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Workshop A: Transport and Urban Development, Larnaca, Cyprus.

1. Title of the Practice The Valletta Vertical Connection.

2. Summary of the Practice (Package of Measures, Policies or Other

Implementation). Valletta and the harbour hub were originally built as a fortified Harbour. Today the Capital’s original complex and military designs now has to deal with increased car congestion on a daily basis. These large traffic volumes are having a detrimental effect on the economy of the City and the Island. In an attempt to solve urban mobility to and from Valletta the launch of the Valletta Transport Strategy was compiled by the National Committee for Capital Projects (Ministries, Departments and Agencies). This White Paper contained the central vision of reducing the traffic levels and pollution in Valletta. This would be delivered by making use of alternative, more sustainable and environmentally friendly means of transport. The Valletta Vertical Connection was launched as part of the White Paper policy referring to multi-modality and increased accessibility to the City. This Transit Oriented Development (TOD) project may be viewed as a pilot and catalyst for the revamping of the transport system for Valletta. The policy direction is based on the integrated and holistic approach based on the TOD Policy which refers to the Maltese Islands and specifically to the Grand Harbour. The Vertical Connection is essentially grafting a system of elevators and funicular with a park and ride within the fabric of the fortifications. The project is not intended solely as a transit project but refers essentially to the regeneration, rehabilitation and restoration of all component parts. The objectives of this project are multi-fold with reference to degenerated areas and assets for adaptive reuse.

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The project is also viewed that to provide greater access between Valletta’s Waterfront and the heart of the City. This project once in operation would sustain an integrated system composed of a shuttle bus service, electric taxis, rapid sea ferries, the new terminal and the park and ride scheme.

3. Background Information and General Context The background to this strategy is based on the economic, social, geographic and political dynamics of the Maltese Islands and the City of Valletta. The main impetus which led to the planning of new a public transport system is based on three fundamental elements or polices:

1. Congestion 2. Modal Shift 3. Reduction in private car use

The project is designed to provide greater access and mobility between Valletta’s Waterfront and the heart of the City through a vertical link. A hydraulic lift which once connected these two original nodes closed down in 1973. At present the only ways for visiting the cruise liner terminal to Valletta is either by car, taxi or a limited bus service. Visitors travelling on foot would face a difficult climb to reach Florianna and Valletta which is at 48 metres altitude. The transformation of the waterfront area into a major cultural, commercial and recreational area for tourists and locals, together with the development of the Park and Ride will create new opportunities for accessing Valletta and the City’s development as a cultural and economic hub. With the redevelopment of this location Valletta’s main area will have a new lease of life. One of the main objectives is the installation of the funicular railway connection in the Lascaris Ditch and St.James Ditch. The funicular railway will make this urban renaissance more effective. The Development Brief for the Vertical Connection project includes potential opportunities for the renewal of the whole area particularly the rehabilitation of passageways, tunnels and gardens. The development is intended to have multiplier effects on the local economy. A substantial part of the patronage of the former Barrakka Lift consisted of visiting British servicemen and sailors. The development and marked growth of the cruise liner market combined with the area becoming a major cultural, retail and entertainment hub. From the feasibility studies and EIAs of the area it emerges that patronage will increase to one million per annum. Project Nodes The area of the project includes;

1. Lascaris Ditch, bastions and pedestrian walkways and tunnels,

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2. Main Landfront Ditch extending from St. James to St. John’s, 3. Yellow Garage and connection to Misrah Helsien.

Will connect four (4) levels of Valletta;

1. Altitude; 0 m to 48m 2. Level 1 – Customs House – Lascaris Ditch 3. Level 2 – Cypher Station – Landfront Ditch 4. Level 3 – Freedom Square 5. Level 4 – Castille Place 6. Total Area; 38, 810 square meters

Interconnectivity with;

1. Ferry Service 2. Park and Ride 3. Public Buses 4. Electric Mini Cabs

The Project will include;

• A Funikular Railway service (2 car configuration) which is unobtrusive and aesthetically pleasing respecting the heritage context,

• A Panoramic Lift service with state of the art technology (2 car configuration),

• A lift connection (2 car configuration) within the fortifications within the extant shaft connecting the ditch to Freedom Square

• Adaptive re-use of storage areas in Lascaris Ditch at the foot of the old Lift structure,

• Adaptively re-use Yellow Garage for commuter paid car-parking and ancillary facilities,

• A surface upgraded commuter paid car-park which is landscaped and fully managed. Other Systems It will also provide;

• Ancillary services and facilities for patrons and users,

• A pedestrian-friendly environment,

• Pedestrian routes, walkways and tunnels to increase accessibility and heritage venues,

• Areas with a potential for great harbour vistas,

• Upgraded Parking facilities,

• Protection, Rehabilitation, Regeneration and enhancement of local character of the Lascaris Bastion and St.James Ditch area

• Create a vibrant and active node,

• Embellishment and enhancement of the existing assets through re-design and restoration and by developing a garden scheme.

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4. Introduction to the Practice

4.1 Starting point What were the lessons learnt from previous similar experiences? Experience was drawn through the following:

1. Research of the historical operation on the original Barrakka Lift connecting the two nodal sites.

2. The unsuccessful Request for Proposals issued from the Government of Malta for the

reinstallation of the Barrakka Lift (2004). 3. The proposal for the cable car system produced by the VISET Consortium (operator of the

Cruise Liner Terminal).

4. Benchmarking research on international best practice. Who was the initiator of the practice? The MUDR was commissioned by the Government to develop an alternative to the cable car which has less impact on the landscape. What was the motivation for developing the practice? The cable car proposal and the RFP to reintroduce the lift system, had a detrimental effect on each proposal. In fact the proposals ‘cancelled each other out’. Due to the publicity of the cable car proposal this generated a lack of interest from potential tenderers to bid for the lift, as both proposals circulated at the same time. Following the rejection of the cable car by MEPA (Malta and Environment Planning Authority) on environmental concerns, the MUDR was requested to come up with an alternative system to restore this once important link. Another motivation was tied to better accessibility, increased mobility and decongestion of Valletta through an upgrade of public transport schemes. What was the social, economic and environmental context of the location? The social, economic and environmental context was based on the City-State economic hub. An efficient hub as a member of the new ten in the EU meant greater visibility and also an edge on competitiveness. The efficiency of this City hub meant that Government had to curtail the problems connected to the physical boundaries of a fortified city.

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Valletta and its fortifications are of UNESCO World Heritage status and therefore non intrusive means were to be devised to create a sustainable regeneration and transit without negatively affecting the historical fabric. The city in its present form covers an area approximately 0.84 km², which makes it one of the most concentrated historic areas in the world. The Capital currently has a population of just over 7,100 people of whom almost 30% are over 60 years of age. Currently the unemployment rate in the Capital is at 4.9 % which is the third highest on the island. The fortified City should be a permeable area for social, economic and cultural interaction. Policy has to take into consideration to cater in the future for a smooth transit of persons and goods transforming the Harbour hub into an intelligent City. Enhancing urban mobility through Transit Oriented Development would extend the opportunities linked to regeneration and rehabilitation in its widest spectrum. The heritage assets and degenerated or unutilised space, brown field sites would be upgraded and embellished on a long term and sustainable basis. The opportunity to tackle land-use and transit in an integrated fashion is fully expressed in Transit Oriented Development and could well be endorsed through established Structure Plan and Local Plan policies. What were the issues / problems to be addressed? The issues to be addressed were based on the following;

1. Limiting Congestion 2. Developing an efficient public transport 3. Instilling a change in culture 4. Developing modal shift 5. Integrating regeneration and transit means 6. Developing alternative transport systems 7. Upgrading and regulating extant modes of transport. 8. Supporting the Capital Project of the Cruise Liner Terminal through Transit Oriented

Development. What was the nature of the relationship between the key partners before developing the practice? The practice was developed through the National Projects Committee which is an Inter-Ministerial Committee on Capital Projects. The stakeholders were further integrated through the development of a Ministry which had as part of its portfolio both Urban Development and Land Transportation.

4.2 Clarifying priorities and solutions How were the priorities set and refined? The priorities were set and defined through a long process of internal and external consultations and development briefs. MEPA initiated a review of Strategic Policy through even Public

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Consultation (i.e. Household Survey). ADT was involved in the short term to devise a strategy and White Paper was compiled for a Transport Strategy. Further prioritisation was undertaken at a ministerial level and through the National Projects Committee which provides political direction. This process to the tender document which is currently being compiled (publication mid-summer), combined with these in mind with the MUDR adopted policy of Transit Oriented Development. Is this clearly presented, so that the practice can be useful in a learning process? The stepped approach which led to the launching of this project was transparent and followed a Public Consultation which bought together various Government Ministries, Agencies, Valletta Local Council and representatives of the business community of the capital. Who and how were the stakeholders involved in the identification of the problem? There were two types of consultations in the activation and implementation of the Accessibility Strategy for Valletta. The internal consultation saw the participation of all entities and Ministries involved in the National Projects Committee. These were further supported by professionals and technicals in the field. This exercise included professionals in the fields of feasibility, planning and transport. On the external public consultation level the process included the local councils of Valletta and Floriana, the citizens of the area, all entities and agencies located in Valletta, political parties, trade unions, business and retail union and other NGOs located in the area. How were conflicts in addressing these priorities solved, and agreements and coalitions achieved? Through the consultation process the objectives and parameters of the Strategy were fine tuned and redefined. Who are the most affected by the problem? The main conflict that would have possibly marred the project would have been caused by the transport providers. However there was no reaction in the consultation and post consultation phase. Possibly the delimiting of area and fixed term contract makes such that the new service will not pose a threat to the existing one.

4.3 Objectives, strategies and mobilisation of resources

What were the objectives of the practice?

The objectives explained above lead to the need for increased accessibility in the City. A related objective was connected to multi-modality and the implementation of eco-friendly transport. The transit mode is seen as a stimulus to encourage investment and regeneration within the two connecting nodes.

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How do the objectives relate to the theme "Physical Regeneration of urban areas"? The increase in transit and the implementation of eco-friendly systems which do not cause further pollution and degeneration of the City fabric were crucial with regards to the physical regeneration of the city. These were fundamental also with regards to MUDR’s policy based on Transit Oriented Development which creates a dynamic of sustainable regeneration through upgraded and efficient transit modes. Moreover the project has as part of its brief rehabilitation and embellishment parameters of the degraded assets in the area. Were you able to combine the themes Social Policy and Mobility Policy? Although social policy has not been identified as a key criteria and in the forefront the idea of regeneration of the social fabric through economic regeneration and social inclusion partnerships has been addressed. The main trust in the draft Public Transport Strategy now developed by MUDR refers to the basic concept of freedom of accessibility and mobility for all citizens. This is a cardinal principle on which the strategy is based. How and by whom were the priorities set and refined? Although the priorities were set by the Inter-ministerial Committee (NPC) and MUDR these were in turn refined by technicals and professionals in the field. What actions were taken? How were these actions chosen? The actions were taken after the public consultation phase and when all the stakeholders had agreed to launch the project. The National Project Committee (NPC) made the final decision to develop the project and to launch the public consultation and tendering process. Was political support mobilised and in that case how? The need to bring back a clean and modern vertical connection to Valletta was identified at the beginning of the 1990’s. Although the original RFP was unsuccessful, this lead to the political support and will was always present from the compilation and launching of the Valletta Transport Strategy. This document identified that the Vertical Connection had already been highlighted and proposed as a long term solution. How were resources and finances mobilised? The resources and finances were mobilised through the Cabinet Committee and Cabinet. However since the project will be a Public, Private, Partnership (PPP) based on a concession, the financial dynamics were a concern of marketing the project and providing the best and most attractive package. Who assumed leadership roles in formulating the objectives? The leading role in this project was the MUDR and subsequently the ADT.

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4.4 Process and implementation of the project. The project involved a stepped approach;

1. Research of operational practices abroad 2. Included in the MUDR Transit Oriented Development Strategy 3. Valletta Transport White Paper Compilation 4. Consultation Process 5. Cabinet Committee (NPC) vetting 6. New parameters and Objectives 7. Site visit of the funicular railway operation in Budapest (during the CITUM workshop) 8. Technical and Feasibility Study 9. Presentation of Results to Cabinet Committee (NPC) 10. MEPA Outline Permit application. 11. Draft Tender compilation 12. Approval by Cabinet 13. Launching of Tender 14. Negotiation 15. Award of Tender and Implementation 16. Regulation.

Who assumed leadership in implementing the practice? The Ministry for Urban Development and Roads was requested to develop a new a suitable alternative to the abandoned cable car proposal to restore the link from the waterfront of Valletta to the City Centre. After the concept was developed the leadership transferred to the umbrella of National Projects Cabinet Committee, the project was launched as part of the Transport Strategy for Valletta. However the project implementation and management will now fall under the leadership of the ADT (Malta Transport Authority). What problems were faced in implementing the practice? How were they solved? This is still to be calculated because the project is still at launching phase (tender to be launched mid-summer 2006) Who were the stakeholders during the implementation of the practice? The ADT is sanctioned to be the regulators and monitors of this transit project. What were the factors that contributed to the success of the implementation? To be gauged at the end of the first year of operation of the service.

4.5 Results (final or interim) achieved in relation to the objectives Were the objectives described above realised? To what extent?

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How were the results measured? Quantitatively? Qualitatively? What evaluation process was implemented? Was an integrative approach and coordination achieved? As the project is still to be launched, it is viewed that these answers can only be realised after the transit link is in operation and after a significant period of monitoring and evaluation.

4.6 Impact What impact has the practice had on local / regional / national policies and decision-making processes (partnerships, common agreements e.g.)? What impact has the initiative had to strengthen and formalise citizen participation (e.g. empowerment, social capital, social networks and institutional capacity)? What impact has the practice had in the improvement of transparency, openness and accountability among the stakeholders? As the project is still to be launched, it is viewed that these answers can only be realised after the transit link is in operation and after a significant period of monitoring and evaluation.

5. Transferability, Conclusions and Benefits What is good in this practice? What were the most important lessons learned? What were the main innovative aspects of the practice? The project was developed as part of the first Transit Oriented process (regeneration the urban fabric through quality transit and vice-versa) being developed. The Valletta Vertical Connection scheme will fully support the Valletta Cruise Liner Terminal and the Capital with a low cost transit solution once implemented. The project was developed through benchmarking international experiences and the need for a new connection for the waterfront after an absence of over 30 years, since the business market today demands the system. Through innovative means will witness the regeneration of the social and economic fabric. What can the other cities learn from your practice? Has your practice been replicated/adapted elsewhere? Where? By whom? From benchmarking the practice found in Valletta, it is noted that this transit mode once went through its own product life cycle (an evolution and re-evolution), originally over a period of success and its subsequent decline and closure. Today there is now a new market demand to sustain the Cruise Liner Terminal market within the same original nodes (history repeating itself).

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Transport planners can look to their past history of transportation provision for benchmarks in order to establish alternative and new transit modes. What elements of your practice are more likely to be transferred and why? As the project is still to be launched, it is viewed that this answer can only be realised after the transit link is in operation and after a significant period of monitoring and evaluation. Mr. Rafael Orsini Ministry for Urban Development and Roads. 17/05/06.