Smart urban regeneration: four steps to success

1 – Build an authentic vision, rooted into the local “DNA”

Every urban regeneration project is different and location counts. Deep dive into the history, identity, tradition and culture of the area. Identify those “critical issues” and “core strengths” that offer opportunities for creating solid competitive advantages for the project. Build an authentic vision, rooted into the local DNA, which is sustainable, has purpose and generates tangible benefits for all stakeholders. Great projects start with a simple, clear, ambitious, yet achievable, vision. A dream that inspires, creates positive energy and to which all stakeholders will become passionately committed. Some of the most sustainable and inspiring visions are those that put people at the centre, are authentic, have purpose and are rooted in the history, identity and culture of the location. Some great visions create the future, rather than extrapolating it from the past, contribute to positively change people’s behaviour and create new opportunities for all. An example would be “a vision for a climate-smart, state-of-the-art urban district, a model for vibrant and responsible communities”. Another relevant example would be “a vision for the regeneration of a derelict area into the most successful ICT cluster in the region”. Strong visions motivate people, providing direction and focus throughout the development process and beyond. Great visions must be effectively communicated with short, vivid descriptions that explain what stakeholders will see, feel and experience throughout the development of the project.

2 – Create compelling value propositions and develop smart strategies

Solid socio-economic data and market-tested fundamentals are needed to make visions credible, resilient and sustainable. Learn from your key stakeholders and understand what is important to them. What are the problems they are facing? What is missing? What are their motivations and expectations? What are they trying to achieve now and in the future? Build compelling value propositions around the vision, well balanced along both the “soft” socio-economic and “hard” built-natural dimensions. Develop value propositions into multiple, adaptable and executable strategies, designed to guarantee performance over time as conditions change. For example, a strategy to renovate buildings, public areas and infrastructure of an old city centre should be complemented with a strategy to recreate an authentic atmosphere, promote social, economic, recreational and cultural activities, provide efficient services to support an inclusive, diverse and vibrant community.  The creation of a carbon-neutral, zero-waste, self-sufficient model district should be complemented with a strategy to create sense of place and social capital. A strategy to develop a science district should be integrated with a strategy to create attractive housing, cultural activities, services and recreational facilities to attract talented national and international people.Strategies should define: positioning of the project within the chosen markets (meeting current and future demands); competitive advantages (what makes the project unique, or better than its competitors); timing and mode of development. Another aspect that should be addressed is the need to manage development risks and secure some early economics. Project strategies should deliver tangible benefits to all stakeholders (from day one) and authentic human experiences, well integrated with natural environment, built assets and technologies.

 3 – Set clear, sustainable, ambitious, yet achievable objectives for the project

What can make the project truly unique? What are the priorities? Create attractive human experiences, deliver opportunities, resolve issues and provide advantages to stakeholders. Think long-term, identify clear, ambitious, yet achievable objectives for the project, aligned with the value propositions. Extend the time horizon of the regeneration plan and understand the potential tangible consequences of environmental impacts on future generations. Have to take care of nature – keep doing the same things is not an option – internalize any negative externality and contribute to society. Concentrate on specific SDGs, identify focused indicators, deliver and measure progress. Explain why you want to achieve the overall project objectives, build a story, a vivid narrative for a consistent media campaign and a strong brand for the project. Well-balanced alliances should be created among the various components/uses of the project to ensure full-time occupancy, guaranteed rental income and year-round attractiveness in the long term. As customers are more difficult to engage, less loyal, more volatile and demanding than in the past, additional competitive advantages should be created joining forces between multiple partners, creating economies of scale, leveraging the power of established brands and innovative formats. Build trust and create extraordinary coalitions between government, private sector and citizens. Top-quality anchor partners and operators should be engaged to create unique offers (contents, experiences and services) and generate strong demand for the project (activating consolidated multiple channels and customers).Public Private Partnerships should be structured to ensure high-quality infrastructure and service, and widespread consensus from local communities and interested groups should be forged to secure support for the project.

 4 – Set-up a great team, give them purpose, resources and power to deliver

Validate objectives with available resources, ability to deliver and timing. Share risks and rewards, creating alliances with key partners. Build-in flexibility and ability to adapt to changing conditions over time. Engage local communities and interested groups; win their consensus and passionate commitment. Secure some early wins along the way. Build a strong governance and a strategic road map to execute the project. A high-performing, multi-disciplinary team should be set-up and charged with responsibility for orchestrating all phases and tasks of the project, ensuring full alignment among vision, strategy, organisation, incentives and culture. Project’s delivery plans should guarantee on-going adaptation, creation of top-quality architecture, engineering and infrastructure, great public spaces, areas for socialization and high-quality public realm. Commitment to environmental sustainability, social responsibility, green buildings and infrastructure, smart information and communication technologies, should be the guiding principles throughout the development process. Following completion, operational excellence, good services, low costs, stakeholders care and involvement would help retain businesses, talents and visitors. Commitment to marketing and communication excellence – ensuring great activities and events of different size and formats are regularly programmed and delivered – would significantly contribute to raise awareness, attractiveness, liveliness, animation and great project-reputation building.

Marco Dall’Orso: https://www.linkedin.com/in/marco-dall-orso-1489aa/