3 Pilot Projects: Interventions and Strategies for the Focus Area 3 Pilot Projects: Interventions and Strategies for the Focus Area This section presents six different pilot projects international best practices. However, the pilot proj- formulated on the basis of medium-term develop- ects are to be understood as very first steps for initi- ment visions for the focus area. The pilot projects ating urban regeneration activities. It is important to reflect the key issues and significant locations identi- consider a follow-up process in order to elaborate a fied in the findings of the fieldwork and subsequent general strategy that goes together with the institu- thematic assessments, as well as of the integrated tionalization of working structures and instruments SWOT analysis documented in Section 2.0 of this for strategic urban regeneration – in the focus area report. Furthermore, they are based on the focus and beyond. area’s specific potentials, its residents’ priorities and Governance for Regeneration New Physical Interventions Mobility Dobrobut Market Sv. Theodora Square Staryi Rynok Figure 3.2 Target Areas for Pilot Projects A map depicting the various locations and coverage zones for the pilot projects described in Section 3.0 of this report. Design: J. Skodra (2011). 87 Off the Beaten Track: Urban Regeneration of Hidden World Heritage in L’viv (Ukraine) The projects described here illustrate specific strat- physically safeguard the historical urban landscape, egies toward the improvement of spatial condi- while socially and economically revitalizing the tions and living standards within the focus area, neighborhood. propose mechanisms and management tools to physically safeguard the historical urban landscape, 3.1.1 Strategies for New Physical Interventions facilitate stakeholder involvement, foster invest- ments in the area and improve quality of open In order to identify potential sites for new physical and communal space and of connectivity. They interventions in the neighborhood, an assessment are namely the (i) Management Instruments for New of all open, vacant or underutilized spaces was Physical Interventions; (ii) Improving Non-Motorized conducted. Each space was then categorized into Mobility; (iii) Improving Governance for Neighborhood one of four main groups: (i) open lots for potential Rehabilitation; (iv) Economic and Physical Improvement development; (ii) squares and greenery eligible for of Dobrobut Market; (v) Sv. Theodora Square: A renovation; (iii) undefined open spaces and residual Community Platform; and (vi) Staryi Rynok and Temple areas between the existing buildings; and (iv) vacant Synagogue: Making History Visible. A visual overview or underutilized buildings for adaptive reuse. of the targeted locations for each project is provided in Figure 3.2. The proposals for interventions consider The open plots for potential development are mainly the social, economic and physical aspects of urban voids in the urban fabric with the potential to attract rehabilitation, dedicating particular consideration to investment and house new permanent structures or community engagement and participation as well as temporary constructions. The squares and greenery multi-stakeholder governance in decision-making for renovation are areas that require infrastructure processes. improvements and could also host short-term activi- ties, temporary constructions or artistic interven- 3.1 Management Instruments for New tions and installations. The undefined open spaces Physical Interventions23 generally have no clear public or private function and are sometimes appropriated by informal public The proposals elaborated on in this section will activities. Though the ownership of these sites is not address mechanisms for the effective management always clear, they also hold potential for more seam- of new physical interventions within the focus area. less reintegration into the urban fabric. The vacant Four of the six pilot projects have been designed or underutilized buildings can be targeted for adap- to garner investment for regeneration projects and tive reuse, promoting development that meets the to stimulate local initiative towards the improve- needs of the community while maintaining the areas ment of local spaces within the area. Each project is sense of historical continuity. discussed within the context of the focus area, but care has been taken to ensure that each project is The compilation of information regarding the both applicable to and replicable in other parts of potential sites for physical interventions can serve the City. as a basis for the better understanding of needs for distribution of investments. The definition of The pilot project for new physical interventions, mechanisms will approach new activities and func- therefore, is a set of recommendations to estab- tions of the sites and the management of neighbor- lish specific mechanisms and instruments to assess hood demands through participatory processes. the potential of open, vacant or underutilized Planners may combine this data with current basic plots and buildings within the focus area. The instruments on decision-making to steer sustainable project will also help create management tools to development of the neighborhood. 23 Written by Poonam Amatya, Ingrid Cornejo Reindl and Renata Goretti Piedade 88 3 Pilot Projects: Interventions and Strategies for the Focus Area 3.1.2 Instruments and Guidelines for General Guidelines for New Physical Interventions Implementation in the Focus Area In order to steer the participatory development In order to realize the potential and development process, a set of flexible guidelines should be devel- possibilities of each of the sites in the four categories oped and periodically updated to fit the dynamic above, certain instruments and guidelines must be regeneration process. The guidelines should also instituted. Furthermore, the neighborhood devel- establish the rights and responsibilities of the various opment should be steered by the Municipality, but stakeholders in order to ensure even participation. evolve through the inclusion of the residents in The creation of an external Management Council decision-making processes. Community needs and that represents interests from all project sectors priorities must be included in the plans, instruments is strongly recommended in order to objectively and guidelines to ensure sustainable development monitor project implementation. and management. These proposals rely on a coordi- nated effort between planners and the community, Financial Mechanisms which may ultimately evolve into an ongoing, inde- The creation of structured financial mechanisms to pendent, self-reliant process. effectively manage investments in redevelopment activities will help define investment priorities and Land-Use Management Plan manage non-monetary contributions from within The inventory of areas with potential for develop- the community. Municipal planners can prioritize ment of new physical interventions can be used to which properties are eligible for private rehabilita- generate a Land-Use Management Plan, where all tion works and manage the investments in these open, vacant or underutilized spaces can be regis- properties based on the size and the economic tered based on physical status and the potential for relevance of the new investment. The community new interventions, as described in Figure 3.3. would then have the opportunity to define the most appropriate intervention and monitor its eventual The physical status and potential for new physical inter- implementation. ventions criteria would be used to determine which type of physical intervention is most appropriate for Depending on the specific context of each interven- each site, such as restoration or conservation, new tion, a public-private partnership may be established. or temporary constructions, or artistic interventions. Fiscal and financial incentives, such as those detailed The assessment may also allow planners to define by in Section 3.3 of this report, could be offered by the which means environmental protection measures state to encourage investments in the area. However, can be initiated in the area. The ownership status in return, financial investments should only be made criterion would help to establish the potential phys- in socially responsible neighborhood projects such ical intervention and functions, as well as strategies as improvement of local infrastructure, restoration for approaching owners and identifying financing of buildings or upgrading of open spaces. In the case mechanisms for implementation. The potential func- of open areas and spaces already appropriated by tions, integrated with neighborhood participation, the community, sponsorships and volunteer contri- would allow consistent maneuvering of decisions butions could also apply for municipal funding to towards sustainable development of the focus area initiate rehabilitation projects. Local businesses, or in both the short and long-term. Potential partner- even large investors, could also adopt small elements ships for investments, the last criterion, would stimu- within the neighborhood. late and draw attention to the areas that were once overlooked by both investors and the municipality. 89 Off the Beaten Track: Urban Regeneration of Hidden World Heritage in L’viv (Ukraine) Area Physical Status Ownership Status Potential Physical Interventions Potential Functions Green spaces Open and State-owned Design and execution of landscape projects,