Transcript Titel van de presentatie

Revitalisation of
Traditional Industrial
Areas in SEE – ReTInA
‘INTERREG IVB South ’
Budapest, May 2008
Overview
1. SEE Programme
1. General overview
2. Links to ReTInA
2. Project proposal
1. Background, problems, challenges
2. Overall and specific Objectives
3. Activities, outputs, results
4. Transnationality Partnership
5. Relevance to programme and EU policies
4. Overall Budget framework
1.SEE Programme
General overview
General aim of the SEE
Programme
General aim - SEE Programme
The South East Europe Programme aims to develop
transnational partnerships on matters of strategic importance,
in order to improve the territorial, economic and social
integration process and to contribute to cohesion, stability and
competitiveness of the region. For this purpose, the
Programme seeks to realize high quality, result oriented
projects of strategic character, relevant for the programme
area.
General aim - SEE Programme
In addition, the SEE Transnational Cooperation Programme will
actively seek the full participation of non-Member States in the
programme area benefiting from the external Pre-Accession
Assistance and the European Neighbourhood Policy funding.
The programme area is located at the South Eastern edge of the
Union, where several accession candidate countries and
potential candidate countries as well as third countries engaged
in the EU partnership framework are concentrated, thus going
far beyond the external borders of the EU.
Specific Objectives - SEE Programme
1. The programme shall facilitate innovation, entrepreneurship,
knowledge economy and information society by concrete cooperation action and visible results.
2. The programme shall improve the attractiveness of regions and
cities taking into account sustainable development, physical and
knowledge accessibility and environmental quality by integrated
approaches and concrete cooperation action and visible results.
3. The programme shall foster integration by supporting balanced
capacities for transnational territorial cooperation at all levels.
Priority Axis - SEE Programme
Priority Axis 1 : Facilitation of innovation and
entrepreneurship
Priority Axis 2: Protection and improvement of the
environment
Priority Axis 3: Improvement of the accessibility
Priority Axis 4: Development of transnational synergies for
sustainable growth areas
General Features – SEE
Programme
1.
o Project partnership requirements:
oPartners from at least 3 participating state of which at least 1
MS
oCompetent partners which can have an important role and
which can produce outputs with clear and visible impact
oAdequate mix of activities carried out by partners with concrete and
visible outputs and results
oUseful, applicable and transferable outputs preparing investment
and delivering concrete examples of small-scale infrastructure
investment as tangible proof of the efficiency of the methodologies
and strategies decided at transnational level
General Principles – SEE
Programme
o Improved regional governance and
participation:
oImprove governance of interventions
oEngage all relevant stakeholders
oPromote greater role of local authorities
oRight coordination between territorial and
thematic priorities
oGood planning and management practices
Assessment criteria – SEE
Programme
o Formal Check
o Eligibility Check
o Quality Check
o Partnership: composition,
o Quality of transnational cooperation
o Project management
o Internal and external communication and dissemination,
knowledge management
o Contribution to overall objectives of the programme
o Contribution to the priority axis and area of intervention
o Quality of work plan and types of activities
o Concreteness and usability of project deliverables
o Value for money
o Synergies with other policies, programmes, projects
1. SEE Programme – links to ReTInA
Priority addressed
Priority 4:
Development of transnational synergies for sustainable
growth areas
Joint expertise and pilot co-operation projects could be developed in a wide
spectrum of issues of common interest. Transnational co-operation should
combine the exchange of experience with appropriate pilot projects in urban
and settlement areas to apply strategies, skills and knowledge.
The purpose of this area of intervention is the development, implementation and
dissemination of concrete strategies and action plans and the utilisation of
transnational skills and knowledge to tackle crucial problems affecting
metropolitan areas and regional systems of settlements. Crucial problems
could be of interrelated economic, environmental, social and governance
nature. Multilevel activities within transnational partnerships should seek to
improve these kind of crucial problems
1. SEE Programme - – links to ReTInA
Priority addressed
Priority 4:
Development of transnational synergies for sustainable
growth areas
Joint expertise and pilot co-operation projects could be developed in a wide
spectrum of issues of common interest. Transnational co-operation should
combine the exchange of experience with appropriate pilot projects in urban
and settlement areas to apply strategies, skills and knowledge.
The purpose of this area of intervention is the development, implementation and
dissemination of concrete strategies and action plans and the utilisation of
transnational skills and knowledge to tackle crucial problems affecting
metropolitan areas and regional systems of settlements. Crucial problems
could be of interrelated economic, environmental, social and governance
nature. Multilevel activities within transnational partnerships should seek to
improve these kind of crucial problems
1. SEE Programme - – links to ReTInA
Some examples of supported actions
Developing transnational synergies in Planning and Governance
• Development and action plans for co-operative solutions for urban renewal and
revitalisation
• Tackling land registration as a serious problem especially concerning urban area
• Enhancing the management, registration and regulation of real estates along
with the development and rehabilitation of urban brownfields
• Promoting governance and development of accountability and transparency
in local authorities could also be addressed. The key partners – the private sector,
the community and NGOs, as well as local, regional and national government –
should be mobilised in the planning, implementation and evaluation of urban
development (e.g. city-district/quarter-management)
ReTInA - Project proposal
2. Project outline
Background – common features of partners
o Heavy / chemical industry traditions: polluted areas, infrastructural,
built heritage
oTraditional industries are either still (partly) operating or are
completely derelict in some cases, new economic functions have
already settled in the areas.
oNot planned, small scale and often low quality new economic
activities have already been settled in some of the areas, leading to
unstructured and often spatially chaotic situation
o Located close to / within or on the periphery of urban centres,
excellent logistical possibilities, often close to ports
o Strategic objective of all partner cities/regions is to convert /
revitalise / rehabilitate the areas concerned
o Direction of development: more productive economic activities –
industry, technology intensive, green industries,
commercial/cultural/public functions – in order to create economic
growth and quality employment
2. Project outline
Background – common features of partners
oThe current level of development differs in the case of the different
partners. Accordingly, two main groups of areas can be
distinguished:
A: Areas where development has already started, or where a
directions of development / development strategy has already
been defined: Ferrara, SOPRIP, Bologna, Iasi, Maribor, Tavros
B: Areas where the directions of developments remain to be
determined: Csepel, Galati, Kosice?, Komotini
Specificities of eastern partners:
First possibility for development came late, only following 90s
Hurried privatisation led to bad ownership structures
Lack of resources for reconversion and possibilities for external
capital involvement
Less developed concepts on future development strategies to be
implemented
2. Project outline
Problems and challenges
For all countries of South-East Europe, the rehabilitation of “rust
belts” / brownfield sites in or surrounding their medium and large
cities, inherited from former traditional (heavy, chemical) industry
activities is causing great difficulties. This problem is even more
urging in Eastern Europe, where countries have undergone through
heavy industrialisation under the previous regime. Following that, the
economic changes of the 90s were often accompanied by hurried
privatisation, badly designed legal structures thanks to which any
modernisation attempts led, and are often still leading, into deadends.
2. Project outline
Problems and challenges
In default of
1.well-designed, integrated strategies on the revitalisation of these
areas, e.g. urban, social, economic or environmental rehabilitation,
2. good governance (management capacities and stakeholder
involvement) able to promote the development of these areas,
3. the proper regulatory-financial environment to implement the
strategies and finally,
4. an attractive image (well-designed profile, rebranding) of the
areas,
these sites have now become either derelict or are still in operation,
but due to the activities of the companies settled in the area,
representing inefficient, low added value economic and production
structures.
2. Project outline
Overall objective
The overall objective of the project is to develop, test and implement
innovative development concepts based on a transnational
methodological/conceptual framework and European benchmark on
how to revitalise and modernise brownfields in South-East
Europe in order to ensure their sustainable growth and
competitiveness and to provide for quality employment in the
areas concerned. The project aims to prepare a series of concrete
investment necessary to catalyse revitalisation while providing a
quality urban environment
(The starting point of the project is thus to create a strong,
competent and for this process relevant public sector / services in
order to steer, guide and control the development process.)
2. Project outline
Specific objectives
• Develop integrated strategies for development (Master Plan) and
prepare concrete investments based on benchmarking and a
jointly defined transnational methodological / conceptual
framework
• Make a positive impact on the policy framework and in particular
the legal environment and introduce and test new financing
schemes based on strong cooperation between public and private
sectors
• Create multi-stakeholder involvement and capacity-building
• Institutionalise public management structures, improve
capacities to boost the long term development process
•Implement strategies to involve stakeholders and ensure their
long term commitment
•Rebrand and create renewed and attractive image for the areas
concerned
2. Project outline
Work packages
WP1: Project management
WP2: Communication and dissemination
WP3: Benchmarking and strategy
WP4: Legal – financial framework
WP5: Stakeholder involvement and capacity-
building
WP6: Rebranding- image building
•
2. Project outline
WP1, WP2
WP1 (Responsible: Csepel)
Project Management: coordination and financial management at
project and partner level (SC, PM team, reports, etc)
WP2 (Responsible: Csepel?)
Communication and dissemination: Project and partner level
actions to communicate and disseminate project results (opening,
closing conference, further dissemination events, website, print
outs – brochures, leaflets, etc)
2. Project outline
WP3: Benchmarking and strategy
Focussed / Thematic Benchmarking
Collection of Best practices more advanced partners on already developed strategies /
profiles for their territories: key success factors for development
SEE Market survey: definition of key factors influencing “brownfield” investors’ (big
investors, SME clusters, public functions, etc) decision making process; analysis of
European market trends
Definition of common methodology/conceptual framework for local/regional decision
makers to anticipate and adapt development strategies and actions to future
development trends and build on local resources: economic profile, identity, culture
Regional Master planning for industrial sites supported by external expert panel
Develop local master plan to form the basis of future developments including:
Architectural, urban concept – quality urban environment
Economic development concept
Operation model
Toolkit for local decision makers to implement development strategies: e.g. PPP
schemes, marketing concepts, business support facilities
Preparing concrete investments: (Core outputs)
Technical plans, feasibility studies, etc. serving as input for project to be funded by
identified financial resources: SF, PPP
2. Project outline
WP4: Legal – financial framework
Aim: Make a positive impact on the policy framework and in particular
the legal environment by formulating proposals and lobbying towards
decision makers based on models found in partner regions and
transnational exchange, joint work of partners’ relevant experts.
Local/regional/national policies, legislation facilitating reconversion of
traditional industrial areas can be, e.g.:
• “Zoning”, ownership related issues, area regulations, competences
• Support for innovative companies (SMEs) located in the sites
• Creation opportunities for local decision makers to implement
effective and feasible solutions for funding/financing developments
through involvement / attraction of (foreign) investors, creation of
PPP schemes and use of further European Funds and support
(JESSICA)
2. Project outline
WP5: Stakeholder involvement and
capacity-building
Improve management and coordination
capacities of organisations (province, region,
municipalities) responsible for industrial territory
by institutionalising management structures to
boost the long term development process of the
area by enabling the better definition and
implementation of development strategies,
attracting funding and involving stakeholders
ensuring their long term commitment.
2. Project outline
WP5: Governance
A. Management structure
• Setting up/upgrading management structures and capacities (e.g.
HR) based on developed methodology / conceptual framework
• Develop set of management tools to support development of the
area
• Creation of new functions to e.g. support formation of transnational
business network, clustering of economic activities on the territory,
providing marketing, consultative services, etc.
• Transnational network of management „front offices”
B. Vertical and horizontal stakeholder involvement: for consensus
based, business-focussed but not business-controlled development
involving people
• Vertical: regional, local authorities, support organisations, business,
financial and knowledge players, local inhabitants,
• Horizontal: enterprises representing different business sectors
settled or to be settled on the territory, potential investors
2. Project outline
WP6: Rebranding – image building
Building renewed, positive image of the areas concerned in line
with their newly developed (economic) profile and local
specificities and resources (e.g. social and cultural, historical).
The aim is to reposition the areas enabling them to differentiate
themselves from other areas, making them more attractive,
competitive and thus “marketable” in a SEE context. This
involves developing marketing strategy based on transnational
methodology to be implemented by newly created
management structures.
Activities could be e.g. (as pilot actions): transnational
marketing strategy (based on benchmark results),
implementation of strategy: e.g. organisation of transnational
investors’ forum/fair, exhibitions, common selling (ICT based)
point
2. Project outline
Outputs
• Transnational workshops, conferences, seminars,
study/benchmark visits
• Management organisations/structures for industrial parks - created
or improved
• Transnational benchmark study
• External expert panel set up
• Common Methodological / conceptual framework including a list of
instruments to be used
• Developed training modules to be used in master classes on
brownfield development for public stakeholder staff
• Transnational and regional events: fairs, exhibitions, PR
• Regional Master Plans (urban, architectural concepts, business
plans, etc)
• Policy / legislation recommendations,
• Technical documentations as inputs for EU Structural Funds
(objective 1 and 2) applications, “PPP” investments
Small scale pilot investments (?)
2. Project outline
Partnership composition
• Partners come from the following countries: Hungary,
Bulgaria, Romania, Italy, Greece Slovenia, Slovakia?, Serbia?:
• LP: 21 District Municipality of Budapest – Csepel, Hungary
• P2: Municipality of Pernik, Bulgaria
• P3-4: Municipality of Iasi and Galati, Romania
• P5: Province of Ferrara, Italy
• P6: SOPRIP (Regional Development Agency for ParmaPiacenza) Italy
• P7: Municipality of Bologna, Italy (?)
• P8-9: Municipality of Tavros (Athens) and Komotini (East
Macedonia and Thrace), Greece
• P10: University of Maribor, Slovenia
• P11: Municipality of Kosice, Slovakia (?)
• P12: Business Development Agency, Subotica, Serbia ??
2. Project outline
Relevance of Partnership
• Good geographical coverage, including partners from 7 different countries
(?), covering almost the whole programme area.
• Balanced in the sense that it covers organisations from regional to local
authorities and includes a knowledge provider.
• All partners are represented at decision making level (in the case of the
University of Maribor, a representative from the Municipality could be part of
the SC?) - have necessary legal/administrative competences for long term
implementation.
• Partnership set up on purpose including both more “advanced” partners,
already made serious improvements, gathered relevant knowledge &
experience, and less developed partners, especially from post-soviet
countries in an earlier stage of development.
• Still, regardless of their level of development, partners have been selected
or joined the partnership based on the very similar problems and challenges
they all face.
2. Project outline
Relevance of Partnership
• Partner meetings, short SWOT analyses revealed core problem areas, circled
around the horizontal themes of the project, namely: strategy development,
governance, policy/legal framework and rebranding/image building.
• Combination of partners, experienced partners can provide assistance,
mentoring to the others in their fields of expertise, especially in strategy (master
planning), while working all together on the common challenges.
• Each partner has specific role, contribution to project implementation based on
respective position, experiences and ambitions, this is reflected in distribution of
roles and responsibilities between partners.
• Partners will cooperate in a truly transnational way on the thematic
approaches followed by the project to find & test solutions for common use that
can be further transferred to and implemented by all interested / partner public
players
2. Project outline
Transnationality
• Partners in this project include more and less developed areas but all
facing very identical challenges. Cooperation will thus not only induce
transfer of knowledge from more advanced partners but also the joint
development of solutions transferable in a SEE / European context
• Local responses to worldwide challenges are insufficient because of
cities’ lacking capacity & tools to identify relevant trends and elaborate
adequate action plans with a wider, global perspective
• Exchange of good practices and knowledge is therefore needed in the
sphere of revival of the industrial zones through cross-mentoring (e.g.
among more and less advanced partners) and joint development
actions;
2. Project outline
Transnationality
• Local potentials can be made better use of by creating specific local
advance profiles for the concerned areas which are competitive in a
transnational, interregional interplay setting and which are building on
complementarities of the areas
• Through intensive exchange, innovations occurred in each partner
region can be pooled and shared also with further interested regions
/cities from SEE region
• Joint methodology, strategy has to be developed to help transitional
“post-socialist” economies deal with the revitalisation problems using the
knowledge of the best practices in the area and in the Western parts of
the SEE area
3. Overall Budget
3. Overall budget
3. Overall Budget –
general features
The overall budget of the project will be around maximum € 3
million
It is foreseen to have 8-12 partners in the partnership:
The budget has to be divided in a balanced way between the partners.
In general, the Lead Partner takes over management and most part of
communication and dissemination, therefore the LP budget will be
proportionately higher than the other partners’ budget.
The share of one partner within the overall budget (with 5 or 6 partners on
board) will be around € 200,000 – 600,000.
3. Budget –
General features
The co-finance rate for the partners is as follows:
Hungary, Romania, Greece, Slovenia, Bulgaria: 85%
Italy, Austria – 75 %
Question: National co-financing
The own resources therefore amount to 15% of the partner’s share of the
budget (€ 60,000 – 90,000)
The implementation period is 2,5- 3 years. The implementation of the project
is foreseen to start in winter 2008.
Financial reports can be submitted twice a year, and costs are reimbursed
on the basis of paid invoices. This that partners have to pre-finance their
participation in the periods between financial reports.
4. Budget –
General features
Types of activities that can be financed by the project:
Studies: situation analysis, strategy, action plan, concrete technical/architectural
plans, feasibility studies, impact assessment studies;
Study visits – exchange of staff
Development and implementation of ICT tools;
Pilot projects in order to test validity of developed solutions: e.g. setting up
organisational structure (e.g. hire personnel) to coordinate tasks, training courses,
ICT systems, campaigns, etc.
Smaller scale investments, preparatory actions (in order to prepare concrete investments
e.g. to be funded by e.g. Objective 1 funds) – the transnational validity of investments
have to be duly justified.
The project budget is divided (usually) according to the following lines:
35% staff time (employees of the partner organisation),
35% external expertise,
10% travel,
15-20% equipment, investment.
3. Budget –
General features
Partners do NOT need to contribute in cash to the preparation costs of
the project proposal as this will be taken care of by the Lead Partner.
In the preparation phase, contributions only in terms of staff time or
travel are required from participating partners. These can be reimbursed
by the project budget in case of approval– for this reason all expenses are
advised to be registered (invoices need to be kept since the project
preparation costs are eligible costs.
Thank you for your attention!