Valletta Action Plan

Valletta Action PlanIntegrated Cultural Heritage Management Plan

2SUSTAINABLE CONSERVATIONTHROUGH REGENERATIONFOREWARDDr Alexei Dingli Mayor of VallettaEurope‟s Smallest Capital City in theHeart of the deep BlueMediterranean Sea, Valletta is adynamic City which has neverceased to change and move forward,retaining its original beauty andsplendour. Valletta is the designercity of the 16th Century built straightfrom the drawing-board of three men,a Political Leader and Head of theOrder of the Knights, Jean Parisot dela Valette, a warrior engineerFrancesco Laparelli, and a MalteseArchitect, Girolamo Cassar. Vallettais one of Europe‟s most sophisticatedmicro cities with an intenseconcentration of baroque architectureand a defence line of Fortificationsthat is second to none.Valletta and its Harbours have always responded tothe dynamics of time and change. From a MaritimeSuper City of the 17th Century Valletta developedinto a Cultural and Commercial Hub in the 18thCentury, becoming yet again the strongest NavalBase in the Mediterranean during the 19th and mid-20th Century. Valletta and its harbours developedfrom a Port of War to a Port of Peace and from aPort of Heavy Industry to a Port of Culture andTourism. Valletta is considered to be one of thefinest harbours in the World and a uniqueexperience to all seafarers and passengers sailingon the luxury yachts and liners.Valletta is a city rich in cultural tradition. Comparedto other older cities in Europe, Valletta is only 440Years young, yet it has the stature, history andprofile similar to its sister Capitals of Europe, proudof being a World Heritage City.

3Through the HerO project and the compilation of thisAction Plan, the Valletta Local Council, the LocalSupport Group and committed stakeholders arestriving to make Valletta a unique living experience,aiming towards a better quality of life based on asafer and healthier environment, with an improvedtransport system and infrastructure. We do our bestto have a City with an open mind and outgoingAdministration, a City fit for work and leisure, for theyounger generation as well as for our seniorcitizens, easy to do business in and above all anenjoyable tourist experience.It is up to us all to carry Valletta to futuregenerations with greatest respect to those who builtand shaped the City and its history.Background to the Action PlanIn developing this Action Plan as consultantsspecialising in spatial planning, regeneration andheritage management we have sought to followprinciples of „best practice‟ measures which havebeen established both on a national andinternationally level.The project of the Action Plan in the context ofHERO has been an opportunity to adopt a newapproach to planning for conservation and planningfor the city. The complexity of compiling such a Planis not only meeting the stakeholders‟ aspirations butto integrate the various forms of planning regimesbased on national planning systems, EU Directivesand International Conventions and Charters.The foundation of this document dates back to 2009when it was originally commenced and has beengradually established based on the CHIMPframework and criteria set by the HERO networkproject. However, to enable this plan to be as fullyeffective and accessible as possible we, haveventured to apply the following measures andstandards ; (i) Create a Character Appraisal as asystem to analyse and evaluate fully the resourcesand assets of the City (ii) Use the World HeritageCity Guidelines (iii) involve the EU 2020 Strategy (iv)follow the reference made by the Leipzig Charterand (iv) include the planning framework as appliedand used locally.Why was the system of action planning applied?The reason was fundamemtally based on being proactiveand dynamic. It is counter-productive tocreate a plan without being activated. It is thereforewith this main aim that at the Valletta Midterm-Conference 1 that the Action Plan was presentedwith a system of project-based actions and fundingpackages. This system was further sustained by adelivery plan.In the development of this Action plan together withthe Urban Local Support Group we considered thata crucial component of any plan is the local citizens‟intangible heritage of the City, that is, how they firstcame to live within the community and how they livewithin it today. In this regard apart from the UrbanLocal Support Group we developed a system ofwalk-abouts to understand better theneighbourhoods with the Mayor and representativesof the local community. Furthermore a survey wascreated to used within the areas included within thisAction Plan to gain a deeper understanding of thecommunity and their personal histories and futureaspirations for this location and the City of Valletta.This consultation process with the community, wentbeyond that established by the current planninglegislation and beyond what the project was initiallyaimed towards. However, it was to become a usefultool to further develop the Action Plan as well as tocheck the relationship the citizens‟ have toUNESCO and Valletta‟s World Heritage status.The publication of this Action Plan is in tandem withits implementation stage. The project was launchedwith the idea of developing multi-speed projects inthese three years and activate these in the shortterm.This gave us an opportunity at an early stageto check related indicators and proposeperformance benchmarking.We take the opportunity to thank all those whosupported the compilation and drafting of this projectin all its aspects especially Ms Gabriella AgiusExecutive Secretary and the Local Support Groupand the Citizen‟s of Valletta who assisted us tocreate this document.Dr Malcolm Borg and Ms. Samantha FabryHeritage EnterpriseAction Plan Coordinators1 HERO Midterm Conference - 9th-10th November2009.

4Local Support GroupThe Local Support Group was set upearly 2009 as part of the HerOproject and development of theAction Plan for the Marsamxett area.The LSG includes various keyexperts which are based withinValletta and play a key role withinvarious activities which are based inthis city in particular within thelocation of the Marsamxett as well asthe surrounding areas. The followingorganizations are included within theLSG. Their input into thedevelopment of the CHIMP isparamount to the success of thisproject.youths aided by church helpers have conductedresearch, took photographs, interviewed residentsand built models, which were then used for anaudio-visual program. Another project recentlylaunched is the „Santu Wistin 6pm IT & ResourceCentre‟ for kids, where underprivileged children fromValletta have a better environment in which areaided with their studies, learn computer skills andreceive counseling related to their studied. In thenear future, the project intends „Values – InternetAwareness‟, to cater for adults of the parish, inconjunction with the Valletta Local Council and ETC.The volunteers and helpers contribute significantlyin the parish and are entrusted with coordination inhistorical and cultural matters within the parish. Thevision of the Parish is to attract the community andvisitors to the area through education and culture bymaking its heritage assets accessible to all.Valletta Local CouncilSt. Augustine‟s Parish ChurchSt. Augustine’s Community –Father Saviour Grima O.S.A. andMr. Denis DarmaninThe Augustinian Community in Valletta is a religiousorder which administers the Parish of St. Augustinethat incorporates over half of the land area andpopulation covered by the Marsamxett Action Plan.Other to the needs of the parishioners, throughoutreach projects, the Community launched theprogram „Youth in Action Programme‟ (EU 1.2), asencouraged by the Archdiocese of Malta‟s „Churchand Culture‟ participation. Part of the program wasin collaboration with YMCA Homeless. The programconsisted of a number of projects, the first of whichwas a 3D Walkthrough of St. Augustine‟s ParishChurch (http://www.staugustinechurchtour.com).For the past three years, the parish has also hosted„Skola Sajf‟ (Summer School) where some 60children from the parish and beyond, were taughtvarious creative skills, given lectures, attendedexcursions, met with local dignitaries and visitedplaces of historical importance, with the support ofthe Valletta Local Council, the YMCA (Malta), theValletta Community Network, St. Albert‟s Collage,the Civil Protection, Malta Police Force and otheragencies and departments.The most recent project in the line is a group workon the history of the Valletta Mandraggio, whereSecretary – Ms. Gabriella AgiusOne of the main objectives for the Valletta LocalCouncil is to improve the residents‟ quality of life.During the course of the council meetings thecommitment to install a safer and healthierenvironment within the City Residents is alwaysdirectly or indirectly referred on the agenda.The council, commissioned experts to identify thoseshort comings which were significantly affectingnegatively on the local resident. The experts werealso asked to suggest and recommend newapproaches and methods as to how to improve andupgrade over the existing methods or environmentallocalities (zones).The requests of the residents arealways given close attention.Through EU funds the council has just received thegreen light to start a new project worth 1,000,000euros. These funds will be invested on PeacockGarden, a site which had been neglected for quite along time. The residents of the City especially thoseresiding in the zone of Marsamxett will benefit fromthe upgrade to this open space. The improvement ofthis garden gives a breath of fresh air to the localresidents. The plans and the application to MEPAare already completed and approved. The projectwill start in due course.In addition this, and earmarked within the samearea, is the Mattia Square giving the local residentswill have another garden where they can enjoy a

5healthier lifestyle and a safer place for children. Thetraffic management have been improved and moreparking spaces for the residents have been created.It is worth also mentioning that during the course ofthis project, the architect and the planning of thislocation have respected the built fabric of the areaby making use of the natural stone to complimentwith existing fabric of this Baroque area. Otherinfrastructure works have been carried out in thelower part of Valletta, where various streets wererepaired and paved.On the educational side, the Council has alsoachieved good results. By means of EU funds avarious groups of young adults undertook a culturalexchange to these Islands from other Europeancountries.Local cultural activities are almost on a dailyagenda. The council organizes various activitiesduring the year ranging from those which are heldaccording to season or others which pop upaccording to occasions both on National Level andCouncil Business. To install a sense of leadershipamong the young children of Valletta, the Councilorganizes on regular bases the Youth Council togive youths the opportunity to express theiropinions.The council is also involved indirectly with thecapital projects which are continually being carriedout including the Valletta Gate Project.The Malta Chamber of PlannersTreasurer –Mr. Rene AttardThe Malta Chamber of Planners (KMaP) has beenestablished since 1997 with the primary aim ofbringing together a multi-disciplinary approach to theMaltese planning system. It unremittingly strives toobtain official recognition for the Planning professionin Malta, and discusses ways to ensure thatqualified planners are in a position to participate inpolicy debates, to give their valuable contributions,and proactively influencing the development ofspatial planning policy and practice.The Chamber is an active member in internationalplanning associations primarily the EuropeanCouncil of Spatial Planners (ECTP) and theCommonwealth Association of Planners (CAP).KMaP is also embarked on a painstaking task ofensuring that decision takers and new employeeswithin the Malta Environment and Planning Authority(MEPA), the national planning institution, are givenbasic planning training in order to graduallyintroduce newcomers to their new roles by means ofacademic background rather than solely basingthemselves on experience and „common sense‟.The Chamber managed to actively involve itself inthe MEPA reform process by highlighting theshortcomings in the current planning process andproviding viable solutions to the existing problemsthrough the vast practice experience into policy thatthe Chamber possesses.The Malta Council for Cultureand the ArtsChief Executive –Ms. Davinia GaleaThe Malta Council for Culture and the Arts (MCCA)was set up in 2002 to promote Malta‟s culturethrough all forms of creative expression, to make thearts more accessible, and to enhance Malta‟scultural heritage locally and abroad. The MCCA isthe cultural advisor to the Ministry of Culture and isauthorised and obliged by law to advance fundsallocated by government for the management,administration, and operational requirements of thefollowing government entities: FondazzjoniPatrimonju Malti, Malta Society of Arts, Manufactureand Commerce, Manoel Theatre, MediterraneanConference Centre, the Malta PhilharmonicOrchestra, and the Centre of Creativity at St JamesCavalier. The MCCA is also responsible for theMalta Arts Fund which supports creative andinnovative initiatives by artists and culturalorganisations, supports cultural and artisticinteraction with all sectors of society, invests inartistic development and training of artsprofessionals and practitioners, supportsmultidisciplinary in artistic practice, including newmedia and technologies and strengthens the qualityand diversity of Malta‟s cultural life within aninternational dimension. The MCCA operates atarm‟s length from government and is currentlyresponsible for the organisation of the nationalfestivals such as the Malta Arts Festival, theMediterranean Folk Music Festival (Ghanafest),Carnival, the Malta Jazz Festival and Notte Bianca,which form an intrinsic part of the local culturalcalendar. MCCA‟s role within the HerO project isprimarily that of promoting culture from a wide socioeconomicperspective and focusing on creativeclusters, some of the HerO projects envisaged willbe active within some of MCCA‟s Festivals.

6Paul Camilleri and AssociatesPerit Paul CamilleriPaul Camilleri was born in Valletta and he studied atthe Royal University of Malta graduating as a Peritin 1977 and subsequently also obtained his postgraduatedegree from the Politecnico di Milano in1980. He set up the architectural and engineeringpractice „Paul Camilleri & Associates‟ 20 years ago,with offices in Valletta, upon his return to Malta, afterhaving worked for eight years in Italy, Belgium,Libya and Saudi Arabia. He has placed first in twodesign competitions, the first in a design for acommercial centre in Riyadh, Saudi Arabia and thesecond for the design of the Mtarfa new town, injoint venture with another Maltese firm. Besidesbeing involved in various projects in Malta for bothlocal and foreign clients, including the rehabilitationand conversion of various properties in Valletta,„Paul Camilleri & Associates‟ is also involved inprojects in Italy, Saudi Arabia and Libya. He is alsoa past President of the „Kamra tal-Periti‟.Paul Camilleri would like Valletta in 2016 to be aliving Capital City, a leading city, „Il-Belt‟, not only ofMalta, but of the Mediterranean and Europe, in allaspects – Arts, Culture, Architecture, Politics -becoming again a city to live in, a city to die in, acity to enjoy life in, a city to study in, a city to debatein, a city to trade in, a city to celebrate life in –Valletta in 2016 picking up the continuous thread ithas lost over the past half a century, throughsuccessful architecture and with an architecturewhich reflects our aspirations and beliefs.Other StakeholdersThe project included other stakeholders to producea document following principles of best-practice inplanning, heritage management, architecture anddesign and consider all the parameters for „good‟forward planning for regeneration. The earliestdocument produced was a full Character Appraisalof the Il-Biccerija and Environs compiled and writtenby Mr Neil Greive Head at the Town and RegionalPlanning School (University of Dundee and ChiefExecutive of Tayside Building Preservation Trust) incollaboration with the Ministry of UrbanDevelopment and Roads. He presented a CharacterAppraisal as part of a stage with his students in2005. Other agencies assisted directly as in thecase of Building Industry Consultative Council whichorganized a specific forum and seminar on therehabilitation and design proposals for the Biccerijabuilding and its environs. These assisted inconsidering adaptive re-use options for the area.The area was also subject to studies by AnhaltUniversity of Design for which a separate documentwas produced referring to principles of LandscapeArchitecture.

7IndexSections:Section I – pg. 8Section II – pg. 11Section III – pg. 15Section IV – pg. 22Section V - pg. 25Section VI – pg. 27Section VII – pg. 28Section VIII – pg. 34Section IX – pg. 35Section X – pg. 38Compiled, written and developed by:Dr Malcolm Borg and Ms Samantha FabryHERITAGE ENTERPRISE CONSULTANCYUnless quoted otherwise and extracted partspart-sponsored by Heritage EnterpriseEditorial Work:Proof Reading:HERITAGE ENTERPRISE CONSULTANCYGraphic Design: URBACT TemplateImages:Cover Page: Government housing near St. PaulsPro-CathedralPage 2: St. Dominic Street, VallettaIn collaboration and consultation with:The Malta Council for Culture and the Arts, TheMalta Chamber of Planners, Paul Camilleri andAssociates, St. Augustine‟s Community and thecitizens of Valletta.Co-financed by URBACT Programme

8 SECTION I –8LONG TERM VISIONPurposeThe purpose of this document is toprepare an integrated approachsustainable urban conservationthrough regeneration for the City ofValletta specifically aiming at theMarsamxett area. Through improvingand creating new physical and socialregeneration projects, as well asthrough the local heritage, tourismand cultural industries, newopportunities for transportation linksand revitalised living conditions willbe harnessed for all residents in thearea. The current large scaleregeneration projects which havebeen implemented within thewaterfront enclave and adjacent tothe area will assist to spearhead aregeneration process within theenvironment of Valletta. This willoccur along its axis with St. Elmo andthe Main Gate. However theeconomic drive and tourismdevelopment should also work intandem with social regeneration.A stream of initiatives and projects has beenlaunched for the Marsamxett area; The MarsamxettWaterfront Redevelopment, the rehabilitation ofMattia Preti Square, Restoration Programme for theFortifications and the upgrade and embellishment ofPalace Square. There are other projects which areaddressing regeneration namely; new forms ofmobility, the restoration of the Fortifications and anumber of initiatives launched by the Local Council,the Malta Tourism Authority and the variousagencies and volunteer groups responsible forSocial Welfare.The purpose of this document is to integrate thesevarious initiatives and to launch regeneration with aholistic approach as to create multi-speed projects,which will affect the core areas of the Marsamxettareas. The node interventions are intended to targetspecific areas which are considered vulnerable withthe idea of promoting various sectors. The steppedapproach being proposed will streamline the spin-offeffect from the hub and will make regenerationprojects targeting the localities more sustainable inthe long-term. For this reason the principles andobjectives of this Action Plan will refer to the PriorityAxis developed in the Operational Programme I(2007-2013). 2Main ObjectivesThere are six guiding principles for this Action Planwhich permeates on the physical regeneration andregeneration of communities;(1) The sustainable urban conservation is achievedthrough the correct balance between environmental,economic and social needs promoting best practiceand SMART benchmarking for the conservation,rehabilitation, restoration and adaptive re-use of thearchitecture and the architectural space.(2) Transit Orientated Development is a form ofurban development that clusters a greater mixture ofland uses around a high quality transport service.The transport node in the Valletta area is designedto be the focus for the development or regenerationaction and ideally becomes the community 'heart'. Itis the node where people shop, work, meet, relaxand live.(3) The principle of Sustainable Communities lies atthe heart of the planning parameters for strongerneighbourhoods. Neighbourhood renewal should bebased on empowerment to make sure thatcommunities are equipped to respond to challengingeconomic, social and cultural trends.(4) Social inclusion and subsidiarity are vital indelivering action plans with a social base. TheAction Plan will seek the input of the smallest entityand cover the needs of all individuals especiallythose effected by unemployment. Social InclusionPartnerships will be the vehicle to create better2 Operational Programme I (2007-2013) Investing inCompetitiveness for a Better Quality of Life, May2009.

99accessibility within the social texture of the Vallettaarea.(5) The community heart is also established anddeveloped through the creation of a sense of placeand a sense of space. The points of reference in theurban fabric are created through „good design‟. It isthe intention in this Action Plan to adhere to theprinciple of Baukultur as promoted through theLeipzig Charter. The built environment has a directimpact on the quality of life of every citizen and theenhancement of design will directly affect the “raisond‟etre” of the community.(6) Energy efficiency is a crucial component inregeneration and planning for a more eco-friendlysociety. Climate change is currently topical indesigning urban development for the future. It iscrucial that the strategic actions in this documentfully adhere to European Policies tackling climatechange and follow the Green Paper on UrbanTransport.RationaleThis Action Plan is contemplating an integrated andholistic approach towards launching sustainableconservation and sustainable communities and„investing in competitiveness for a better quality oflife‟ in Valletta through:(1) Restoration of heritage assets,(2) Promotion of a diverse tourism product,(3) Creating competitiveness of tourism and cultureoperators,(4) Development of niche market and branding,(5) Creating better mobility and increased access,(6) Sustaining the local communities.This concept is geared to reactivate deprived areasand badly designed housing blocks and counteractsgentrification through the development of dynamicactivities. From the indicators collated for Valletta itis vital to plan in earnest for balanced socialdevelopment, tackle vacancy rates and develop newmethodologies to consolidate a mixed community.A balance between commercial, touristic activitiesand residential needs will necessitate new planningsystems to revitalize the historic urban core withmodern amenities meeting today‟s needs. TheValletta Action Plan has been designed specificallyfor the communities of Valletta and the areasspecific for Marsamxett which responds to uniqueland-use parameters. The main focus will be tocreate a long term effect within the community fromregeneration project spin-offs. This may be achievedthrough improved business, social amenities, welldesignedpublic spaces, enhanced neighbourhoodscentred on new transit systems and supported bycleaner and innovative modes of publictransportation.Based on the principles outlined the pressing issuesof a fragmented community dealing with its past andfuture may only be tackled with a long term visionand tangible projects. The application of theseprinciples is aimed at an improved quality of life notjust for residents, but also for visitors and localbusinesses. With the implementation of theseprojects a more sustainable environment is beingdeveloped to build upon the heritage, assets andresources of this area and its residents.Main ObjectivesThe Action Plan is designed to;(1) Develop projects promoting sustainableconservation for the rehabilitation,restoration and adaptive re-use of thearchitectural fabric and space of this area ofValletta,(2) Regenerate the area of Marsamxett throughbetter connectivity, mobility andaccessibility,(3) Integrate all the communities andneighbourhoods around the Marsamxettquarters which are socially fragmented andcreate green and open spaces to soften theurban fabric and instigate further communitylife,(4) Regenerate nodes and disused or underutilisedsites into active and integratedzones with a mixed use regime,(5) Improve the public realm and space withdesign as a fundamental principle andtargeting community life,(6) Create business opportunities in thesereactivated zones which will sustain in thelong term the community and locality,

1010(7) Sustain neighbourhoods through a policy ofempowerment and support them through theestablishment of amenities and services,(8) Induce and launch outreach programmes todevelop stronger neighbourhoods,(9) Induce schemes for improved housingschemes and rehabilitation of public areas,(10) Improve public transport to reducecongestion and instill modal shift,(11) Improve the traffic management of the areato reduce on street parking and congestion,Government housing adjucent to St. Paul’s Pro-Cathedral(12) Induce projects to assist the HousingImprovement Area,(13) Improve circulation and upgrade theresidential zone facilitating access and mobility,(14) Launch cultural industries to sustain thelocal community and to promote local intangibleheritage,(15) Instigate improvement schemes for thepromenade and waterfront to create walks andheritage tours connecting the various areasbetween St. Elmo and Marsamxett Gate,(16) Re-launch the cultural assets of the localityas part of the scenic qualities of Valletta andlaunch these as recreational areas,(17) Create a sense of space and of placethrough the promotion of modern featurebuildings as part of the new developments,(18) Promote „good design‟ and landscaping asa measure to create a better environment andquality of life,Old Bakery Street, Valletta(19) Reactivate the fabric and integrate thewaterfront with the neighbourhoods into adynamic zone.

1111SECTION II –THE CONTEXTValletta World Heritage Site – AnAction Plan or a Master Plan?This Action Plan moves away from theMaster-Planning concept with a morepro-active approach to planning andperformance based actions. 3 MasterPlanning has been applied byArchitect Renzo Piano in 1989 andsuccessively by Richard England forthe Valletta Main Gate and environsbut these have been superseded withthe Local Plan policy framework.Referring to the proposal and theintegrated planning mechanisms invigor it is doubtful whether MasterPlans for the whole of The CityValletta will achieve the necessaryenergy to spur conservation andregeneration actions in the core. Forthe purpose of this Action Plan theplanning tools already made availablethrough public consultation processlaunched by the Malta Environmentand Planning Authority and othergovernment agencies are beingdeemed as a system of integratedplanning in its own right and aplatform to spur the regenerationaction plan.WHC DescriptionThe City of Valletta (N35 54 02 E14 30 52) wasinscribed in 1980 (Ref: 131). It is in the Inner HarbourArea of the Republic of Malta and the localGovernment is the Valletta Local Council. The capital3 http://whc.unesco.org/en/list/131/assistance/ (18October 2009)of Malta is inextricably linked to the history of themilitary and charitable Order of St John of Jerusalem.It was ruled successively by the Phoenicians, Greeks,Carthaginians, Romans, Byzantines, Arabs and theOrder of the Knights of St John. Valletta‟s 320monuments, all within an area of 55 hectares, make itone of the most concentrated historic areas in theworld. 4The World Heritage Siteboundaries and the State PartyIn 1980, when Valletta was inscribed on the WorldHeritage List, the nomination papers did not specify aboundary for the proposed site, either on a map or bydescription. There is no ambiguity however in thenomination papers because the fortified peninsula isdistinct geographically and the site includes thefortifications. The inscription of the site as 'The City ofValletta' is widely seen as an indication that it is theentire fortified city. However it has been pointed outthat Valletta as listed in the original identification doesnot fall under the „comune of Paola‟ and it specificallyfalls under the Local Council of Valletta whichboundaries are the jurisdictional. 5 However in 2009,the World Heritage Committee further examined thelack of boundary definition of the City of Valletta.According to the Periodic Reporting Document of2006 the following issues were highlighted aspotential risks towards the Capitals World HeritageListing:a) Lack of definition of a buffer zoneb) Changes in building heights might alter the city‟sskylinec) Major potential development of the new City Gateand the Opera housed) Development, visitor/tourism pressurese) Change of use of resident houses for businessThe final outcome was that in 2009 the WorldHeritage Committee requested the State Party withinMalta to confirm the boundary definition for the WHSof Valletta as well as the following:4http://whc.unesco.org/archive/periodicreporting/EUR/cycle01/section2/131-summary.pdf (3 August 2009)5http://whc.unesco.org/archive/advisory_body_evaluation/131.pdf (7 August 2009)

a) Provide a clear map showing the boundary of theproperty,as part of the integrated nodes for Valletta and theGrand Harbour.12b) Establish a declared buffer zone in accordancewith Paragraph 103 of the Operational Guidelines,with height controls around the property as a meansof protecting the skyline configuration of the city andprepare a "Views and Vistas Analysis" from strategicpoints within and outside the property,c) Establish clear policies in relation to height controlswithin the property as a means of protecting theskyline configuration of the city, by means of a "Viewsand Vistas Analysis" covering key areas andstreetscape,d) Submit detailed information on the proposed largescale developments within the property to the WorldHeritage Centre in accordance with Paragraph 172 ofthe Operational Guidelines;e) The State Party also requested to submit to theWorld Heritage Centre, by 1 February 2010, a stateof conservation report on the issues above and inparticular on the progress made with theestablishment of a buffer zone and height controlswithin the property, together with information on theproposed large scale development projects.Local Action Plan BoundaryThe area being earmarked and set by the project andagreed by the Valletta Local Council is the area ofMarsamxett extending to the West from the areaknown as Il-Mandragg (Manderaggio) and to the Eastto the area known as the Dui Balli or (Deux Bali)stretching into the Arcipierku. In the centre of thisarea is positioned in the quarter known as Il-Biccerija(La Boucherie) and the Jews Sally Port. (Refer toPlan below)The area is endowed with tangible and intangibleheritage assets. The fabric of the area is authenticand critical in nature with elements including;Romano Carapecchia‟s Church, the Biccerija, aseries of Churches and Chapels, the Auberged‟Aragon and the Auberge de Baviere, the oldHospital, systems of fortifications and palatialresidential buildings.In the Grand Harbour Local Plan and the VallettaLocal Plan the area GV03 and GV01 are marked as aHousing Improvement Action Area and a Residentialarea respectively. The Marsamxett area has beenincluded in the Brief for St. Elmo and the Environs(MEPA 1999) and in the Vision for Fort St. Elmo andthe Port of Marsamxett (MITI 2007) and it isearmarked as an area for regeneration and renewalSteps leading down from Old Bakery Street to theBiccerija area.Significance and AuthenticityThe City of Valletta qualifies on all six counts forinclusion in the World Heritage List by virtue of itshistory and architecture and its function as theadministrative, ecclesiastical, cultural and social hubof the Maltese Islands:1 - Due to the character of its civic, religious anddomestic architecture, it is a Baroque city parexcellence; in fact, this European style is here to beseen at its southern-most extension vis-a-vis thecontinent and the larger central Mediterraneanislands such as Sicily, and absorbed and transformedto suit Maltese craftsmanship and aesthetic taste.2 - From early after its foundation in 1566, Valletta setthe pace in architectural and artistic developmentsthroughout the country until the first half of thiscentury;3 - Apart from a history of more than 400 years,Valletta is unique among contemporary Europeancities owing to the survival up to the present day ofthe majority of monuments and buildings which give itits particular character and their concentration withinthe restricted limits set by its original enceinte offortifications;

134 - The buildings of Valletta afford innumerableexamples of the use of the local globigerina limestonein the erection of buildings intended for civic,religious, cultural and social purposes; the basictechniques of ashlars masonry, vaulting, arches andcorbelling are utilised and experimented withsuccessfully to solve all constructional andarchitectural problems, and to find place and scopefor architectural expression in the form of elaboratemouldings, relief work and sculpture;5 - Due to the medium durability of the stone of whichit is built, Valletta now finds itself assailed byproblems which emanate from the chemicalcomposition of the stone itself and from the action ofrain and changes of temperature; modern transportfumes also add their share of deleterious action onthe stonework;6 - Valletta is almost synonymous with the Hospitallerand military Order of St. John which founded the cityin 1566 and developed and maintained it as itsheadquarters for nearly two and-a-half centuries;members of the Order were duty-bound to live andact according to the ideals of chivalry and Christianreligious beliefs which often in practice boiled down toharassment of lands and shipping of Moslem nationsin the Mediterranean and to the search for thepatronage of rich European powers to safeguard theOrder's revenue from their many properties on thecontinent, if not to increase it; the Order's rich andvaried history during its occupation of Malta andGozo is mirrored in Valletta‟s monumental buildingsand the outstanding cultural patrimony of works of artand historical records conserved therein. 6ICOMOS RecommendationInclusion as qualifying under criteria 1 and 6.1 - The city is pre-eminently an ideal creation of thelate Renaissance with its uniform urban plan, inspiredby neo-platonic principles, its fortified and bastionedwalls modelled around the natural site and thevoluntary implantation of great monuments in wellchosenlocations.6 - It is irrevocably affiliated with the history of themilitary and charitable order of St. John of Jerusalemwhich founded the city in 1566 and maintained itthroughout two and a half centuries. Valletta is, thus,associated with the history of one of the greatestmilitary and moral forces of modern Europe.Moreover, the state of preservation of its wellconstructedpatrimony serves to make Valletta anexample of historic conservation on a universal scale.6 Ibid.The Wider Significance – The HarbourFortificationsIn 1998 subsequent to the inscription of Valletta, theGovernment of Malta inscribed the Knights'Fortifications around the Harbours of Malta as aWorld Heritage Site. These are still on the TentativeList and are significant in gauging the importance ofValletta in the context of the Harbours and the militaryarchitectural value.The Knights‟ Harbour Fortifications;1 - Represent a masterpiece of human creativegenius;2 - Exhibit an important interchange of human values,over a span of time or within a cultural area of theworld, on developments in architecture or technology,monumental arts, town-planning or landscape design;3 - Is an outstanding example of a type of building,architectural or technological ensemble or landscapewhich illustrates (a) significant stage(s) in humanhistory.7Significance of the Harbour Fortificationsas part of the full ensemble of the urbanfortifications„Quoting the words of Prof. Quentin Hughes, "amonumental heritage... for sheer concentration andmajesty quite unmatched". The building of Vallettawas set in motion with the coming of the Knights ofthe Order of St. John to Malta in 1530. Althoughsome medieval fortifications already existed insidethe Grand Harbour, it was the Hospitaller Knightswho set out to establish the harbour as a fortifiednaval base. In 1800, the British inherited this vastcomplex of fortifications and continued to augmentand modify it as technology advanced and the rangeof attackers' guns increased. By the end of the 19thcentury considerable parts of the older bastionedenceinte had metamorphosed into heavy gunfortifications designed to counter the threat of theheavily armed and armoured ironclad warships.These fortifications are unique not only for their sheerscale and concentration (totalling some 25 Km inlength) but also because they document the7 The harbour fortifications of Malta: a) constitute inter-relatedelements within a large fortress system comprising all the harbourarea of which the fortress of Valletta was only the inner keep orcitadel b) represent important examples of gunpowder fortificationsdesigned by prominent European Engineers - Ferramolino,Laparelli, Floriani. Pagan Valperga, De Tigne etc. - with laterimportant additions made during the British period of the island'shistory c) document the development of military architecture acrossa span of 400 years. http://whc.unesco.org/en/tentativelists/982/(18 October 2009)

14development of the art and science of gunpowderfortifications through nearly four centuries of history.They range from the fronte bastionato of the 16thcentury, through the opere coronate all'olandese ofthe late 17th century, on to the French systemsestablished by Vauban and his followers in the 18thcentury, the emergence of the polygonal style and theinfluences of the writings of Montalambert, on to theimposition of iron-fronted defences and eventually tothe concrete emplacements of the Second WorldWar. Scattered around the whole span of the harbourfortifications are gun emplacements which range fromthe simple masonry cannoniere, armour-platedembrasures, masonry casemates, concrete pens,Brennan torpedo installations, boom defences,defence electric light positions etc. The nodal point ofthe harbour area, the City of Valletta, is alreadydesignated a World Heritage Site. However, Valletta,as a fortress, only forms the core part of the networkof the harbour fortifications - it was the keep, orcitadel, of these defences. The other harbourfortifications, although separate fortified entities, wereinter-related elements in a larger system - the outerworks, of the fortified city itself.‟8Statement of Significance –The Marsamxett Area and its’ EnvironsThe Marasmxett area plays a significant role in theearly history of the establishment of the City ofValletta. As a result of this, the Statement ofSignificance for the City of Valletta has contributedtowards the Statement for the Marsamxett area andis based upon the UNESCO State Party example forthe City of Valletta. By converging these twostatements together, the importance of these twolocations is further strengthened and united inimportance. The history and architecture of theMarsamxett area and the high level of residentialhousing, SMEs, ecclesiastical, cultural sites andsocial activities which occur contributes towards thelocations significance through the following:i) Due to the character of its civic, religious anddomestic architecture, the Marsamxett area is part ofa unique Baroque city which highlights the uniquecraftsmanship and aesthetic taste of this early periodwithin Maltese architecture and town planning.ii) From early after its foundation in 1566, theMarsamxett area contributed towards setting thepace in architectural and artistic developmentsthroughout the country until the first half of thiscentury;iii) The Marsamxett area is unique amongcontemporary European cities owing to the survivalup to the present day of the many monuments andbuildings which survived from this period throughvarious Military attacks, the most destructive beingthe WWII.Heritage@Risk AssessmentThe built fabric of the Marsamxett area and itscontext are in section, currently at „At Risk‟ as a resultof the current state of neglect. Therefore there hasbeen given a Risk Factor of Level 3. A full analysisusing ICOMOS parameters for heritage riskassessment indicated that the area is affected mainlyby Insufficient Conservation Standards, MaintenanceDeficiency and significantly damaged through Risksfrom Social and Collective Behaviour. The bombdamage and emergency restoration to the buildingsover the decades has compromised the HeritageValues of the site.RISK FACTORNOT AT RISK LEVEL 1VULNERABLE LEVEL 2AT RISK LEVEL 3GRAVE RISK LEVEL 4EXTREME RISK LEVEL 5The Marsamxett area is characteristic of Malteseurban cores especially those in the harbour areawhich are an agglomerate of large, medium and smallproperties with problems of adaptive-reuse andsustainable management. However considering theage of many of these buildings within this locationand the amount of bomb damage, the location hassurvived fairly well intact. However many buildingswithin Valletta suffer from fragmented ownership andlow rents through Government and private ownershipwhich have been effected by InsufficientConservation Standards, Maintenance Deficiency. Asa result of this, the area has been maintained in a faircondition with only some areas experiencing anoverall negative affect towards the fabric throughlargely incorrect methods of maintenance or lack ofmaintenance. The location has scored low in the risklevel because of the processes mentioned abovewhich are related to Maintenance Deficiency andRisks arising from Social and Collective Behaviour. 98 Extract from Tentative List Description,http://whc.unesco.org/en/tentativelists/982/ (18October 2009)9http://www.international.icomos.org/risk/2001/malt2001.htm (1 April 2011)

15SECTION III –CHARACTER APPRAISALstationed in the harbour and the City. The area in thepre-war days had the bakery on Old Bakery Streetand the slaughter house or abattoir which providedprovisions for the regiments in the area. The areawas also highly residential. From inception theValletta grid-iron plan followed the lay of the landwhere the central and upper part of Valletta(collachio) was reserved mainly for the administrationand quarters of the Order of St. John whereas theresidential areas were in the lower part of Vallettaaround the main accesses (Marsamxett Gate andVictoria Gate). These were densely populated evenduring the British period (1800-1964).Social and economic backgroundCnr of St. Dominic and Melita StreetCurrent and past land useThe land use plan for Valletta hasbeen compiled as part of the VallettaLocal Plan in the Grand HarbourLocal Plan approved in August 2006and has undergone two successivereviews in 2007 and in 2009.The land-use plan for Valletta identifies the areadelineated for the Action Plan as predominantlyresidential (GV01) with a zone earmarked as aHousing Improvement Action Area (GV03). The areahas only two identified squares which are areas ofopen space within the city fabric and the open area(GH03, 06) is only at the fringes over the fortificationson the girdle road. The Local Action plan area isclasped between the primary town centre (GV19,GD06) which is secondary retail frontage and theDevelopment Brief Area for St. Elmo (GV26, GV29).The foreshore and waterfront which is adjacent to theManderaggio and contiguous to the Jews Sally Port istargeted for Maritime related uses (GC03, GC04).To an extent this area of Valletta has beentransformed with the urbanization of the Island thedevelopment of the Inner Harbour area in thenineteenth and twentieth century. The area has beentransformed from a services related bustling quarterwhere the flanks of Valletta were the life line of theCity to predominantly social-housing. TheMarsamxett area, the Manderaggio and the Bavieraarea catered for the British Military and NavyThe City of Valletta has a population of 7,137 andcovers an area of an area of 0.84 square kilometres.Despite a steady suburbanization of the population,Valletta remains the cultural, administrative andcommercial centre of the Maltese Islands. Theparliament is located in Valletta. Valletta‟s economyrelies on tourism, the city has been designated aUNESCO World Heritage Site, and trade. Thedockyards operating in the Grand Harbour in Valletta,the Island‟s chief harbour, play an important role.The area identified for the Action Plan may be dividedinto two main Parishes; St. Augustine‟s with apopulation of 1,660 (families 650) and St. Domenic‟sParish with a population of 3,000 (Families: 900).The increase in commercial activity and the presenceof several offices, both public and private, in thecapital, lead to an increase in daytime population.The heritage value of the city and the number ofmuseums in Valletta is an attracting pole to aconsiderable number of tourists throughout the yearwhich has increased through the development of theCruise-Liner industry. Such influx, opposed to thenight time population, and the lack of eveningactivities in the city, reduces the capital to a ghost cityduring the evening. Another problem caused by theconsiderably high daytime population is the decay inenvironment. The untidiness of the streets in the citycentre is but one aspect which is causingenvironmental decay.Valletta has gone through a steady decline inpopulation and was like all the maritime cities in theharbour area subject to migration either to the innerharbour area outside the fortifications or to the townsand villages. The reasons for this mass migration anddecline comes as a result of various crises andelements. Valletta‟s colonial dimension created aseries of fluctuations with a population explosion anda subsequent decline. Valletta was a thriving citybased on an Imperial economy which oscillated

171571, Grand Master Fra Pietro del Monte moved theheadquarters of the Order from Il Borgo to the newcity (Hughes 1969). The last areas to be developed inthe new city were il Mandraggio, and the area of theGhetto Valley (the area now bounded by MarsamxettRoad, St. Sebastian Road, Old Bakery Street and St.Christopher Street).The development of the Mandraggio was delayedbecause the stone for the construction of the city wascut from this area, with the main objective of forminga sheltered basin within the fortifications, for theberthing of the Order's navy. This plan wassubsequently abandoned, and the area wasdeveloped, and occupied by poor citizens. The urbanpattern of this area did not follow the rigid grid-ironplan of the rest of the city, but was very similar to theinorganic medieval pattern of narrow and serpentinestreets found in most of the local villages. The otherarea, the Ghetto Valley area, is one of the lowestparts of the city, and the closest to sea level. Thearea was also originally the site of a lime kiln, andtherefore was considered to be an industrial area. 10ArcipierkuThere have not been significant references to theplace name. Sir Temi Zammit in his book „Valletta –An Historical Sketch‟ refers to a possible connectionto the word „Archipelago‟. He states that „StradaPozzi, behind the old military Hospital is popularlyknown as „L-Arcipierku‟ probably on account of themany lanes which break up the place into numerousislands of small houses.Although this may sound similar in sound as a wordmany Maltese terms have interchangeable plosivesas in the case of „p‟ and „b‟. The provenance may beLatin-Greek referring to the „borgo‟ or pyrgos as in theplace name Birgu. The place name arco-borgo orarchi-borgo is commonly found in Italian towns andcities referring to an area usually in proximity to aGate or Sally port or an architectural feature as in thecase of a number of arches or arcading. This couldbe a more plausible contextual reference indicatingthe „borgo‟ beyond the Fort „St. Elmo‟ andconnectivity to the gates on the fortification. Otherrelated place-names indicate other important10 A Regeneration Strategy for Valletta - Il-BiccerijaA Case Study - ENTRUST was a research projectsupported by the European Commission under theFifth Framework RTD Programme and contributing tothe implementation of the Key Action 4; “City ofTomorrow and Cultural Heritage" within the Energy,Environment and Sustainable Development thematicprogramme Contract n°: EVK4-CT-2001-20007geographical and topographical aspects namely „Fuqil-Ghajn‟ referring to a spring/water source and „fejnhalla il-karkura ix-xitan‟. The latter phrase refers tovery distant and unreachable areas. 11Il-Bavira (Baviera) and Il-BiccerijaThe area around the Auberge de Bavier is knownpopularly as il-Bavira. Built in 1629 as a private housein St Sebastian Street, it was subsequentlypurchased for the newly instituted Anglo-Bavarianlangue in 1784. It has served as an army officers'mess, a school and a ministry. The area around theAuberge is delineated by Bakery Street, ArchbishopStreet, Marsamxett Road, St. Sebastian Road andincludes the coastal area under the English CurtainWall and St Sebastian Bastion. The area is popularlyknown as il-Bavjiera, since the Auberge of the Anglo-Bavarian Langue is found in the area.Adjacent to il-Baviera is the area known as il-Biccerija(la boucherie), since the slaughter-house of Vallettawas built in this area. It seems from studying localmaps and old plans that the bvcceria was first locatedunder Marsamxett Gate where the Paralatorio waslater established. This area has a direct link to thecoast, through what is known as the Jews Sally Portand to the exposed inlet known as il-Fossa or St.Elmo's Bay.Dui Balli Deux BallesThe place name is related to a French Street namewhich must have been given during the Frenchoccupation. It is not certain whether the Street namerefers to an architectural and military element as inthe case of Portes Des Bombes or a linguisticreference. This area merges with Il-Baviera anddistinct boundaries are sometimes hard to establishor delineate.Il-CamarataLutheranism in Germany, the Reformation in Englandand France and the arrival of the Jesuits in Malta allcontributed to the erection of the Camerata. TheJesuits built a house in 1592 for private spiritualretreats for the knights near the hospital at the end ofValletta. It was subsequently enlarged and had roomsholding the hospital linen. The British tore it down andbuilt a massive block of housing to be used asmarried quarters. This essentially was the first socialhousing development through a design competition inthe Maltese Islands. It was built on Victorianprinciples and responded to new laws on sanitation11 Dr Malcolm Borg, A study on the origin of placenames in Valletta (2001), unpublished.

18and had tap water installed a novelty in nineteenthcentury Victorian buildings.Il-Fossa - Jews Sally PortIn Mdina, Birgu (Vittoriosa) and Valletta one can stillfinds a reference to the Jews‟ stay in our islands. AtMdina one finds the place where the "Jewish SilkMarket" was and there is a Jews‟ Gate and Jews sallyport in the three cities. At Birgu one can also find"Jewry Street", whilst at Zejtun there is "Jewry‟ssquare". In Valletta there is to this day a place knownas "Jews Sally port" very near to where the JewishSlave prison was to be found. In Valletta the areaaround the Biccerija or Baviera is referred to theJews‟ quarters and the Jews Sally Port indicating ahigh presence of the Jewish population who typicallyinhabited the area outside the collachio and the sallyport areas.Place Names and Street Names within theMarsamxett areaThe strategic position of Mount Sceberras, on thepromontory protected by the sheltered waters of theGrand Harbour on one side and Marsamxett Harbouron the other, did not escape the notice of the Order ofSt John when it took up residence on the MalteseIslands in 1530 and a project to build a city thereonwas considered shortly after. However, it was notuntil the end of the Great Siege of 1566 that the planwas put into effect and the foundation stone laid byGrandmaster Jean de la Valette on 28 March 1968.The city was built in the form of a grid and the namesgiven to the streets lasted to 1798 when the Orderwas expelled by Napoleon Bonaparte. During thebrief French occupation, new revolutionary nameswere assigned but, following the uprising by theMaltese and the subsequent absorption of Malta intothe British Empire, the names were changed oncemore and survive to this day with the exception of ahandful. Some were renamed in the 1970s afterMalta achieved independence.The Italian version of the names persisted evenduring the British period and it was not until the rise offascism in Italy, followed by World War II, that theywere officially discontinued. Through studying thenames of West, St. Christopher and Bounty Street,we gain an understanding from which period theseStreets were originally constructed and thereforenamed. 12The development of West Street dates from theOrder of St. John period where it was firstly known asStrada San Michele. During the French Occupation itwas then changed to Rue des Moulins au Vent.During the British Period it was known both in Italianas Strada Ponente and then in English as WestStreet. In Maltese West Street was known as Triq il-Punent. Today it is still known in its Maltese form andin English as West StreetThe development of St. Christopher street dates fromThe Order of St. John. Its earliest known name wasStrada Fontana then during Malta‟s Frenchoccupation the street was known as Rue des Droitsde l'Homme. During the British Period it was knownboth as Strada San Cristoforo and St ChristopherStreet. In Maltese St. Christopher Street was knownas Triq San Kristofru. Today it is still known in itsMaltese form and in English as St ChristopherStreet4.When comparing early maps of Valletta it appearsthat Bounty Street was not constructed at the sameperiod as the previous two streets but rather at a laterdate. Therefore Bounty Street does not date from theOrder of Knights but rather from the early BritishPeriod. Originally known in Italian as StradaSoccorso, Bounty was then named in Maltese as Triql-Għajnuna and then finally known in English asBounty Street.The Italian version of the names persisted evenduring the British period and it was not until the rise offascism in Italy, followed by World War II, that theywere officially discontinued. Through studying thenames of Old Bakery, St. Mark, St. John‟s Street andOld Mint Street, we gain an understanding from whichperiod these Streets were originally constructed andtherefore named. 13The development of Old Bakery Street dates from theOrder of St. John period where it was firstly known asStrada San Gio Battista. During the FrenchOccupation it was then changed to Rue des Fours.9During the British Period it was known both in Italianas Strada Forni and then in English as Old BakeryStreet. In Maltese, West Street was known as Triq l-Ifran. Today it is still known in its Maltese form and inEnglish as Old Bakery Street.The development of this street dates from The Orderof St. John and was named as Strada San12 John Cilia La Corte, The Evolution of Valletta‟sStreet Names, 2008http://cilialacorte.com/Valletta%20Street%20Names.htm13 John Cilia La Corte, The Evolution of Valletta‟sStreet Names, 2008http://cilialacorte.com/Valletta%20Street%20Names.htm

19Sebastiano then during Malta‟s French occupationthe street was known as Rue de la Monnaie. Duringthe British Period it was known both in Italian andEnglish as Strada Zecca and Mint Street. In Malteseit is known as Triq iż-Żekka. Today it is still known inits Maltese form and in English as Old Mint Street4.The development of St. Mark Street dates from theBritish Period when it was firstly known in Italian asStrada San Marco. During the British Period it wasknown in English as St Mark Street. In Maltese TriqSan Marku. Today it is still known in its Maltese formand in English as St. Mark Street.There are currently 241 assets or propertiesregistered on the Valletta locality. These arepredominantly architecture.Archaeology1%AHLV0%Architecture& Engineering99%The development dates from The Order of St. John.Its earliest known name was Strada del Monte thenduring Malta‟s French occupation the street wasknown as Rue du Peuple. During the British Period itwas known both in Italian and English as Strada SanGiovanni and St John Street. In Maltese it is knownas Triq San Ġwann Today it is still known in itsMaltese form and in English as San Gwann Street.Through comparing early maps of Valletta it appearsthat St. Marks Street was not constructed at the sameperiod as the previous three streets but rather at alater date. Therefore St. Mark Street does not datefrom the Order of Knights but probably from theGeorgian early British Period.Statutory and non-statutorydesignationsArchitecture & Engineering Archaeology AHLVClass A, 1,0%Grade 2,79, 35%Class B, 1,0%Grade 1,147, 65%Grade 1 Grade 2 Class A Class BUrban Conservation area designationListing and SchedulingThrough Chapter 15 of the Structure Plan of theMaltese Islands and as per Section 46 of theDevelopment and Planning Act identifies levels ofheritage assets of significance are identified andassigned a level of protection. Once a property isassessed and considered to contain heritagesignificance it is then ranked according to the degreeof protection. These properties published on theGovernment Gazzette are referred to as scheduledproperty. In terms of planning the degree ofprotection provides guidance regarding whatdevelopment is considered and not consideredacceptable.14 These are also included in the MaltaScheduled Property registrar. Together with Mdina,Valletta is a City with a considerable number ofcultural heritage assets scheduled and protected.The Urban Conservation Area of Valletta wasdesignated through Government Notice 307 of 1995with and Floriana, Mdina, Cittadella (Gozo) ascontemplated in the Structure Plan for the MalteseIslands and referred to as priority areas. The UCA isnot simply a heritage conservation designation but istightly connected to planning including issuesconnected to redesign of the fabric and spaces whichhave to take into account the historical setting. Thisdoes not mean that projects of redesign havenecessarily to be a copy of the baroque architectureof the past, but the Urban Conservation Area andWorld Heritage City status of Valletta must berespected. Any redesign also has to take intoaccount the adjacent schemes which include theOpera House Site, the Arts Centre Project, especiallyin terms of vehicular and pedestrian access, andparking. 15Local Plan14 http://www.mepa.org.mt/heritage-generalinfo#types_and_categories(18 October 2009)Valletta‟s Local Plan has been compiled as part of theGrand Harbour Local Plan. The GHLP stipulates15 Public Consultation Draft August 2009, pg 5.

20general policies for the area and specific policies andland-use framework specifically for the City. TheGrand Harbour Local Plan is one of seven for theMaltese Islands. Local Plans set a framework to basedecisions on land use and development over the nextten years. Decisions on the use and development ofland clearly affect all members of the communityincluding residents, businesses and visitors. Themain purpose of the plan is to provide a land usestrategy that balances environmental, economic andsocial issues.The Plan includes protective policies to safeguard thearea‟s remaining open spaces and historic buildingsbut also highlights opportunities for development. Theplan will be implemented by both Government andthe Private Sector. The local plan was approved bythe Planning Authority board on 12th July 2006 andendorsed by the Minister for Rural Affairs and theEnvironment on 3rd August 2006. 16Following the General Policies set out in the GrandHarbour Local Plan it must be noted that according toGH01 the following applies;However under this regime the Local Plan calls for areinforcement of Valletta‟s commercial potentialthrough the regeneration of its buildings (1.14).The Local Plan also specifically refers to the adaptivere-use of buildings as Offices and refers directly tothe need by Corporate Companies to invest in thearea (1.20);The area is earmarked as a Residential Zone andHousing Improvement Action Areas. Although someareas will be adaptively re-used an effort is beingmade to address the land-use areas and work withinthe lines of the Local Plan designation. The interest ofnew property owners to extend the residentialnumbers and catalyse living in Valletta in designatedareas through restoration and rehabilitation ofauthentic fabric should be commended.In the light of specific Sections of the GHLP thesuggested interventions have followed closely theguidance set in „Development Control in UrbanConservation Areas‟ published by MEPA in 1995. Italso refers to the document „Conservation Philosophyand a new approach to Conservation Issues‟published by MEPA in 1998 which looks into theimplications of sustainable conservation and theadaptive re-use of critical and constant assets.More specifically the GHLP refers to Valletta‟spotential as an Urban Conservation Area and itsWorld Heritage Status encouraging „good design‟.According to MEPA the strategy adopted seeks toestablish an improved attitude towards CulturalHeritage. This implies a better understanding of, andan improved respect for, issues of historicalimportance, whether relating to an individual object, abuilding or a line of fortifications. The approach andemphasis is on conservation rather than preservationonly; and on reuse for compatible reasons rather thanfor no use at all or for illegal and/ or uncomplimentaryuses. Therefore the Policies try to achieve a sense ofbalance between the need to safeguard Heritagethrough adaptively reusing it and the need to protectit from incompatible uses. The Action Plan will thusbe applying criteria set for Grade 1/Grade 2 buildingsas prescribed in Policy UCO7. The Planning Authorityacknowledges the important role of structuresconsidered as national monuments, in the social andhistorical spheres of the Local Plan area. Nodevelopment which adversely affects suchmonuments will therefore be allowed in their vicinity,or where it will reduce or compete with importance ofthe monuments of the Plan area.16 http://www.mepa.org.mt/ghlp-docs

21MEPA policy goes beyond the purpose of re-use andadaptive use. It is realized that restoration work isvery expensive to carry out and the responsibleorganizations should embark on a funding plan ratherthan carry out works on an adhoc basis. For thisreason also, MEPA must ensure that the techniquesused restoration are the best ones, and that thequality of restoration will not be affected by the lack offunding. If not done professionally and in the correctmanner, restoration techniques can themselves be athreat to the monuments that they are trying toprotect. It is imperative that this scenario does notoccur. It is also important to emphasize that anypreservation work carried out on a listed buildingneeds development approval according to Section 46(iv) of the Development Planning Act 1992. This willalso apply to those structures with a potential forlisting.comply with Part II and Part III of the same thisproject has been devised to apply 'good practice' anddirect the adaptive reuse of this Cultural Heritageresource. In accordance with the principles andobjectives of integrated conservation, the Action Plan;1.Sustains the integration of conservation andmanagement practices with respect to CulturalHeritage at all levels through private-publicpartnership.2.Ensures that this initiative takes into accountpolicies of social inclusion through education andpublic awareness.3.Ensures that existing local communities benefitdirectly from the project by creating a better quality oflife through environmental upgrade andembellishment.Development Planning Act, Cap. 356 Section 46 4.Directs financial development by encouraging theowners of this asset to maintain, conserve, protectThis Act gives MEPA the authority to inventorize and and make good use of such property.schedule assets falling under the various categories.Apart from the main section the legislation alsoformulates Emergency Conservation Orders issued tosafeguard assets in eminent danger of beingdestroyed or jeopardized. Scheduling is adiscretionary national list which includes properties,sites and assets which are published in theGovernment Gazette as per Section 46 of theDevelopment Planning Act. Section 46 describesscheduling as "a list of areas, buildings, structuresand remains of geological, palaentological,archaeological, Architectural, historical, antiquarian orartistic importance, as well as areas of naturalbeauty, ecological or scientific value". The list ofscheduled property may be revised and the Authoritymay issue "conservation orders" to regulate theirconservation. To fit within these parameters HeritageEnterprise has devised the CMP to act as aConservation Order geared to conserve the site. Theplanned re-development falls within the conservationpolicy parameters and is geared to develop as aconservation project with a Maintenance Planfollowing international conservation criteria. Theproperty of St. Augustine Church and Convent hasbeen included in the Scheduling register for Valletta.Cultural Heritage Act, Cap 445The Cultural Heritage Act, Cap 445 is administeredby the Superintendent of Cultural Heritage. Althoughthe Act falls beyond the responsibility of MEPA, itdoes give the Superintendent, powers to request abuilding to be scheduled which it deems fit. The SCHhowever is an advisor and consulting body togetherwith MEPA and regulates restoration interventions inlisted buildings. For the purpose of this Act, and to

22SECTION IV -PLANNING FOR ACTIONThe main aim of this Action Plan isnot to drift away from main streamplanning but to create newregeneration planning initiatives withinan existing planning context.The Action Plan will harness the knowledge basefrom existing reports and studies. This Action Plan isbased on an integrated and holistic approach whichbuilds upon valid existing policy and planningframeworks which have been studied and reviewedsuccessively by local stakeholders. Therefore theAction Plan will not only tie in Government prioritiesand solely on Operational Programme Axis but isidentifying a series of planning and policy systemswhich are legislatively set to direct urbandevelopment.The Structure PlanThe Structure Plan which was drawn up in 1990provides strategic guidance on land use in theMaltese Islands. It was compiled as a Governmentinitiative through the newly instilled Planninglegislation „to encourage further social and economicdevelopment of the Maltese Islands and to ensure asfar as possible that sufficient land and supportinfrastructure are available to accommodate it.‟ TheStructure Plan is directed „to use land and buildingsefficiently and consequently to channel urbandevelopment activity into existing built up areasparticularly through rehabilitation and upgrading ofurban areas thus constraining further inroads intoundeveloped land. 17 The Structure Plan is alsotargeting the improvement of the quality of all aspectsof the environment. In this case reference is beingdirected specifically at the Structure Plan Policy.The Local PlanMaltese context have been integrated into regionsone of which is the Grand Harbour Local Plan whichencapsulates Valletta and neighbouring Councilareas. The legislative standing of the Local Plan ispivotal and all development applications must beassessed in the light of the respective policyapplicable to the site in question, and not in relationto other commitments (use or height) in the vicinity,unless this is allowed in the specific policy in theLocal Plan itself or in another policy document inforce. 18Development BriefsA series of Development Briefs and Action Planswere compiled by MEPA to address specific areas orsites in the Maltese Islands. With regards to theAction Plan of particular relevance is the Fort St.Elmo & Environs Development Brief, March 1997which directs possible redevelopment of the Fort andits environs. The Action Plan area is adjacent andpartly overlapping and therefore there will beparticular objectives which are considered aspossible options in revisiting or refocusing onregeneration opportunities in the area. There were noAction Plans developed to address this particulararea of Valletta or Valletta itself but reference hasbeen made to the Crown Works/Hornworks ActionPlan (July 2001) because it has direct pertinence toValletta especially with regards to new modes oftransport and modal split.A Vision for Marsamxett HarbourThe Government, during December 2007 formallyannounced the regeneration of the historic Fort St.Elmo site along with other projects in the MarsamxettHarbour. An ambitious target has been set to deliverurban renewal projects within this historic butimportant central port within the Maltese islands by2015. The document targets under-utilised space tostimulate new levels of investment to turn the harbourinto one that is functional all year round. Through thedocument the Government has committed itself toreopen parts of the Valletta historic landscape andplan a continuous heritage walk. 19The Local Plan is prepared by the Malta Environmentand Planning District for the various localities in theMaltese Islands. These plans in the17 Structure Plan for the Maltese Islands - Draft Final WrittenStatement and Key Diagram (December 1990) full writtenstatement, http://www.mepa.org.mt/lpg-structureplan, (17 October2009)18 Local Plans Interpretation document, December 2007,http://www.mepa.org.mt/LpDocumentDetails?syskey= 671 (17October 2009)19 https://mitc.gov.mt/page.aspx?pageid=199&printonly=true (17October 2009)

23Valletta Urban ConservationAreaThe Urban Conservation Areas (UCAs) are importantareas within Maltese cities, towns and villages. Theseareas represent the identity of the various localities.However, over the years these areas haveexperienced various changes as a result of a numberof interventions which in various instances havetransformed the character of the UCAs. UCA StreetCategorization Exercise is to establish a streetscapeclassification hierarchy within Urban ConservationAreas in the localities falling within the South MaltaLocal Plan, Marsaxlokk Bay Local Plan, Central MaltaLocal Plan and North West Local Plan. The VallettaUCA was established in 1994 (3039/94) together withFloriana and the Three Cities which were set as apriority as part of the Structure Plan. There has beenno Street Categorization for Valletta but the valuewith the landmark buildings and visual connectivity inthese streets will definitely put most of Valletta in theCategory A scale.World Heritage Site ManagementGuidelinesReference is being made to overarching regulatory orinternational frameworks which guide World HeritageSites. According to paragraph 97 of the OperationalGuidelines for the implementation of the WorldHeritage Convention (2005), “All properties inscribedon the World Heritage List must have adequate longtermlegislative, regulatory, institutional and/ortraditional protection and management to ensure theirsafeguarding”. In the Draft Resolution WHC-07/16.GA/12 „Protection and Management plans,conservation tools and promotion of World Heritageproperties‟ reference is made to the OperationalGuidelines which in paragraph 108 state: „eachproperty should have an appropriate managementplan or other documented management system whichshould specify how the outstanding universal value ofa property should be preserved, preferably throughparticipatory means.” The Operational Guidelinesprovide also general guidelines in terms of protectionand management. As stated in paragraph 96,“Protection and management of World Heritageproperties should ensure that the OutstandingUniversal Value, the conditions of integrity and/orauthenticity at the itemof inscription are maintained or enhanced in thefuture”. 20The references above to local planning regimes forthe area have been made because OperationalGuidelines (paragraph 110) recognize that“Management systems may vary according todifferent cultural perspectives, the resourcesavailable and other factors. They may incorporatetraditional practices, existing urban and regionalplanning instruments and other planning controlmechanisms both formal and informal”. 21EU Directives and ChartersThe EU Strategy 2020 also sets out targets andobjectives for Cities this has been further emphasisedthrough the launching of the Leipzig Charter onSustainable European Cities which has an objectiveof protecting, strengthening and further developingEuropean cities and is targeting strong support for theEU Sustainable Development Strategy. Valletta likeother European cities has unique cultural andarchitectural qualities, strong forces of socialinclusion and exceptional possibilities for economicdevelopment. It is also a centres of knowledge andsources of growth and innovation. Therecommendations which have been also used as aplatform for this action plan includes; (a) theimplementation of integrated policy, (b)the creation ofhigh-quality urban spaces and (c) modernizing ofinfrastructure and energy efficiencyPreparation of the Action PlanThe preparation of the Action Plan has beenoverseen by the Valletta Local Council and the LocalSupport Group a network of key stakeholders of localand national organisations with managementresponsibilities, and representatives from varioussectors of the City. The Local Support Group hasdeveloped ideas and objectives which assisted incompilation and development of the Action Plan bythe Co-ordinator and Consultants. Consultationsensued with specific stakeholders and the generalpublic. The stakeholders are a large group ofinterested local individuals and organisations fromdifferent sectors of the City including residents,business, planning, heritage, tourism and education.21 https://whc.unesco.org/document/9346 (18 October2009)20 https://whc.unesco.org/document/9346 (18 October2009)

25SECTION V -MANAGEMENT ISSUESAND OBJECTIVESSustainable urban conservationhas a pan-European dimension. A furtherdevelopment which occurred because of theintroduction of this element is an integration of tools.On a legislative and administrative level EuropeanStates are asked to cooperate not only in the statebut also on an interstate level. The latest surveycommissioned by the Council of Europe on Heritagesystems in Europe calls for more networking andcooperation between the various departments andentities.Instilling “best practice” in sustainableconservation calls for a regenerationprocess driven by aesthetics andethics. The high level status ofValletta as a World Heritage Cityinstigates benchmarking inconservation practice of Internationalstandards.The application of International Conventions andCharters is only one of the many process which maylead to „best practice‟. The evolution or developmentof conservation professionals, the diversifying of thebuilding industry to include conservation works andthe development of related skills and vocations are allvital.The success of plans for Valletta depends on theeffort that brings together the various bodies,organizations and institutions directly involved in themanagement of the City‟s resources. The mainentities concerned here include; The Valletta LocalCouncil, The Valletta Rehabilitation Committee, ThePlanning Authority, Works Division and RestorationUnit, Lands Department, Housing Authority, TheMalta Tourism Authority and Heritage Malta. It is,therefore, proposed that a database holdinginformation relating to Valletta should be created andupdated by regular monitoring of the condition anduse. This database will be shared by all entitiesmentioned to monitor all types of activities in Valletta,including commercial activities in order to assess thevarious effects these are having on the character ofthe City and its residents.The Council of Europe Committee of Ministersmeeting in March 1998 signed a recommendation on"Measures to promote the Integrated Conservation ofHistoric Complexes". From then on integratedconservation became the tool to approachGovernment Gazzette Notice 235/95 and GazzetteNotice 133/2001. With this document, importantmoveable and immovable historic heritage was putinto a context and the assets considered as acomplex. This idea of complex heritage systems alsoImproving Accessibility andMobilityAn efficient City is only possible through wellorganizedand safe transit. Developing a system callsfor (a) inducing modal split, (b) implementing a greentransport regime (c) create alternative transportmodes and (d) make the fabric and urban fabricpermeable permitting safe pedestrian transit. Thiscombination is an essential element for SustainableDevelopment. In this regard, an integrated transportstrategy encompassing sustainable mobility isrequired which takes into consideration efficiency intransporting people, protection of the environment,promotion of public health and safety and socialinclusion are cardinal elements in a TOD project.Currently the Ministry for Infrastructure, Transportand Communication is coordinating a series ofconcession based partnership regeneration projectsextending along the Marsamxett Waterfront aimed atrestoration, rehabilitation and development of majorheritage assets in mixed-use facilities. These arebased on a long-term management plan and will seethe regeneration of the whole of the waterfront andreconnection and embellishment of the promenadeinto a main social venue and space. The VallettaLocal Council has targeted main nodes along theMarsamxett fabric to extend the effects ofregeneration from the maritime area to the core of thefortified City. The regeneration includes 3 main nodesand the components.Sustainable CommunitiesSocial sustainability requires intra-generational andintergenerational equity, which in turn calls forrecognition and acceptance of differences betweensocial groups and generations. The resolution of suchdifferences through policies and actions which areaimed at reducing poverty and dismantling socialinequalities will assist the most disadvantagedgroups.

26Social sustainability also requires humandevelopment and empowerment, with education,health and social security playing a central role toimprove human capacities. It also calls for socialintegration and cohesion, involving social support,safety and mutual understanding, and thedevelopment of networks and social norms thatpermit the effective functioning of society.principle of Baukultur as promoted through theLeipzig Charter. The built environment has a directimpact on the quality of life of every citizen and theenhancement of design will directly affect the “raisond‟etre” of the community.Energy EfficiencyThe geography, morphology and history of the localityhave determined the shape of Valletta‟s Marsamxettquarters and the fortified enclaves which detachValletta in separate zones. The peninsular formationwith a converging valley system has segregated orfragmented communities particularly in Valletta wherethe high gradient of the terrain and density of fabrichas not permitted interlocking space. Sixneighbourhoods have been identified which havebeen segregated because of the nature of the urbansprawl, building typology or geography and traumasas in the case of the WWII.The main objectives have been geared specifically atthe integration or development of Marsamxett‟sneighbourhoods without compromising the historicalor socio-cultural characteristics of the area. Festarivalry, voluntary groups and the regatta haveconsolidated the character of the Valletta area andany intervention in the texture of the zones namedhas to consider as soft approaches.Social inclusion and subsidiarityIn developing the concept and strategy ofdecentralisation and transfer of competencies tolower level of governance (first local government,condominium), the principle of subsidiarityrepresented important part of the justification ofreform in administering and governing the City.Social inclusion and subsidiarity are vital in deliveringaction plans with a social base. The Action Plan willseek the input of the smallest entity and cover theneeds of all individuals especially those effected byunemployment. Social Inclusion Partnerships will bethe vehicle to create better accessibility within thesocial texture of the Valletta area.Good DesignThe community heart is also established anddeveloped through the creation of a sense of placeand a sense of space. The points of reference in theurban fabric are created through „good design‟. It isthe intention in this Action Plan to adhere to theThe production of energy from fossil fuels is the mostobvious source of environmental pressure because ofthe combustion processes involved. Indeed, thissector contributes to about 63 per cent of Malta‟sGHG emissions. In this respect, energy efficiency canhave a significant impact on the demand for energyand so, it can reduce the country‟s fuel bill and therelease of carbon into the environment.Energy efficiency is a crucial component inregeneration and planning for a more eco-friendlysociety. Climate change is currently topical indesigning urban development for the future. It iscrucial that the strategic actions in this document fullyadhere to European Policies tackling climate changeand follow the Green Paper on Urban Transport.More specific measures have to be taken in therestoration, redevelopment and adaptive re-use of theheritage assets and the environment. A policy gearedat energy saving devices, the use of renewableenergy sources and application of new technologiesis fundamental in the physical and social regenerationof the City.

Percent27 SECTION VILOCAL PERCEPTIONS ANDASPIRATIONSIn 2009 as part of the development ofthis Action Plan, Heritage EnterpriseLtd. together with Knowledge Minerscreated a questionnaire to understandbetter the perceptions and aspirationsof Valletta citizens in the action planarea. This questionnaire was carriedover a period of two weeks and wasaimed at a cohort of 200 from thevarious neighbourhoods.with the local feast days a total of 90 were not. Mostwere not directly involved with the preparation of thefeasts or were active in the church festa organisationgroups.Out of the 187 responding to the survey, 138interviewees felt pride in contributing to theneighbourhood and 175 were proud to live within thearea or neighbourhoods. Over 148 intervieweesaspire to see more activities and would like to seemore cultural events held within their location. Theseaccording to those interviewed should be aimed atfamilies and the younger generation. Over 173 feltthat cultural activities made their community feelcloser. Many were aware of the increase of touristswithin the locality and 173 interviewees were happyto have more people visit these locations and 169interviewees knew that Valletta was a WHC and wereproud of it! 22Q25a. Which activitiesThe survey was designed to assess identity and thesense of belonging of Valletta citizens within the area.The questions were directed at understanding thelevel of participation of citizens to local festas, eventsand activities. The interviewees were also askedabout the value of their locality, whether they feltproud of their neighbourhood as a World HeritageSite and what they aspire to see their localitydeveloping in the future.2015105Out of a total of 187 interviews only 98 were born inValletta the other 88 which were interviewed camefrom other locations outside of Valletta. The largestage bracket interviewed was 60 to 74 years of ageand therefore first generation citizens. Out of 187interviews 133 interviewees rented their premisesonly 44 out of this number owned their property.There were residents who had connections to Vallettaeither through their grandparents (100 intervieweesstated that their grandparents lived in Valletta) orothers married their spouse from Valletta (81 out of187).All those interviewed lived within the areasearmarked for this Action Plan and were marriedwithin the Parish areas. Most of those interviewedhad between 1 to 4 children who lived within Vallettaand 26 of the same lived within the same house astheir parents. Eighty out of those interviewedattended and were attracted to local cultural activitiesand events when they were younger the rest did not.Most of those interviewed were active within theParishes of St. Augustine‟s Church or St. Dominic‟sChurch. Only 88 interviewees were directly involved0all types ofactivitiesand morefrequentchildren'sactivitiesdrama andmusic as inthe oldtimesexhibitions,night toursfor increase inadolescents, number andsports, and frequencyplay areasfor childrenmotor bikeshows, dogshows, artshowsQ25a. Which activitiesNotteBiancaPiazzaactivitiesGraph Q 25a: Over 173 felt that cultural activitiesmade their community feel closer.22 Please refer to Annex I for Graphs related tocohort.there'senoughwinefestivals, artexhibitions

28SECTION VII-PROGRAMME FOR ACTIONThrough the Hero partnership the Cityof Valletta is targeting the followinggoals; A) Further develop andexchange experiences in the Citymanagement and administration, B)Further the concept of WHC whichhas not been tackled with thenecessary political and administrativeclout or governance, C) Analysetogether the possibilities of relaunchingthe City core even with theuse of World Heritage SiteManagement Guidelines, D) Taptogether possible funds also atUNESCO level to develop coherentstrategies, E) Address the pressingproblems in the cores as in the caseof social inclusion and regeneration inneighbourhoods for a moresustainable community and ultimatelylong term sustainability.A sustainable development and sustainableconservation policy could enhance the liveability ofthe city centre. The balance to harmonise sustainableconservation, redevelopment and regeneration in linewith the conservation of historic fabric depends onthe integration of heritage and redevelopmentplanning. Sustainable development is also highlydependable on a living and thriving community whichmay be achieved through an integrated policy whichtargets the sustainable conservation of the historiclandscape.The Programme for Action has identified through theLocal Support Group and the various stakeholdersfour (4) strategic nodes and three (3) main strategiccomponents in delivering a sustainable Action Planwith short, medium and long term objectives.SC1 Sustaining the Transit OrientedDevelopment Strategy for BetterAccessibility and MobilityAn efficient City is only possible through wellorganizedand safe transit. Developing a system callsfor (a) inducing modal split, (b) implementing a greentransport regime (c) create alternative transportmodes and (d) make the fabric and urban fabricpermeable permitting safe pedestrian transit. Thiscombination is an essential element for SustainableDevelopment. In this regard, an integrated transportstrategy encompassing sustainable mobility isrequired which takes into consideration efficiency intransporting people, protection of the environment,promotion of public health and safety and socialinclusion are cardinal elements in a TOD project.The Government is coordinating a series ofconcession based partnership regeneration projectsextending along the Valletta waterfront (St. Elmo andMarsamxett) aimed at restoration, rehabilitation anddevelopment of major heritage assets in mixed-usefacilities. These are based on a long-termmanagement plan and will see the regeneration ofthe whole of the waterfront and reconnection andembellishment of the promenade into a main socialvenue and space. The Valletta Local Council hastargeted main nodes along Marsamxett for upgradesto extend the effects of regeneration from themaritime area to the core of the City.Other important and significant developments includevarious projects promoting modal split and alternativetransport modes namely with the development of theControlled Vehicular Access and the introduction ofelectric taxis and sea ferries. The Action Planpromotes these activities and is setting out newapproaches to further spur the Transit OrientedDevelopment principle as a strategic priority whichhas been developed by Central Government.23The specific development objective of Component I isto safeguard and valorise the City‟s urban heritageand promote an overall improvement in quality of lifethrough better accessibility, enhanced education,social and health systems and increasedEnvironmental monitoring. The objectives ofComponent 1 include:To upgrade the physical environment andvisual appeal of the urban core through urbanregeneration and integrated localdevelopment;To improve internal mobility through newinitiatives;To promote repaving of streets andpedestrianisation;Promote alternative and green transport;23 Priority Axis 6, Urban Regeneration and Improving theQuality of Life,

29Promote modal split and integrated use of allsystems of transport.SC2 Social Regeneration andStrengthening NeighbourhoodsAs noted in the previous section the geography,morphology and history of the locality havedetermined the shape of Valletta and its variousresidential quarters and the fortified enclaves aresegregated through virtual sectioning as in the caseof pride, taboo, rivalry and social dynamics. Theformation with an agglomeration of housing quartershas segregated or fragmented communitiesparticularly in the Marsamxett area and theArcipierku. Six neighbourhoods have been identifiedwhich have been segregated because of the natureof the urban fabric, building typology or geographyand laying on the fringes of the commercial andadministrative core of Valletta. These have beensubdivided according to quarter;The main objectives listed in the Component havebeen geared specifically at the integration ordevelopment of Valletta‟s neighbourhoods withoutcompromising the historical or socio-culturalcharacteristics of the area. Festa rivalry, Carnival,football, voluntary groups and the regatta haveconsolidated the character of the Valletta area andany intervention in the texture of the zones namedhas to consider soft approaches. Policies forcommunity benefits may also be designed throughsectarian policies or cross-cutting measures;education, accessibility and tax breaks. Thesestrategic actions have been devised within a timebracket extending from 5 (lowest) to 10 (highest)years with 2018 as a benchmark year of Action Planreview time.Further integrated urban regeneration andembellishment will be endeavoured through theactive role of the local government system. Localcommunities are considered to be the backbone ofthe country‟s social infrastructure. OP I will thereforefinance Local Council Initiatives centred, inter alia,around the provision of supporting facilities such asplaygrounds, open and green spaces and othersocial infrastructure to improve urban cores andcontribute to restoring the rejuvenation of the area.Moreover, efforts will be made to emulate suchprojects within the context of integrated Local Plansand Urban Regeneration Plans, ideally drawn up byneighbouring local councils, working on a partnershipbasis. Given their role in local development, the nonprofitsector will also be encouraged to participate indevelopment initiatives. However, ad hoc initiatives inlocal communities which are more geared to supportmeasures relating to conservation for conservation‟ssake will be supported by the EAFRD. Exploring thepotential of achieving urban regeneration throughsuch tools as JESSICA and Public-PrivatePartnerships may also be considered.The Local Council has identified seven (7) projectsfalling within these national priorities;Six of the projects are physical upgrades andlandscaping concentrated over; East Street, ToniBajjada Alleyway, Carmelites Street, Mattia PretiSquare and lower end of Republic Street. The otherproject is being developed in collaboration with PietaLocal Council which extends the Park and RideScheme which has been developed and a further250-300 strong car-park.The potential interventions responding to nationalpriorities include;The upgrading of urban cores through urbanregeneration projects;Integrated interventions by local councils toenhance the socio-economic andenvironmental fabric of the various towns andcities around the Islands;Upgrading non-TEN-T roads;Promotion of Modal Shift through the settingup of Traffic Management Systems andenhancement of Public Transport.SC 3 Economic Regeneration - CreatingCommercial OpportunitiesIn the above section the document referred to adeveloping but slow commercial zone which spreadsalong the waterfront from the Marsamxett Gate intothe main axis reaching the fringes and hub of theValletta core. This is the result of the historicaldevelopment of the City which has been transformedfrom a city based on maritime transform to one basedsignificantly on land transport. Access points havetherefore changed from the Maritime gates on theflanks of Valletta to the Main Gate. Whilst thecommercial area is in itself creating congestionthrough servicing, temporary car parking andalighting of pedestrians the area necessitates trafficmanagement studies with a focus on increasingaccessibility and mobility through and from the ActionPlan area. The commercial zone has not developedsporadically and its consolidation lies only in itspromotion as a quarter within the precinct and hubwhich is a permeable and lively area promoting theValletta atmosphere. Without compromising this andmaintaining its sustainability alternative commercialareas in line with the Residential area upgrade shouldbe promoted. The Local Plan has also proposed

30guidance in the various Classes. The following fourmain actions (nodes) focus on the distribution of thecurrent commercial outlets and their strengthening bypromoting the idea of a quarter with enhancedfacilities and through a revitalised environment thepromotion of better standards.The potential interventions responding to nationalpriorities include;The creation of new form of industries;Promote alternative forms of industry andniche industry;Promote cultural industries and cultureclusters;Promote Valletta as a main venue for CulturalTourism.Develop design concepts to make the spaceand place more permeable, accessiblepromoting mobility,Design options to lead guidance forinnovative design in historic landscapesrespecting UNESCO Charters andConventions.Node 2Conservation, Adaptive Re-Use,Recreation, Tourism and SocialInclusion -St. Augustine‟s Priory and TheManderaggio QuarterNode 1Architecture and LandscapeDesign -The Biccerija Building and itsEnvironsThe Biccerija area itself specifically has beentargeted as a zone per se ideal for a LandscapeArchitecture proposal. The zone identifiedincludes the immediate environs around theBiccerija itself (from Old Bakery Street to WestStreet) and extending down to the Jews SallyPort. The area therefore includes the JewishQuarter and the Jews Sally Port.The document will set a benchmark based on theBaukultur concept entrenched in the Leipzig Charter(2007). There will be a reassessment of extant UCAguidelines and how these may be upgraded for thisparticular project. These will make direct reference toUNESCO Guidelines for World Heritage Cities.‟Therefore in relation to the area the Brief is targetingthe following;Baukultur benchmarking for LandscapeArchitecture as an integral part of the LeipzigCharter criteria,St. Augustine‟s Community launched one of theearliest initiatives in the area. The complexcomprises a convent, church and extensiveundercroft (16th century to 20th century)currently utilized for community gatherings. TheProject started in 2006 with an application for theremoval of debris in the crypt area (WWII) andthe restoration of parts of the crypt.The archaeological excavations revealed furtherinteresting architectural aspects and therefore theseworks were extended in 2007 with a compilation of apossible Conservation Management Plan andInterpretation Framework. With the help of volunteersthe WWII shelters were rehabilitated with theassistance of Heritage Consultants to tap possibilitiesfor EU funding. The interesting areas of the Conventand under croft are now being targeted for anInterpretation centre with various amenities, abusiness centre with conferencing and therehabilitation of the community centre for furthereducation and recreation.The project‟s main objectives are the following;Develop the Crypt/Undercroft as aninterpreted site and an interpretation centrefor the Manderaggio Quarter and itsdevelopment,Redevelop sections of the Convent as aBusiness Centre,The development of concepts for these areaswith an idea to enhance the heritage assetsand create a sense of place,Develop design ideas for the Biccerijabuilding respecting the fabric, massing andspace,Create a dynamic area and adaptive re-usespossibilities for the Biccerija building inconsultation with the Local Support Group,Provide a wide range of resources reflectingthe history and culture of the precinct,Ensure the Interpretation Centre andBusiness Centre is promoted widely in Maltaand overseas,Ensure that the complex which has beenidentified as an Interpretation Centre retainsits identity. Additionally this area should bealso highlighted through various interpretativepanels within the remaining Wings.

31Promote the Church and Convent precinct asan essential part of a Valletta/Maltaexperience,Ensure areas use facilitates for a range ofvisitor experiences,Work with local groups to promote theChurch and Convent precinct as acommunity facility,Promote the Church and Convent as apreferred venue for, conferencing,entertainment and recreation,Promote the Church and Convent as a centreof research in areas related to conservation,interpretation and management of Vallettaand especially the Manderaggio,Provide an education centre with relevantresource information and activities for use byschools, tertiary institutions and the generalpublic,Deliver a range of public programmes andeducation.The restoration and adaptive-reuse of the St.Augustine‟s Church and Convent is an investment intangible and intangible assets relating to the settingupof a new Interpretation Centre with ancillaryservices i.e. Café and Bookshop and the extension ofan existing Conference area for Business Centreamenities. This targets a diversification of the outputof an establishment into new additional products withconferencing, recreational and tourism related activityand therefore will create a fundamental change in theoverall production process of the existingestablishment which is currently addressing thedevelopment of the product as a platform to a moremarketable complex and a better tourism and visitorspackage. The objectives follow those of Priority Axis2 that is to promote a sustainable and competitivetourism industry able to achieve its potential forgrowth and re-affirm its central role in Malta‟s andessentially in Valletta‟s economic activity.The operational objectives of this project thereforerefer;To the upgrading of the tourism product;To the promotion of Valletta as a prime anddiverse tourist destination;Create further competitiveness in the area oftourism and promote new cultureoperators.24Node 3Culture Clusters and CulturalIndustries for socio-economicdevelopment -The West Street ProjectThe Malta Council for Culture and the Arts hastargeted two Government owned palatialbuildings in West Street for restoration,rehabilitation and adaptive re-use. The Palacesfrom the 17th century have been dilapidated anddisused for years. These have also beensubjected to several interventions which havenegatively affected their building envelop.The Malta Council for Culture and the Arts sees thepotential of redevelopment of these two properties asa hub for culture clusters and cultural industries. Thesocial texture of the area and the possible softadaptive re-use of the historic components of theMarsamxett area call for such investment. The MCCAalso sees the potential for the proliferation of the Artsand Culture through small medium sized enterpriseswhich already are mushrooming in the area andwhich may create the necessary economic spin-off.The proliferation of cultural industries in the areawould generally include; textual, music, television,and film production and publishing, as well as craftsand design. In the Valletta and specificallyMarsamxett scenario; architecture, the visual andperforming arts, carnival, sport, advertising, andcultural tourism are deemed as adding value to thecontent and generating values for individuals andsocieties. These are knowledge-based and labourintensive,creating employment and wealth. Bynurturing creativity and fostering innovation societieswill maintain cultural diversity and enhance economicperformance. These may be sustained also by thetourism as the area will be more amenable for culturaltourism through the new access points for Valletta.Cultural industries include new digital technologieswhich have radically altered the context in whichcultural goods, services, and investments flowbetween countries and, consequently, theseindustries have undergone a process ofinternationalization and progressive concentration,resulting in the formation conglomerates. It isenvisaged that the MCCA will instigate a digitalcultural industry which is clean and may well beadapted to the Marsamxett fabric.The project‟s main objectives are the following;24 Priority Axis 2, Sustainable Tourism Criteria

32Restore the palatial buildings in West Street,Redevelop sections of the buildings as acentre for cultural industries and hub,Provide a wide range of resources topromote cultural industries.Ensure that the complex which has beenidentified is an essential landmark for cultureand the arts.Ensure areas use facilitates for a range ofcultural experiences,Work with local groups to promote culturalindustriesPromote the area as a preferred venue for,conferencing, entertainment and recreation.Promote the cultural development throughheritage.Responding to National PrioritiesIntegrated urban development projects are vitalmechanisms which spur the main industries in thenerve centre of the Maltese Islands, the City and theHarbour region. The regeneration of this areaintegrates the major sectors of the local economy;maritime, tourism, the building industry, transit andcommercial services. Given that human resourcesare Malta‟ premier resource, knowledge and highereducational attainment levels are critical contributorsto Malta‟s economic growth and the improvement ofthe standard of living of its citizens.Improved access to e-government servicesand other e-accessibility initiatives;Investment in general public educationalinfrastructure;Investment in social and social inclusioninfrastructure (including childcare – bothpublic and for enterprisesNode 4Tourism Industry for sustainableeconomic development - ThePeacock Gardens and Environs ProjectThe Project for PEACOCK GARDEN – CULTSenhances the tourism product through theredevelopment and embellishment of the culturalurban landscape. The restoration andrehabilitation of cultural heritage assets andgarden made accessible to local and foreigntourists is an important element in the promotionof WHC as a primary tourism site which is yet anuntapped resource in the context of landscape.Valletta needs to develop its gateways further and thePeacock Garden as in the case of Marsamxett Gateis exclusively a showcase and access to the WHC.Therefore complementary activities as this project willnot compete but will promote other systems as in thecase of the Museum on Fortifications which is beinglaunched as part of the restoration of theFortifications in the area. The objective is toencourage tourists to visit and experience theMarsamxett area of Valletta which is an undiscoveredpart of the WHC full of heritage interest andeffectively cause a fairer distribution of income andemployment opportunitiesThe Project CULTS promotes product developmenton a local scale with direct spin-offs on the Nationalscale. The Marsamxett Area and its environs are agateway to the Grand Harbour Fortifications, St. Elmoand the garden heritage of Valletta i.e. HastingsGarden, The Upper and Lower Barracca and theecclesiastical and architectural heritage in Valletta.The rehabilitation and enhancement of thesescheduled sites, the restoration and revalorization ofthe fortifications are an integral and focal part ofMalta‟s cultural-tourism product. Valletta thereforehas untapped cultural-tourism assets which may befurther enhanced. The Project CULTS directly effectsthe revalorization of the local product with a diversearray of interconnected cultural and heritage venueswhich through a heritage trail will create furtheropportunities and attractions in the area and thusdeveloping further the tourism offer in the WorldHeritage City and the Area of High Landscape Value.An interpretation strategy and a heritage trail throughthe City and locality will enhance further accessibilityto the WHC. The Valletta Local Council will bespearheading this project with the participation ofother stakeholders the implementation of the tourismstrategy.1 – PEACOCK GARDENS as a sense of space and asense of placeThrough focusing on elements which truly make thissite significant both within Valletta and the MalteseIslands we will be able to identify both, the intangibleheritage i.e. spiritual, poverty, local traditions,diversity and community ties, and to the tangibleheritage i.e the garden context, monuments, theurban context, the urban landscape. Through theinformation gained (Through research andconsultation phase) a Strategic Plan will bedeveloped which will guide the project.

332 – PEACOCK GARDENS as a place of visualconnectivityDevelop a strategy which will encourage residents,visitors and tourists alike, to get involved (asparticipants) within the some of the culturalprogrammes and activities which will be developed inand around the quarter. Most importantly target theurban landscape as a theme of these activities andfully develop system of visual connectivity with thelandmark buildings and architectural markers. TheStrategy will target vulnerable areas of society andpromote social inclusion partnerships throughreligious activity, heritage, local traditions, culture andcultural diversity.3 – PEACOCK GARDENS as a place to learn andinvestigate historyImprove and develop specific links through interactiveinterpretation both onsite and offsite which willsupport the development of a deeper understandingof the importance of Valletta‟s past and its landscape,present and future through investing in the children,young people, people with basic skills, needs and thecommunity. This will be delivered through a policy ofsubsidiarity and solidarity spurred by communitybased initiatives and „out-reach‟ programmes.4 – PEACOCK GARDENS as a place for recreationThe future design with ergonomic schemes,interpretation and shelter in focusing on a betterspace based on better design. Through an analysisand evaluation of the needs of the local community,the tourism benchmarking and objectives (1) localstakeholders will assist in the development of a senseof place and space aided by new design conceptsthrough history and culture i.e. Architectural history,Conservation needs of a critical asset, so that theauthenticity of this significant asset is maintained. Inaddition to this, maximising the partnershipopportunities targeting Tourism niche opportunitiesand developing further the unique position of thegarden in discovering the WHC the social anddevelopment needs will be targeted throughcommunity activity which will see a consolidation ofsocial values for a stronger community.1. Better tourism offer in the City of Valletta andincreasing the possibility of visits to WHC notonly by group tourism packages or cruiseliner1-day trippers but also by individualtourists during shoulder months seekingcultural heritage tourism venues.2. Increase the attractiveness of the WHC anddirectly affects the product in the Valletta andGrand Harbour Tourism zone attracting moretourists and directly effecting its brandingthrough the WHC label.3. Enhance the development of other heritageand cultural sites in the area around theWHC as in the case of St. Elmo andMuseums run by the state and privateentrepreneurs and therefore influence willingto pay numbers and augment visitor statisticsthrough better information and accessibility.4. Attract further tourists to areas which havebeen embellished, restored, rehabilitated andmade accessible through best practiceeffecting qualitative tourism,5. Enhance visitor management potentialthrough the heritage trail and increases thepossibilities and opportunities of the touriststay in the locality and the zone andspending.6. Focus on the investment on the node itselfbut will cause a spin-off contributing to theholistic product of the WHC.7. Spur the regeneration of the area andcatalyses the commercial potential ofValletta‟s Marsamxett side. The area hassome businesses which afford betteramenities and a better environment.8. Increase sustainable conservationopportunities through the use of RES andEEs.9. Increase modal split and based onsustainable tourism concept with a proximityto the main sea ferry terminal it increases thepotential to use public sea transport andmodal shift from the car to bus loop and ferry.Responding to National PrioritiesThe CULTS Project and the PEACOCK GARDENSValletta Info will aim towards the following;

34SECTION VIII -PROJECT-BASED ACTIONSAND FUNDINGThe Programme of Action ascompiled in the previous sectiontargets projects which aremeasurable, financed andperformance based with indicatorsbased on the Operational GuidelinesI. The development of such projectbasedactions grafted within the planis there to guarantee activation anddefinite actuation something whichprevious plans or most Master Plansdo not. Therefore project basedactions are seeking or have targeteddefinite results through clearobjectives. A further assurance andguarantee is connected to thedovetailing of projects to the largervision and capital projects. Thisstrategy together with the tapping ofpossible funding mechanisms wouldspur the Action Plan.development platform; both Peacock Gardens andthe Biccerija are set on this template considering thatboth sites may be new gateways to Valletta. Thesecapital financed projects create spin-offs and theprojects grafted in the action plan should act ascatalysts to reach the areas further.Other ancillary projects include the upgrade of theenvironment and are in unison with the strategiccomponents targeting accessibility and mobility.Several projects initiated by the Council include streetupgrades and green space upgrades. These betterthe public realm and assist in achieving a betterquality of life.In fact throughout the life-line in the development andcompilation of this Action Plan the Valletta LocalCouncil and St. Augustine‟s Community havesubmitted projects for ERDF funding. One of theseprojects has been accepted and is currently in theinitial phases (Peacock Gardens). The Malta Councilfor Culture and the Arts has developed aConservation Management Plan and a Brief for itsproject. The Valletta Local Council is seeking otheravenues and contributing to part-funding throughother programmes or local based funding. This multispeedaction has been initiated with the developmentof the Action Plan to assess in earnest thepossibilities and opportunities that emanate from thedevelopment of these project based actions.The other factor which determines the success ofAction Plans apart from appeasing local aspirations isthe integrated and holistic approach. The projectbasednodes described earlier have all been selectedeither within the proximity of an already establishedproject or adjacent to a transit area which is eitheractivated or earmarked for activation. Some of theseprojects are within both areas coordinating andintegrating regeneration founded on a transit-oriented

35SECTION IX – DELIVERY-PLAN 2009-2015This section has been compiled to create a schema of the projects being delivered through the Action Plan.Schema 1 refers to the main Nodes and related projects horizontal activities. The following schema portraysthe capital projects in proximity to the nodes targeted and the relative investment. The third and last schemarefers to other projects which are also assisting in the development of the Action Plan and guaranteeing itsactivation.Schema 1 - Flagship ProjectsProject Stakeholder Costs Funding PeriodBiccerija Area - Theold Slaughterhouse istargeted as ArtistsStudios and CulturalCentre regeneration ofthe fabric and areasadjacent. The area istargeted as a node forsocial and physicalregeneration andinterconnectivitythrough transit.Valletta LocalCouncil €1, 500,000.00Issued Tenderfor Design andBuild2010-2014Develop theCrypt/Undercroft of St.Augustine’s as aninterpreted site and aninterpretation centrefor theManderaggio Quarterand its developmenttargeting theredevelopment ofsections of theConvent as aBusiness Centre.St. Augustine’sParishN.A. TargetingPriority Axis 2ERDF2010-2012Culture Clusters andCulture Industries forsocio-economicdevelopment - TheWest Street Project isthe restoration of twoPalazzo buildings andadaptive re-use intothe main headquarters of theCouncil.Malta Council forCulture and theArts€ 800,000.00 TargetingPriority Axis 2ERDF2010-2014

36 CULTS is a TransitOriented DevelopmentProject proposing theregeneration of aGarden onMarsamxett Bastionsand to include abelvedere andInterpretation Centrewith a bus-ferryconnecting station.Valletta LocalCouncil € 855,721.60 ERDF 226 –PeacockGardens –CULTS2010-2012Cross-SectoralProject Stakeholder Costs Funding PeriodMATTIA PRETIGARDENS -UrbanRegenerationand LandscapeArchitecture(NODE 4)SURCH - SocialInclusionPartnershipthroughoutreachfacilities basedon training andeducationNew scheme forcreativeindustriesThe scheme isalso intended tospur thecreation of anumber ofcreative zoneswhich havebeen identifiedin Valletta(Strait Street,Biccerija area,and Is-Suq)Valletta LocalCouncilValletta LocalCouncilMalta Enterprise,Create€ 100,000.00 Local Council 2011-2012€ 300,000.00 Part-FinancingESFUnder theschemeindividuals orenterprisesengaged in thecreativeindustry canbenefit from atax credit of upto €25,000,which is 60% ofthe eligiblecosts incurredby an eligiblecreativeenterprise.Malta EnterpriseCreate Scheme2011-20142010-2012

37 Schema 2 – Capital ProjectsProject Stakeholder Costs Funding PeriodState € 8,114,132.56 ERDF 2009-2013Restoration ofFortifications inthe area.Fortifications State as part of above ERDF 2009-2012InformationCentreState € 2,000,000.002011-2014Fort St. ElmoERDF (Targeted)New Bus System State NA State 2010-2011New FerrySystemState NA State 2011Schema 3 – Other Local Council ProjectsProject Stakeholder Costs Funding PeriodStreet Networkand AlleysUpgradeRepaving andPedestrianisationWorkState and LocalCouncilState and LocalCouncilNANAState and LocalCouncilState and LocalCouncil2009-20112010-2012

38SECTION X– MAPS AND PLANS

URBACT is a European exchange and learningprogramme promoting sustainable urbandevelopment.It enables cities to work together to developsolutions to major urban challenges, reaffirming thekey role they play in facing increasingly complexsocietal challenges. It helps them to developpragmatic solutions that are new and sustainable,and that integrate economic, social andenvironmental dimensions. It enables cities to sharegood practices and lessons learned with allprofessionals involved in urban policy throughoutEurope. URBACT is 181 cities, 29 countries, and5,000 active participantswww.urbact.eu/project