Historic Center management plan Seminar: Bucharest Historic Center Revitalisation 29 June 2005 Presentation: IHS Romania SRL

 Territory of stylistic and social contrasts.  The stage of various low scale real estate attempts.  The last 10 years consist in both achievements and destructions, values have been gained/acquired or lost. Historic Center

Central Areas  proof of physical past: objects  identity: socio-cultural: symbols  utility: economic: functions

The projects started with normative ideas regarding the preservation and rehabilitation of certain important city areas, considering that funds for this actions will be found. Time and energy have been spent on these studies/plans, but in the end it was revealed that there were no funds for their implementation. Research for urban functions demand, real estate market cycle and its capacity of absorption were omitted Features 1990/1995 CEE

New governance system New system of financial/fiscal relations project

 from an object of the past to a document of the past;  from art & monumental to environment;  from a festive ground to a development tool;  from a sectoral approach to integration;  from physical restoration to social repositioning. Present tendencies CEE

100% public 100% private 0 Small improvement programs Low scale uninstitutionalised Large Scale institutionalised Public Pattern Program for our house Commercial pattern Low scale uninstitutionalised Large Scale institutionalised Public Private Partnership Contemporary Tendencies CEE

 site’s economic and social repositioning: increasing of the demand  financial resources: municipal assets management  financial management: active, passive, credits, public budget, trust funds, structural funds  subvention strategy: per brick or per citizen?  fiscal facilities: business and/or investments tax, VAT, rapid amortization  conversion of the social aid into services  revitalisation agencies  human resources training programs R ehabilitation Poles

Financial Management Market analysis Marketing mix Promotion Policies Ways of Communication Action Plan Asset Management Leadership Forms Vision & Goals Forms of organisation Types of organisation Policies/programs/projects Communication Plan Marketing Plan Institutional Plan Development Strategy

CONDITIONS PROJECTS /CODE Condition 1 Acceptance of the strategy by the urban actors involved in the process PROJECT CODE 1.01PROJECT TITLE ENSURING THE ACCEPTANCE OF PUZ AND THE HISTORIC CENTER DEVELOPMENT STRATEGY Condition 2 Presence of an organisational capacity for managing the strategy implementation PROJECT CODE 2.01PROJECT TITLE ORGANISING THE DEPARTMENT FOR REAL ESTATE, REGISTRY OF PROPRIETIES – CADASTRE FOR THE CO-ORDINATION OF THE HISTORIC CENTER REVITALISATION PROCESS PROJECT CODE 2.02 PROJECT TITLE CONSOLIDATING THE CAPACITY OF THE PERSONNEL OF THE DEPARTMENT FOR REAL ESTATE, REGISTRY OF PROPRIETIES – CADASTRE PROJECT CODE2.03PROJECT TITLE ORGANISING THE ACTIVITIES OF MUNICIPAL DEPARTMENT FOR REAL ESTATE, REGISTRY OF PROPRIETIES – CADASTRE FOR THE MUNICIPAL ASSETS MANAGEMENT PROJECT CODE 2.04PROJECT TITLE DEVELOPING THE COMMUNICATION ABILITIES OF THE PERSONNEL IN THE DEPARTMENT FOR REAL ESTATE.... Condition 3 Selecting pilot projects PROJECT CODE 3.01PROJECT TITLE IDENTIFYING THE SITES FOR THE PILOT PROJECTS PROJECT CODE 3.02 PROJECT TITLE STATING THE CONDITIONS FOR INTERVENTION IN THE PILOT SITE Condition 4 Elaborating the communication project for the pilot site PROJECT CODE 4.01 PROJECT TITLE PROMOTING THE PILOT SITE PROJECT CODE 4.02 PROJECT TITLE COMMUNICATION FOR ATTRACTING INVESTORS AND CLOSING PARTNERSHIPS PROJECT CODE 4.03 PROJECT TITLE COMMUNICATION WITH THE HISTORIC CENTER COMMERCIANTS PROJECT CODE 4.04 PROJECT TITLE DIRECT COMMUNICATION WITH HISTORIC CENTER INHABITANTS Condition 5 Organising the financial set-ups for the operations PROJECT CODE 5.01 PROJECT TITLE ORGANISING ACTIVITIES FOR FINANCIAL MANAGEMENT OF THE PILOT PROJECTS WITHIN THE DEPARTMENT FOR REAL ESTATE, REGISTRY OF PROPRIETIES – CADASTRE

 Identifying the partners  Elaborating the communication plan  Identifying the public and commercial projects  Coordinating projects with funding sources  Establishing the Lipscani revitalisation agency, as an instrument for land management  Elaborating the financial plan Lipscani