Introduction  ‘Investing in Heritage –A Guide to Successful Urban Regeneration’  Interreg 3C  EAHTR - Approach  6 cities  19 case studies  Lessons & Success factors   over 100,000 hits

Objectives  Explore in depth partner experience  Identify processes and factors leading to success  Identify examples of good practice  Evaluate EU regional policy  Produce guidance for local and regional authorities  Transfer knowledge and experience

Value of Heritage

“Heritage belongs to everyone, and protecting and preserving the historic environment is a responsibility shared by every member of society.” (Swedish Heritage Conservation Act 1988) “People value the historic environment as part of their cultural and natural heritage. It reflects the knowledge, beliefs and traditions of diverse communities, it gives distinctiveness, meaning and quality to the places in which we live, providing a sense of continuity and a source of identity. It is a social and economic asset and a resource for learning and enjoyment “ ( English Heritage Conservation Principles, 2007 )

Defining Heritage  Re-interpreted over time – broad  landscapes, buildings, collections  Intangible – identity, tradition  Language, literature & music  Intrinsic values  Knowledge, identity, bequest, distinctiveness  Instrumental benefits  Economic, area, community & individual  Historic past – recent events  INHERIT focus principally built historic environment

Newcastle

Newcastle - Context  Population – 276K but hub of 1m metropolitan region  Roman origins – Norman settlement –medieval street pattern  Mining of coal from medieval times-emergence as major industrial and shipbuilding centre in 19 th Century  Substantial historic legacy listed buildings & 11 conservation areas  20 th Cent industrial decline – followed by strategy of economic and heritage led regeneration  Case studies on Grainger town, Byker Estate and the Sandhill /Quayside area

Newcastle –Grainger Town  Award winning project  35 hectares –comprehensive regeneration Environmental improvements Business Development Housing Arts, culture and tourism  Grainger town public private partnership  Characteristics LA leadership Heritage ‘audit’ Clear overall vision Targets set and exceeded

Grainger Town-Benefits TargetActual Jobs created1,9002,300 Training weeks5,4005,100 New businesses New floor-space74K sq.m.81K sq.m. New dwellings Buildings re-used70120 Public investment€59.5m€67m Private investment€199m€288m

Grainger Town - The Lessons Learnt  A detailed heritage audit at the start of the process  A coherent, yet flexible, strategy based on the historic area’s strengths and weaknesses.  Monitor and evaluate the strategic aims and objectives against the re-generation themes and the goals & outputs  A defined structure- a company ‘limited by guarantee’ at arms length from the City Council - including local organisations, businesses and the community.  An ethos of quality and excellence in design through demonstration projects, informative and promotional handbooks, design guides and location marketing.  Raise aspirations by looking at other successful examples of best practice.

Newcastle - Byker

 81 hectare Housing Estate to Designed by Ralph Erskine  2010 dwellings - 9,500 people -‘Problem estate’  Proposed demolition  Conservation Plan 2002–special character  Consultation-consensus  Listed - architectural & historic interest 2007

Newcastle – Byker Lessons Learnt  Local People and children involved in plan production  Consensus established on ‘identity’ and ‘solution’  Innovative approach using range of techniques - meetings, walkabouts, questionnaires, tasks  Don’t over consult ‘I’m sick of being empowered I just wish someone would get on and do something!’

Ubeda

 Population 34k – Andalucía region  Founded 822 – 852 – UNESCO World Heritage site 2003  Empty dwellings in poor repair, elderly population, heavy traffic, under-use of open spaces and marginal and socially degraded areas.  Strong political leadership - Clear overall heritage strategy for regeneration  Objective 1 region – EU grants of €25m - overall cost of works €67m  Case studies focus on re - use of palaces, crafts training school and the public realm

Ubeda - Recovery of Public Spaces  23 squares, streets & public areas  Comprehensive plan including: -  Public involvement  Modernisation of infrastructure  Quality design & materials  Political & technical department  Catalyst for regeneration

Ubeda – Escuela Taller  Founded traditional craft skills  Targeted at young and/or ‘disadvantaged’  Over 1000 trained  Co-operative companies formed  70% ESF funded  80% integrated into local economy

Ubeda Lessons Learnt  UNESCO status catalyst for political consensus & strong leadership & Objective 1 funds critical to implementation  Comprehensive approach to investment in public realm delivers wider benefits  Restoration of 68 houses leading to city centre population increase of 3%  Creation of 32 new businesses  Enhanced social interaction and perceived quality of life  Increased awareness of City council activities  Involving citizens from beginning means that problems are known before final decisions taken - important to consult not just those directly affected  Training in craft skills important for creating capacity and interest in heritage by young people

Gdansk

Gdansk - Context  Founded 908 – castle town & port  Population 458K  Hanseatic union of trading ports – Poland’s international trade centre  World War 2 – heavy bomb damage – centre subsequently significantly rebuilt in the original style & uses  Violent protest – creation of Solidarity and emergence of new map of eastern Europe

Gdansk - Context  Objective 1 status – upgrade water & sewerage, public transport, road system and port infrastructure  13 priority areas selected for regeneration  INHERIT case studies cover the regeneration of Lower town, Stronghold Fort and the European Solidarity Centre

Gdansk European Solidarity Centre

 Significant historic location-70 hectares  Workers’ protests took place  “Solidarność” movement was born  ‘August Agreements’ signed  €60m Centre for multi-cultural undertakings and international exchanges – forum for democratic development  Act as a catalyst to  Regeneration of post shipyard ‘Young City’  Attract private investors as well as creating cultural and art institutions  Special identity - central focus of public and political interest.

Gdansk European Solidarity Centre

Lessons Learnt  The inspiration provided by recent cultural events could form a flagship development project of importance  The importance of reflecting different needs and expectations of not only inhabitants but also eyewitnesses to the historic events to ensure both ‘ownership’ by the local community and authenticity  The opportunity such events can provide in terms of reinforcing cultural identity and pride of place  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

Göteborg

Göteborg-Context  Founded in 1621 as a fortified trading port - built by Dutch engineers with moats, ramparts, walls and canals  18th and 19th century economy based on trade - dominated by the Swedish East India Company  Economy now based on knowledge and logistics  Typical for Göteborg are the three storey ‘Governor’ buildings that were built between 1870 and 1940 –priority to worker housing  Objective 2 status –no use of EU funds in regeneration – more potential  Comprehensive city plan seeks to: -  balance social, financial and environmental factors in order to develop a viable long term sustainable city.  develop the existing character of Göteborg as a city of human scale, to enable a mix of old and new buildings  double the size of the city centre and increase housing density

Göteborg-Context  Legal requirement to consult with stakeholders as well as local community  Aims to meet needs of citizens and be successful internationally  Character based on ‘common heritage’ including industrial past  Case studies include  Examples of human scale living such at Haga  People friendly pedestrian streets as at Valgattan and  New uses for key heritage buildings at Gamlestaden Fabriker and Pedagogan

Göteborg- Haga

Göteborg- Pedagogen

Göteborg- Gamlestaden

 Important historic part of city - modernisation and upgrading of a former industrial area  Heritage qualities of the site provided an appropriate context within which the creative industries prosper  60 tenants on the site and 4000 sq m of vacant floor space out of a total of 62,000

Göteborg- Gamlestaden Lessons learnt  Clear civic vision and phased delivery strategy that recognised the project’s reliance on the incremental availability of private finance  Value of public and private sector working together providing complementary conservation, design, funding and marketing skills  Importance of understanding the value and potential of the historic built fabric by carrying out a detailed inventory of the buildings’ qualities  Active involvement of tenants in shaping and managing the work environment providing a sense of ownership and commitment to the area  Role and importance of mixed uses and landscaping to create vitality and vibrancy helping ensure the area has a positive image and an attractive environment

Verona

Verona- Context  Roman settlement – old centre with mediaeval walls  Fortifications by Venetians and Austrians  UNESCO world heritage site – 452 hectares covering historic core  World famous for opera & Romeo & Juliet  City Council Strategic Plan – 2020 – uses heritage as tool for regeneration  Key issue identifying sustainable new uses for major heritage sites and former Austrian military architecture

Verona Forte Gisella

Verona - Prusst

Verona Palazzo Della Ragione

Verona Lessons Learnt  The total cost of the Palazzo Della Ragione project was € 18 million entirely funded by the Fondazione Cassa di Risparmio di Verona, Vicenza, Belluno e Ancona.  Foundation was created in 1991 as part implementation of the Amato-Carli Law to rationalise and privatise Italy's lending institutions.  Operates on a non-profit basis, in the public interest in several fields - art, culture, education, scientific research, healthcare and disadvantage

Belfast – context  Capital Northern Ireland  Population 277K – 800K in metropolitan area  17 th & 18 th Centuries –Textile, Engineering and Shipbuilding  Little investment following World War 1 – significant bombing World War 2  +30 years of ‘ troubles’ – urban environment in urgent need of investment & regeneration  Objective 1 status +peace ‘dividend’ led to strong economy –now Objective 2

Belfast – Cultural quarters  Cultural heritage led regeneration strategy - 6.4m visitors 2005  Titanic – former shipbuilding yards  Cathedral –area around St Anne’s Cathedral –vibrant arts scene –creative industries  Queens –area around the University – development of cultural events & ‘café society’  Gaeltacht – West Belfast centred on the Falls Road & retention of Irish language

Belfast –Titanic  Titanic –Built in Belfast 1912  ‘It was fine when it left here!’

Belfast –Titanic  75 Hectares  Titanic visitor centre as catalyst for mixed use development  Aim: 500K visitors p.a.

Belfast – Cultural quarters Lessons learnt  Value of Identifying distinctiveness providing a framework to facilitate and celebrate diversity  Need to be flexible over time drawing on a range of approaches – enhancement of public realm to festivals and events  Importance of focusing as much on people as on buildings in promoting and regenerating an area  Quarters can validate and support local communities, add value to the quality of life and bring considerable economic benefits  To be successful they must draw on genuine character and authenticity and connect with local people as well as tourists

EU Regional Policy  Lisbon Strategy 2000– most competitive knowledge based economy  Göteborg Agenda 2001– more sustainable development – combating climate change  3 Priorities  Convergence - €283B  Regional competitiveness and employment - €55B  Territorial co-operation- €8.7B  Cohesion Policy and cities – 2006 guidance –ERDF, ESF and Cohesion Fund

EU Regional Policy  Heritage led regeneration not explicitly identified  Case studies show importance of Objective 1 status  Vital that contribution of cultural heritage is now made clear  Urban regeneration  Sustainable development  Social well being  INHERIT report coincides with Ist year of new EU priorities  Need to lobby governments and regions to integrate heritage led regeneration in national framework programmes

How to be successful Focus on Identity and Diversity…..  Prepare ‘audit’ to understand context and define character and identity  Recognise the contribution that ‘common heritage’ can make to character  Understand the social value of ‘identity’ to local people and its appeal to visitors  Encourage ‘diversity’ as means of spreading activities and ensure new uses for old buildings are sustainable  Develop cultural approaches that relate to people as well as buildings and include recent events as focus for cultural tourism  Value ‘quality’ in terms of design and materials and welcome good contemporary design

Invest in Regeneration – especially the Public Realm….  Use public sector investment as catalyst for wider regeneration - especially in the ‘public realm’  Balance accessibility with enhanced space for pedestrians, cyclists and the reduction of pollution  Improve surfaces using natural and other quality materials, enhance lighting, signage and interpretation and consider modernising infrastructure  Link public realm improvements to opportunities for cultural events

Work in Partnership….  Recognise the respective roles of the public, private and community sectors –provide leadership  Work with the private sector and consider new approaches to funding and delivering public benefit  Involve the community and key stakeholders in decision making  Understand the value of community engagement in building people’s sense of ‘ownership’ and ‘pride of place’  Encourage community and stakeholder ‘champions’ to promote the benefits of investing in heritage

Think and Act Strategically…..  Value investing in heritage as key to urban regeneration and sustainability  Understand ‘identity of place’ and integrate heritage into corporate strategy  Recognise the importance of leadership, aspiration and a holistic approach with appropriate organisational structures  Ensure specialist skills and capacity are available and facilitate training  Monitor results and quantify environmental, social and economic benefits  Link benefits with the ‘Lisbon’ and ‘Göteborg’ agendas – job creation and sustainability

Conclusions  Heritage is an asset that should be valued as a major contribution to sustainability  Local and regional Authorities should adopt a more strategic approach  Emphasis should be given to measuring social and economic benefit  EU policy priorities should more explicitly recognise heritage as a catalyst for urban and regional regeneration –need to lobby national and regional authorities  Community involvement – young people crucial to success and sustainability

Get Your Copy  The INHERIT report is essential reading for all policy makers and practitioners with responsibilities for the regeneration of historic and heritage cities.  Complete the order form to get your copy - FREE.  Contact Brian Smith Project Director European Association of Historic Towns and Regions -