Focusing on Processes: shifting from an approach based on trigger events—which depends on specific political will⁹ and focuses on par- ticular sectors and/or territories, requiring a long-term implementation period 10 —to an “integrated regeneration process” (Moya G & Díez de Pablo, 2012). Incorporating Innovation: moving “from urban planning based on certainty to urban planning based on probabilities,” where the charac- teristics of traditional-institutional urban planning are combined with those of collaborative-tactical urban planning, promoting a “collabo- rative transformation” (IDB, 2022), with “reversible alternatives that, on the one hand, reduce progressive deterioration or abandonment, and on the other, allow for the temporary testing, analysis, and evaluation of approaches that may yield better results in the short, medium, and long term” (Larrain de Andraca, 2020); Focus on Feasibility: Use existing tools and resources that can be feasibly implemented, ensure stability and continuity, and anticipate impacts. Public ownership presents an opportunity to implement the plan. Given the complexity of the case and the urgency of breaking the deadlock, we propose to kickstart a recovery process through a com- prehensive urban and heritage regeneration plan that addresses urban (physical) rehabilitation, social integration (cohesion), and economic revitalization (productivity), prioritizing interconnected initiatives with varying implementation timelines, and combining traditional urban planning with tactical approaches. Through a Sectional Redevelopment Plan, update urban planning regulations in accordance with local characteristics; provide economic incentives and priority access to government benefits for reconstruction projects (direct allocations); and impose penalties (disincentives) for failure to meet established deadlines. Through a Mandatory Construction Zone, owners of vacant lots and/or properties declared unfit for habitation would be required to rebuild within a specified timeframe, with the same regulatory and economic incentives indicated above and the imposition of additional taxes for noncompliance or violations. The plan takes into account international criteria, in particular the Historic Urban Landscape approach, which proposes a “balanced and sustainable relationship (…) between the needs of present and future generations and the heritage of the past (…) and involves applying a whole range of traditional and innovative tools adapted to the local context,” such as citizen participation, knowledge and planning, and regulatory and financial systems; to address “the need to better integrate and coordinate urban heritage conservation strategies” (UNESCO, 2011), emphasizing the interconnection between tangible and intangible expressions, and the imperative to “prioritize conservation and developmental actions (…) and develop mechanisms for coordinating the various activities among different stakeholders” (UNESCO, 2016). Its feasibility depends on strong and decisive national leadership, coordinated plans among different sectors, and the early involvement of all stakeholders in its implementation and monitoring. A lack of short- term and sustained public commitment and action could exacerbate the deterioration and/or trigger undesirable trends in the real estate market, such as capital gains that distort prices and land uses that displace the resident population, thereby hindering the strengthening of Barrio Puerto’s identity. The challenge is to reach shared criteria, because “the free operation of real estate markets leads to a suboptimal situation from the community’s perspective” (Rojas, 2013). !
largest municipal decline; followed by Cerro Alegre (-7.26%) and the Santo Domingo and Cordillera hills (-7%).
Vulnerability and Population Aging In contrast to other sectors, its social vulnerability index is high, and it has a large number of older adults who are heads of household. Building Condition and Risks The existence of 34 vacant lots and 18 abandoned and uninhabitable properties (18% of the total), along with a 200% increase in deterioration from 2003 to 2024, leaves the area⁷ highly vulnerable to fire and earth- quake threats; these are old buildings (66% over 90 years old, 41% over 100 years old) that lack maintenance due to a lack of interest and/or the inability of private owners (93%) to invest in large properties (43% over 500 m² and 18% over 1,000 m²). Disparities in Land Values Across Sector. This certainly has an impact on the economic devaluation of the plan (-50% and -74%) as well as the hills (-85% and -90%), which contrasts with adjacent sectors of the SPM. The Need to Update and Harmonize Regulations. Confusing and/or overlapping zoning regulations, contradictions be- tween regulations, a failure to take into account the state of preservation, and a tendency to standardize outcomes despite diverse pre-existing conditions limit the possibilities for profitable development, discourage investment, and may even lead to deterioration with a view to decom- missioning (Rojas, 2013). Proposal Taking into account the sector’s unavoidable demands⁸, tools available at the national level, and international benchmarks, a strategic and corrective plan was developed to prevent unintended impacts and en- courage actions aimed at the timely and appropriate utilization of the installed capacity represented by heritage assets as economic, social, and cultural resources; and their competitive and sustainable integration into community life, thereby avoiding counterproductive effects that are difficult to reverse. International experience, based on STRATEGIES, includes risk man- agement, levels of community engagement, addressing multisectoral and functional needs, the role of the neighborhood in urban regener- ation, and coordination and appropriate programmatic planning; and OPERATIONAL MODELS featuring ad hoc institutional frameworks, stable inter-institutional coordination, local leadership with technical expertise, ongoing resource management, tax incentives, public-private partnerships, and the community’s role in ensuring sustainability. At the local level, social capital must be emphasized: the monopoly rents associated with the commercialization of SPM assets—such as authenticity, location, history, culture, collective memory, and tradition— must be directed toward meeting the needs of the local community; an impoverished and aging community, yet one with a rich intangible heritage; that “the progressive forces of culture appropriate the forces of capital, and not the other way around” (Harvey, 2001).
7 Study: “Disaster Risk Management at the World Heritage Site, Historic Area of the Port City of Valparaíso” (2003) UTFSM & CMASPM. 8 Report from the World Heritage Center’s technical advisory mission to the World Heritage Site “Historic Area of the Port City of Valparaíso” (Chile) from November 7 to 11, 2022, which states: “5. (…) urgently implement corrective measures and tangible actions for the recovery, rehabilitation, or restoration of the components that support the site’s Outstanding Universal Value (…) heritage buildings (…) by establishing public policies and concrete actions for the site’s recovery (…)”
9 ICH Severin, which burned down in 2006, with two public projects scrapped (the Franco- German Institute and the Institute of Neurosciences). ICH Subercaseaux, which burned down in 2007, with two public projects scrapped (the SEREMI MINVU and SERVIU offices, and the EPV offices). 10 ICH Liberty, 2018, no completion date. ICH Subercaseaux, 2022, scheduled for completion in 2030.
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