2.3. Conflicting aims at different spatial and political levels

Another reason for conflicts lies in the approach of ‘integrated strategies' itself. Multi-dimensional strategies naturally have con­flicting aims because “multi” causes ambiguity. Therefore almost “unavoidable conflicts” occur when one tries to achieve “everything” without a clear ranking or hierarchy of aims. This clearly shows that decisions are necessary about the ranking of aims at a very early stage of the regeneration process.

One main conflict in neighbourhood-regeneration regarding overall aims is the conflict or ambiguity between the aim of upgrading an area (fighting segregation, making an area more attractive for private investments and middle-class households etc.) and the aim of social cohesion building within the area (supporting people with special needs, safeguarding low-level rents and affordable housing). So a question of general importance is whether area regeneration is aiming more at socially deprived groups or at socially deprived areas. Usually stakeholders from the area have a different view on this question than stakeholders from the municipal or national level. Quite often this issue is highly “explosive” because of permanent and controversial political debates about gentrification and upgrading, while at the same time social cohesion is an issue in all cities.

More generally it can be said that there is a conflict between conservation of an area and innovation of an area in social, physical and economic terms. A good example for conflicts in physical terms is the conflict between the renovation and re-use of vacant buildings with regard to economic feasibility and the conservation / preser­vation of their historic value and character. This conflict is obvious in La Valetta, Lisbon and Vilnius.

Another main conflict regarding the regeneration-process itself is concerning the meaning of ‘participation' in the whole process: Does participation mean direct influence on the decision making process or only consultation of stakeholders? Again stakeholders from the area have a different view on this question than stakeholders from the municipal level. For more information and detailed analysis regarding this issue see the thematic paper on community participation.

Conflicts can also occur during the implementation due to budgetary constraints, e.g. when originally envisaged projects are not feasible anymore and have to be cancelled. These situations can also hardly be influenced from the local level. The Vilnius Old Town Renewal Agency for example is running a financial support programme for the owners of the historic houses to restore / renew exteriors and their environment since the year 2000. Unfortunately, due to interrupted state financing of the programme and a lack of municipal funding in 2003, growing expectations of the local community were disappointed.

Very often conflicts can arise from mistakes and lacks of communication during the programming and the implementation phase, e.g. if local stakeholders are not involved in the decision-making process at the city-level. So this means: The less transparent the structures the bigger the conflict-potential.

Conflicts need careful analysis and mediation between the conflicting parties to solve them or to even turn them into a positive vehicle stimulating better intercourse between public and private partners or other stakeholders. Therefore the important task of the area-management is to mediate between the conflicting interests at different spatial and political levels. And if all relevant local and city-wide stakeholders are represented in area-related steering-groups this can also help to realise potential conflicts very early, because cross-sector teamwork is essential for the mediation of conflicts. But at the same time one has to say: More partners can cause more conflicts!

Remaining questions regarding conflicting aims

A remaining question is whether there are sufficient instruments to mediate between local and municipal stakeholders to achieve effective dialogue and cooperation and if the area-management is strong enough to mediate between the levels and interests.