“Galeria NaWrocławskiej”: Strategic Analysis of the Potential to Transform a Shopping Street in Ostrów Wielkopolski into an Integrated Commercial Zone

Executive summary:

This report presents a comprehensive analysis of the concept of transforming traditional shopping streets, such as Wrocławska Street in Ostrów Wielkopolski, into integrated “open malls” under a common brand and management. The analysis, based on a study of similar domestic and international initiatives, legal frameworks, and municipal strategic documents, points to a high potential for the project. Implementing this concept is expected to bring measurable benefits in business, social, image, and urban dimensions. The report also identifies key threats and challenges and proposes a set of Key Performance Indicators (KPIs) to monitor the initiative’s success. It recommends taking further steps toward establishing a Special Revitalization Zone as a formal and legal foundation for the project.

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1. Introduction: The Concept of “Open Malls”

The idea of creating an integrated retail and service space encompassing entire streets, such as Wrocławska Street or the Zielony Rynek area, is a response to the contemporary challenges facing city centers. The initiative, working-titled “Galeria NaWrocławskiej”, assumes a departure from viewing the street as a collection of independent entities toward treating it as a cohesive commercial organism.

Main pillars of the project:

• Common Branding: Creation of a recognizable brand (“Galeria NaWrocławskiej”), a website, and coordinated social media promotion, building awareness of the street as an attractive shopping destination.
• Integrated Infrastructure: Introduction of a coherent visual information system (signs, boards, maps) indicating the location of specific stores and services, mimicking the functionality of traditional shopping malls.
• Professional Management: Appointment of an entity (e.g., an association of entrepreneurs, a street manager) responsible for marketing, event organization, and coordination of activities, financed by membership fees.
• E-commerce Platform: Integration of the retail offer within a dedicated website enabling online shopping and promotion of local businesses.

This project fits into the global trend of revitalizing city centers and seeking alternatives to standardized shopping malls dominated by chain stores.

2. Analysis of Expected Effects

2.1. Business and Economic Effect

• Benefits:
  • Turnover Growth: Coordinated marketing activities and event organization will attract a larger number of customers, directly translating into increased sales.
  • Decrease in Vacancy Rates: A street under a common, well-managed brand will become a more attractive location for new tenants and investors.
  • Increase in Property Value: Improvements in aesthetics, safety, and commercial attractiveness of the street will naturally raise the value of the premises located there.
  • Increased Competitiveness: An integrated street will be able to compete more effectively with shopping malls by offering a unique shopping experience.
  • Economies of Scale: Joint purchasing of services (e.g., security, cleaning, marketing) can lower operating costs for individual entrepreneurs.
• Risks:
  • Resistance from Entrepreneurs: The necessity of paying fees for joint activities may meet with opposition from some business owners.
  • Gentrification: Increased attractiveness could lead to rising rents, potentially displacing smaller, local merchants in favor of chain companies.
  • Internal Conflicts: Differences of interest among entrepreneurs may hinder joint decision-making.

2.2. Social Effect

• Benefits:
  • Community Integration: Joint events, festivals, and promotional campaigns will strengthen ties between entrepreneurs, residents, and customers.
  • Increased Safety: Increased pedestrian traffic, better lighting, and care for the aesthetics of public space raise the sense of security.
  • Strengthening Local Identity: A project based on local potential builds pride and attachment to the place, emphasizing its unique character.
  • Creation of a “Third Place”: The street can become not only a place for shopping but also a space for spending free time, meeting, and recreation.
• Risks:
  • Privatization of Public Space: Excessive commercialization may limit free access to the space for residents.
  • Noise and Nuisances: An increased number of events and customers can generate nuisances for residents of neighboring buildings.

2.3. Image and Urban Effect

• Benefits:
  • Creation of a Place Brand: “Galeria NaWrocławskiej” can become a showcase of Ostrów Wielkopolski, attracting tourists and building a positive image of the city as innovative and caring for local business.
  • Improvement of Aesthetics: The project creates an opportunity to introduce a cohesive visual identity, organize signs and advertisements, and invest in street furniture and greenery.
  • Raising the Quality of Public Space: The street becomes more pedestrian-friendly, aesthetic, and functional.
• Risks:
  • Risk of Standardization: Too much uniformity could strip the street of its authentic, somewhat chaotic character.
  • Traffic Problems: Increased pedestrian traffic and event organization may require changes in vehicular traffic organization and solving the parking space problem.

3. Comparison to Traditional Shopping Malls

Feature	“Open Mall” (Shopping Street)	Traditional Shopping Mall
Atmosphere	Authenticity, unique climate, connection to the city fabric.	Controlled, sterile environment, repetitiveness.
Offer	Diverse, often niche, based on local businesses.	Dominated by international chain stores.
Experience	Discovery, strolling, unpredictability, weather-dependent.	Comfort, convenience, everything under one roof, weather-independent.
Business Costs	Potentially lower rents, but necessity of individual marketing.	High rents and operating fees, but guaranteed customer traffic.
Management	Decentralized (the project aims to change this)	Centralized, professional management.

Contemporary consumer trends, such as the search for authenticity, supporting local businesses, and spending time in attractive public spaces, favor the concept of “open malls”.

4. Implementation Framework and Key Performance Indicators (KPIs)

The project is fully compliant with the goals of the “Ostrów Wielkopolski Development Strategy 2030+”, which emphasizes the revitalization of the center and support for local entrepreneurship. The most effective formal and legal tool for its implementation is the establishment of a Special Revitalization Zone (SRZ), which enables, among other things, the introduction of a mandatory contribution from entrepreneurs for common goals.

The success of the project should be monitored using measurable indicators:

• Business and Economic Indicators:
  • Number and percentage of vacant properties (measured semi-annually).
  • Average turnover level of business owners (anonymous quarterly surveys).
  • Number of newly registered business activities (registry data, quarterly).
  • Average rental/sales price per m² of commercial space (market analysis, annually).
• Social Indicators:
  • Number of people participating in street events (estimates, after each event).
  • Satisfaction level of residents and business owners (surveys, annually).
  • Sense of security (surveys, annually).
  • Mentions in local and regional media (media monitoring, ongoing).
• Urban and Spatial Indicators:
  • Pedestrian traffic intensity (periodic measurements, e.g., using counters).
  • Cleanliness and aesthetics index (expert evaluation/surveys, semi-annually).
  • Number of street furniture elements (benches, trash cans, greenery) (inventory, annually).

5. Summary and Recommendations

The „Galeria NaWrocławskiej” project has huge potential to become a model for revitalization and commercial space management for other cities. It is an initiative that responds to the needs of both business owners and residents, offering a real alternative to the dominance of shopping malls.

I recommend taking the following actions:

1. Appointing an Initiative Group: Creating a formal working group consisting of key business owners from Wrocławska Street and representatives of the City Hall.
2. Conducting Detailed Research: Commissioning an analysis of the current situation on the street (number of vacancies, business profile, surveys among business owners to test support for the initiative).
3. Developing Statutes and a Financial Model: Preparing a detailed action plan for the future management organization, including membership fee amounts and the scope of services provided.
4. Initiating the SSR Establishment Procedure: Taking formal steps in cooperation with the City Council to establish a Special Revitalization Zone as the legal framework for the project.

Implementing this concept is an opportunity to permanently revitalize the heart of Ostrów Wielkopolski, strengthen the local economy, and build a unique place brand that both residents and business owners will be proud of.

EXTENDED VERSION!

Executive Summary

This report presents a comprehensive strategic analysis of the commercial street transformation project, using Wrocławska Street in Ostrów Wielkopolski as an example, into an integrated, professionally managed commercial zone under the shared brand “Galeria NaWrocławskiej”. This project is a strategic response to the progressive degradation of retail in traditional city centers and the global crisis of the enclosed shopping mall model.

The key conclusion of the analysis is the recommendation to implement an operational model based on the international Business Improvement District (BID) concept, adapted to Polish legal conditions. I recommend using the tools provided in the Revitalization Act, particularly by establishing a Special Revitalization Zone (SSR) in the analyzed area. Such a hybrid model, combining grassroots initiative from business owners with institutional support from local government, is the most effective path to project implementation.

The anticipated, multi-dimensional effects of project implementation are significant. In the economic sphere, international experience points to a potential increase in commercial and residential property values by approximately 15% ¹, a significant decrease in the vacancy rate, and an increase in the turnover of local businesses. In the social dimension, the project will contribute to improving safety, increasing residents’ quality of life, and strengthening local identity by creating an attractive public space. In terms of image, “Galeria NaWrocławskiej” has the potential to become a unique urban product, strengthening Ostrów Wielkopolski’s position as an innovative and business-friendly city.

The analysis also identifies key success factors, which include: strong leadership and initiative originating from the local private sector, lasting and unequivocal political support from city authorities, and the implementation of a transparent and participatory management model. The main identified risks include potential resistance from some stakeholders to the introduction of a mandatory fee for shared goals, the risk of gentrification and rent increases, as well as administrative and procedural barriers.

Based on the conducted analysis, the report formulates a strategic recommendation to undertake preparatory activities. These include appointing an initiative group consisting of local business owners and property owners, launching a broad dialogue with stakeholders to develop a detailed business model and budget, and then submitting a formal application to city authorities to establish a Special Revitalization Zone as the legal framework for the project.

Introduction – The End of the Traditional Shopping Street?

Modern cities face unprecedented challenges that redefine the role and function of their historic centers. The dynamic growth of e-commerce, generational shifts in consumer behavior, and the long-term effects of the COVID-19 pandemic have led to the erosion of the significance of traditional shopping streets. These processes, combined with the progressive decapitalization of the building stock and suburbanization, lead to the degradation of public space, an increase in vacancies, and the marginalization of downtown areas that have been the heart of urban life for centuries.² The project to transform a shopping street into an “open gallery” is a proactive strategy aimed at reversing these negative trends.

The concept of an “open shopping mall” goes far beyond standard revitalization activities, such as paving renovation or the installation of new street furniture. It is a fundamental paradigm shift in commercial space management. This model assumes the creation of an integrated business ecosystem, managed under a public-private partnership formula, in which a group of local business owners and property owners, organized into a formal entity (e.g., an association), takes responsibility for increasing the attractiveness and competitiveness of the entire area. The operational foundation is a co-financing mechanism, most often through mandatory fees, which cover the costs of additional, above-standard services such as intensified cleaning and safety measures, joint marketing and branding, organization of cultural and commercial events, and representing the zone’s interests externally.⁴

The proposed transformation is not merely a defensive strategy aimed at surviving in the face of competition from large-format shopping centers and global e-commerce platforms. It is a well-thought-out offensive strategy that exploits the competitors’ weaknesses and transforms the unique features of a city street into its key advantages. Traditional shopping malls, despite the comfort they offer, struggle with growing anonymity, the unification of their offer dominated by chain stores, and high operating costs that pose a barrier to small, local businesses.⁷ At the same time, modern consumers increasingly seek authenticity, unique experiences, and the opportunity to spend time in aesthetic, open spaces integrated with city life.¹⁰ An “open gallery” is able to offer precisely these values: a diverse range of independent businesses, a historical context, a unique atmosphere, and a seamless combination of retail, service, dining, and cultural functions. In this way, the project does not merely compete with malls on their terms; rather, it creates a new, more attractive category of place that responds to the needs of modern society.

Strategic Diagnosis – Wrocławska Street and Ostrów Wielkopolski

The concept of the “Na Wrocławskiej Gallery” must be analyzed in close connection with the local socio-economic context and the city’s strategic development goals. Wrocławska Street, as one of the key retail arteries of Ostrów Wielkopolski, has the potential to become a model example of transformation, but currently, like many similar streets in Polish cities, it faces a number of challenges. These include non-uniform storefront aesthetics and advertising clutter, accessibility and parking issues, as well as the phenomenon of vacant spaces that lowers the attractiveness of the entire area. The lack of coordinated marketing and promotional activities means that individual entrepreneurs operate in isolation, failing to harness the synergy that a joint, strong brand could provide.

Paradoxically, the current crisis of traditional, enclosed shopping malls presents a strategic opportunity for the high street renewal project. Market data clearly indicate a weakening of this format. In the first half of 2025, footfall in Polish shopping centers dropped by 6.9% compared to the previous year, and the number of visits decreased by as much as 14.5%.¹² Other analyses confirm this trend, pointing to a 9.9% drop in unique customers in the third quarter of 2024 compared to the same period in 2023.¹³ This systemic weakening of the main competitor to downtown retail creates a strategic market gap that can be successfully filled by a modernly managed, attractive, and unique high street.

Most importantly, the “Na Wrocławskiej Gallery” project is fully aligned with the city’s long-term development vision, recorded in the document “Ostrów Wielkopolski Development Strategy with a perspective up to 2030+”.¹⁴ This initiative fits directly into the realization of key strategic goals:

• Strategic Goal “CITY FULL OF LIFE”: The project directly contributes to the implementation of the operational goals of the “Compact City” by counteracting the depopulation of the center, and the “City of Good Spaces” by raising the quality of public space and revitalizing degraded areas. This is a concrete response to the weaknesses diagnosed in the strategy, such as “low quality of residential housing in the city center” and “general lack of spatial order”.¹⁴
• Strategic Goal “ENTREPRENEURIAL CITY”: The transformation of Wrocławska Street is the realization of the operational goal “Entrepreneurial Residents”, which assumes “maintaining economic activity in the downtown” and “caring for quality – standards of urban retail and service corridors”. Creating a strong, shared brand and professional management of the zone is the most effective way to raise these standards.¹⁴

Furthermore, the city’s development strategy itself explicitly recommends the use of legal tools that form the foundation of the proposed operational model. The document includes a provision on the need to “maintain the Municipal Revitalization Program” and a recommendation to “establish a Special Revitalization Zone”.¹⁴ This clearly indicates that the implementation path proposed in this report is not only possible, but even desirable from the perspective of Ostrów Wielkopolski’s strategic interests.

Operational Model – From International BID to Polish Special Revitalization Zone

The effective implementation of the “open shopping gallery” vision requires the deployment of a solid and proven operational model. The international benchmark for such initiatives is the Business Improvement District (BID) formula, which has been successfully operating for decades in hundreds of cities worldwide, from the United States to Great Britain and Germany. Understanding the mechanisms of BIDs and their creative adaptation to Polish legal conditions is the key to the project’s success.

Anatomy of the Business Improvement District (BID) Model

The BID model is based on several fundamental pillars that ensure its effectiveness and durability:

• Structure and Management: The heart of a BID is a private non-profit organization, most often in the form of an association or foundation, managed by a board of directors. The board is composed primarily of local entrepreneurs and property owners from within the designated zone.¹ International experience clearly shows that initiatives where leadership and driving force come from the private sector itself achieve significantly greater success than those imposed top-down by public administration.¹ Such a structure guarantees that the actions taken align with the real needs of business and focus on achieving measurable results.
• Financing: A unique and key feature of a BID is the financing mechanism based on a mandatory, additional fee (known as the BID levy), collected from all business entities and/or property owners in a precisely designated zone. This stable and predictable revenue stream allows for long-term planning and the execution of ambitious projects. Contribution calculation methods vary and are tailored to local specifics – they can be based on the taxable property value, the usable floor space of the premises, its location, the type of business conducted, or even declared turnover.¹ The process of establishing a BID and introducing the mandatory levy is democratic – it requires a formal vote among eligible entities and reaching a specified support threshold. For example, in Scotland, for a vote to be valid, at least 25% of eligible entities must participate, and the majority of voters (both in terms of the number of entities and the total value of their properties) must vote in favor of the project.⁴
• Scope of Services: A fundamental principle of BID operations is that the services it provides are additional and above-standard compared to the services the city is obligated to provide to all residents in return for paid taxes.⁴ Therefore, a BID does not replace municipal services, but complements their activities, raising the quality of space to a higher level. A typical catalog of services includes:

• “Clean and Safe” Program: Additional cleaning services, rapid graffiti removal, storefront washing, and the funding of additional security patrols or monitoring to improve actual and perceived safety levels.⁵
• Marketing and Promotion: Creation and management of a shared zone brand, running a professional website and social media profiles, organizing advertising campaigns and cyclical events (e.g., festivals, fairs, shopping nights) that attract customers.¹⁶
• Public Space Improvements: Investments in aesthetic and functional street furniture (benches, trash cans, bicycle racks), greenery planting, lighting modernization, or art installations.¹⁶
• Lobbying and Advocacy: A BID becomes a strong, united voice for local business, capable of effectively representing its interests in discussions with city authorities regarding, for example, parking policy, spatial planning, or outdoor advertising regulations.⁴

Adaptation in Polish Legal Conditions: Synergy of BID and Special Revitalization Zone (SRZ)

Directly transferring the Anglo-Saxon BID model to Polish soil encounters significant legal barriers. First of all, the Polish legal system lacks a dedicated act that would allow an association of entrepreneurs to levy and enforce mandatory fees from all entities in a given zone. At the same time, experiences with implementing Public-Private Partnerships (PPP) in Poland show that this formula remains poorly developed and burdened with numerous procedural barriers.¹⁷

The solution to this dilemma is the creative use of existing legal frameworks, in particular the Revitalization Act of October 9, 2015. This document introduced a powerful tool into the Polish legal order, which is the Special Revitalization Zone (SRZ).¹⁹ An SRZ is established by the municipal council by way of a resolution (constituting a local law act) upon the request of the city mayor, for a designated revitalization area and for a period of no longer than 10 years.²⁰

Creating a hybrid model that combines bottom-up initiatives from entrepreneurs organized into an association (operating on the model of a BID board) with top-down institutional support in the form of an SSR established by the city is the most promising path to success. Such a model makes it possible to overcome barriers and build synergy. A pure BID model, based exclusively on the self-organization of the private sector, is difficult to implement in Poland for legal reasons. On the other hand, top-down revitalization driven solely by the city often suffers from a lack of flexibility, innovation, and genuine local business engagement—one of the main barriers identified in Polish revitalization processes.¹⁷

Combining both approaches creates a model where the city, by establishing an SSR, builds a kind of “greenhouse”—a friendly legal and financial environment—while entrepreneurs, organized into an association, can effectively “cultivate” their businesses within it and jointly care for the entire space. Through the SSR, the municipality gains a number of special powers that can directly support the association’s activities:

• Financial support: The municipality can grant owners or perpetual usufructuaries of real estate subsidies of up to 50% of the costs necessary to carry out renovations or reconstructions.²⁰ This can be a powerful incentive to raise the standard of private buildings.
• Control over space: In the resolution establishing the SSR, the municipal council can ban the issuance of zoning decisions, granting full control over new investments and preventing spatial chaos.²²
• Simplified procedures: The SSR status facilitates and accelerates the implementation of public revitalization projects, such as the modernization of infrastructure or public spaces.¹⁹
• Additional financing mechanisms: The law provides the option to increase the betterment levy rate (resulting from an increase in property value) to up to 75% within the SSR area, which can serve as an additional source of funding for public investments in the zone.²³

In this hybrid model, the entrepreneurs’ association becomes a natural and key partner for the city. It manages the budget (derived, for example, from initially voluntary contributions, sponsorships, and event revenue), coordinates joint marketing activities, maintains ongoing standards, and acts as a unified business voice in dialogue with local government. This synergy, rather than blindly copying foreign models, is the key to the lasting revival of a commercial street.

Comparative Analysis – “Galeria NaWrocławskiej” vs. Traditional Shopping Mall

To fully understand the value proposition of the “Galeria NaWrocławskiej” project, it is essential to conduct a comparative analysis with its main competitor—the traditional, enclosed shopping mall. Comparing the key attributes of both models from the perspective of the tenant, customer, and city clearly demonstrates the competitive advantages of the proposed solution. Decision-makers analyzing the table below can quickly grasp the fundamental differences in costs, customer experience, flexibility, and impact on the surroundings, providing a powerful tool in the strategic decision-making process.

Feature	Traditional Shopping Mall	“Galeria NaWrocławskiej” (BID/SSR Model)	Sources
Tenant Costs	Very high base rent (e.g., 100-130 EUR/m² in Warsaw) plus high operating expenses (utilities, security, mall marketing) and often an additional turnover-based rent.	Significantly lower, market-rate rent for a high street location (e.g., 13-20 EUR/m²) plus a mandatory, yet relatively low and transparent contribution for shared, agreed-upon goals (BID levy).	7
Customer Experience (CX)	Fully controlled, air-conditioned, predictable, and often standardized environment. The experience is transaction-oriented and focused on convenience (parking, restrooms available).	Authentic, integrated into the urban fabric, changing with the time of day and weather. The experience is oriented toward discovery, locality, and spending time.	10
Barriers to Entry	High initial costs and rigorous requirements favor large international retail chains, limiting the diversity of the offering.	Low barriers to entry that enable small local entrepreneurs, artisans, and start-ups to operate, leading to a unique and diverse offering.	4
Business Flexibility	Low, limited by long-term, rigid lease agreements and detailed mall regulations that dictate items such as opening hours.	High flexibility, giving entrepreneurs the ability to quickly adapt their offerings, test new concepts (e.g., pop-up stores), and adjust working hours to market needs.	6
Impact on the City	Often creates an enclosed, self-sufficient retail “island” that can suck economic activity and social life out of historic city centers.	Revitalizes and strengthens the historic center, integrating retail with other urban functions (culture, housing, administration) and creating value for the entire city.	2
Management	Centralized, hierarchical, run by a single owner or professional facility manager, oriented toward maximizing rental profit.	Decentralized, participatory, run by a non-profit organization representing the interests of many independent entities, oriented toward the common good of the entire zone.	1

Multidimensional Analysis of Anticipated Effects

Implementing the “Galeria NaWrocławskiej” project based on the BID/SSR model will generate a series of positive, interconnected effects across four key dimensions: business, social, image-building, and urban. A holistic approach to revitalization ensures that the benefits will be felt not only by entrepreneurs, but also by residents, tourists, and the local government.

Business and Economic Effects

Transforming the street into a professionally managed commercial zone will bring direct and measurable financial benefits to all stakeholders.

• Increase in property value: This is one of the best-documented effects of a BID. Comprehensive research conducted in the United States has shown that commercial properties located within the boundaries of large, well-managed BIDs (with budgets exceeding $1.2 million) had a market value on average 15% higher compared to similar properties located in the immediate vicinity but outside the zone’s borders.¹ This growth is a direct result of improvements in aesthetics, safety, and the marketing appeal of the area.
• Decrease in vacancy rates: Increased pedestrian traffic, a better image, and active promotional activities lead to a rise in demand for commercial spaces. The street becomes a more attractive place to run a business, which naturally translates into a smaller number of unrented premises.¹
• Increase in business turnover: Coordinated marketing activities, the organization of crowd-attracting events, and a general improvement in the customer experience lead to an increase in visitor numbers (footfall), an extension of their stay in the zone (dwell time), and, consequently, a boost in the revenues of local businesses.⁵
• Positive impact on the city budget: Economic revitalization in the city center generates benefits for public finances. The increase in property value translates into higher property tax revenues. The growth of businesses and the creation of new jobs can lead to higher income tax revenues and reduced spending on social assistance.

Social Effects

The project has the potential to become a catalyst for positive social changes, extending far beyond the sphere of commerce.

• Improvement in safety: Activities under the “Clean and Safe” program, such as additional patrols, better lighting, or CCTV monitoring, lead to a real drop in crime and misdemeanor statistics. Equally important is the rise in the subjective sense of safety among residents and visitors, which encourages them to spend more time in the city center, especially after dark.¹⁶
• Growth of social capital: The process of creating and managing an “open gallery” requires close cooperation between entrepreneurs, property owners, residents, and city authorities. This joint action for the common good builds trust, strengthens social bonds, and creates a culture of participation that forms the foundation of successful revitalization.²⁶
• Creation of a “third place”: The revitalized street ceases to be merely a communication corridor and a place of transaction. Thanks to the introduction of new street furniture, greenery, café gardens, and the organization of cultural events, it becomes an attractive “third place” (after home and work) – a space for meetings, recreation, and building interpersonal relationships.

Image Effects

Strategic management of brand and communication can bring measurable image benefits to the city.

• Building a unique place brand (place branding): Creating a strong, coherent, and positively perceived brand, such as the “NaWrocławskiej Gallery”, allows the street to stand out against anonymous competition. It becomes a recognizable urban product, a destination in itself rather than just a collection of random shops.
• Strengthening the city’s image: The project’s success will be seen as proof of the innovation, dynamism, and effectiveness of the authorities of Ostrów Wielkopolski. The city will gain the image of a place that cares for its historic center, supports local entrepreneurship, and is capable of executing complex, modern urban projects, which is fully aligned with its development strategy.¹⁴

Urban and Spatial Effects

The project will have a fundamental impact on the physical quality and functionality of the city’s central space.

• Improvement of aesthetics and spatial order: Joint management allows for the introduction of coherent standards regarding signage, shop windows, street furniture, facade colors, or restaurant gardens. This leads to clearing up visual chaos and creating a harmonious, aesthetic public space.¹⁶
• Humanization of public space: Investments in pedestrian-friendly solutions (people-friendly open streets), such as widening sidewalks, introducing greenery, calming vehicular traffic, or improving accessibility for people with disabilities, change the character of the street from a transit route to a destination, encouraging people to walk and spend time there.⁵
• Sustainable development: The revitalization of the existing urban fabric is the essence of sustainable development. It is a form of “urban recycling” that allows for the reuse of existing resources and infrastructure, reducing pressure on developing new areas on the outskirts of cities and countering uncontrolled suburbanization.²

Key Performance Indicators (KPIs) – How to Measure Success?

For the “NaWrocławskiej Gallery” project to be managed efficiently and transparently, it is essential to implement a monitoring system based on Key Performance Indicators (KPIs). KPIs are measurable values that allow us to assess the degree to which assumed strategic goals are achieved.²⁷ In accordance with best practices in the field of revitalization, the monitoring system should focus on measuring real

outcomes (e.g., improvement in quality of life, increase in economic activity) rather than merely outputs (e.g., number of renovated tenement houses) or inputs (e.g., amount of money spent).²⁹ For each selected indicator, it is crucial to establish its baseline value (starting point) before the project begins, which will allow for an objective assessment of progress over time.

The table below presents a proposed set of KPIs, grouped into three key areas, along with suggested methodology and measurement frequency. This set is based on indicators commonly used to evaluate BID-type projects globally and in Polish revitalization programs. The implementation of such a “management dashboard” will provide the project management board, city authorities, and all stakeholders with ongoing access to objective data on its effectiveness, enabling fact-based decision-making and potential course corrections.

Sphere	Indicator (KPI)	Measurement Method	Measurement Frequency	Sources
Economic	Vacancy rate (%)	Regular, direct inventory of commercial premises within the zone.	Quarterly	1
	Average transaction value / rent per m²	Analysis of data from the local real estate market, anonymous surveys among real estate agencies and owners.	Annually	1
	Business turnover in the zone (growth index)	Voluntary, anonymous surveys among entrepreneurs; analysis of cash register data (upon obtaining consent).	Annually	1
	Number of newly established businesses in the zone	Analysis of data from public registries (CEIDG, KRS) for the defined area.	Annually	1
Social	Number of recorded crimes and offenses	Analysis of statistics provided by the Police and Municipal Police for the defined area.	Quarterly	1
	Subjective sense of security (%)	Cyclical survey research (street, online) among residents and zone users (asking about the sense of security day and night).	Annually	29
	Number of participants in events organized in the zone	Organizers’ estimates, ticket sales data (if applicable), analysis of photos/recordings.	After each event	29
	Entrepreneur satisfaction index (NPS or 1-10 scale)	Annual survey among association members, evaluating the board’s activity and project results.	Annually	31
Spatial and Environmental	Pedestrian traffic intensity (footfall)	Installation of automatic pedestrian counters at key points; analysis of anonymized data from mobile networks.	Monthly/Quarterly	1
	Cleanliness index (rating on a 1-5 scale)	Regular, standardized visual audits conducted by an independent team (assessment of pavement cleanliness, emptying of bins, absence of graffiti).	Monthly	15
	Area of green spaces / number of new plantings	Inventory of natural resources on maps; annual report on completed works.	Annually	29
	Number of residents’ complaints regarding aesthetics/order	Analysis of data from the city’s intervention reporting system (e.g., via app or hotline).	Quarterly	–

Risk Analysis and Identification of Potential Threats

Every ambitious urban transformation project carries risks. The key to success is their early identification and the development of a mitigation strategy. The analysis of potential threats to the “Galeria NaWrocławskiej” project should take into account both universal risks associated with the BID model and specific barriers occurring under Polish conditions.

Financial Risks

• Resistance to the mandatory contribution: This is the biggest challenge at the stage of creating a BID. Some entrepreneurs may perceive the additional fee as yet another tax rather than an investment in the development of a shared space. Mitigation strategy: Transparent and intensive communication showing concrete benefits resulting from the common budget is crucial. It should be emphasized that the contribution is an investment that generates a return in the form of higher turnover and property value.⁵ The decision-making process must be fully democratic, based on a formal vote to ensure the project’s legitimacy.⁴
• Insufficient budget: Particularly in smaller zones, the sum of collected contributions may turn out to be too small to finance large-scale actions with a visible impact. Research indicates that small, retail BIDs have significantly less impact than large ones with substantial budgets.¹
  Mitigation strategy: Diversification of funding sources should be planned from the beginning. The contribution-based budget should be supplemented with funds from grants (especially within the framework of SSR), sponsorship revenues from larger companies, income from organizing paid events, or advertising space rentals.

Social Risks

• Gentrification: This is one of the most serious and frequently discussed threats associated with successful revitalization. Increased attractiveness of the area leads to higher demand for premises, which in turn causes pressure on rent increases. As a result, smaller, local businesses with lower margins, as well as current residents, may be “pushed out” of the zone in favor of more expensive chain brands and wealthier tenants.⁴
  Mitigation strategy: Conscious action by the association’s board and city authorities is necessary. Within the framework of SSR, protective mechanisms can be introduced, e.g., preferential rent programs for local artisans or artists. It is also important to maintain a diverse tenant mix so that the street does not become monothematic.
• Conflicts of interest: Conflicting interests may exist within the zone. Restaurateurs may strive to maximize outdoor seating areas, which may collide with the needs of stores for which unobstructed pedestrian flows are crucial. Property owners may be primarily interested in rent increases, while tenants – in their stabilization. Mitigation strategy: An inclusive and representative management structure must be created, in which representatives of various interest groups have a voice. Regular, open meetings, transparent decision-making, and mediation mechanisms are key to resolving conflicts.

Implementation Barriers in Polish Conditions

The analysis of previous experiences with revitalization in Poland, conducted inter alia by the IRMiR Urban Policy Observatory, points to a number of systemic barriers that must be taken into account ¹⁷:

• Legal barriers: The lack of a dedicated BID act forces the search for alternative, more complex legal paths. Mitigation strategy: The proposed hybrid BID/SSR model is precisely the answer to this barrier, creatively utilizing the existing and effective tool which is the Revitalisation Act.
• Financial barriers: Polish revitalization projects are heavily dependent on external, cyclical sources of funding, mainly EU funds. This leads to thinking in terms of one-off “projects” rather than a continuous, long-term “process” of management. Mitigation strategy: The BID/SSR model introduces a fundamental change by relying on a permanent, local, and renewable source of funding, which is contributions. This ensures stability and independence from external funding cycles.
• Social barriers: In many Polish cities, a low level of social capital, distrust, reluctance to cooperate, and “fatigue with facade public consultations” are observed. Mitigation strategy: It is crucial that the initiative is grassroots (bottom-up) and genuinely stems from the needs and commitment of the entrepreneurs themselves. The city’s role should be to support, facilitate, and create the legal framework (SSR) rather than to impose solutions from above.

Strategic Recommendations and Roadmap

The analysis clearly shows that the project to transform Wrocławska Street into the “NaWrocławskiej Gallery” has enormous potential and aligns with the city’s strategic interests. To turn this potential into real success, coordinated and thoughtful action is essential. The following recommendations lay out a roadmap for implementing the project.

Recommendation 1: Adopt a Hybrid BID/SSR Model

I recommend adopting an innovative, hybrid management model that combines the energy and expertise of the private sector with the tools and support of the public sector. In practice, this means taking two parallel steps:

1. Establish an association from the bottom up: A group of business leaders from Wrocławska Street should initiate the creation of a formal association of entrepreneurs and property owners. This association will become the legal entity representing the area’s interests, the future manager of the “NaWrocławskiej Gallery,” and a partner in dialogue with the city.
2. Establish a Special Revitalization Zone from the top down: After drafting an initial concept and action plan, the association should enter into a strategic dialogue with the City Hall to prepare and submit a formal application to establish a Special Revitalization Zone in the area. The SRZ will create the necessary legal and financial framework to enable and strengthen the association’s efforts.

Recommendation 2: Phase the Project Implementation

Implementing such a complex project should be evolutionary rather than revolutionary, gradually building trust and stakeholder support. I propose a three-phase implementation plan:

• Phase I – Preparation (6-9 months):

• Form an informal initiative group consisting of the most committed local leaders.
• Conduct broad consultations and informational meetings with all entrepreneurs and property owners in the planned area.
• Develop a detailed business plan: precisely define the zone’s boundaries, outline the catalog of services, create a budget draft, and propose a contribution calculation model.
• Prepare a formal application for the establishment of the SRZ in cooperation with the city.
• Phase II – Pilot (12-24 months):

• Formally register the association and establish the SRZ through the City Council.
• Launch basic, highly visible services (e.g., the “Clean and Safe” program, creating a shared website and brand), initially financed by voluntary contributions, city grants within the SRZ, and sponsor funds.
• The goal of this phase is to build trust by showing real, tangible benefits and proving the effectiveness of working together.
• Phase III – Full Implementation (5-10 years):

• Following a successful pilot and the building of broad support, hold a formal vote on introducing a mandatory contribution (if a legal analysis indicates this is possible under existing laws or new regulations).
• Expand the catalog of services to include more ambitious projects (large marketing campaigns, infrastructure investments).
• Continuously monitor and evaluate the project based on a defined set of KPIs.

Recommendation 3: Identify and Empower Local Leaders

International case studies clearly show that a key success factor for BID-type projects is the presence of a charismatic, determined, and well-organized group of leaders from the private sector. These are often the owners of the largest businesses, developers, or simply people with vision, authority, and organizational skills.¹ The city’s role should be to actively identify such individuals and groups and then support them (e.g., through organizational help, data sharing, legal advice) without taking over the initiative.

Recommendation 4: Ensure Lasting and Visible Political Support

A project of this scale and importance requires long-term, unequivocal commitment from the city’s highest authorities, including the Mayor. Strong political support is essential for overcoming inevitable administrative barriers, ensuring smooth cooperation between various municipal departments, and legitimizing the project in the eyes of the public.¹⁷ The direct involvement of local government leaders signals to all stakeholders that downtown revitalization is an absolute priority for the city.

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FAQ – Shopping malls from streets and entire districts/cities.

What are the most important takeaways from this article? Focusing on customer needs and adapting to changing technologies are the foundation of success.