritage buildings and areas more accessible both
from city – wide strategies such as Belfast’s ‘cultural
to visitors and to the local community. Hand held audio
quarters’ to strategies focusing on recent events such as
guides, for example, provide a consistency in terms of
Gdansk’s ‘Solidarity Centre’. Similarly military history,
quality, topicality of content and range of languages
architecture and fortifications, as in Verona, play a large
difficult to match by human guides potentially freeing
part in the identity of the city and present opportunities
staff to work on content and for more specialised tours.
for tourism development as well potentially meeting
Many historic cities are now applying the virtual reality
community needs. These challenges are faced by many
technologies to enhance the interpretation of the
‘walled’ historic cities across Europe and beyond.
historic environment, both in terms of buildings and
In developing successful cultural approaches local areas particularly important in situations, where the

3
authorities should look at heritage broadly e.g. in terms physical assets have been lost in whole or in part.
of people, language and buildings as in Belfast, and also Invest in Regeneration –
at the potential for promotional activity and Especially the Public Realm...
development of events and festivals.
Quality & Contemporary Design
Investing in heritage as a driver of social and economic Public Sector Investment
regeneration requires the development of an ‘ethos’ of The case studies show clearly the importance of local
quality to permeate the whole process commensurate authority investment in the historic environment as a
with respecting and reflecting the quality of the historic catalyst for both attracting additional private and public
context. This relates not only to the rehabilitation of investment, as well as wider regeneration beyond the
buildings and monuments and their ability to adapt over initial building or area. The Grainger Town project
the centuries to new uses but equally to the public demonstrates the social and economic benefits of a
spaces that often form an important part of the city’s comprehensive public led approach whilst public grants in
identity and heritage audit. Haga, building restoration in Úbeda and Verona and
Quality, in this context, requires attention to detail in public realm investment in Úbeda, Göteborg and
terms of design guidance, materials used, and Newcastle also underline the importance of the
appropriate use of both traditional and modern leadership and ‘pump priming’ financial roles of the local
construction methods. Equally, it is important to plan for authority.
‘tomorrow’s heritage’ by encouraging good Investment in the public realm is a particularly important
contemporary design that respects it’s context rather role for the public sector, partly because of the ‘confidence’
than necessarily seeing historic places confined to only that the environmental improvement brings to an area and

90
partly because the public realm is the prime responsibility between all concerned using a wide range of tools.
of the local authority and other public bodies.
Heritage regeneration needs the active and enthusiastic
Need for an Overall Plan involvement of all sectors in bringing complementary
Local authorities should aim to ensure public realm skills and, as in Pedagogen and Haga in Göteborg, acting
proposals form part of an overall plan - spatial and as ‘champions’ to promote the case of environmental
transport - that balances accessibility with enhanced space enhancement.
for pedestrians and cyclists and the reduction of pollution.
Public Partnerships
Projects planned in isolation are unlikely to deliver the
The scale of the challenges facing the repair and
wider benefits relating to regeneration and sustainability or
preservation of cultural heritage across Europe is such that
realise the full potential that a comprehensive rolling
public partnerships are crucial to achieving successful
programme of improvements can deliver.
regeneration – at a European, National and Regional level as
The ‘ethos’ of quality is equally, if not more, important in well as at the local level.The case studies show the
relation to the design of public realm works that provide importance for example of EU investment through the
the setting for heritage buildings that may be of national or Structural Funds in Úbeda and Gdansk, national
international importance and often need to be sufficiently government funding in Haga, Göteborg or Regional
resilient to withstand constant and heavy usage. Development Agency financial contributions to Grainger
Town, Newcastle.
Use of natural and other quality materials, enhanced
lighting, effective signage and interpretation all ensure Public Private Partnerships
the improvements add value to the historic Similarly the role of the private sector in successful
environment and meet the needs of both local people heritage led regeneration is now increasingly important
and visitors. Public realm works are necessarily as can be seen in the central involvement of the private
disruptive and it makes sense, therefore, to try to sector in most of the case studies particularly the larger
ensure that underground infrastructure and services are developments such as in Belfast, Göteborg, through the
modernised at the same time. Foundation in Verona and the public private partnership
Opportunities to Enliven Public Spaces in Grainger Town. Public private partnerships require an
Public spaces, such as squares and pedestrianised streets, open dialogue from both sides and a creative approach
can be enlivened by the inclusion of public art both in where risks are identified and managed and new ways
terms of providing a focus of interest and as a means of explored to both attract the scale of funding required
contributing to the city or area’s identity. They also and deliver public benefit.
provide the backdrop and opportunity for the creation Involve the Community
of imaginative cultural events and activities, all of which The importance of involving the local community has
add to the vitality and vibrancy of the place. emerged repeatedly as central to successful heritage led
Well planned, quality open spaces that are safe and regeneration. Cultural heritage underpins communities’
attractive not only encourage more visitors to an area but, sense of identity and pride of place and ultimately
importantly, can be seen to encourage social interaction quality of life. Heritage led regeneration can effect
between the local community acting as meeting places significant change from re-use of landmark buildings to
and providing the context for conversation and ‘watching reconfiguration of the public realm in ways that affect
people’s lives in fundamental ways.

4
the world go by’ – contributing to a sense of well being
Work in
and to perceptions Partnership
of quality of life. Early and meaningful engagement has been shown to be
a pre-requisite to developing the sense of ‘ownership’
necessary for public and stakeholder support to be
sustained over time – a necessary requirement given the
scale of public investment often involved. This involves the
establishment of appropriate mechanisms that take into
Value the Public, Private and Community Sectors
account the nature of the project and that inform, receive
While the leadership role of local authorities is clearly
views and include participation in the decision making
important, successful heritage led regeneration invariably
process and are sufficiently resourced and supported to
requires a partnership approach. It is crucial, therefore,
retain momentum throughout the project lifecycle.
that local authorities recognise and value the respective
roles of the public, private and community sectors. This In particular, efforts need to be made to involve the
can range from establishing inclusive governance ‘hard to reach’ and to set clear parameters with regard
arrangements and specific organisational delivery
structures through to ensuring effective communication

91
 to the scope and nature of the consultation process.

92
5. THE GUIDANCE

I N H E R I T A G U I D E TO H E R I TAG E L E D R E G E N E R AT I O N
 This section aims to summarise the lessons and success indicators identified through the work of INHERIT and to
present these in summary form as recommendations aimed at European local and regional authorities. Taken
together they form a guide to successful urban regeneration through investing in heritage.

Recommendation 1 - Recommendation 3 -
Think and Act Strategically... Invest in Regeneration – especially
the Public Realm...
1. Value investing in heritage as a driver of urban
regeneration, a catalyst for positive change and key
1. Use public sector investment as a catalyst for wider
contributor to sustainability.
regeneration - especially in the ‘public realm’ where
2. Understand ‘identity of place’ and integrate heritage
improvements create confidence in an area and
into corporate strategy, policy development and
trigger further investment
delivery mechanisms
2. Recognise benefits of overall spatial and transport
3. Recognise the importance of leadership, a clear
plan that balances accessibility with enhanced space
overall vision and a holistic approach with appropriate
for pedestrians, cyclists and the reduction of pollution
governance and organisational structures
3. Value ‘quality’ in design and improve surfaces using
4. Ensure specialist skills and capacity are available to
natural and other quality materials, enhance lighting,
meet the needs of heritage led regeneration and
signage and interpretation and consider modernising
facilitate training where necessary
infrastructure as part of overall plan
5. Link benefits with the ‘Lisbon’ and ‘Göteborg’ agendas
4. Realise opportunities for enlivening public spaces by
– economic growth, job creation and sustainability
planning creative cultural events and including public
6. Monitor results and quantify environmental, social and
art as a way of adding vibrancy to an area and
economic benefits by setting appropriate targets and
contributing to its identity
measuring achievements
5. Recognise the value of safe, attractive and well
planned public spaces in attracting visitors,
Recommendation 2 - encouraging community interaction and contributing
Focus on Identity and Diversity... to local perceptions of ‘quality of life’

1. Prepare heritage ‘audit’ to understand context and Recommendation 4 -

define character and identity Work in Partnership...
2. Recognise the contribution that ‘common heritage’
can make to character not only assets of national or 1. Recognise the leadership role of local authorities in
international importance valuing the respective roles of the public, private and
3. Understand the social value of ‘identity’ to local community sectors and in promoting inclusive
people and its appeal to visitors governance and organisational arrangements
4. Encourage ‘diversity’ as means of achieving a mix of 2. Encourage community and stakeholder ‘champions’ to
uses, spreading activities and adding vitality and ensure promote the benefits of investing in heritage through
new uses for old buildings are sustainable ‘ownership’ of schemes
5. Explore different cultural approaches that relate to 3. Promote public partnerships at the European,
people as well as buildings, including recent events, as National and Regional levels as well as locally to
focus for cultural tourism maximise investment in heritage
6. Value ‘quality’ in terms of design and materials and 4. Welcome private sector investment, aim to develop
welcome good contemporary design innovative public private partnerships and consider
7. Realise the potential of new technology in repairing new joint approaches to funding, managing risk and
and adapting old buildings and in interpreting and delivering public benefit
communicating the value of heritage making heritage 5. Understand and recognise the value of community
more accessible engagement in building people’s sense of ‘identity’,
‘ownership’ and ‘pride of place’
6. Ensure early and meaningful engagement of the
community and key stakeholders and develop
mechanisms that inform, receive views and facilitate
participation in decision making

94
6. CONCLUSIONS

I N H E R I T A G U I D E TO H E R I TAG E L E D R E G E N E R AT I O N
 Historic towns, cities and regions are now facing The project team are grateful to Interreg 3C for
unprecedented challenges that threaten their character, providing the opportunity to carry out this work. The
identity and quality and put at risk the potential social, process of knowledge transfer between Europe’s
economic and environmental benefits that can be regions has a crucial contribution to make to the
realised though heritage led regeneration. The aim of delivery of the EU’s key priorities in terms of
the INHERIT project is to help historic and heritage sustainability, competitiveness and job creation. The
cities tackle these challenges and demonstrate the evidence produced as part of the INHERIT study shows
benefits that can be realised through valuing and that Europe’s cultural heritage not only has the potential
investing in heritage. to make an important contribution to these aspirations
at the European level but is often doing so in practice.
‘Investing in Heritage –A guide to Successful Urban
Regeneration’ has sought to address the lack of readily It is equally clear, however, that while EU regional policy
accessible evidence on the benefits of heritage led has been a significant factor in delivering heritage led
regeneration by providing detailed information on how regeneration, particularly in Objective 1 regions, the
other cities have used heritage as a catalyst for wider wider contribution that investing in heritage can deliver
regeneration. The core work of the project has centred is not currently fully reflected in EU priorities. We
on the detailed case studies set out in section 3 believe that the evidence collected and the findings set
complemented by additional independent research out in this report point to the need for further in -
drawing on further case studies and an evaluation of the depth work aimed specifically at demonstrating
impact of European regional policy. heritage’s contribution to European competitiveness and
sustainability. We see considerable added value locally,
The report is intended to provide strategic guidance in
regionally, nationally and at a European level combined
particular to local and regional authorities on how to be
with extensive potential for capitalisation of this work in
successful in realising the benefits of investing in heritage.
both influencing the allocation of structural and social
The aim is, by focusing on four key themes within which
funds up to 2013 and in the development of EU
specific guidance has been grouped, to produce
priorities post 2014.
accessible recommendations that together offer a
‘holistic’ approach whilst individually allowing targeted The interaction between team members as part of the
action to be taken on particular aspects. INHERIT partnership alone has achieved significant
knowledge transfer through study visits, symposia and
The key findings leading to the guidance have been
secondments as well as through interaction with the
expressed in terms of lessons learned through the
‘CULTURED’ and ‘QUALICITIES’ projects. Ultimately the full
experiences of the partner cities as well as by the
value of the work of INHERIT will be the extent to which
identification of key success indicators – all underlining
its findings are further developed and its recommended
the central leadership contribution of local and regional
guidance disseminated, understood, and put into practice by
authorities – reinforcing both the need for local
local and regional authorities across Europe.
authorities to value their heritage and their central role
in securing the implementation of the recommendations Investing in heritage is a major challenge facing today’s decision
of this report. makers – it is also a duty we all owe to future generations.

96
APPENDICES
A PARTNERS’ CONTACT DETAILS
B THE APPROACH TO THE WORK
C CONTRIBUTORS TO THE WORK OF INHERIT
D THE SyMPOSIA DECLARATIONS
E INVESTIGATION OF EUROPEAN GOOD PRACTICE
F NATIONAL AND EU REGIONAL POLICy
G BIBLIOGRAPHy
H THE BENEFITS OF HERITAGE LED REGENERATION

I N H E R I T A G U I D E TO H E R I TAG E L E D R E G E N E R AT I O N
 APPENDIx A – PARTNERS’ CONTACT
DETAILS
European Association of Historic Towns & Regions Newcastle City Council
15 St John Maddermarket The Civic Centre
Norwich Newcastle upon Tyne
NR2 1DN NE1 8PH
UK UK
Brian Smith Secretary General Ian Ayris Historic Environment Manager
Email [email protected] Email [email protected]
Web www.historic-towns.org Fiona Cullen Heritage Officer
Email [email protected]
Belfast City Council Web www.newcastle.gov.uk
The Cecil Ward Building
4–10 Linenhall Street Úbeda City Council
Belfast Plaza Vazquez de Molina
BT2 8BP Úbeda
UK 23400
Siobhan Stevenson Culture and Arts Manager Spain
Email [email protected] Email [email protected]
Robert Heslip Culture and Heritage Officer Web www.ubedainteresa.com
Email [email protected]
Web www.belfastcity.gov.uk Verona Municipality
Piazza Bra
Gdansk City Council Verona
8–12 Nowe Ogrody 1–37121
Gdansk Italy
80-803 Giuseppe Minciotti Director EU Policies Department
Poland Email [email protected]
Joanna Zbierska Regional Co-operation Team Manager Alessia Azzini
Email [email protected] Email [email protected]
Malgorzata Ratkowska EU Officer Web www.comune.verona.it
Email [email protected]
Web www.gdasnk.pl Queen’s University Belfast
School of Planning, Architecture and Civil Engineering
Gothenburg City Planning Authority 2 Lennoxvale
Box 2554 Belfast
Göteborg BT9 5BY
SE–40317 UK
Sweden Email [email protected]
Anders Svensson Planning Architect Web www.qub.ac.uk/space
Email [email protected]
Malin Haggdahl Head of Planning Department
Email [email protected]
Web www.stadsbyggnad.goteborg.se

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APPENDIx B – THE APPROACH TO THE
WORK
The Review Methodology
INDIVIDUAL PROJECT LEVEL
Each partner city of the INHERIT network is at a
different stage in the regeneration process in terms of
scale, regional policy, political and democratic 1. BACKGROUND
circumstances and its economic situation. The The context of the project in relation to the city
development of a structured methodology provided an wide appraisal
introductory framework for each partner to prepare
background information for the project team in the 2. DETAILED AREA AUDIT
form of introductory papers and presentations by key Heritage Resource and Heritage Issues
politicians, staff and stakeholders at the start of each Environmental Issues
study visit. Economic Issues
This work provided a foundation upon which to build Social Issues
and guide the work of INHERIT and provided an Cultural Issues
contextual understanding of the structures and
processes involved in each partner’s approach to 3. STRATEGy
heritage led regeneration at both a city-wide and Civic Vision
project level. Programme Timescale
Funding Package
CITy WIDE LEVEL Themes of Heritage-Led Regeneration
Strategic Aims and Objectives
Identification of Goals and Outputs
1. LEGISLATION
Describe in outline national legislation and local
strategies and policies related to the conservation 4. PROJECT STRUCTURE
of historic buildings, areas and heritage led Project / Partnership Board
regeneration and matters relating to project Partners
implementation (public private partnerships, public Project Team
consultation procedures, etc).
5. PROJECT IMPLEMENTATION
Individual Projects / Initiatives under the ‘Themes
2. REGIONAL POLICy and Strategic Aims and Objectives’ Identified in
Describe and analyse the current EU regional policy Stage 3
for 2007 to 2013 and assess the impact on the Promotion and Marketing
implementation of heritage led regeneration projects.

6. MONITORING & EVALUATION

3. IDENTIFICATION OF HERITAGE Regular Monitoring of the Regeneration Process
A short history of the city together with overall against the ‘Themes, Goals and Outputs’ Identified
statistics of the buildings, structures and areas in Stage 3
recognised as being of national and local special Independent Evaluation of the Success of the
architectural or historic interest in the city. Regeneration Process
Promotion of the Success of the Project

4. STRATEGy 7. FORWARD STRATEGy & MAINTENANCE

Describe the local approach to conservation and FOR SUSTAINABLE REGENERATION
heritage led regeneration i.e. political support, local Forward Strategy Following Completion of the
strategies, the organisational structure, etc. Regeneration Process and the Maintenance Charter

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 The Operational Objectives 2. Governance in terms of decision-making processes,
public and other stakeholder involvement
The operational objectives of the INHERIT project were
3. Methodologies and tools -identifying useful techniques
to-
4. Realisation of benefits in terms of social, economic
• Identify the key factors underpinning successful
and environmental impact
heritage led regeneration
5. Role and importance of European regional policy and
• Prepare position statements about each partner city
European and National legislation
to understand where they stand in relation to the
6. Identification of common standards of excellence in
different stages of the regeneration cycle
heritage led regeneration as a basis for proposing a
• Hold study visits in each partner's city to share
‘quality ‘ standard; and
experience and to identify the lessons learnt and
7. Specific examples of good practice including the
examples of good practice
above themes as well as topics such as cultural
• Identify the cultural and contextual differences
approaches, design, partnership, etc.
relevant to successful regeneration across the
partnership In the latter stages of the project’s work, the partners
• Provide professional secondments to other cities for discussed and agreed the projects from each partner city,
the partners to allow more detailed analysis and representing the main areas of good practice, to be
understanding of their activities showcased in this report. These projects were then the
• Identify other examples of heritage led regeneration subject of detailed presentations at the Verona
and the lessons for practitioners Symposium in March 2007. In discussion with all the
• Investigate the effectiveness of EU regional policy in participants at the Symposium, it was agreed that these
delivering heritage led regeneration projects and the projects could be grouped into 5 key aspects of
implications of recent past and current regional policies; successful heritage led regeneration as a basis for further
• Organise an initial Symposium to gather information development of guidance to local and regional authorities.
and feedback from a wider network of heritage cities
These were: -
• Organise a final Symposium to present the work to
• Strategic approaches to heritage led regeneration
practitioners and policy makers at all levels and set up
• The value of quality public domain
long-term dissemination arrangements
• The importance of community involvement
• Ensure information dissemination through the
• Cultural approaches to local regeneration
INHERIT and EAHTR websites and the EAHTR
• Diversity in terms of new uses for heritage buildings.
members’ networks
The notes of each study visit are included on the
• Identify the key success factors that will assist cities to
INHERIT website at www.inheritproject.net and on the
implement the project’s findings
project DVD available from EAHTR.
• Produce, launch and circulate this Good Practice Guide.
The contact details for each participant city are listed in
The Study Visits and the Case Studies Appendix B for more detailed information.
A key element in the work of INHERIT was in depth Professional Secondments
study visits to each partner city to learn about the
The project included provision for the professional
overall approach to heritage led regeneration and to
secondments of 2 members of staff from one partner
explore selected local examples of heritage projects.
to visit another partner over a 5-day period including
The study visit format involved, in addition to the
travel. The intention was to enable a more in depth
contextual presentations by the hosts referred to above,
transfer of experience than was possible in the project’s
presentations on specific local examples of heritage led
study visits. A range of staff from Newcastle, Göteborg
regeneration and guided site visits to each the projects.
and Gdansk took up these opportunities and included
A wide range of staff from the host cities participated in
some staff not otherwise involved in the study visits.
each study visit, providing valuable additional expert
contributions to the project. In her secondment to Göteborg, Sue Degnan of
Newcastle identified the ruling that pedestrians have
The investigative aspects of the project were managed
precedence where there is traffic and tram routes, thus
to ensure consistency by using the review methodology
reducing the need for signage and barriers, as an important
outlined above to assess on a common basis the stage
example of good practice applicable to Newcastle and
each city has reached in the regeneration cycle. In
indeed throughout the UK. Her visit also raised the
addition each partner was responsible for assessing one
common issue of the degree of gentrification that was
of the following themes across all cities to help identify
acceptable in policy terms, in an area such as Haga, which is
key lessons and success indicators: -
now an area visited by predominantly by tourists. Although
1. Strategy and policy development the area has been saved from demolition, the character has

100
inevitably altered as consequence of its changed function response to the EU regarding “Cohesion Policy and
and role within the city. Cities”. This response drew attention to-
Another recurring theme was the importance of mixed • The lack of sufficient evidence to convince cities of
uses in any area in order to generate more activity in the benefits of heritage led regeneration and a lack of
that area. In her secondment to Belfast, Fiona Cullen information on how to regenerate through
identified three aspects that could be transferred to investment in heritage
Newcastle upon Tyne – the work of the HEARTH • The overall aim of strengthening the urban dimension
building preservation trust on renovating modest in the Structural Funds programme for 2007-2013
domestic houses i.e ‘common heritage’, the strategic • People want to live and work in cities with a distinct
approach to the marketing of St George’s Market and identity and a high quality built environment, where
the use of heritage and culture in the Cathedral environmental quality is a long term investment
Quarter to attract visitors and local people. These • Cities must be empowered and their capacity for
lessons have been discussed with several different action increased, not only in relation to jobs but also
officers in the City Council. in relation to the built environment
Anna-Johanna Klasander and Sophia Alfvag of the • Urban development is a complex and long term
Göteborg City Planning Authority visited Newcastle on process, requiring an integrated approach including a
secondment.The main aims were to learn more about the long-term vision.
successful regeneration of Grainger Town and to study QUB Research
Newcastle and Gateshead at an overall level, due to the
Queen’s University Belfast was commissioned, on behalf
similarities with Göteborg – the river, the industrial history,
of the partners to provide external expertise in order
the brownfield developments, etc. In relation to Grainger to broaden the scope of the project’s work and to help
Town, it was noted that the regeneration was achieved evaluate the project’s conclusions and
through public and private investment, an independent recommendations. There were 2 main elements to this
partnership and much hard work by a multi-disciplinary research work –
team.The Newcastle Tall Buildings Guidance was studied in
some detail as this is also an issue in Göteborg, where • The identification of other successful examples of
work is underway on a similar policy document.Visits were heritage led regeneration in Europe. This is
also made to the Ouseburn Valley and the Byker Estate summarised in Appendix E and included in full in the
and the lessons learnt related to the generic design INHERIT DVD
principles, the high quality documentation, the urban layout • A description and assessment of the effectiveness of
of Byker and the potential conflicts between heritage EU regional policy in delivering heritage led
values and environmental improvements. regeneration. This is summarised in Appendix F and
also included in full in the INHERIT DVD
EU Regional Policy
The Qualicities and Cultured Projects
INHERIT also represents an opportunity to evaluate the
effectiveness of past EU regional policy in the period The INHERIT project has close links with 2 other
2000 to 2006 and to influence the delivery of current INTERREG projects that have thematic links to the
regional policy in the period 2007 to 2013. content of INHERIT. The projects concerned are-

During each of the study visits, partners described the • QUALICITIES which is led by Anderlecht Municipality
current EU regional policies of their cities and the and is about development of a ‘quality method’ for the
extent to which they had an impact on the delivery of sustainable development of historical cities and regions
heritage led regeneration projects locally. There was a • CULTURED which is led by the University of Gent and
significant difference in terms of the impact between is about best practice in the preservation of cultural
those partners in Objective 1 areas i.e. Gdansk, Úbeda heritage and regional development in rural areas.
and Belfast where funds were available for basic
All these projects share a common partner, Úbeda,
infrastructure and to implement projects, which had
which has established and managed, on behalf of the
economic, physical and social benefits to the respective
three projects, a joint website at www.quicnet.com
cities. In the Objective 2 areas of Göteborg, Newcastle
and Verona, the funding of heritage regeneration There have also been meetings between the lead
projects relied heavily on private sector capital funding partners to share information about the work of their
with EU regional funding being limited to business respective projects. In addition, presentations about the
development and workforce training. work of INHERIT were made to all the partners of the
QUALICITIES and CULTURED projects at their
In January 2006, the INHERIT partners submitted a
meetings in Anderlecht in December 2006 and in South

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 APPENDIx C – CONTRIBUTORS TO THE
WORK OF INHERIT
European Association of Historic Göteborg
Towns and Regions
City Planning Authority
Brian Smith Secretary General of EAHTR & Project Director Kjell-Ove Eskilsson former Director of the City Planning
Ian Walters Project Coordinator Authority
Sabrina Motta European Assistant Anders Svensson Planning Architect
Paul Webb Financial Manager Anna-Johanna Klasander Planning Architect
Hans Ander Senior Architect
Gdansk Maria Lundgren Heritage Officer
City Council Malin Haggdahl Chief Planner
Marcin Szpak Deputy Mayor Soren Holstrom Heritage Officer
Grazyna Pilarczyk Director of the Hewelianum project Jan Ake Johansson Manager of Göteborg City’s cultural
heritage buildings
Krzysztof Rudzinski Head of the Development
Programmes Department Other Organisations
Grzegorz Sulikowski City Planning Authority Christer Harling Goteborg Association of Estate
Owners
Grzegorz Lechman City Planning Authority
Magnus Englund, Mikael Nädele and Caroline Losman
Joanna Zbierska Development Programmes architects of the Gamlestadens Fabriker
Department, EU Projects Manager
Joakim Muskantor Askungen Forvaltning, owner of
Malgorzata Ratkowska Development Programmes Gamlestadens Fabriker
Department, Officer
Marzena Butowska-Grzes Development Programmes Úbeda
Department, Officer
Janusz Tarnacki Manager of the Historic Site City Council
Preservation Unit, Department of Urban Planning Diego Garcia Martins European Programmes
Boguslaw Rutecki Senior Officer of the Historic Site Coordinator
Preservation Unit, Department of Urban Planning Jose Miguel Delgado Martinez Accounting Officer for
INTERREG projects
Other Organisations
Juan Moreno Cobos Director of Escuella Taller
Piotr Lorens Gdansk University of Technology, Faculty of
Architecture Mar Ramos Translator
Jadwiga Charzynska Director of the Laznia Centre for Julia Fuentes Computer Scientist
Contemporary Art Francisco Ramiro European Projects Officer
Juan Francisco Cordero Poyatos Municipal Architect
Juan Rubio Engineer
Rafeal Lizcano Archaeologist
Juan Carlos Ramiro Architect
Juana Jiménez Agenda 21 Officer
Luisa Leiva Deputy Mayor
Antonio Lindes Commercial Area Coordinator

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 Belfast Newcastle upon Tyne
City Council City Council
Ronald Kane Heritage Officer Clare Lacy Conservation Officer
Robert Heslip Heritage Officer Fiona Cullen Heritage Officer
Siobhan Stevenson Manager of the Culture & Arts Unit Ian Ayris Historic Environment Manager
Keith Sutherland Planning and Transport Manager Sue Degnan Conservation Officer
Suzanne Wylie Head of Urban Development Colin Percy Team Manager Planning Policy
Carolyn Mathers Cultural Tourism Officer Peter Howe Group Manager City Centre Development
Andrew Irvine Markets Development Manager Peter Derham Historic Buildings Officer
Other Organisations Phil Thirkell Ouseburn Heritage Trust
Doug Elliott Managing Director of Batik Kate Mellor Transnational Policies and Resources Officer
Dawson Stelfox Consarc Design Group Pauline Allen Executive Member Culture, Heritage,
Libraries and Sport
Gerry Copeland Events Manager
Other Organisations
Karen Latimer & Marcus Patton The Hearth Trust
Carol Pyrah North East Regional Director English
Heritage
Verona
Keith Bartlett North East Regional Director Heritage
City Council – EU Policy Department Lottery Fund
Arnaldo Vecchietti Director Ivor Crowther North East Casework Manager Heritage
Roberto Grassi Finance Officer Lottery Fund

Alessia Azzini Historical and Cultural Research Officer Jules Brown Planning Coordinator North of England
Civic Trust
Lorenza Tonon Admin Officer
City Council – Other Departments Queen’s University Belfast
Gabriele Ren Director of the Culture Department
Margaret Sutherland Teaching Fellow in Sustainable
Domenico Zugliani Director of the UNESCO heritage Design, School of Planning, Architecture and Civil
site Engineering (SPACE)
Maurizio Carbognin General Director City Strategic Plan Professor Chris Tweed, Head of School of Architecture,
Luciano Ortolani Director of Public Works SPACE.
Constanzo Tovo Director of Planning Department
Diego de Carlo City Councillor and President of the
Commission for the Enhancement of Military Buildings
(COVAM)
Paolo Zanatto Mayor of Verona
Roberto Uboldi City Councillor for urban planning
Giangaetano Poli City Councillor for municipal property
Other Organisations
Fiorenzo Meneghelli The Italian Institute for Castles
Alesssandro Menon The Cassa di Risparmio di Verona,
Vicenzo ed Ancona Foundation

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 APPENDIx D – THE SyMPOSIA
DECLARATIONS

GöTEBORG SEPTEMBER 2005

DUBROVNIK SEPTEMBER 2006

VERONA MARCH 2007

INNSBRUCK OCTOBER 2007

104
 European Symposium
15th and 16th September 2005
Heritage Led Regeneration – Delivering Good Practice

Göteborg Declaration 2005

1. Over 100 delegates gathered on the 15th and 16th September 2005 in Göteborg from a wide range of European
countries to participate in the international symposium ‘Heritage Led Regeneration – Delivering Good Practice.
2. The Symposium was organized jointly by the City of Göteborg City Planning Authority and the European Association of
Historic Towns and Regions as the launch symposium for the INHERIT project – a project funded by the European
Union under the INTERREG IIIC programme involving the cities of Göteborg, Gdansk,Verona, Newcastle upon Tyne,
Belfast and Úbeda.
3. The Symposium brought together decision makers, practitioners, consultants and academics to share their
experience of regenerating cities through investing in the city’s physical heritage. It focused on : -
• The significance of heritage for urban regeneration
• Regional examples of heritage led regeneration
• Themed workshops exploring: -
i. The value of the common heritage
ii. Accessibility in the renewal of building environments
iii. Whose Heritage? – involving the public in defining Heritage
• Site visits examaning examples of heritage led regeneration in Göteborg
Following their debates, participants wish to: -
4. Thank the City of Göteborg & EAHTR for organising the Symposium, the City Council for its welcome and
hospitality, and commend the City of Göteborg for its work in investing in heritage, especially the City Planning
Authority
5. Celebrate the achievements and central importance of Heritage in defining the identity and character of European
cities and in particular to emphasise : -
• The contribution of heritage to modern day life - ’a city without a past is like a man without a memory’
• The importance of putting people first and keeping heritage accessible, useful and vital - involving all stake holders
particularly local communities
• The need for a very broad common definition of heritage - revised and re – interpreted over time
• The need for joined up thinking and understanding i.e. a holistic approach at all levels of government and between
all stakeholders

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 • The development of clear and realistic visions and strategies to realise objectives
• The importance of context - understanding the value of heritage and its local identity both in terms of buildings and
urban space
• The importance of recognising accessibility in its broadest sense and to promote thoughtful design that properly
reflects all needs
6. Note with concern that the main challenges now facing historic environments are global commercial pressures
leading to the potential loss of the city’s soul - creating places without identity and the consequent need to find
solutions that reflect local circumstances as a matter of urgency
7. Recognise and promote action on the need for: -
• New tools including exploring the potential of culture in an inclusive way / utilising new technology
• Fiscal incentives at National government level
• Long term perspectives to maintain momentum
• An integrated approach including interdisciplinary work
• Success factors to be identified, including understanding of what exists, partnerships, changing perceptions, quality
design and to learn from mistakes – identifying transferable lessons
• Social, environmental and economic benefits to be quantified and disseminated
• A clear demonstration of how heritage contributes to EC priority themes in future INTERREG programmes
Recommendations
• INHERIT takes forward the main conclusions, needs and actions identified at this symposium in developing its
detailed work programme and good practice guide
• All delegates and INHERIT partners should take appropriate measures to try to influence the European
Commission on the importance and value of heritage particularly the ability of investment in heritage to lever
additional resources from the private, public and voluntary particularly through their national governments
• EAHTR should look at ways to develop future programmes within INTERREG e.g. Regional Framework
Agreements as a key mechanism for developing future programmes of work related to heritage led regeneration
September 2005

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 International Symposium
“Cultural Tourism – Economic Benefit or Loss of Identity?”
28 - 29 September 2006

Dubrovnik Declaration
We, the members of the Culture and Education Committee of the Council of Europe Congress of Local and Regional
Authorities and the European Association of Historic Towns and Regions, represented by 120 delegates from 20
European states, meeting in the City of Dubrovnik on the occasion of the International Symposium on “Cultural
Heritage – economic benefit or loss of Identity?”,
Having regard for Resolution 185 (2004) of the Congress on the promotion of cultural tourism as a factor of
development of the regions;
Having regard for the United Nations World Tourism Organisation Global Code of Ethics for Tourism;
Having regard for the ICOMOS International Cultural Tourism Charter;
Recognising the role that the Cultural Routes, initiated by the Council of Europe and now coordinated by the
European Institute for Cultural Routes, can provide in connecting people and places, contributing to more interactive
cultural tourism;
Welcoming the innovative work being undertaken in this respect by the European Union funded projects EPOCH,
INHERIT and PICTURE;
Convinced that cultural tourism has a major role to play in preserving and realising the value of our cultural heritage,
which includes not only the physical heritage and landscape, but also the intangible heritage such as languages and
religious and culinary traditions;
Convinced that cultural tourism is a determining factor for cultural exchange, for getting to know the other, and for
cultural diversity to flourish;
Recognising therefore its contribution to the peaceful affirmation of our different identities;
Recommend that:
An integrated and coordinated approach be adopted at all levels - international, national, regional and local - involving
all stakeholders and the local community. Encourage in this respect the development of public-private partnerships to
realise the economic potential of cultural resources;
A participative approach be developed whereby local people are actively involved in cultural tourism decision-making,
recognising that the unique qualities of historic environments have an importance to local communities over and
above their value as tourist destinations;
A respectful approach be pursued, valuing diversity and emphasizing the importance of understanding places in their
context, with due regard for local identity, distinctiveness and sense of place, as opposed to focusing on a small
number of tourist icons;
A sustainable approach be implemented. Local strategies and actions be developed to avoid threats to local identity and to
effectively manage and control tourist capacity;
We are convinced that only a cultural tourism that is based on such an integrated, participative and respectful
approach will be able to meet the requirements of a truly sustainable tourism, to preserve our cultures and our built
heritage, to provide an effective antidote to the mass tourism that is currently endangering some of our most valuable
historic sites.

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 We undertake to:
Promote sustainable cultural tourism as a crucial part of territorial economic development, to include the
development of cultural tourism guidelines for local and regional authorities;
Promote the use by local and regional authorities of tools and methodologies developed to assess the social and
economic impact of tourism;
Develop a shared work programme in order to improve the synergies between us in the field of cultural heritage;
Promote cooperation between different organisations in Europe concerned with the protection, enhancement and
promotion of the heritage and sustainable cultural tourism;
Continue to use our experience in this field to involve more closely in its work the historic communities of East and
South-East Europe;
Continue to work together to use the potential of cultural heritage for better understanding and peaceful
cooperation in our member states.
This declaration will be transmitted to the Bureau of the Congress of Local and Regional Authorities.

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 European Symposium
1st & 2nd March 2007
Heritage Led Regeneration - Producing Good Practice

Verona Declaration 2007

8. Delegates from 16 European countries gathered on the 1st and 2nd March 2007 in Verona to participate in the
international symposium ‘Heritage Led Regeneration – Producing Good Practice’.
9. The Symposium was organized jointly by the City of Verona and the European Association of Historic Towns and
Regions as the final symposium for the INHERIT project – a project funded by the European Union under the
INTERREG IIIC programme involving the cities of Göteborg, Gdansk, Verona, Newcastle upon Tyne, Belfast and
Úbeda.
10. The Symposium brought together politicians, practitioners, consultants and academics to share their experience of
regenerating cities through investing in the city’s physical heritage. It focused on :
• Strategic approaches to heritage regeneration with case studies from Verona, Göteborg, Úbeda, Spain, Newcastle
upon Tyne, UK, and Belfast, UK
• The Value of Quality Public Domain with case studies from Úbeda Old Town, Vallgatan area of Göteborg, Scaligeri
Palace in Verona, the Western Quayside in Newcastle upon Tyne
• The Importance of Community Involvement with case studies from The Haga area of Göteborg, and the Byker
Wall area of Newcastle upon Tyne
• Cultural Approaches to local regeneration with case studies from the Laznia Conteporary Arts in Gdansk, Poland
and the Cathedral Quarter of Befast
• Diversity – New uses for Heritage Buildings with case studies on military buildings in Verona, Fort Grodzisco and
the Solidarity road to freedom in Gadansk, the palaces of Úbeda, the Titanic Project, Belfast, Gamlestadens
Fabriker in Göteborg and Seven Storeys Grain Warehouse in Newcastle upon Tyne.An interim review of EU
regional policy and its implications for heritage led regeneration
Following their debates, participants wish to:
11. Thank the City of Verona & EAHTR for organising the Symposium and thereby giving delegates the opportunity of
visiting and experiencing one the finest historic cities in Europe and congratulate the City Council on its work on
heritage led regeneration.
12. Thank the speakers and cities for preparing and presenting the case studies.
13. Confirm that all of the case studies presented offer valuable lessons for other historic cities and should if possible
be included in the Good Practice Guide.

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 14. Reaffirm the importance of heritage as a central feature of regeneration and
In particular the following:
15. Strategic
• EU Regional Policy
• City Plan and leadership
• Sustainability – long term commitment
• Importance of context: design - understanding place –audit
• Good practice: raise aspirations – quality and innovation
• The measurement of benefits
16. Public Domain
• Importance for citizens – opportunities events, social interaction
• Private investment for regeneration - funding of public realm – environmental aspects and less pollution
• Use of quality materials
• Importance of good design
• Transport and accessibility
17. Community Involvement
• Partnership – citizens and business
• Means of addressing social problems/issues
• Consultation and participation – techniques and experience
• Pride of place
• A sense of ownership of heritage
18. Cultural Approaches
• Identify and the importance of identity
• Broadens tourism appeal
• Authenticity
• Indigenous themes
• Introduces activities, adds vitality & viability
19. Diversity – New Uses
• Major challenge for some cities
• Public private partnerships – new governance arrangements
• Specialist skills and training needed
• Large job creation potential
• Spread activities geographically, by season and throughout the day
Recommendation
• INHERIT takes forward the main conclusions identified at this Symposium in producing the good practice guide.

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 International Symposium
“Heritage and Modernity”
Innsbruck, 4 - 5 October 2007

Innsbruck Declaration
We, the participants of the international symposium on “Heritage and Modernity”, held in Innsbruck on 4-5 October 2007,
1 Having regard for the principal Council of Europe reference texts on the revitalization and conservation of the
architectural heritage and landscape:
- the European Charter of Architectural Heritage (1975);
- the Convention for the Protection of Architectural Heritage of Europe (1985);
- the European Urban Charter (1992);
- the European Landscape Convention (2000);
- the Congress Resolution 98 (2000) on historic towns in Europe;
- the Final Declaration adopted in Norwich on “Heritage for the future – realising the economic and social
potential of a key asset” (2004);
- the Dubrovnik Declaration on “Cultural Tourism – Economic Benefit or Loss of Identity” (2006);
2 Convinced that preserving the historic heritage involves not only the protection of monuments, but also the
strengthening of a sense of belonging both to a specific culture and to European culture in general;
3 Convinced that preservation of heritage requires the development of adequate concepts and techniques to
provide for a sustainable rehabilitation policy of historic sites;
4 Convinced that the character of historic buildings can be saved through revitalisation also including economic
and/or cultural purposes;
5 Conscious of the growing power of economic interests which entail an acceleration of investment in the building
sector on an unprecedented scale and which, everywhere in Europe, is exerting an ever-increasing pressure on the
handling of the built heritage;
We recommend:
a An integrated approach which respects heritage preservation and development at all levels – European, national,
regional and local – involving all stakeholders through democratic audits;.
b Increased public-private partnerships be encouraged to realize the full economical potential of cultural resources;
c Socially-balanced renovation policies be developed to reduce the risk of gentrification in rebuilt areas;
d Promoting sustainable and binding concepts of heritage conservation;
e Preserving the human dimension of historic sites, as being an essential part of the quality of the built environment
and the quality of life of the inhabitants;
f Promoting the standards and expertise developed by the Council of Europe regarding the construction of new buildings
inside historical areas, avoiding unnecessary destruction and respecting the architectural character and external appearance
of the site;
g Promoting high-quality contemporary architecture that may become the heritage of tomorrow ;
h Promoting cultural events and activities as part of an overall strategy to enhance an area’s vitality and viability;

111
 i We, the participants of the international symposium on “Heritage and Modernity” in Innsbruck, invite:
I local authorities to support and develop heritage projects that promote the sustainable development of their
communities, in line with the INHERIT guidelines on investing in heritage;
II the Committee on Culture and Education of the Council of Europe Congress to ensure the follow-up of the ideas
and initiatives presented at the symposium;
III the Committee on Culture and Education to support and put in place a set of good practices and to promote
their dissemination across Europe;
IV local authorities to render their decision-making processes as transparent as possible in order to increase
confidence between locally-elected representatives and citizens wherever major works are planned in protected
urban areas:
- by establishing precise and clear consultation procedures;
- by ensuring that consultative bodies (such as architects´ juries, advisory boards for the protection of the city
centre and the urban landscape) be composed equally of professional representatives of both heritage and
modernity; and,
- by giving priority to the conclusions of such consultations.
V local authorities to make use of new information and communication technologies (ICT) to improve interaction
between locally-elected representatives and inhabitants, to enable them to take an active part in the project
management of the areas concerned.

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APPENDIx E – INVESTIGATION OF
EUROPEAN GOOD PRACTICE
The work of INHERIT included the commissioning of external research in order to support the development of good
practice advice in terms of an evaluation of other relevant case studies. The aim was to use this work to provide an
independent validation of the lessons identified by the partners and where possible to address gaps not fully covered
by the partner case studies.
The Queen’s University Belfast (QUB) was appointed to carry out this work. A full copy of their report ’An
Investigation of Good Practice in Heritage-Led Regeneration’ can be read in full on www.inheritproject.net and is
included on the accompanying DVD available on request from EAHTR.
The QUB report confirms many of the lessons and success factors arising from the case study analysis set out in
section 3. This summary focuses on selected conclusions drawn by QUB, based on their research. This relates to the
importance of good design, cultural tourism, the contribution of public art, aspects of transport and accessibility,
leadership, community involvement and the importance of measuring benefits. It also includes additional case study
examples from across Europe to further demonstrate and inform the project’s understanding of key lessons and
success indicators.
The Importance of Good Design
Good design is an essential requirement of successful urban regeneration. The need for high quality urban design is
underlined by the U.K. Commission for Architecture and the Built Environment (CABE), and many others involved in
regeneration. However, it should be emphasised that design is not restricted to aesthetics alone, which can often
dominate discussions of the urban fabric.
Today, in keeping with the strategic thinking demanded by sustainable development, design embraces not just building design
but service design in which the need for large-scale modification of the built environment is not an automatic response to
every urban problem. Good design, therefore, recognises that the answer to some urban problems is not always a building
or a new physical development. It may be an innovative way of using existing resources to inject new life into urban settings.
CABE, together with English Heritage identifies the “Right Way” for new developments to be integrated within historic
environments. (CABE and English Heritage 2001 “Building in Context: New Design in Historic Areas”, English
Heritage). In their view the right approach is to be found in examining the context for any proposed development in
detail and relating the new building to its surroundings through an informed character appraisal. This does not imply
that any one architectural approach is, by its nature, more likely to succeed than any other. On the contrary, it means
that as soon as the application of a simple formula is attempted a project is likely to fail, whether that formula consists
of ‘fitting in’ or ‘contrasting the new with the old’.
A successful project will: -
• Relate well to the geography and history of the place and the lie of the land
• Sit happily in the pattern of existing development and routes through and around it
• Respect important views
• Respect the scale of neighbouring buildings
• Use materials and building methods which are as high in quality as those used in existing buildings
• Create new views and inter-relationships that add to the variety and texture of the setting
Collaboration, mutual respect and a shared commitment to the vision embodied in the project will be needed if the
outcome is to be successful. The best buildings arise from a creative dialogue between the planning authorities, the
client, the architect and other built environment professionals, and most importantly the general public.
The ‘right’ approach therefore involves a whole process, from deciding what is needed, through appointing the
architect, to early discussions with and eventual approval by the planning authority. It may involve the preparation of a
formal planning or development brief for the site in question and will certainly involve discussing the matters usually
dealt with in such documents and coming to an agreement.

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 Cultural Tourism
Cultural tourism can be described as “the movement of persons to cultural attractions away from their place of
residence with the intention of gathering new information and experiences to satisfy their cultural needs” (Richards
and Bonnick, 1995).
Tourism itself has long been a central component of the economic, social and cultural shift that has left its imprint on
cities around the globe. Increasingly, European cities and urban regions are actively promoting the development of
tourism as a means of tackling post-industrial decline and in recognition of the contribution that this industry can
potentially make to urban regeneration.
European cities have long been appreciated for their richness of built architectural heritage and historical urban spaces
and with the growth in low cost airlines, increased leisure time and demographic factors such as an ageing population
– more and more people are choosing to travel to cities as destinations – competing against the more traditional “sun
and sea” destinations. As an additional spin off to the economic benefits, which a city can experience in the promotion
of tourism, there are also the added advantages of marketing and image improvement and an opportunity for cities to
reinvent themselves to new markets.
However there are dangers and risks for cities focusing on cultural tourism development, the key amongst these being: -
• Monofunctional space – where the character and heritage of a city based on diversity of uses becomes
compromised and every business and space is given over to tourism activities – visitor oriented cafés, shops, etc
• Increase in land and property prices
• Construction of new unsympathetic visitor infrastructure
• Loss of culture and unique identity
• Resident dissatisfaction
However, investment in cultural tourism activities and facilities is an important factor to consider as a regeneration
tool and it has indeed been hailed as a solution to urban growth and a key development factor since new cultural and
leisure activities will serve both residents and tourists in search of a “richer and denser life” (Ashworth 2001).

Good Practice Example: Planning for Cultural Tourism, Syracuse, Italy

Syracuse aims to encourage the coexistence of tourism entrepreneurial activities
(such as hosting, entertainment, cultural events, vanguard trade and services,
swimming, yachting, etc.) with traditional urban activities (residency, handicraft,
traditional commerce and services, social activities, etc.).
The Municipality has developed a series of programmes over the last decade, which
includes cultural tourism, and is aimed at integrated local sustainable development.
These include: -
• Integrated Area Plan (PIA) for the development of cultural and environmental
tourism
• Integrated Territorial Programme (PIT), aimed at identifying and safeguarding historical and cultural
resources along with the recovery of the ‘local cultural identity’ linked to traditions, places, professions, and
typical local products
• Territorial Pact, for an integrated development of different business and industrial sectors such as agri food,
manufacturing, tourism and enterprise services
• CIP URBAN I, for the integrated revitalisation of the historical centre, focussing on sectors such as cultural
tourism, new economic activities (handicraft, advanced services and tourism trade), social activities, security,
infrastructures, green spaces and urban mobility
• CIP TERRA, DIAS project, for an integrated spatial planning of cultural and environmental heritage, in
partnership with colleagues from Spain and Greece, including the experimentation of interventions for a
networked development of eco-cultural tourism

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 • Programme of Urban Re-qualification for Sustainable Spatial Development (PRUSST), for the integrated development
of tourism and connected services, environmental requalification and internationalisation of local economy
• Strategic Integrated Plan for Commercial Systems (PISSC), aimed at identifying and placing value upon the
retailing and distribution network within the historical centre and in its neighbouring quarters
• Urban Transformation Company (STU), for the correct safeguarding, requalification and valorisation of the
heritage of historical buildings and the managing of specific tools mentioned above such as the Specific Plan
for the Historical Centre (PPO), 2 Urban Re-qualification Programmes (PRU), an Intervention Integrated
Programme (PII) and several Quarter Agreements
• The Ortigia project Foundation is planning a project for the creation of a “Cultural District” within Syracuse
Finance
The Municipality of Syracuse from 1991 to 2005 has invested a total amount of about €69 million for public works
in Ortigia. Private investment in the urban re-qualification plan has amounted to more than €3 million, together
with interventions for the improvement, seismic adjustment and restoration of private residences in Ortigia.
The EU through the URBAN project has invested, from 1996 to 2002, an equivalent of about €19 million.
The cathedral in Syracuse must be one of the world’s best examples of sustainable architecture. It has been in
continuous use since it first opened as a Christian church in the 7th century.This was built on top of the Greek Temple
of Athena, which dated from 5th century BC.The Doric columns of the earlier temple can be seen along the side - wall
of the present building. During Sicily’s turbulent history the building has served as a mosque and a Christian church, even
changing the orientation of the main entrance to accommodate the demands of the different religions. It is still in use
today, which means it has been a useful building for more than 2000 years.This is a prime example of working heritage,
which visitors enjoy and make a point of seeing but which continues to meet the needs of the local community too.
Source & Links: Del Corpo et al 2006. www.picture-project.com

Public Art
In several cases, cities have invested in public art as an integral part of public realm projects. In some cases, often when
the budget is smaller, cities have invested in public art rather than in large-scale developments or iconic buildings.

Good Practice Example: Public Art, Dundee, UK

In Dundee, public art is seen as an art form whose domain is predominantly the streets,
buildings and spaces to which the public has access and can experience. It can be temporary or
permanent installations, a static work or live performance. It can reflect any number of themes
and utilise a vast array of materials, art techniques, traditional crafts, and high or low technology
skills in its production. It ranges from traditional crafts to contemporary artworks. It can be a
pure artistic statement or decorative and functional. It also embraces processes, which
emphasises the importance of involving stakeholders, and or the immediate community.
The centre of Dundee has been transformed in recent years, winning numerous awards for Best Practice in
Regeneration. A policy to encourage local artists and public art has resulted in innovative public realm, which
resonates in Dundee’s heritage of “Jam, Jute and Journalism”. The most recent additions to the city centre have
been the popular bronze statues of Desperate Dan and Minnie the Minx from the Dandy and Beano comics,
published by DC Thompson in the city.
Such innovation in public art linked closely to the city’s cultural heritage has added vibrancy and identity to this
revitalised Scottish city. It has helped stimulate economic development in Dundee by supporting the marketing
of the city’s cultural identity to companies and organisations considering inward investment and encouraged
street activity and associated business use in public art enhanced areas.
Dundee has also found that the investment in public art has contributed to the local economy by creating greater
employment opportunities for artists and fabricators of artworks and by utilising local resources, skills and materials.
Source and Links: Façade Heritage Scheme
http://www.scotland.gov.uk/Publications/2003/09/18263/27005

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 Transport & Accessibility
Transport and accessibility issues are key aspects to securing sustainable urban regeneration and their integration may
pose unique problems in historic towns and cities. Few historic cities are capable of easily accommodating the volume
of traffic associated with thriving urban centres. In general, good practice in providing mobility suggests integrated
transportation systems. Such systems support multi-modal travel around, across and between urban centres and
include traditional rail and road networks as well as more recent innovations such as light rail, electric trams and
bicycle hire systems. Each city presents a unique set of possibilities and problems.
In many historic centres, the existing networks of squares, streets and alleyways may restrict the potential for
improving the transport system. The street pattern may be an essential part of the town’s heritage. The options for
development and improvement of accessibility are limited. Intervention may still be possible, but requires imagination
and conviction. The Spanish city of Toledo and the Belgian city of Bruges, both World Heritage Cities, provide recent
examples of how to improve accessibility without necessarily compromising the historic fabric.

Good Practice Example: Improving Accessibility in a Historic City, Toledo, Spain

The World Heritage City of Toledo, located in Castilla La Mancha in Spain has a
population of 60, 000 inhabitants and is dominated by an historic centre of more than
100 hectares.To help relieve traffic congestion, an escalator system has been introduced
to link a covered parking space for 400 cars at the bottom of the hill to the old city.The
result is a startling, modern intervention into the historic landscape – which is sculpted
into the hillside and allows people unimpeded views across the surrounding countryside.
The new set of escalators to the north of the city link low-level car parks to the city’s narrow, winding streets.
Rather than create a mainly functional service for tourists wishing to visit Toledo the city has used this opportunity
to introduce a daring, modernistic design that serves as a foil to the existing medieval building fabric.
The escalators and their enclosure are a triumph of contemporary architectural design, which accentuates
rather than detracts from the beauty of Toledo. It demonstrates how courageous and inventive design can
enhance a heritage setting.
It is estimated that over one million tourists visit Toledo each year because of its unique urban heritage –
however they contribute little to the city’s economy as most come on day trips from Madrid. The historic centre
however faced several problems in terms of urban development: -
• Almost exclusively dependant on tourism
• Large numbers of day visitors
• Access problems
• Vehicle congestion
• Lack of infrastructure
• Loss of local residents.
In order to address these problems the City Council prepared a Special Plan to regenerate the historic centre.
This plan details many different actions under the headings; housing, public installations, infrastructure and open
spaces. The most interesting and ambitious of these actions however has been the installation of the escalators
to gain access to the historic centre from the rest of the city. Monitoring has shown that they are used not only
by visitors but also by people coming to work in the historic centre from other parts of the city. The total cost
of the project was €9 million with annual maintenance costs estimated at €120,000 per year.
Lessons Learned
• Importance of such an infrastructure project not being carried out in isolation but that other complimentary
actions also take place i.e. the decision to prioritise pedestrian traffic rather than vehicular traffic – other
pedestrian routes were also planned in conjunction with the escalators, construction of internal parking, and
reorganisation of supply areas.
• There is a consensus amongst citizens and experts as to the sensitivity of the project both in terms of its

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 architecture and in how the project respects its surroundings – meriting several national and international
awards. The lesson to be learned from this is that people may be more amenable to change and to accepting
such a modern intervention as an escalator within a historic environment if the quality is high and the design
sensitive to its context.
Source & Links: COST C8 case study. Available from:
www.cardiff.ac.uk/archi/programmes/cost8/case/transport/escalators.html

Good Practice Example: Traffic Management in Bruges, Belgium

Bruges lies in the province of West Flanders in Northern Belgium. It used to be a wealthy
merchant's town but fell from heaven in the 18th century when the river that was allowing
direct access to the sea became sanded up. It was rediscovered in the 20th century and became
a tourist attraction due to the high state of conservation of most buildings, the traditional
architecture, the numerous bridges crossing the varied canals and the medieval atmosphere.
Recently, Bruges had to face many of the problems of mature tourist towns, such as overcrowding, congestion,
conflicts of use, commercial “crowding out,” and changes in the use of public spaces as well as in town planning.
Therefore, a systematic study of tourism demand, supply and product was carried out in order to gather
information to improve benefits and diminish negative impacts. One of the main results of that study led to the
establishment of a traffic plan that tends to divert all traffic through a ring road and makes it impossible to drive
through the centre. Only one fixed route allows traffic to come close to it at 30km per hour.
Coaches bringing visitors who don't stay overnight have no access at all to the centre and have to unload in special
parking places around the ring. Day visitors can reach the centre by foot or by public transportation. All buses have
been replaced by minibuses that are more manoeuvrable and produce less noise and pollution, the frequency of
buses has increased and more suburbs are directly connected to the city centre. The use of bicycles has been
encouraged, all bikers have access to the centre and the number of parking areas for bicycles rises steadily.
Source & Links http://www.brugge.be/internet/en/index.htm
UNESCO technical report 20: The Impact of Tourism and Visitors Flow Management

City Plan & Leadership

One of the key findings arising from the UK government Select Committee report in 2004 was the importance of
strong leadership. It identified the following key pointers towards good governance, necessary if successful
regeneration is to be achieved: -
• Strong leadership by local authorities with the appropriate skills
• Clear guidance and commitment from public agencies at a national and regional level
• An easily understood flexible regulatory framework which encourages creativity and allows new uses for
redundant historic buildings
• Adequate and easily accessible funds to support commercial schemes, which are at the margins of viability
The difficulty in delivering heritage led regeneration at the municipality or local authority level for cities is the lack of a
multi disciplinary approach and lack of appropriate skills to deal with the complexity of issues involved. At the local
level in many European cities, there are often a multitude of agencies and bodies responsible for the protection,
conservation, ownership and management of historic buildings and their surrounding spaces. Buildings cannot be seen
in isolation and must form part of the wider local environment, which however requires co-ordination, consultation
and partnership working. There is also a lack of resources at the local level to instigate the necessary investment
needed in the historic environment. This is where creative partnership arrangements and public private investment
opportunities need to be explored.

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 Good Practice Example: Regeneration of the Historic Castle area, Lisbon, Portugal.
This case study considers the comprehensive regeneration of an historic neighbourhood
located adjacent to a key national heritage asset of the city of Lisbon.
The parish of “Santa Cruz do Castelo” is situated very close to the centre of Lisbon and is
enclosed by the first ring of city walls and defined by monumental ruins of different former
castle buildings together with its adjacent residential district. This historic neighbourhood is characterised by
small low-rise houses and despite its proximity to the city centre, topographical obstacles and poor public
transport links mean that the area is very inaccessible, meaning that despite the area’s rich built heritage it is
not maximising its attraction to tourists.
This residential parish has experienced ongoing economic decline and social Isolation of its residents since the
middle of the 20th century. Successive generations of families have lived there with a limited income and low
social status. With regard to qualifications and education, 10.9% of the resident population was illiterate and
41.9% only finished elementary school.
Central and Local Government Leadership
This area was first identified by the Portuguese government as a target for regeneration in the 1970’s and 1980’s
and various proposals and schemes were discussed - however the real motivator became the EXPO'98
recognising that the areas surrounding some of Lisbon’s key tourists attractions required extensive environmental,
economic and social regeneration. A joint action plan by Central and Local Government was developed and
implemented aimed at the rebirth of the Castle area and establishing a strengthened link between the castle
parish and surrounding urban areas creating a “socio-cultural ring”, situated around the walled part of the city. The
ring would include revitalised commercial premises as well as cultural and academic institutions nearby.
The main goal in the residential part of the parish, was to provide basic but adequate housing and living
conditions (e.g. providing bathrooms and kitchens) but avoiding any profound changes that would damage the
character and heritage of the residential area. The hope was to encourage more young people to move to this
old part of the city. The Plan also included the provision of multifunctional spaces for the neighbourhood and
resurfacing of existing streets and squares.
To encourage economic growth the “Rua de Santa Cruz”, one of the main arteries, became the focus of planned
retail trade and restaurants, mainly aimed at the tourist, walking across and heading for the revitalised main square.
Finance
Although EXPO'98 may have been the catalyst for the regeneration action, the Portuguese central government
and Lisbon City Council showed strong joint leadership in the scheme by focusing major national funding and
putting creative finance packages in place in order to help ensure its physical and socio economic regeneration.
For example: -
• PROCOM (community fund for revitalising commerce in urban areas), bearing costs of the improvement
and renovation work on commercial premises, equipment and vocational training
• PROCOM/URBCOM (community fund for the re-qualification of public space), financing of resurfacing
works, rearrangement of public spaces and including new urban fittings
• FUNDO DE TURISMO (community fund granted by the Ministry of Culture) bearing costs of exterior
refurbishment of façades and roofs of all buildings
• RECRIA/REHABITA (joint funding systems awarded by the National Institute of Management of State-
owned Dwelling Resources, (IGAPHE) and the Lisbon City Hall) financing up to 65% of the total cost of
works carried out on privately owned or municipal residential buildings (in the case of rental contracts pre-
dating 1980) including a reduction of Value Added Tax at 5% of the total cost of works on recuperated
buildings with State support
• LEI DO MECENATO, allowing sponsorship by private companies (CIN supplied construction materials and
CEPSA sponsored the preparation of the architectural projects). The City Council established special
conditions to make it easier for the owners to pay back the loans within 10 years

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 • The City takes administrative possession of the buildings during the regeneration work
• It is forbidden to increase the rents after the conclusion of the work if it is higher than the “Social Rent “.
(The “Social Rent” is normally used for municipal buildings and is calculated according to the tenant's
economic situation and income)
• The buildings refurbished by the municipality can only be vacated after repayment of all awarded
municipal loans. The contract also states that the owners who do not join the project lose their rights to
financial support
Conclusions
This case study shows how strong government leadership can identify key areas in need of regeneration
and ensure that the necessary financial tools are made available. The advantage of this centralised approach
is the “overall” approach to the regeneration of this historic neighborhood, looking not just at
comprehensive refurbishment of housing but how to encourage economic trading, create new public spaces
and encourage pedestrian flows with resulting benefits for not only local residents and businesses but also
becoming attractive to tourists.
Source & Links: www.ensure.org

Community Involvement
Over the past ten years, participation and empowerment related actions have moved from the margins into the
mainstream. Community involvement is seen as a way to ensure greater and sustainable outcomes from area based
regeneration initiatives. Furthermore, the need to guarantee greater co-operation within and between different key
institutional actors has become an integral part of such interventions. The greater the distance between decision-making
processes and the people they are meant to serve, the greater the risk that such developments will fail to achieve their
objectives. Many other reasons support the need for participation and empowerment - maximising the social and
economic impacts, building capacity in terms of ongoing impact after pump-priming cash finishes and of course re-
invigorating local democracy. However, achieving effective and sustainable participation and empowerment is not easy. It
requires the creation of quality partnership space and time for as many of the relevant stakeholders as possible -
institutions, community, etc. - from every sector and every walk of life to come together and negotiate with each other.

Good Practice Example: Family Friendly Regeneration in Prenzlauer Berg, Berlin, Germany.
Prenzlauer Berg is a neighbourhood in the former East Berlin, which has undergone many
demographic changes over the past 50 years. Before the fall of the Wall the area was inhabited
by a combination of artists and students, as well as more traditional working class families who
had lived in the area for many years. Prenzlauer Berg is one of the most heavily built-up areas in
Berlin. Since the reunification of Berlin the area has become increasingly gentrified, with many couples with
young children entering the neighbourhood. The architecture and zoning structure dating from the late 19th
century provided little space for facilities for children and young people and green spaces and playgrounds
were scarce. This best practice case study highlights how this historic urban form was retained and respected,
whilst regenerating the whole neighbourhood to allow it to accommodate the changing needs and demands
of young families, thus attracting more people into the inner city district. As in the rest of Berlin, the birth
rate in Prenzlauer Berg had been declining dramatically until recently. However in recent years this trend has
been reversed and birth rates in Prenzlauer Berg have been higher than anywhere else in the city.
Kolle 37
The original concept for Kolle 37 came from the performance artists, teachers, and community activists who
used to tour the neighbourhood with a “spielwagen,” a portable playground that was used to engage
children of all ages. Eventually the founders of the spielwagen decided they needed something more
permanent, secured public funding, and opened Kolle 37 – which now serves a diverse group of children
who come from many different backgrounds. Its function as a space where the community can learn

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 together is more important now than ever. Most importantly, although Kolle 37 is a relatively small space, it
functions as part of a larger park ‘complex,’ connected via a lively street filled with sidewalk cafes to the
neighbourhood’s central square and open air market just a block away. It is these connections that turn this
family square from an isolated park into part of a bustling network of public spaces and street life in the
heart of the neighbourhood.
The community and child friendly renewal of this historical part of was based on three elements: -
1. Community identification: It was recognized that only if there was an active community interest could
such a project be developed and sustained for the long term. The regeneration plans took the following
steps to ensure fully integrated public involvement:
• Firstly it took into account residents’ needs
• Secondly it continues with their involvement in implementation
• Thirdly the schemes rely on community participation to make sure that public spaces are used and
controlled, and to enable their long-term cost effective maintenance.
2. A network of public spaces and facilities for children and young people: The scarce public open spaces
were developed in such a way that what they lacked in quantity made up for by high quality planning and
implementation. Adaptive re-use of buildings has created new and original facilities that suit the wishes
and needs of children and young people.
3. The role of the redevelopment commissioner: In Prenzlauer Berg the city government of Berlin
appointed the S.T.E.R.N. Company of Careful Urban Renewal as Redevelopment Commissioner to take
charge of organising and implementing the full urban renewal process.
Conclusions
Around fifty green spaces, playgrounds and facilities for children and young people have now been created.
Prenzlauer Berg is the only inner-city area in Germany to record rising birth rates, suggesting that this
approach to socio-economic regeneration is working. Families are returning to the neighbourhood, which is
recognised as good practice and award winning approach to urban renewal within this historic
neighbourhood of Berlin.
The European Council of Spatial Planners awarded the project its Urban and Neighbourhood Management
Award in 2004 noting “The project is an excellent example of good governance, showing that the planning
profession can contribute effectively to structural, spatial and social improvement. The planning method
employed was particularly useful in eliciting rapid responses. The approach turned shortcomings in space into
a high quality sustainable social environment”
Source & Links: European Council of Spatial Planners http://www.ceu-ectp.org

Measuring Benefits
Heritage Led Regeneration must embrace the sentiment carried in English Heritage’s 2002 “Power of Place”
document which made the strong argument for the historic environment not to be confined or considered as part of
the past but to be recognised as being all around us.
As such heritage encompasses everyday experiences of streets, buildings, parks, gardens, places of worship, offices,
transport, schools, shops and homes just as much as a visit to an historic residence. In realising this fact the benefits of
heritage and its regeneration will be immense to society. However, the difficulty is in providing measures for these
benefits – in order to convince governments of its need for investment. Consideration of the economic impact of the
tourism sector is perhaps a starting point for demonstrating measurable benefits. For example Tourism in the UK
provides 2.1 million jobs. According to Visit Britain, total expenditure on tourism related activities in 2002 was €99
billion. Historic visitor attractions contribute significantly to these figures – in 2002, Visit Britain estimated that they
generated €442 million in visitor spend alone (Visit Britain: Visits to Visitor Attractions, 2003, London).
A study of the direct economic effect of the heritage sector in Wales estimated that spending on the historic
environment in the broadest sense, taking into account multiplier effects, is worth nearly €1040 million and is

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responsible for more than 22,500 full time jobs (Hill & Sullivan 2002: Appreciating assets – estimating the economic
value of the historic environment in Wales, Welsh Economic Review, Volume 14).
“Heritage Dividend” research by English Heritage investigated the impact of regeneration grants in conservation areas
(English Heritage: State of the Historic Environment Report 2002). This demonstrates the additional investment, jobs
and floorspace that grants for conservation work have generated. For example, it shows that on average every
€14,000 of heritage investment brings and additional €64,000 of funding from other sources, and that this investment
delivers one new job, one safeguarded job, one improved home, 103 square meters of environmental improvement,
and 41 square meters of improved commercial floorspace (Cowell: Why Heritage Counts – Researching the Historic
Environment, Cultural Trends, Volume 13).
Caution however needs to be adopted however in looking at measuring economic benefits as often the research is
based upon “snapshots” in time rather than on a time series or long term analysis. There may also be a danger of
“double counting“ statistics and the emphasis on data relating solely to economics and forgetting the social and
cultural befits which are much more difficult to quantify and measure (Cowell: Why Heritage Counts – Researching
the Historic Environment, Cultural Trends, Volume 13).
Social benefits of the value of investing in heritage are therefore much harder to measure and present convincing
arguments i.e. what value might be brought to the sense of community and well being, educational opportunities and
overall “quality of life”. For example 98% of people interviewed by MORI in 2002 recognised heritage as a vital means
of teaching children about the past. Cowell (2004) emphasises that education often comes top of the list of the
public’s stated properties for heritage investment (Visit Britain: Visits to Visitor Attractions, 2003, London).
Recent research by English Heritage revealed that despite disparities between different social groups, there was a
general recognition that investment in heritage was of benefit to the community at large (Cowell: Why Heritage
Counts – Researching the Historic Environment, Cultural Trends, Volume 13). This research surveyed a broad cross
section of the public to establish patterns of participation in heritage, its meaning to people and the barriers
preventing greater access 86% of respondents agreed that “the heritage in my area is worth saving”. The same survey
revealed that 75%agreed that “restoring older buildings plays a vital role in reviving neighbourhoods”.
In order to make convincing arguments as to the need for Investing in Heritage to be prioritised by cities, the benefits
must be clear and measurable; social (for example, population and age change etc), economic (for example, trends
and changes in jobs, businesses, premises and workforce skills etc) and environmental (for example, numbers of
historic buildings brought back into use, increases in public spaces etc).
One of the more difficult angles to provide demonstrable measurements is that of “qualitative impacts” of heritage led
regeneration – social (levels of civic pride), economic (attitudes and perception of business community),
environmental (overall perceptions of improvements).

Good Practice Example: Study by Dublin City Council of the Sustainable Reuse of Buildings, Dublin, Ireland.
In 2004, Dublin City Council in association with the Irish Heritage Council,
commissioned a study, which looked at the regeneration and reuse of 5 historic buildings
from an economic, environmental and cultural perspective. It compared the results of
reusing each building with those estimated on the basis of replacing it with a new
building on the same site.
The economic review examines the case-study buildings and compares the cost of
demolition and rebuilding with the cost of retaining and re-using the buildings.
The environmental review analyses the environmental impact and whole life cost of
each case-study building. It details the differences and similarities between the existing
buildings and their hypothetical replacements.
The cultural review establishes the aesthetic, amenity and heritage values of the existing
buildings and compares these values with the replacement buildings.
Main Conclusions of Study

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 The many organisations and interests which constitute the construction industry should be made aware that
re-using buildings is a viable alternative to demolition and new construction, with additional environmental and
cultural benefits that translate to more profitable buildings in the long term.
• In the five case studies used hypothetical new build scenarios were compared with actual refurbishment
projects in relation to building costs, environmental analysis and whole life costs. In general, the conclusions
illustrate the advantages, both economic and environmental, of re-using and extending the lifespan of the
building stock.
• The case studies show that constructing new buildings on brown-field sites is more expensive than retaining
and re-using existing buildings except in situations where the extent of building repair and refurbishment
required is extremely high. As the repair costs decrease, the re-use option becomes progressively more
economic to a point where reduced costs of as much as 50% can be achieved.
• This study has shown that the re-use of buildings has greater value for the environment and cost savings
over the future life of the buildings. Existing buildings can also have greater aesthetic and heritage values.
Source & Links: Dublin City Council (2004) “Built to Last: The Sustainable Reuse of Buildings”

Key Conclusions and Transferable Lessons

In order to achieve the aims of Heritage Led Regeneration, there are various conclusions and directions which can be
taken from existing good practice and literature. It is difficult to make general statements as each city, community, local
authority structure and available funding tools will be unique. However, based upon the examples provided in this
report, the key conclusions and transferable lessons are: -
• Strong civic leadership is needed developing a vision for the future that inspires people and encourages them to
get involved through creative participative processes. There needs to be a clear guidance and commitment from
public agencies at a national and regional level
• Adequate and easily accessible funds to support schemes which are at the margins of viability an easily understood
regulatory framework
• Schemes must endeavour to ensure effective community participation to involve all those stakeholders with an
interest in the area. English Heritage describe this as “a respect for local residents and businesses -who have often
fought hard to stop an area declining; ensuring they are included in a regeneration partnership means the project
starts with community commitment”. Early discussions between the community, the local authority and other
interested parties – ensuring that options can be discussed and designs modified at an early stage, before too
much has been committed
• Understand the history and culture of the city, the people and the spaces to be regenerated – it is the unique
culture which gives the city and its people identity and a sense of belonging. This sense of identity should be
included in visual landscapes, streets, spaces, buildings. Ensure that what is valued by people in their memories and
experiences are kept
• The regeneration space and its buildings should also be fully recorded and progress closely followed and displayed
publicly in order to foster ownership of schemes
• Achieve the right pace of regeneration – English Heritage point out that regeneration that happens too quickly can
harm the fabric and the community, while that which happens too slowly fails to create the momentum,
commitment and enthusiasm needed to make a scheme a success
• The highest quality design and materials must form part of any regeneration process – which respect local culture
and traditional skills in an area. Furthermore design should incorporate the latest energy efficiency standards.

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APPENDIx F – NATIONAL AND EU
REGIONAL POLICy
The work of INHERIT also included the commissioning of external research by Queen’s University Belfast (QUB) to
assess the effectiveness of EU regional policy.
The QUB report ‘The Effectiveness of EU Regional Policy in Delivering Heritage Led Regeneration’ examines the
national heritage policies and agencies in the partner countries of the UK, Sweden, Poland, Spain and Italy in order to
provide a context for both the case studies set out in section 3 and an examination of the effectiveness of EU regional
policy. It reviews EU regional policy, the Lisbon Strategy and the Gothenburg Agenda, the Objectives of the Structural
Funds 2007 to 2013 and the regional policies applicable to the INHERIT partner cities.
This summary focuses on the conclusions drawn by QUB based on their research.
National Heritage Policies and Agencies
United Kingdom
Sustainable development seeks to deliver the objective of achieving, now and in the future, economic development to
secure higher living standards while protecting and enhancing the environment. The most commonly used definition is
"development that meets the needs of the present without compromising the ability of future generations to meet
their own needs" (World Commission on Environment and Development, 1987). The UK Government is committed
to the principles of sustainable development set out in Sustainable Development: The UK Strategy (1994). This
Strategy recognises the important role of the planning system in regulating the development and use of land in the
public interest. A sustainable planning framework should: -
• Provide for the nation's needs for commercial and industrial development, food production, minerals extraction,
new homes and other buildings, while respecting environmental objectives
• Use already developed areas in the most efficient way, while making them more attractive places in which to live
and work
• Conserve both the cultural heritage and natural resources (including wildlife, landscape, water, soil and air quality)
taking particular care to safeguard designations of national and international importance, and
• Shape new development patterns in a way, which minimises the need to travel
The Government’s Planning Policy Guidance Notes set out the policy framework within which local planning
authorities are required to draw up their development plans and take decisions on individual applications to secure
these objectives. Urban regeneration and re-use of previously developed land are important supporting objectives for
creating a more sustainable pattern of development. The Government is committed to: -
• Concentrating development for uses which generate a large number of trips in places well-served by public
transport, especially town centres, rather than in out-of-centre locations, and
• Preferring the development of land within urban areas, particularly on previously-developed sites, provided that this
creates or maintains a good living environment, before considering the development of green field sites
The Department for Culture, Media and Sport is the central UK government department responsible for government
policy on the arts, sport and recreation, the National Lottery, libraries, museums and galleries, export licensing of
cultural goods, broadcasting, film, press freedom and regulation, the built heritage, the royal estate and tourism. The
Secretary of State for Culture, Media and Sport is responsible for the scheduling of ancient monuments, determining
applications for scheduled monument consent and listing buildings of special architectural or historic interest in respect
of England only. The Secretary of State also has the responsibility within Government for liasing with UNESCO on
matters relating to the UK's World Heritage Sites. The National Assembly in Wales and the Scottish Ministers in
Scotland are responsible for the arts, libraries, museums and galleries, the built heritage and sport.
In England, the Department of the Environment, Transport and the Regions is responsible for, amongst other areas,
land-use planning. The policy objective is to create a fair and efficient land-use planning system that represents regional

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 differences and promotes development, which is of a high quality and sustainable. Cultural Heritage is addressed
through Local and Regional Development plans and through the planning system. In Wales, such matters fall to the
National Assembly for Wales and in Scotland, the Scottish Executive Development Department is responsible for
land-use planning.
English Heritage is the government's statutory advisor on all matters concerning the conservation of England's historic
built environment and the largest source of non-Lottery grant funding for historic buildings and ancient monuments,
conservation areas, archaeology, cathedrals and churches. It is also responsible for the maintenance, repair and
presentation of over 400 properties in public ownership or guardianship.
Cadw (Welsh for 'to keep'): Welsh Historic Monuments is an executive agency within the National Assembly for
Wales and deals with the protection, conservation and promotion of the built heritage of Wales. It discharges the
Assembly's statutory responsibilities relating to ancient monuments, historic buildings and conservation areas and also
advises the Assembly on all policy issues relating to the built heritage.
Historic Scotland is an Executive Agency of the Scottish Executive. It is responsible to Scottish Ministers and discharges
their functions in relation to the built heritage, that is ancient monuments and archaeological sites and landscapes, historic
buildings, conservation areas, historic parks and gardens and designed landscapes. Its mission statement is "to safeguard
the nation's built heritage and promote its understanding and enjoyment". Its main aims are to protect Scotland's built
heritage for the benefit of present and future generations - including through scheduling, listing and the respective
consents procedures, and the maintenance, conservation and presentation of properties in the care of Scottish Ministers.
Historic Scotland combines policy and operational responsibilities for the built heritage, and works in partnership with
the full range of Scottish private and public organisations whose remit touches the built and rural environments. Historic
Scotland also sponsors the Royal Commission on the Ancient and Historical Monuments of Scotland.
The Environment and Heritage Service in Northern Ireland, an agency within the Department of the Environment,
aims 'to protect and conserve the natural and built environment and to promote its appreciation for the benefit of
present and future generations'. The Built Heritage directorate of the Environment and Heritage Service records,
protects, and conserves historic monuments and buildings.
Sweden
Sustainable development is the overall objective of the Government's policy. Four strategic challenges have priority in
the revised national strategy for sustainable development: building sustainable communities, encouraging good health
on equal terms, meeting the demographic challenge, and encouraging sustainable growth.
“Strategic Challenges - a Further Elaboration of the Swedish Strategy for Sustainable Development” is an elaboration
of the national strategy from 2004. The strategy covers all three dimensions of sustainable development: economic,
social and environmental. The strategy derives from a long-term vision of sustainable development. It also deals with
the international sustainable development effort, including UN initiatives and the EU's strategy in the area. The revised
strategy also presents a series of indicators for sustainable development, including 12 headline indicators.
At the national level in Sweden there is no physical plan for development of the territory. The state, through various
National Boards and Agencies, prepares policy statements and planning guidelines, which provide a base and general
guidelines for the preparation of plans on regional and municipal levels.
The Swedish Central Government takes all decisions collectively with the Ministry of the Environment preparing
decisions on environmental policy matters. However all ministries have responsibilities for environmental
consequences in their fields. The ministries are comparatively small and policies and programmes are implemented by
government agencies with the help of regional offices in the county administrative boards. Implementation of
environmental policies is coordinated by some of the central environmental agencies, but all agencies are responsible
for environmental impacts in their fields. Municipalities have broad responsibility for the enforcement of environmental
regulations at local level.
The Ministry of the Environment is responsible for environmental quality objectives, climate change, water, chemicals
policy, environmental legislation, and nature conservation including biological diversity, planning and energy. The
Ministry has several divisions, which take care of ongoing work, including preparation of Government decisions and
divisions for Sustainable Development, Environmental Quality and Natural Resources. The implementation of decisions
is generally entrusted to the agencies reporting to the Ministry.
The Swedish Environmental Protection Agency is a co-ordinator and promoter of environmental work, nationally,

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within the EU and internationally. The agency is responsible for producing and disseminating information in the field of
the environment; it drafts proposals for objectives, strategies of measures and policy levers in environmental policy and
implements environmental policy decisions. Its task is also to follow up and evaluate the environmental situation and
work being undertaken on the environment, to be used as a basis for the continued development of environmental
policy. One of the 16 national environmental quality objectives adopted by the government addresses the built
environment directly; it aims at “a good built environment”.
The Ministry of Culture is responsible for two policy areas: cultural policy and media policy. It also bears responsibility
for sports issues, religious communities, and burial and cremation services. The Ministry is responsible for a number of
government agencies, foundations, associations and companies. These agencies handle the day-to-day work of the
government administration. The Government decides the objectives, guidelines and distribution of resources for their
operations through appropriations and appropriation directives. However, the Government does not control their
application of laws or their decisions on specific matters.
The National Heritage Board, which serves as Sweden's central administrative agency in the area of heritage and the
historic environment, is under the auspices of the Ministry of Culture and responsible for heritage and historic
environment issues. The Cabinet's objectives for the Board include encouraging: -
• Preservation and protection of the historic environment
• Respect for the heritages of different groups
• Appreciation of, commitment to, and the assumption of responsibility for one's own heritage
The Board works closely with national agencies and organizations, as well as county administrative boards, regional
museums and other local groups. The joint effort gathers and disseminates information about heritage and the historic
environment, develops new working methods, and identifies innovative ways of exploring the relationship between
human beings, their surroundings and society at large.
The National Board of Housing, Building and Planning is the central government authority for planning, the
management of land and water resources, urban development, building and housing under the Ministry of the
Environment. The Board monitors the function of the legislative system under the Planning and Building Act and
related legislation and proposes regulatory changes if necessary. To ensure effective implementation the Board also
provides information to those engaged in planning, housing, construction and building inspection activities. In the field
of planning and urban development the Board is responsible for ensuring that ecological, economic, cultural and social
aspects are taken into account in planning. The focus of planning is increasingly turning to regional development and
sustainable urban development by introducing new planning methods. In the field of building the Board is responsible
for developing design and building regulations and other regulative measures for construction, e.g. for certification of
persons, Swedish type approval and CE-marking as well as implementation measures concerning EC directives. The
Board supports the development of cost and energy efficient, healthy and sustainable buildings as well as accessible
public spaces.
Poland
The Development of the National Strategy for the Development of Culture in 2004-2013 was a unique and
unprecedented undertaking. The presentation of the diagnosis as well as needs and possibilities of financing culture
was held in the context of Poland's recent accession to the European Union, which means mobilising new
opportunities of financing culture-related projects provided for in the objectives, tasks and budgets of the operational
programmes implemented in Poland in 2004-2006.
The aim of the document is to identify all the possible actions in order to multiply the spending on culture, with the
application of good examples, principles binding at the application of structural funds of the European Union, and
certain other Community programmes aimed at the development of culture. The National Programmes for Culture
(NPC) identifies actions to be performed within the implementation of the Strategy so that assumed objectives will
be achieved. Within the overall the Strategy, the following NPC’s have been proposed: -
• The promotion of reading and development of the book sector
• The protection of monuments and national heritage the objectives of which are to improve the conditions and the
accessibility of historic monuments
• The development of artistic institutions to reinforce competitiveness

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 • To create conditions for the development for artistic institutions
• The comprehensive development of contemporary art and to increase its popularity
• To reinforce artistic education
At the regional level, the protection of cultural heritage is expressed in terms of an overall strategy which seeks to
cultivate Polish identity and the development and formulation of national, citizen and cultural awareness of inhabitants
plus the enhancement of cultural and natural environment values with special regard to future generations and
formation and the enhancement of spatial order. More and more attention is being drawn to the connections
between cultural heritage and tourism. This trend is clearly linked with the Polish accession to the EU.
The Ministry of Culture and National Heritage has primary responsibility for the cultural property of the country. The
Minister of Culture and National Heritage appoints an Inspector General of Monuments who acts as an Undersecretary
of State in the Minister’s office. There are two Departments in the Ministry that deal with cultural heritage protection -
the Department of Protection of Historical Monuments and The Department of National Heritage.
The Department of Cultural Strategy and its European Funds Department deals with the co-ordination of the tasks
related to the implementation of the National Strategy of Cultural Development for the years 2004-2020 and
national cultural programmes.
The Department of Protection of Historical Monuments has authority over all monuments within the country. The
principal tasks of this department are: -
• Executing and coordinating tasks resulting from government policy on monument protection
• Drawing up, coordinating and controlling the National Historic Monuments Conservation Programme
• Supervising the operations of the Provincial branches of Historic Monuments Conservation Services
• Issuing permits and certificates for export of cultural property
• Acting as the Minister’s expert opinion service, and
• Organizing and coordinating tasks connected with national property security with the police, public prosecutor’s
office, customs administration, border guards and fire brigades
The Board for Protection of Monuments is a consultative body of about 20 specialists - mainly University Professors
of Architecture, Art History and Conservation – appointed by the Minister of Culture to offer him expert advice on
particular issues of the protection of monuments.
The Minister of Culture may also establish special organizational units for the protection of monuments and there are
three such "centres": -
• The National Centre for Historical Monuments Studies and Documentation that manages the Central Register of
Cultural Property
• The Centre of Art Collections Protection is a specialist institution whose main objective is a help for museums,
libraries and archives in protection of cultural properties against crime and fire, and
• The Archaeological Heritage Preservation Centre performs a range of tasks relating to the preservation of the
archaeological heritage, the impact of different kind of developments on the archaeological heritage, educational
programmes in the field of the preservation of archaeological heritage, an integrated system of information and
documentation and protection of archaeological heritage sites by their examination, scientific description and
publication.
Spain
At national level, the Ministry of Culture is the responsible agent for managing the research, conservation and
promotion of Spanish Cultural Heritage. The actions of the Ministry of Culture revolve around three central themes -
the acknowledgement of cultural diversity, the strengthening of cooperation and the consideration of culture as a tool
for economic development and social cohesion.

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The Office of the Spanish Cultural Heritage Institute is responsible for the drafting and executing plans for the
conservation and restoration of Spanish Historical Heritage; studying updated methods and techniques for the
restoration and conservation of this heritage; technical archiving and handling and dissemination of the documentation
available on that heritage and on the projects; carrying out operations and works in each specific case; disseminating
and exchanging with international bodies; training technicians who serve the purposes of the Institute, and proposing
agreements with other public Administrations and public or private entities for the conservation of the Heritage.
The Office for the Protection of Cultural Heritage is responsible for applying Historical Heritage protection legislation.
The Spanish Cultural Heritage Assets Classification, Valuation and Export Board is a professional consultative body
assigned to the General Department of Fine Arts and Cultural Assets responsible for reviewing asset export, import
and acquisition applications.
The Spanish Cultural Heritage Council is a collaboration body between the Central and the Autonomous Community
Administrations and it is responsible for facilitating the communication and exchange of action programmes and
information related to Spanish Historical Heritage. They provide information on protected assets in Spain, the types,
definitions and levels of protection for their declaration and access to the Personal Property and Real Estate databases
and on cultural heritage conservation and restoration.
The conservation and restoration of Historical Heritage, research in this field and archiving and dissemination of the
documentation available on the heritage are the responsibility of the Office of the Spanish Historical Heritage
Institute.
Italy
Heritage has always been at the core of Italy's cultural policy. A new Heritage and Landscape Codex was adopted by
the Government in 2004. This monumental Code Is made up of 184 Articles and it attempts to be all embracing, by
regulating in a detailed way all the functions pertaining to the heritage, archives and libraries - protection,
enhancement, and managing, national and international circulation of cultural goods, etc and to the landscape as well.
The issues currently being debated and dealing with the management and the protection of such a huge heritage, are
the reallocation of responsibilities among levels of government, the recently introduced and subsequently enlarged
possibility for governments to sell part of the publicly owned built heritage to cover public deficits and public-private
partnerships in the management of museums and historical properties.
The Italian State is not only responsible for the strategic task involved in the protection of the country's extremely
rich and multi-layered heritage, but has direct responsibility for the management of a huge number of national heritage
institutions, including 270 museums, 225 monuments, 351 archaeological sites, 71 libraries and 168 archives.
The Ministry of Culture is directly responsible for protection of the country’s cultural and environmental heritage. It is
divided into 4 central departments dealing with archives and libraries, research, sport and performing arts and cultural
and landscape goods. Within the Ministry, the Department of Cultural and Landscape Goods is directly involved in
heritage issues and is also divided into 4 General Directions dealing with archaeological goods, architecture and
landscape goods, historical, artistic and demo-anthropologic heritage and modern architecture and art.
At regional level the Ministry is working with the Regional Directions for cultural and landscape assets and local
“Soprintendenze”, a branch each Regional Directions working as an agency with the main tasks of authorising
restoration works to scheduled monuments and building of special interest.
Regarding enhancement and promoting of cultural heritage, regions and local bodies are directly involved in the
management and can set up partnerships with public and private bodies, in accordance with the constitutional Law
3/2001, which has devolved to the regions the enhancement issues.
The Department of Research is also involved in heritage strategies and the following research institutes, known at
international level, are branches of the department.
The Italian Institute for Restoration’s main tasks are: -
• To carry out systematic investigations according to the influence of the various environmental factors, natural or
accidental, that exercise a process of deterioration; also on the means to prevent and inhibit the effects
• To carry out the necessary investigations for the formulation of rules and of the relative specific techniques of
restoration of conservation interventions

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 • To render scientific and technical advice to the peripheral bodies of the Ministry and of the Regions
• To provide the teaching of restoration, particularly to the scientific and technical staff of Administration and of
updating courses to the same state administrative staff and to the regional administration should they require this
• To carry out particularly complex restoration interventions or those corresponding to research necessities or to
research aims or to didactic aims.
The Ministry of Environment is responsible in general for environmental quality objectives, climate change, water,
chemicals policy. Environmental quality in city centres, recovery of surrounding areas and the sustainable growth of
cities, themes linked to Agenda 21 policies, are managed by Ministry of Environment.
The Ministry of Infrastructure and Transport is responsible in general for transport policy, urban and Infrastructure
plans. One of its Department’s “Sviluppo Del Territorio” carries out, in the framework of INTERREG and URBAN
programmes projects to develop new solutions to economic, social and environmental challenges.
The National Research Council (CNR) is a public organisation, whose duty is to carry out, promote, spread, transfer
and improve research activities in the main sectors of knowledge growth and of its applications for the scientific,
technological, economic and social development of the country. The activities of this organisation are divided into
macro areas of interdisciplinary scientific and technological research, concerning several sectors e.g. biotechnology,
medicine, materials, environment and land, information and communications, advanced systems of production, judicial
and socio-economic sciences, classical studies and arts. The fields related to heritage are the responsibility of the
Department of Cultural Identity and Cultural Heritage.
EU Regional Policy
Cities, Regeneration and EU Policy
The INHERIT project is primarily concerned with cities and in trying to ensure their physical and social regeneration
by utilising their existing historical, architectural, cultural and social resources. As the majority of EU citizens live within
cities, the EU states that the Structural Funds have had the largest impact to date on cities and their residents. In
recent years, cities have moved to the top of the EU political agenda.
An important part of the work of INHERIT has therefore involved an assessment of the effectiveness of EU regional
policy, both in the recent past period 2000 to 2006 and in the current period of 2007 to 2013. During each study
visit, partners described the current EU regional policies of their cities and the extent to which they had an impact on
the delivery of heritage led regeneration projects locally.
In addition, Queen’s University Belfast assessed the effectiveness of EU regional policy in delivering heritage led
regeneration projects in each partner city for the periods 2000 to 2006 and their potential in 2007 to 2013.
The European Union
The European Union comprises 27 Member States which form a community and internal market of 493 million
citizens. At the same time, however, there are great economic and social disparities among these countries and their
268 regions. One region in four has a GDP (Gross Domestic Product) per inhabitant under 75% of the average of the
European Union of 27.
The aim of European regional policy, also known as cohesion policy, is to even out differences between the regions of
Europe. Within the EU, resources for regional policy initiatives are distributed on an annual basis. The initiatives are
administered through the EU's structural funds and the cohesion fund. In the light of the recent expansion there is a
need to reform European regional policy. The idea is to create potential so that the regions can fully contribute to
achieving greater growth and competitiveness and, at the same time, to exchange ideas and best practices The great
challenge is to create the conditions for improved growth and sustainable development with a view to achieving the
goals set up in the Lisbon Strategy and the Gothenburg Agenda.
The Lisbon Strategy 2000 and the Gothenburg Agenda 2001
The Lisbon Strategy has the objective to make Europe the most competitive and dynamic knowledge based
economic area of the world by 2010. The aim is that this growth should be combined with more and better jobs and
greater social cohesion. Cities must be the focus of this growth and their contribution must be emphasised – they are
the focus of economic opportunity for the future. The strategy is characterised by three pillars: -

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• An economic pillar preparing the ground for the transition to a competitive, dynamic, knowledge-based economy.
Emphasis is placed on the need to adapt constantly to changes in the information society and to boost research and
development.
• A social pillar designed to modernise the European social model by investing in human resources and combating
social exclusion. The Member States are expected to invest in education and training, and to conduct an active
policy for employment, making it easier to move to a knowledge economy.
• An environmental pillar, which was added at the Gothenburg European Council meeting in June 2001, draws
attention to the fact that economic growth must be decoupled from the use of natural resources. This included
combating climate change, ensuring sustainable transport, addressing threats to public health and managing natural
resources more responsibly.
EU Structural Funds 2007 to 2013
The EU states that its objective in this period is to fully include this integrated approach towards urban development and
regeneration into the future programmes for the 2007-13 periods. In this generation of Structural Fund programmes,
there will be an explicit recognition of the opportunities and of the problems or threats which are to be found in our
cities. Therefore, programmes, actions and projects should not be carried out in isolation, as often happened in the past.
The Commission’s third report on economic and social cohesion was presented on 18 February 2004, and on 14 July
2004 the Commission adopted its proposals for the new structural funds regulations for the period 2007 - 2013. In
the same period, cohesion policy will benefit from 35.7% of the total EU budget or 347.41 billion euros (current
prices) equivalent to an increase by 33% compared with the present budget.
The Commission has introduced a simplification of the cohesion policy structure by proposing a concentration of all
support on three objectives (convergence and competitiveness, regional competitiveness and employment, and
European territorial cooperation) and on three funds (the European Regional Development Fund, the European
Social Fund and the Cohesion Fund).
The division of funds by objective is as follows: -
• 81.5% for Convergence
• 16.0% for Regional Competitiveness and Employment
• 2.5% for European Territorial Cooperation
The Commission proceeds by giving indicative annual sums per Member State depending notably on the following
criteria: eligible population, national wealth, regional wealth and unemployment rate. Each Member State then decides
on the specific details of how the resources will be divided up among the regions by taking into account the
geographical eligibility.
The Convergence Objective
This objective aims to promote growth-enhancing conditions and factors leading to real convergence for the least-
developed Member States and regions. In EU-27, this objective concerns – within 17 Member States – 84 regions with
a total population of 54 million, and per capita GDP at less than 75 % of the Community average, and – on a “phasing-
out” basis – another 16 regions with a total of 16.4 million inhabitants and a GDP only slightly above the threshold,
due to the statistical effect of the larger EU. The amount available under the Convergence objective is EUR 282.8
billion, representing 81.5 % of the total. It is split as follows: EUR 199.3 billion for the Convergence regions, while EUR
14 billion are reserved for the “phasing-out” regions, and EUR 69.5 billion for the Cohesion Fund, the latter applying to
15 Member States. The eligible INHERIT cities are Ubeda and Gdansk.
The Regional Competitiveness and Employment Objective
This objective is aimed at strengthening competitiveness and attractiveness, as well as employment, firstly through
development programmes which will help regions to anticipate and promote economic change through innovation
and the promotion of the knowledge society, entrepreneurship, the protection of the environment, and the
improvement of their accessibility. Secondly, more and better jobs will be supported by adapting the workforce and by
investing in human resources. A total of 168 regions will be eligible, representing 314 million inhabitants. Within these,
13 regions which are home to a total of 19 million inhabitants represent “phasing-in” areas and are subject to special

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 financial allocations due to their former status as “Objective 1” regions. The amount of EUR 55 billion – of which EUR
11.4 billion is for the “phasing-in” regions – represents just below 16% of the total allocation. Regions in 19 Member
States are concerned with this objective. The former programmes Urban II and Equal are integrated into the
Convergence and Regional Competitiveness and Employment objectives. None of the INHERIT cities are eligible for
this objective.
European Territorial Co-operation Objective
This aims to strengthen cross-border co-operation through joint local and regional initiatives, trans-national co-
operation aiming at integrated territorial development, and interregional co-operation and exchange of experience.
The population living in cross-border areas amounts to 181.7 million (37.5 % of the total EU population), whereas all
EU regions and citizens are covered by one of the existing 13 transnational co-operation areas. EUR 8.7 billion (2.5 %
of the total) available for this objective is split as follows: EUR 6.44 billion for cross-border, EUR 1.83 billion for
transnational and EUR 445 million for inter-regional co-operation. This objective is based on the experience drawn
from the former INTERREG cross border Community Initiative. The INHERIT cities eligible for this objective are
Belfast, Göteborg and Gdansk.
New Funding Instruments for Heritage Led Regeneration
JASPERS
“Joint Assistance in Supporting Projects in European Regions” is a new technical assistance partnership between the
Commission, the European Investment Bank and the European Bank for Reconstruction and Development. It will be
placed at the disposal of the Member States to assist with the preparation of large projects which will be supported
by the Cohesion Fund and the ERDF. This reflects the wide experience of the EIB and the EBRD in large project
preparation, notably in the transport and environmental sectors. The combined efforts of the three institutions are
intended to support the successful implementation of cohesion policy in the programming period 2007-2013 by
greatly increasing the resources available for project preparation. The main objective of JASPERS is to assist the
Member States in the complex task of preparing quality projects so that they can be approved more quickly for EU
support by the services of the Commission. This will include support for developing projects based on mature public-
private partnership arrangements. JASPERS will provide comprehensive assistance for all stages of the project cycle
from the initial identification of a project through to the Commission decision to grant assistance.
JEREMIE
In order to improve access to finance for business development, a new initiative has been established in partnership
with the European Investment Fund (EIF). The initiative, Joint European Resources for Micro to Medium Enterprises –
JEREMIE- began work in 2006 with an evaluation of the gaps in the provision of financial engineering products in
Member States and regions such as venture capital funds, loans and guarantees.
JESSICA
Work has begun on JESSICA (Joint European Support for Sustainable Investment in City Areas) as a framework for
enhanced cooperation between the Commission and the EIB, the CEB (Council of Europe Development Bank) and
other International Financial Institutions (IFIs) on financial engineering for sustainable urban development. Its objective
is to provide the authorities with a ready-made solution to the complex task of financing projects for urban renewal
and development through the use of revolving funds. JESSICA is being put in place in a partnership between the
Commission, the European Investment Bank and the Council of Europe Development Bank.

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The EU Regional Policy Status of the INHERIT Partner Cities

City Region EU policy Status

Gdansk Pomorskie Objective 1
Göteborg Västsverige Objective 2
Úbeda Andalucia Objective 1
Belfast Northern Ireland Objective 2
Verona Veneto Objective 2
Newcastle North East England Objective 2

In Gdansk, Structural Funds are currently being used to upgrade the water and sewerage networks as well as
improving and developing the existing road system, public transport and modernising the port infrastructure. In
Göteborg, there has been virtually no use of EU funds in the heritage regeneration of the city in the period 2000-
2006. However, the current period 2007-2013 may provide opportunities for Göteborg to access EU funds under the
Regional Competitiveness and Employment objective. Úbeda has secured substantial EU Social and Structural Funds
to implement heritage projects, with matched funds from regional and state sources. Belfast formerly had Objective 1
status, under a special EU Peace Dividend provision but the current regional status is as set out above. Verona has only
become eligible for Objective 2 from 2007 but the city did access ESF funding for vocational training programmes
during the 2000-2006 period. Newcastle has secured EU funding for business development, skills training, etc.
There is thus a significant difference between those partners in Objective 1 areas i.e. Gdansk, Úbeda and Belfast, where
funds were available for basic infrastructure and to implement projects, which had economic, physical and social benefits. In
the Objective 2 areas of Göteborg, Newcastle and Verona, the funding of heritage regeneration projects has had to rely
heavily on private sector capital funding, with EU regional funding limited to business development and workforce training.
Conclusions
Heritage Led Regeneration is not explicitly identified in EU Regional Policy, therefore it is vital that the links and
relevancy to existing priorities are made clear. Urban regeneration, sustainable development and social well being
issues however do form a fundamental part of EU Regional Policy – meeting all policy priority areas. The potential
problem is where the topic becomes linked with heritage or culture, as these issues are not clearly prioritised within
regional policy and subsequent structural funding. However, culture and heritage does have a fundamental importance
to Europe, its regions and its residents – especially in urban areas.
This report provides an overview of how heritage led regeneration meets the aims and priorities of EU regional funds,
yet despite this fact, few of the INHERIT partner cities have been able to successfully benefit from them. The QUB
report highlights the complicated arrangements of national bodies and plethora of policies responsible for delivery
and implementation of the EU regional policy. As such, the experience of the INHERIT cities with EU policy has been
mixed with, as might be expected the more positive experiences happening in the Objective 1 cities.
Under the new measures and priorities for the period 2007 – 2013, it is vital that heritage cities influence their
governments and regions to ensure that heritage led regeneration issues are fully integrated into their own National
Framework programmes. In this context, the following conclusions should be reiterated by cities, regions and member
states in order to ensure that the benefits of heritage led regeneration schemes are fully realised: -
• Heritage led regeneration contributes to a higher quality environment improving regional attractiveness, which is a
location factor for investment
• Heritage led regeneration through conservation and preservation of the built heritage, involves very labour
intensive activities, which contribute significantly to employment and quality of life
• Heritage led regeneration can stimulate investment in renewable energy and the reuse of buildings
• Heritage led regeneration contributes to the strength of identity of a region and its people making it more
attractive to visitors

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 • People want to live in cities with a distinct identity and a high quality built environment, where the environmental
quality is a long-term investment
• Heritage led regeneration schemes which refurbish historic areas of cities and reuse buildings often result in ideal
locations for small business start ups thus helping support SME’s
• Cities must be empowered and their capacity for action increased, not only in relation to jobs but also in relation to
the built environment
• Urban development is a complex and long term process, requiring an integrated approach, including a long-term
vision
• People want to live in cities with a distinct identity and a high quality built environment, where the environmental
quality is a long-term investment.

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APPENDIx G – BIBLIOGRAPHy
CABE & English Heritage Building in Context New Development in Historic Areas 2001
English Heritage The Heritage Dividend Measuring the Results of English Heritage Regeneration 1994-99
English Heritage Heritage Works The Use of Historic Buildings in Regeneration 2005
English Heritage The Heritage Dividend Methodology Measuring the Impact of Heritage Projects 2005
English Heritage Regeneration and the Historic Environment 2005
English Heritage Capturing the Public Value of Heritage Proceedings of the London Conference 2006
English Heritage Valuing Our Heritage The Case for Future Investment in the Historic Environment 2007
Grainger Town Partnership Investing in Heritage Interim Evaluation by staff of Universities of Durham and
Northumbria 2001
Grainger Town Partnership Pride of Place The Final Assessment by Fred Robinson University of Durham 2003
Queen’s University Belfast The Effectiveness of EU Regional Policy in Delivering Heritage Led Regeneration 2007
Queen’s University Belfast An Investigation of Good Practice in Heritage Led Regeneration 2007
UK Government Securing the Future – Delivering UK Sustainable Development Strategy 2005
Office of the Deputy Prime Minister Housing, Planning, Local Government and the Regions Eleventh Report 2004

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 APPENDIx H – THE BENEFITS OF
HERITAGE LED REGENERATION
The Identification of the Overall Indicators
The outcomes of heritage led regeneration can be broadly categorised as economic, social and cultural or
environmental. These outcomes can be either positive or negative and may be both quantitative and qualitative. There
is a vast literature on such indicators and this analysis has, of necessity, been selective but draws upon the independent
evaluation reports of the Grainger Town project jointly done by the Universities of Durham and Northumbria.
The Quantitative Aspects
In quantitative terms, the social and cultural aspects of heritage led regeneration can be defined and measured as set
out in the table below-

Social and Cultural Indicators Quantitative Measures

Population Trends and changes in total number of residents
Age Structure
Socio-Economic Trends and changes by all age groups
Community and Trends and changes by socio-economic groups
Promotional Events
The number and type of events, such as heritage open days
and the number of participants

As a measure of the social aspects of heritage led regeneration, changes of population, age structure and socio-
economic groups could be either increases or decreases. Depending upon the local circumstances of an area of a
town or city before or after regeneration, these changes could either be positive or negative. For example, in an area
of overcrowded housing, a decrease of total population could be regarded as a positive outcome. On the other hand,
where there has been long-term decline of population, an increasing population after regeneration would be regarded
as a positive outcome. Similar judgements also need to be applied in interpreting changes of age structure and socio-
economic class to assess the benefits of regeneration schemes. For example, the process of gentrification, whereby the
indigenous population is displaced through higher property prices has been identified as a problem in several towns
and cities that have been regenerated. As regards community and promotional events, increasing numbers could be
interpreted as a sign of increased levels of pride and interest in an area.
Much of past and current EU regional policy has been targeted on economic differences between regions across
Europe and on reducing these gaps through a variety of measures. So far as the current phase of Structural Funds for
the period 2007 to 2013 is concerned, priority has been given to the less favoured regions. With regard to heritage
led regeneration, the quantitative economic aspects can be defined and measured by the indicators set out in the
table below-

Economic Indicators Quantitative Measures

Jobs Trends and changes in total number of jobs
Businesses Trends and changes in types of businesses
Premises Amounts of new floorspace created
Workforce Skills Trend and changes in skills
Training Courses Number, type and attendance at courses
Promotion Amount of activity and the outcomes
Investment Amount and types attracted to area
Tourism Visitor numbers and spend

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For most of the above items, except tourism, positive values relating to before and after assessments of regeneration
would be accepted as positive benefits. Depending upon local circumstances changes of visitor numbers before and
after regeneration could be either positive or negative. In an area already popular with visitors, regeneration that
attracts even more visitors causing congestion, etc would be considered a negative outcome. Conversely, in an area
with low visitor numbers, heritage led regeneration that leads to an increase would be beneficial in terms of new jobs,
visitor spending, new developments to cater for visitors, etc.
Environmental considerations are and will continue to be an important aspect of EU regional policy, both generally
and specifically with regard to particular areas. In quantitative terms, the environmental indicators of heritage led
regeneration can be defined and measured as set out in the table below-

Environmental Indicators Quantitative Measures

Historic Buildings Number and areas of buildings conserved/restored/improved
Houses Number of new dwellings created
New Uses Types of uses generated in the area
Key Sites Number and area of sites improved
Public Realm Number and types of improvements
Traffic Volumes, flows and measure to manage traffic
Vacant Land & Buildings Amounts of vacant floorspace and areas of land

As with the economic indicators, positive values relating to most of the above items would be regarded as indicating
the benefits of heritage led regeneration. The exception is traffic, where growth will have negative impacts on heritage
in terms of fumes, severance, noise, land taken for road improvements, car parks, etc. The desire for mixed uses in
regeneration schemes such as bars near residential uses can also lead to negative impacts, the consequences of which
would need to be addressed.
The Qualitative Aspects
As regards the qualitative aspects of heritage led regeneration, which are really all about perceived quality of life, these
can be defined in the following terms, in relation to each category of indicator-
• Social & Cultural – the levels of pride and community spirit amongst residents
• Economic – the attitudes and perceptions of the area’s businesses
• Environmental – the overall perception that the area has improved.
The sources of these types of information are many and varied e.g. they could include feedback from local politicians,
letters sent to the council land local press, issues discussed by the local media, discussions with business leaders, views
expressed at public meetings, feedback from community leaders, etc. Other relevant qualitative data would include
local, national and EU prizes awarded in connection with local heritage regeneration activities. In addition, such
qualitative information could be gathered in a more proactive and structured way through local perception studies
and surveys.
The Strategic Importance of Benefit Realisation Data
In any municipality that undertakes heritage led regeneration, politicians will expect targets to be set and outputs to
be monitored periodically by staff in order to assess the success of specific projects.
One very good example of this process is the Grainger Town project in Newcastle upon Tyne. The description of this
case study in section 3 shows both the targets set for and the actual outcomes for specific indicators such as jobs
created, number training weeks, new businesses, areas of improved floorspace, number of new dwellings, number of
buildings improved and the amounts of both private and public investment in the project.

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ISBN: 978 0 9557415 0 0
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