This document outlines a 12-step model for an integrated and implementation-oriented process of revitalizing historic towns. The key aspects of the model are that it takes a comprehensive, cooperative, and implementation-focused approach. It involves analyzing the current situation, developing a common vision and objectives, formulating concrete actions and projects, and implementing, monitoring, and evaluating the process on an ongoing basis with input from public and private stakeholders.

1. Hist.Urban: INTERREG IIIB CADSES
Model for an integrated and implementation-oriented revitalisation process
Model for an integrated and implementation-oriented
revitalisation process
Characteristics of an integrated and implementation-oriented process
Comprehensive approach – cross-thematic and cross-technical/sectoral
− taking into account all dimensions of urban life in an interdisciplinary approach (city as place to
live and work)
Co-operative and communicative process
− Developing common objectives and actions (within the public institutions as with concerned
private actors needed for the implementation)
− Coordinating sectoral urban policies and action
− Coordinating public and private activities
Implementation-oriented
− At the end activities will be implemented
These characteristics are at the same time preconditions for a successful, integrated process.
Main (pre-)conditions for a successful integrated revitalisation process
− Build up trust between the involved stakeholders (do not involve each single person, concen-
trate on the key stakeholders);
− Bring together stakeholders from different fields with their multifaceted interests to make them
understand each others needs;
− Develop with the stakeholders a common vision, goals and actions for the historic town to
get them all in one direction;
− Involve the mayor and political parties in the process (get their support);
− Define qualities to be present in the whole town (develop a vision/ strategy for the entire town);
− Public money for public actions/ public benefit;
− Comprehensive approach – cross-thematic and cross-technical/sectoral – taking into account
all dimensions of urban life in an interdisciplinary approach (city as place to live and work);
− Good governance and leadership (management and steering capabilities);
− Effective instruments and skilled personnel with sufficient time capacities for the implemen-
tation/ management of actions (action plan);
− Finances.
1
Project part-financed by the European Union

2. Hist.Urban: INTERREG IIIB CADSES
Model for an integrated and implementation-oriented revitalisation process
Main obstacles for a successful integrated revitalisation process
− Conflicts between preservation needs of the built-cultural heritage and the need to adapt it to
economic demands
− Conflict of uses of the public space
− In general conflicting interests
− Property owners see only their property, not the effects on the whole area
− Mobilising property owners for the common good of the area; too many property owners
− Property owners/ private enterprises often do not invest if the benefit is “just” in the long run
− General competition between private enterprises complicates good cooperation (lack of trust)
− Lack of trust in politicians/ administration by private stakeholder
− Lack of common sense/ comprehension of single stakeholders what is “good” for the historic
centre
− Difference between short-term thinking of politicians and long-term needs
− Missing (quality) standards for project management; staff is not qualified (lack of professional-
ism)
12 steps of an integrated and implementation-oriented revitalisation process
2
Project part-financed by the European Union

3. Hist.Urban: INTERREG IIIB CADSES
Model for an integrated and implementation-oriented revitalisation process
Explanations of the 12 steps
A. Preparation phase
1. Defining the objectives
The municipality has to define the objective of the revitalisation process, i.e.
− Development of common objectives, concepts, plans and actions;
− Sound and balanced functions in the historic centre, serving the needs of the different
users, preventing conflicts and preserving the built-cultural heritage.
3. Defining the thematic field of actions
The main field of actions have to be defined which are addressed by the revitalisation proc-
ess. These could be e.g. cultural heritage, tourism, local economy, quality of life, traffic,
housing, etc. The field of actions will differ from town to town depending on their problems,
potentials and objectives.
2. Defining and activating the stakeholders to be involved in the process
People/ organisations that have something at stake or are effected by the field of actions
have to be identified and activated to participate in the revitalisation process (local stake-
holder) to gain their support or prevent that they impede on what was decided on. Stake-
holders who generally should be involved are i.e. politicians, public authorities/ heads of de-
partment relevant for the field of actions, media (as communicator), local and informal inter-
est and advocacy groups, multipliers/ local opinion leaders.
4. Setting up the organisation, cooperation and communication structure
To secure the cross-thematic and cross-technical/sectoral approach as the cooperative,
communicative and implementation-oriented process an adequate organisation, cooperation
and communication structure has to be set up and implemented.
This step links directly the preparation with the planning phase (floating transition).
B. Planning phase
5. Analysis of current situation
The involved actors have to capture, analyse and assess the strength, weakness, opportuni-
ties and threats for the relevant area within the field of actions.
7. Development of main vision
The involved actors develop a common vision to which all want to contribute and all actions
will be directed to.
6. Deducting of objectives and strategies
From the main vision (short-, mid- and long-term) concrete objectives and strategies for each
field of action are deducted, securing a coordination between them.
8. Formulating of concrete actions and projects
From the objectives and strategies concrete (short-, mid- and long-term) actions, projects
and programs for each field of action are deducted.
This step functions as a link from the planning to the implementation phase and fades di-
rectly to step 9 (floating transition).
3
Project part-financed by the European Union

4. Hist.Urban: INTERREG IIIB CADSES
Model for an integrated and implementation-oriented revitalisation process
C. Implementation phase
9. Checking the chances of implementation of each project/ action
Here the chances of implementing successfully the actions, projects or programs for the in-
tegrated revitalisation are examined by checking if all necessary resources (finances, pre-
conditions, responsibilities, time schedule, know-how and personnel, etc.) are available or if
projects have to be adapted to the current situation. The result will be fixed in an action plan.
10.Implementing the actions/ projects
The actions, projects and programs are implemented according to the action plan by the in-
volved actors.
11.Monitoring/ controlling the implementation and success/ effects of the actions/ pro-
jects
The implementation and effects of the actions, projects and programs (action plan) are moni-
tored to take corrective actions if necessary.
12.Evaluating the process
To improve not only the actions/ projects but also the whole process before “starting the
process again”, the process will be evaluated and adapted according to the findings, be-
cause the integrated revitalisation process is an ongoing cycle.
Starting from the “beginning” again (‘continuous improvement process’).
4
Project part-financed by the European Union

5. Hist.Urban: INTERREG IIIB CADSES
Model for an integrated and implementation-oriented revitalisation process
“What can/has to be done” and “On what has to be paid attention to” implementing the steps
Step 1 was skipped because it depends highly on the objectives of the local/ regional authority.
Step What can/has to be done On what has to be paid attention to
(actions)
Preparation phase
• Cross-sectoral brainstorming Heads of department have to be in-
within the public administration volved
• Interviews/consultations (brain- Be aware that they are specialists for
storming) with experts to gain (just) a certain field and often lack the
professional expertise local knowledge
To cover comprehensively the revitalisa-
tion you need (real) experts from differ-
ent fields
Have someone who links and coordi-
nates the experts statements (and the
ones from the local stakeholders)
2. Defining the
thematic
field of ac- • Public meetings (brainstorming) Secure participation of all relevant
tions for the with local stakeholders to gain groups, in particular the ones that nor-
revitalisation their local needs and knowledge mally have “no voice” (target group ori-
process ented meetings and PR for the meet-
ings)
Secure that people come from or work in
the concerned area and have the meet-
ing in this area
• Check regional/ national/ EU Are your field of actions congruent with
programs and priorities theirs? Try to make them to ease sup-
port and funding for your future projects
• Analyse prior field of actions Are they still and in the future relevant?
(problems) and their results
5
Project part-financed by the European Union

6. Hist.Urban: INTERREG IIIB CADSES
Model for an integrated and implementation-oriented revitalisation process
Step What can/has to be done On what has to be paid attention to
(actions)
Preparation phase
Defining
• Deduct the relevant stakeholders Relevant stakeholders are that have
and their needs something at stake, can influence the
implementation or are directly affected
• Interviews with experts by a field of action (municipal depart-
ments are stakeholder, too)
• Look for people/ organisations Evaluate goal conflicts of the different
that have experience within the needs and “decide” which has priority to
field of actions and/or are multi- one another or how to solve them (com-
pliers/ local opinion leaders promise)
Activating
3. Defining and • Information events to reach as Outline the objective and the process,
many as possible and identify the advantage to participate, the “func-
activating
“representatives” to work with in tion” of each “group”, what is their tasks,
the stake-
the further process what they can influence, what will be
holders who
done with their input, which field of ac-
are relevant
• Preliminary talks with key stake- tions will be tackled, etc.
for the plan-
ning and im- holder
plementation Secure that the target groups are in-
phase • Target oriented public polls and volved that generally have “no voice”/ do
activating interviews not participate
• Public relation using typical local Think about which target group can be
media to spread information (i.e. reached by which media and used it ac-
print and electronic media, per- cordingly
sonal letters)
Explain to the different departments
• Activate the relevant depart- (and all other involved stakeholders)
ments of the municipality why the cooperative and participative
approach is important and why which
• Give incentives to relevant stakeholders are involved
stakeholder to participate
6
Project part-financed by the European Union

7. Hist.Urban: INTERREG IIIB CADSES
Model for an integrated and implementation-oriented revitalisation process
Step What can/has to be done On what has to be paid attention to
(actions)
Preparation phase
• Kick-off information meeting with Outline the organisation, cooperation
all involved stakeholders and communication structure, the objec-
• Clarification and determination of tive and the process, the advantage to
decision-making power and co- participate, the tasks of each “group”,
operation rules (follow legal rules what will be done with their input, which
of decision making) field of actions will be tackled, etc.
• Smaller working groups during
the process
• Regular information exchange/ Secure a good information and commu-
coordination meeting of all in- nication flow between the involved
volved stakeholders/ working stakeholders and to the outside
groups
4. Setting up
• Two level structure with (a) Representatives have to be accepted by
and imple-
working groups with representa- the target groups
menting the
tives of the target groups and (b)
organisation,
steering group
cooperation
and commu-
nication • Neutral mediator/ organisation to Secure that the neutral mediator/ or-
structure manage the process and being ganisation is accepted by the involved
the “helping hand” for organisa- stakeholders
tional issues
• Check how other (twinning) cit-
ies have organised and im-
planted the process
• Public-private forum
Which actions are taken, depend
highly on the objectives and proce-
dure of the whole process as who
will be involved, etc.
7
Project part-financed by the European Union

8. Hist.Urban: INTERREG IIIB CADSES
Model for an integrated and implementation-oriented revitalisation process
Step What can/has to be done On what has to be paid attention to
(actions)
Planning phase
• Collect and go over existing Involve the relevant stakeholder
plans, studies, analysis, stan- Check the up-to-dateness and relevance
dard indicators, etc. of the plans, studies, etc. (when have
they been conducted and by whom)
• Make a SWOT-analysis/ study Analyse public and private demands
Involve the relevant stakeholder
Secure the demand of each study/
analysis and that it is about the defined
field of actions (no “data rubbish”)
• Check the statements of re- Are they congruent with your results to
gional/ national/ EU programs in secure support for the local actions?
the context of your current situa-
tion and field of actions
5. Analysis of
current Representative public opinion poll Professional judgement of the results of
situation of (example: Plzen) the public opinion, in particular to their
the field of mid and long term effects
actions
• Assign expert(s); experts hear- Present all results as neutral as possible
ing (positive and negative ones; playing
• On-site workshop, working open cards)
group, round table, etc. with Explain what is going to happen with the
stakeholders (informal participa- results
tion instruments) Make the results understandable to the
• Interview key stakeholders/ tar- involved stakeholder (no “expert-
get groups language”)
• Public media debate Have in mind the danger of misunder-
standings
• Check existing legal instruments
The municipal departments have to take
seriously the results and regard them in
their work
The municipal departments can use the
results as justification of practice of their
work
8
Project part-financed by the European Union

9. Hist.Urban: INTERREG IIIB CADSES
Model for an integrated and implementation-oriented revitalisation process
Step What can/has to be done On what has to be paid attention to
(actions)
Planning phase
• Future conference Deduct the vision from the results of the
analysis of the current situation and that
• s. step 4 (use the cooperation it is congruent with the fields of actions
and coordination structure to de- Assure support for the vision by the
6. Development velop the main vision with the in- politicians
of main vi- volved stakeholders) Stakeholder should be able to identify
sion for the themselves with the vision (recognition
revitalisation
• PR activities and public exhibi- factor, image, identification)
tion on the vision to make the vi- Give the opportunity to give feedback on
sion well known, also to not in- the vision
volved stakeholders
• Public-private working groups Play with open cards
Secure a good information and commu-
• s. step 4 (use the cooperation nication flow between the involved
and coordination structure to de- stakeholders/ working groups to identify
velop the main vision with the in- goal conflicts in an early stage and to
volved stakeholders; use infor- look for solutions/ compromises
mal participation instruments) Assure support for the action plan by the
politicians
7. Deducting of Set up short, mid and long term objec-
objectives tives and projects and set priorities
and strate- Secure the availability of resources for
gies the implementation of the projects
(know-how, finances, personal etc.)
• Elaborate an action plan The action plan ought to contain who is
responsible, time schedule, finances,
8. Formulating
etc.
of concrete
actions and
projects (ac- • PR activities and public exhibi- Secure the awareness of the objectives
tion plan) tion on the objectives/ projects/ and action plan within the public and pri-
action plan to make them well vate stakeholders (also in the future)
known, also to not involved Give the opportunity to give feedback on
stakeholders (example: exhibi- the projects/ action plan to all
tion in the pedestrian zone)
• Check if the actions and projects Are the projects designed in a way that
fit into the regional/ national/ EU you can make use of regional/ national/
programs/ policies EU programs?
9
Project part-financed by the European Union

10. Hist.Urban: INTERREG IIIB CADSES
Model for an integrated and implementation-oriented revitalisation process
Step What can/has to be done On what has to be paid attention to
(actions)
Implementation phase
• Setting up an overall steering The group should include the repre-
group sentatives of the main stakeholder
• Setting up a responsible group groups (that have something at stake
and one contact person for and/or can influence the implementa-
each project/ activity of the ac- tion or are directly affected; max.(!) 10-
tion plan 15 persons)
Clarify the tasks, responsibility and
decision-taking power of the group
• Provide a checklist of generally Needed resources are: finances, time,
needed resources for the im- know-how, personal,
9. Checking the plementation of a project/ activ- Check if project is in line with regional/
chances of the ity national/ EU policies and programs
implementation • Check if the needed resources People/ institutions that benefit more
of each pro- are available (use a form) from the activity, should provide more
ject/ activity of resources
the action plan Clarify within the municipal depart-
ments their contributions
• Adapt the project/ activity – and Coordinate the adjustment with the
respectively the action plan – to involved stakeholder and overall steer-
the available resources ing group
Adjust the priority of the project/ activ-
• Communicate the final action ity to the existing resources
plan to the in- and outside Get official approval/ support of the
council and involved private stake-
holders for the adopted action plan
• The overall steering group su- Secure the needed resources (time)
pervises the implementation of
the action plan
Coordinate the projects of the action
10.Implementation • Enterprises are to be con- plan with other public actions
of actions/ pro- tracted to implement the activi-
jects ties/ projects
• Provide some public funds to
incite private investments
10
Project part-financed by the European Union

11. Hist.Urban: INTERREG IIIB CADSES
Model for an integrated and implementation-oriented revitalisation process
Step What can/has to be done On what has to be paid attention to
(actions)
Implementation phase
• Set up indicators to be able to Be clear and precise about what you
“measure” (indicator system) want to “measure”
• Collect the data on a regular Secure that the indicators are available/
basis can be collected
• Process and analyse the data Set up time schedule for the collection of
concerning the progress and ef- the data
fects of the project (deadlines Clarify who is responsible for the collec-
11.Monitoring are kept, needed resources are tion, analysis and report of the data; use
the imple- available, objectives are existing structures/ institutions if possi-
mentation reached, effects are…) ble
and suc-
cess/ effects
of the ac- • Report the data and the results Communicate the results to the in- and
tions/ pro- of the analysis (communication) outside
jects
• Act on the results (take deci- Clarify who takes the final decision on
sions to improve the project/ ac- “needed” actions (i.e. steering group or
tivity) responsible group of the activity)
Make the monitoring and the decision
making – as the whole process – as
transparent as possible
• Compare the objectives with the Communicate the results to the in- and
achieved results/ effects of the outside
process
• Check if the used actions and
methods for the process have
been efficient, effective and thus
12. Evaluation of the correct ones
the process
• Develop a concept for the con- discuss the concept with the involved
tinuation/ endurance of the revi- stakeholder (talking about: communica-
talisation process tion/ organisation/ cooperation structure;
objectives; field of actions; project, etc.;
adapting them)
The whole process as well as the projects have to be communicated (public rela-
tion) to the involved partners and the general public to raise their awareness, the
identification with the process and actions and gain their support – to avoid con-
frontation during the implementation phase; and for politicians to have a better
standing within the voters.
11
Project part-financed by the European Union

12. Hist.Urban: INTERREG IIIB CADSES
Model for an integrated and implementation-oriented revitalisation process
Results/ Advantages of an Integrated Process
− Having defined the main common problems of the historical area
− Improved coordination and communication between the involved actors, in particular between
the different administrations
− Improved cooperation between the public and private sector
− Higher acceptance of the results in the public
− Results are closer to the needs of the users
− Concrete revitalisation projects supported by local stakeholders
− Concentration of public resources on the revitalisation projects
− Having transferred the ordinary town planning in the sphere of the mayor and the political par-
ties
− Additional know how and resources for the revitalisation of the town
− Common understanding of the value of the built-cultural heritage
12
Project part-financed by the European Union