Revitalisation of Traditional Industrial Areas in SEE – ReTInA ‘INTERREG IVB South ’

1. Revitalisation of Traditional Industrial Areas in SEE – ReTInA‘INTERREG IVB South ’ Budapest, May 2008

2. Overview • SEE Programme • General overview • Links to ReTInA • Project proposal • Background, problems, challenges • Overall and specific Objectives • Activities, outputs, results • Transnationality Partnership • Relevance to programme and EU policies • 4. Overall Budget framework

3. SEE Programme • General overview

4. General aim of the SEE Programme

5. 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.

6. 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.

7. Specific Objectives - SEE Programme 1. The programme shall facilitate innovation, entrepreneurship, knowledge economy and information society by concrete co-operation 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.

8. 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

9. General Features – SEE Programme 1. • Project partnership requirements: • Partners from at least 3 participating state of which at least 1 MS • Competent partners which can have an important role and which can produce outputs with clear and visible impact • Adequate mix of activities carried out by partners with concrete and visible outputs and results • Useful, 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

10. General Principles – SEE Programme • Improved regional governance and participation: • Improve governance of interventions • Engage all relevant stakeholders • Promote greater role of local authorities • Right coordination between territorial and thematic priorities • Good planning and management practices

11. Assessment criteria – SEE Programme • Formal Check • Eligibility Check • Quality Check • Partnership: composition, • Quality of transnational cooperation • Project management • Internal and external communication and dissemination, knowledge management • Contribution to overall objectives of the programme • Contribution to the priority axis and area of intervention • Quality of workplan and types of activities • Concreteness and usability of project deliverables • Value for money • Synergies with other policies, programmes, projects

12. 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

13. 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

14. 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)

15. ReTInA - Project proposal

16. 2. Project outline Background – common features of partners • Heavy / chemical industry traditions: polluted areas, infrastructural, built heritage • Traditional industries are either still (partly) operating or are completely derelict in some cases, new economic functions have already settled in the areas. • Not 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 • Located close to / within or on the periphery of urban centres, excellent logistical possibilities, often close to ports • Strategic objective of all partner cities/regions is to convert / revitalise / rehabilitate the areas concerned • 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

17. 2. Project outline Background – common features of partners • The 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

18. 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 dead-ends.

19. 2. Project outline Problems and challenges • In default of • well-designed, integratedstrategies 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.

20. 2. Project outline Overall objective The overall objective of the project is to develop, test and implement innovative development conceptsbased on a transnational methodological/conceptual framework and European benchmark on how to revitalise and modernise brownfieldsin South-East Europe in order to ensure their sustainable growth and competitivenessand to provide for quality employmentin the areas concerned. The project aims to prepare a series of concrete investmentnecessary 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.)

21. 2. Project outline Specific objectives • Develop integrated strategies for development (Master Plan) and prepareconcrete investments based on benchmarkingand 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

22. 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

23. 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)

24. 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

25. 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)

26. 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.

27. 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

28. 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

29. 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 (?)

30. 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 Parma-Piacenza) 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 ??

31. 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.

32. 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

33. 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;

34. 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

35. 3. Overall Budget 3. Overall budget

36. 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.

37. 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.

38. 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.

39. 3. Budget – General features • Partners do NOT need to contribute in cash to the preparationcosts 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 travelare 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.

40. Thank you for your attention!