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The purpose of this paper is to outline the strategies, policies and tools used in the World Heritage city “Old town of Regensburg/Germany with Stadtamhof” to face specific challenges. Even in a short period of time the city set up a management system which is working with an integrated approach to deal with all World Heritage issues.

Theoretical and practical UNESCO guidelines are the framework for each World Heritage property. On the local, regional and national level there are a multitude of parameters and stakeholders that must be integrated into the management of urban World Heritage properties to ensure that they are safeguarded.

This paper makes proposals on how to implement sustainable integrated World Heritage management, giving practical examples on how to include various stakeholders.

This paper is not a comparative case study using a variety of other World Heritage sites for comparison. The individual structures and different heritage values need specific and adapted solutions in each UNESCO World Heritage site. Nevertheless some of the tools, strategies and policies described can be transferred to other historic cities. Depending on size, number of inhabitants, intensity of tourism, as well as ownership, economical environment, governance, etc., the model has to be adapted to the specific local situation.

This paper presents a novel integrated World Heritage management approach for urban World Heritage sites, describing new tools and strategies to sustainably integrate cultural heritage in the urban development.

Reorienting health services towards health promotion is one of the major health promotion strategies stipulated by the Ottawa Charter). Important contradictions, tensions and barriers to health promotion implementation associated with organisational structures have, thus far, been underexposed in the hospital health promotion discourse. This paper aims at identifying risks and the chances for hospital management to strategically and sustainably reorient their hospitals towards health promotion.

The paper combines theories and findings from organisational science and management studies as well as from capacity development in the form of a narrative literature review. The aim is to focus on the conditions hospitals, as organisational systems with a highly professionalised workforce, provide for a strategically managed reorientation towards health promotion. Models and principles helping managers to navigate the difficulties and complexities of health promotion reorientation will be suggested.

Hospital managers have to deal with genuine obstacles in the complexity and structural formation of hospital organisations. Against this background, continuous management support, a transformative leadership style, participative strategic management and expert governance can be considered important organisational capacities for the reorientation towards a new concept such as health promotion.

This paper discusses managerial strategies, effective structural transformations and important organisational capacities that can contribute to a sustainable reorientation of hospitals towards health promotion. It supports hospital managers in exploring their chances of facilitating and effectively supporting a sustainable health promotion reorientation of their hospitals.

The paper provides an innovative approach where the focus is on enhanced possibilities for hospital managers to strategically manage the reorientation towards health promotion.