• Budafok részvétele a Find Your Greatness akciótervezési hálózatban

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    24/11/2022

    Ez a cikksorozat a városok Find Your Greatness hálózatban való részvételével foglalkozik, kiemelten tárgyalva az egyes városok stratégiai fejlesztési kihívásait, stratégiai márkapozícionálásukat, az integrált akcióterv célkitűzéseit, az integrált akciótervhez kapcsolódó főbb intézkedéseket, az ULG-k szerepét és tevékenységét az integrált akcióterv közös létrehozásában, valamint a FYG akciótervezési hálózatban történő részvétel előnyeit.

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    Minden cikk egy „pillanatkép” a Find Your Greatness projekt keretében végzett tevékenységekről és az eredményekről. A cikkek szerkezete viszonylag merev és csak a 3 perc alatt elolvasható lényeget tartalmazza.

     

    1. A város legfontosabb stratégiai fejlesztési kihívásai

    Budafok célja, hogy a jövőben "Budapest (és Európa) borvidéke" legyen. Minden márkaépítési és marketingtevékenységet úgy tervezünk, hogy ezt a jövőképet szolgálják, hogy a helyi polgárokat és minden látogatót vonzzanak nemzeti és nemzetközi szinten.

    Kulcsfontosságú kihívásként Budafok a következőket azonosította:

    • fenntartható termékek fejlesztése a bor, a borkultúra, a pezsgő és a rendezvények alapján
    • az infrastruktúra és a elérhetőség javítása Budapesten belül
    • a kulturális és ipari örökség, különösen a borospincék és üres épületek revitalizációjának támogatása
    • a vállalkozói kedv és a munkahelyteremtés ösztönzése (a fiatalok oktatásán és képzésén keresztül is)
    • a közterületek használatának növelése és a közösségi szellem erősítése

     

    2. Stratégiai márkapozícionálás

    A Budafok márka az elmúlt évek során számos változáson és fejlesztésen ment keresztül. Az újonnan tervezett logóval együtt számos vizuális és kommunikációs elemet hoztak létre, hogy egyértelmű identitást és üzenetet alakítsanak ki a borral kapcsolatos és egyéb, a kerületben zajló programok számára. Ennek eredményeként Budafokon egy felismerhető ernyőmárka kezdett megjelenni a helyi tevékenységek számára. További lépéseket kell azonban tenni annak érdekében, hogy a szélesebb nyilvánosság számára is kiterjedt, látható és egyedi városmárka jöjjön létre, hatékony marketing- és kommunikációs eszközök és stratégiák alkalmazásával.

     

    3. Az integrált akcióterv céljai

    1. célkitűzés: A helyi turisztikai termékek és szolgáltatások jobb bekapcsolása és fejlesztése

    2. célkitűzés: A közterületek és programok vonzóvá tétele

    3. célkitűzés: Budafok rendelkezzen egyedi, könnyen felismerhető üzenettel és karakterrel.

     

    4. Az integrált akcióterv fő tevékenységei

    1-2. tevékenység: A borhoz kapcsolódó turisztikai termékek és szolgáltatások fejlesztése és erőteljesebb bevonása

    3. tevékenység: A "Magdolna udvar" mint kiemelt kezdeményezés hasznosítása és fejlesztése.

    4. tevékenység: A Budafoki Borvidék ikonikus marketingkampányának megtervezése és elindítása.

     

    5. Az ULG szerepe és tevékenységei az IAP társalkotásában

    Az ULG tagjai Budafokon helyi szinten a FYG projekt szerves részévé váltak. A transznacionális tapasztalatcsere során szerzett tanulságokat az ULG-csapat is átvette, ami integráltabb megközelítést adott az IAP koncepciójának kidolgozásához. Az IAP kidolgozása az alaphelyzet értékelésén alapult, amelyhez az ULG különböző szervezetek hozzájárulását adta. Az intézkedéseket a tagokkal közösen tervezték meg és finomították, és a projekt időtartama után a megvalósítás során közösen követik majd nyomon.

     

    6. Az FYG akciótervezési hálózatban való részvétel előnyei

    Budafoknak az APN-ben való részvétele integrált megközelítésben támogatta az IAP kidolgozását. Az APN-en belüli transznacionális csere és tanulás fő eredménye elsősorban a hatékony márkaépítési stratégiák és kommunikációs eszközök létrehozásával és alkalmazásával kapcsolatos know-how-hoz kapcsolódott. Ez hozzájárult a releváns intézkedések fenntartható fejlesztéséhez innovatív, intelligens megoldások alkalmazásával.

    Feltöltötte: Liviu Stanciu

    Eredeti cikk angol nyelven: https://urbact.eu/lights-budafoks-participation-find-your-greatness-apn

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  • INTERACTIVE CITIES

    The Intercultural cities programme (ICC) supports cities in reviewing their policies through an intercultural lens and developing comprehensive intercultural strategies to help them manage diversity positively and realise the diversity advantage.

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    Via Palazzo di Città, 1 - 10121 Turin (Italy)

     

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    City of Genoa
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    This Action Planning network explored how digital, social media and user generated content can improve today’s urban management in European cities, whatever size. This challenge has been tackled in two ways: as an opportunity to redefine and deepen the concept of citizenship and civic engagement today, providing a path to spark cohesion, commonalities and shared value as well as increasing sense of place. As well as a way to improve the quality of public services, in terms of efficiency and transparency, and even widen the current service chart provided by local authorities.

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  • Tourism Friendly Cities

    Summary

    Lead Partner : Genoa - Italy
    • Braga - Portugal
    • Cáceres - Spain
    • Druskininkai - Lithuania
    • Dubrovnik - Croatia
    • Dún Laoghaire Rathdown - Ireland
    • Krakow - Poland
    • Rovaniemi - Finland
    • Venice - Italy

    Municipality of Genoa - International Affairs Department

    CONTACT US

    Watch all the Tourism Friendly videos here.

    Timeline

    • Kick-Off Meeting - Genoa - Phase I
    • TNS Meeting - Braga - Phase I
    • Online Kick-Off Meeting - Phase II
    • e-Dubrovnik meeting - Phase II
    • Online Meeting - Phase II
    • e-Druskininkai meeting - Phase II
    • TNS Meeting - Dun Laoghaire - Phase II
    • TNS Metting - Rovaniemi - Phase II
    • TNS Meeting - Krakow - Phase II
    • Final Meeting - Venice - Phase II

    Integrated Action Plans

    Dun Laoghaire Integrated Action Plan

    Read more here !

    Dun Laoghaire - Ireland
    Druskininkai Integrated Action Plan

    Read more here

    Druskininkai - Lithuania
    Integrated Action Plan for Sustainable Tourism – Cáceres

    Read more here

    Cáceres - Spain
    Braga Integrated Action Plan

    Read more here !

    Braga - Portugal
    Krakow Integrated Action Plan

    Read more here !

    Krakow - Poland
    Integrated Action Plan for Dubrovnik as a Sustainable Tourism Destination

    Read more here !

    Dubrovnik - Croatia
    Enhancing sustainable tourism in Venice

    Read more here !

    Venice - Italy
    LOCAL COMMUNITY AND TOURISTS TOGETHER FOR URBAN SUSTAINABILITY

    Read more here !

    Rovaniemi - Finland
    Integrated Action Plan for Sustainable Tourism

    Read more here !

    Genoa - Italy

    TOURISM-FRIENDLY CITIES is an Action Planning Network aimed at exploring how tourism can be made sustainable in medium-sized cities, reducing the negative impact on neighbourhoods and areas interested by different types of tourism and its related aspects through integrated and inclusive strategies keeping a balance between the needs of the local community, in terms of quality of life and of services available, and the promotion of sustainable urban development at environmental, social and economic level.

    Local community & tourists together for urban sustainability
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  • Find your Greatness

    Summary

    Lead Partner : Alba Iulia - Romania
    • Bragança - Portugal
    • Candelaria - Spain
    • Limerick - Ireland
    • 22nd district of Budapest (Budafok-Tétény) - Hungary
    • Perugia - Italy
    • Võru County - Estonia
    • Wroclaw - Poland

    Alba Iulia Municipality, Calea Motilor 5A, 510134, Romania

    CONTACT US

    Timeline

    Kick-Off Meeting

    2nd Transnational Meeting

    3rd Transnational Meeting in Alba Iulia

    4th Transnational Meeting in Wroclaw

    5th Transnational Meeting in Voru

    6th Transnational Meeting in Braganca

    7th Transnational Meeting in Alba Iulia

    8th Transational Meeting in Budafok

    9th Final Project Conference in Perugia

    Find your Greatness is a concept that reflects the most challenges addressed by AIM together with other EU local communities. Why Find your Greatness? Because the challenge is to build on the cities' potential. In the case of the partners of the project the need identified locally and which was built as a sustainable mechanism generating urban development, the need to explore and enhance the potential of the city, combining strategic marketing approach with innovative smart city tools.

    Europe's first strategic brand building program for smart cities
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  • How to make urban tourism more sustainable in post-Covid Europe

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    15/11/2022

    URBACT cities are contributing to a soon-to-be-released EU study into better regulation of short-term holiday rentals.

     

    Articles
    Tourism

    As tourism opens up again, a group of URBACT cities is supporting efforts to improve short-term holiday rental regulation in the EU. Their experience will feed into a sustainable tourism study for the EU Urban Agenda Partnership on Culture and Cultural Heritage, due for release in November 2021. Laura Colini, URBACT Programme Expert, and Ugo Rossi, from the Grand Sasso Science Institute (IT), share their insights…

     

    Urban tourism is one of those phenomena that, before the outbreak of the pandemic, gave rise to heated debates regarding its sustainability. The post-pandemic transition now represents a unique opportunity for an in-depth reform of the existing pattern of economic development, especially of its most controversial manifestations.

     

    This article presents an ongoing study implementing Action 1 on sustainable tourism for the EU Urban Agenda Partnership on Culture and Cultural Heritage. The aim of this study is to discuss with city officials an innovative approach to the regulation of the short-term rental sector, tentatively based on a three Ps strategy: Prepare, Preserve, Platformise. Prepare means working side-by-side with local communities to prevent the existential risk of hyper-tourism. Preserve means implementing regulations aimed at preserving urban areas and their communities particularly exposed to the risk of hyper-tourism. Platformise means experimenting with community-led short-term rental platforms.

     

    The study is being carried out in collaboration with diverse URBACT cities, in particular those involved in the TOURISM-FRIENDLY CITIES and KAIRÓS networks. Nine cities located in different parts of Europe have been consulted: five small-sized towns, Cáceres (ES), Druskininkai (LT), Dubrovnik (HR), Dún Laoghaire (IE), and Rovaniemi (FI); three medium-sized cities, Braga (PT), Florence (IT), and Kraków (PL); and one large capital city, Berlin (DE). URBACT will present the final results at an open-to-all, peer-learning webinar on 4 November 2021, with speakers from cities, research institutes and the European Commission.  

     

     

    The risk of hyper-tourism


    Over the past ten years, an unregulated hospitality industry has turned urban tourism into a potentially existential threat for a growing number of cities and urban areas. Previously, the risk of hyper-tourism regarded a limited number of small and medium-sized cities, such as those with Unesco-designated old towns (like Venice, Dubrovnik, Rhodes, Plovdiv, Granada in Southern Europe) but, with the advent of platform-mediated Short-Term Rentals (STR), this risk has become generalised, involving all types of cities.

     

    In recent years, local authorities have resorted to active regulation, stringent or mild, of short-term holiday rentals when excessive tourism demand has put pressure on local residents and the urban social fabric. Regulations have been adopted in a reactive manner once cities and other popular tourism destinations have reached their peak, and in some cases already exceeded their tourism’s environmental carrying capacity. For different reasons, regulatory initiatives have been limited in their results. Moreover, existing regulatory initiatives appear to be place-specific: they are locally fragmented and do not always have the support of the central government.

     

     

    Pandemic as a game changer

     

    Restrictions imposed during the pandemic dramatically impacted cities, and particularly their service-oriented economies, starting with the cultural and entertainment sectors. Museums, theatres, restaurants, and bars suffered heavily from the shutdowns and are now struggling to recover after the re-opening. Moreover, the spread of telework has dealt an almost fatal blow to several business districts, and the retail sector in general, causing the closure of many independent shops, while favouring the expansion of delivery services offered by online commerce giants and multinational retail chains.

     

    In the Northern hemisphere, the summer of 2021 saw some urban tourism getting back to ‘normality’. But the sudden restart of tourism, and the entertainment economy in general, increases the risk of congestion in urban areas that are richly endowed with natural amenities such as access to the seaside, lakes, or mountains. On the other hand, persistent uncertainties about the evolution of the pandemic are still aggravating the crisis in cities whose economies developed around now-quiet office-centric areas and entertainment districts.

     

    Challenges and opportunities in the post-pandemic transition


    Despite all the ambivalence of the current moment, the post-pandemic path offers a unique opportunity to experiment with sustainability transition in the tourism sector. For this reason, it is important – and urgent – to think about an innovative approach to the regulation of short-term rentals for tourists and other temporary visitors.

     

    There are important developments in this direction. The European Commission has recently launched a Tourist services – short-term rental initiative involving and consulting with cities and citizens in order to develop a “responsible, fair and trusted growth in short-term rentals, as part of a well-balanced tourist ecosystem”.

     

    The local level is crucial to the successful regulation of urban tourism. In this sense, we believe that an innovative regulation strategy – relying on a mixed, prescriptive and proactive, approach to public policy – has to involve a wide range of co-design techniques and participatory methods, just as URBACT implements across its city networks. The URBACT methodology is adopted here in order to achieve a higher responsibilisation of local communities on urban tourism management.

     

     

    EU UA study to test community-led rental platforms


    The study, launched under the EU Urban Agenda (UA) on Action 1, draws on URBACT’s approach,  observing local practices and experiences in managing tourism flows and their impacts locally. With a survey distributed to cities in the TOURISM-FRIENDLY CITIES and KAIRÓS networks, and the cities in the EU UA partnership, the study will assess and test strategies for place-based, community-led management of the short-term accommodation sector. The selected cities represent different types of urban tourism: while some have not reached their tipping point in urban tourism, others are willing to invest more in containing risks related to an unbridled short-term holiday rental market.

     

    For example, the city of Braga (PT) is experiencing a surge of tourists and is considering strategies to connect local residents better with the temporary presence of tourists. The city of Cáceres (ES) has a selective approach to Short Term Rental, or ‘STR’, because regional legislation allows it to control the rental of touristic apartments. Working alongside Braga and Cáceres in the TOURISM-FRIENDLY CITIES network, the city of Kraków (PL) strives to preserve its community of long-term residents in the historic city centre.

     

    The EU Urban Agenda study is testing the interest and availability of the selected cities to experiment with locally managed, community-led rental platforms. The following three principles are at the heart of this experimentation:

     

    • Anticipatory planning: in tourism policy, an anticipatory approach seeks to prevent the reproduction of a systemic risk like hyper-tourism in the aftermath of a disruptive event, such as the coronavirus pandemic;
    • Community engagement: cultivating a sense of belonging to the local community means embracing an approach to tourism that places community needs at the centre of local policy strategies committed to economic diversification and sustainable urban metabolism;
    • Municipal empowerment: community-centred tourism requires a novel institutional strategy centred on municipal power. The local scale is crucial not only from the point of view of societal impact and policy implementation, but also in terms of institutional empowerment of local communities.
       

    Final remarks

     

    The abrupt halt to tourism imposed during the pandemic has allowed the public to develop a critical distance from the economic development pattern that we now tend to associate with so-called ‘normality’, including urban tourism – and particularly the platform-mediated hospitality sector.

     

    While assessing the diversity of local realities and points of view on urban tourism, the challenge of the EU Urban Agenda Action is to seize the opportunity, as the tourist sector recovers from the coronavirus crisis, to restart the municipal management of STR under a new light. The aim is to give voice to URBACT and EU UA cities in the shaping of better future regulations for the short-term rentals sector in the EU.

     

    Further reading:

     

     

    Authors: Laura Colini, URBACT Programme Expert, and Ugo Rossi, Grand Sasso Science Institute (IT)

    Cover photo by Eugene Kuznetsov on Unsplash

     

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  • BeePathNet Reloaded

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    LEAD PARTNER : Ljubljana - Slovenia
    • Bergamo - Italy
    • Osijek - Croatia
    • Sosnowiec - Poland
    • Bansko - Bulgaria

    Timeline

    • Kick-off meeting
    • Boot Camp in Ljubljana (SI)
    • Thematic Transfer meeting in Osijek (HR)

       
    • Thematic Transfer meeting in Bansko (BG)
    • Thematic Transfer meeting in Bergamo (IT)
    • Thematic Transfer meeting in Sosnowiec (PL)
    • Final Conference in Ljubljana (SI)
    • Read all about the achievements of the BeePathNet Reloaded network in our last newsletter

    • Final conference: EU cities – good for BEES is good for PEOPLE, a transformation into green sustainable cities and launch of Bee Path Cities network

       

      The final conference titled 'EU cities - good for BEES is good for PEOPLE, a transformation into green sustainable cities’ was the conclusion of the transfer of sustainable urban beekeeping knowledge from Ljubljana to nine EU cities (BeePathNet and BeePathNet Reloaded). The event that took place in Ljubljana (25th October 2022) joined residents of over 45 cities and 17 different countries worldwide either in person or virtually. It was also the official launch of the international network of Bee Path Cities – the movement that will continue to promote the vision of creating cities that are “good for pollinators and therefore good for people” beyond the project. Conference presentations and videos including the Philosophy of Bee Path Cities and guidelines for new cities to implement the movement are available on network web page.

       

      Final words of Maruška Markovčič Ljubljana BEE PATH’s initiator, the Queen Bee of urban beekeeping knowledge transfer and Bee Path Cities international network, from the City of Ljubljana:

      “I see this as a new beginning of new times!

      Everybody is a spokesperson. Take the Bee Path Cities Philosophy and invite cities to join.

      Thank you for swarming with us!”.

       

    • Good Practice Transfer - why not in MORE cities?

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    BEE PATH good practice logic is very simple - bees are the best indicator of healthy environment! BeePathNet-Expanded project will widen the network of “bee-friendly cities” based on BeePathNet project transfer success. It will address urban environmental, biodiversity and food self-sufficiency challenges linked to urban beekeeping through integrated and participative approaches, build key stakeholders’ capacities to influence relevant policies, develop and implement efficient solutions.

    Enriching the Urban Jungle with Bees
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  • City branding: making the invisible visible

    Romania
    Alba Iulia

    A branding initative for sustainable cultural tourism

    Nicolaie Moldovan
    City Manager
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    Summary

    The Alba Iulia (RO) practice gives voice to a challenge faced by many small or medium-sized cities from Europe: how to gain visibility in a changing economic context while promoting its cultural heritage? Strong with a rich history and a complex inheritance (a citadel, historic sites and medieval library) that were left to ruins, Alba Iulia built an integrated branding approach, directly linked with the city’s strategic planning process. By strategic positioning and valorization of its assets and strengthening its local identity, the city (73 000 inhabitants) managed to position itself as a reference for investors, tourists and citizens alike. It thus managed to attract important funding for the renovation of the citadel (60 million €), increases its population by 10 000 inhabitants in five years, due to working opportunities, and the number of tourists by 65% during the same period.   

    The solutions offered by the good practice

    Building the identity goes back to seven years ago, when a local strategic planner to one of the largest advertising companies in the world created pro bono the visual expression of the city’s identity and slogan. Next was the launch of a branding manual with a set of rules for using the city brand, aiming to maintain a strategic brand consistency and addressed to the local economic actors beyond the touristic purpose of a branding manual. Alba Iulia became the first Romanian city to have a professional city branding&brand manual and a pro-made marketing strategy. Alba Iulia is also the first city in Romania to launch a complete touristic tool: a touristic guide, a mobile app, an official blog, an Instagram and Twitter page, targeting different types of audiences. After gaining visibility at national level we decided not to remain Romania`s best kept secret destination and we went across borders, being awarded the title of European Destination of Excellence. The city has managed to stay in the middle of events and be different, which explains our brand positioning: The Other Capital. Alba Iulia tells a story about city branding, the story of an old city, having a multicultural past, becoming the symbol of unification, the fall into disgrace, irrelevance and decay, and the city’s impressive return right after the country joined the EU, building on European support and solidarity to build a new future, starting with the city's cultural heritage. Alba Iulia is now one of Eastern Europe's most impressive success stories.

    Building on the sustainable and integrated approach

    Positioning the city as a place for investors, tourists and citizens reflects an integrated approach between these target groups. A place for investments is attractive for investors, creating jobs and reducing poverty; a place for tourists and citizens includes green spaces, the protection of environment, an attractive place to visit and to live in, efficient public services. An efficient communication on the tourism potential of the city, both on the historical and the contemporary side, reveals the potential that the city has for development. The branding strategy of Alba Iulia is integrated in the national context, as the spiritual capital of Romania, and into the regional context, with a bottom-up approach at city level. To some extent, Europe validated Alba Iulia’s efforts when it won the title of European Destination of Excellence and was awarded by Europa Nostra mention of the jury. Alba Iulia started to strengthen its local, national and international pride. In this equation, several stakeholders were involved, from the executive public servants, elected representatives and local artists, as well as civil society and the community who had the chance to vote themselves on the local identity. Given the above-mentioned points, the approach is in line with the URBACT principles. From the very beginning of designing the brand strategy to the implementation phase, all the relevant stakeholders were and continue to be involved, ensuring integration at the local, regional, national and international level.

    Based on a participatory approach

    The logo was launched shortly after the citizens of the city became the “owners’’ of the citadel, a forbidden place which was in the custody of the army and closed to the public until then. The logo in the shape of the citadel represented, for the citizens, a first door to understanding and feeling the largest fortress in Romania. The participation of locals in city branding is reflected by two interesting successful initiatives. In 2009, The Big Hug from Alba Iulia gathered 100,000 people to set the world record for the biggest human hug around the citadel. “The Great Appearance” is an innovative type of marketing event, which was planned by a local photographer and Alba Iulia Municipality. It consisted of the largest photo-image ever realised for the promotion of a city in Romania formed by 1,000 photo-portraits of the inhabitants of Alba Iulia. The giant poster was and is still used in the campaigns organised by the local administration. An important number of citizens living in Alba Iulia Municipality had the chance to take part in the creation of the logo of the city. Other participatory examples came from local economic actors who decided to link their traditional products with the logo of the city. Both The Citadel Wine as well as The Starshaped Bread of the Citadel are using the branding identity regulated by the branding manual. Alba Iulia transforms dreams into plans, plans into actions, actions into results, together with stakeholders.

    What difference has it made?

    The city where the future was born is engaging its visitors in this process of the redefinition of the city, changing them from passive tourists into key stakeholders of the reconstruction. Visitors become living witnesses of this change, a dynamic process to which they belong. They don’t receive something "ready-made", but they become part of the transformation, having the feeling of explorers in a new space that redefines itself from its internal resources brought to the surface, as well as from its otherness, mirroring in the eyes of Europe. Arriving in Alba Iulia, tourists have a list of actions and events they can attend and where they can be involved, depending on their profile. Moreover, in recent years Alba Iulia has experienced an unprecedented increase in the number of tourists. The growth was organic and constant. The investments in the last few years in tourism and professional marketing strategy had a real impact on the social, cultural and economic level. A set of indicators reflects the change: • Visitors at the museum: 91,608 in 2013, 128,958 in 2014, 154,700 in 2015, 167,200 in 2016; • Overnights: 59,210 in 2011, 78,336 in 2014, 114,446 in 2015; • Accommodation capacity: 612 in 2009, 941 in 2014, 1,186 in 2009. Another indicator is the increased number of residents: 63,536 in 2011 and 73,937 in 2015. The events organised each year are attracting more and more audience, making Alba Iulia one of the top five Romanian cities for cultural vitality.

    Why should other European cities use it?

    Public sector representatives have a narrow view of branding (perceived as logo planning) or do not understand the purpose and process of branding at all. It is difficult to make all relevant stakeholders understand that they do have a role in the development of the city brand. This has led to conceptual ambiguity and varying understandings of the objectives and the potential means to achieve them. In this regard, the results achieved by Alba Iulia as well as the tools developed could be transferred to other cities around Europe. The example is easy to transfer to other small and mid-sized cities in Europe. It is now time for Alba Iulia, “The Capital of Unification", to say “Thank you Europe” for providing the chance to restore the largest citadel in Romania and to transform it into our brand new city identity. Now is the time to give Europe something back: a symbol of togetherness. We will tell Europe the story of “The Citadel of Unification”, saved and reborn through European unity, made visible through an integrated approach, in an URBACT style. It is easy to adapt and to transfer. If Alba Iulia Municipality’s strength was its cultural heritage and historic value, for other cities the branding element could be focused on youth, on investors, on technology. The principles to follow are the same.

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    9520
  • How participative metropolitan planning can really work

    France
    Grand Paris Métropolis

    "Let's reinvent the Grand Paris Metropolis" call for projects brings together local stakeholders to design their metropolitan area.

    Séverine ROMME
    Delegate for Cooperation and Innovation
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    6 999 097

    Summary

    In 2016, the Grand Paris Metropolis (FR), in partnership with the government and the public body responsible for building the new automatic Metro, launched the “Let's reinvent the Grand Paris Metropolis” challenge for its municipalities and for the private sector (companies, designers, promoters, investors). 
    The challenge included two phases. First, mayors proposed public land and sites in need of transformation. Following visits to these sites and consultations with locals, private sector companies submitted innovative projects for the sites’ economic, social and environmental transformation. 
    In March 2017, 164 projects out of 420 were successful, focusing on 57 sites, 27 of which are around future Metro stations. These projects are made up of more than 326 innovative startups, associations and SMEs. In total, 6.4 billion euros will be injected by the companies acquiring the sites in the coming years.

    The solutions offered by the good practice

    The implemented solutions have brought together elected representatives and professionals. The sites were proposed by the relevant mayor or territorial president, who presented them to the President of the Grand Paris Metropolis. Where appropriate, the site developer was included in a letter of intent addressed to the Grand Paris president. An advisory elected representative–technician pair has been appointed and a fact sheet has been drawn up with: • Information on the site location; • Its surface area; • Guidelines on the provisional programme and the developer; • Whether they have already been selected; • The type of innovation expected (intermodality, energy efficiency, urban services, digital technology, construction, culture, etc.); • The town planning restrictions. The devised solutions also aimed to cater to new city dweller habits, with shared services proposed in half of the successful projects (co-living, co-working, etc.). The decision to launch a call for projects has revamped the city's production methods by creating public/private partnerships, as the projects are led by professionals who assume the risks in return for land development potential. Given the scale of the experiment, the territorial impact can be measured, as it is led at metropolitan level. Finally, as all metropolitan territories were free to participate in the call for projects, the small towns with limited resources were able to optimise land in the same way as the larger towns.

    Building on the sustainable and integrated approach

    The Let's reinvent the Grand Paris Metropolis call for projects illustrates both the process and the purposes – reinventing the city differently – of the integrated sustainable urban development drive. And while the organisers have given the team substantial freedom in terms of the programming, the economic and social model for their project and the urban or architectural styles, they have nonetheless set out a number of URBACT principles, including: • Involving the projects in the search for an innovative, sustainable, united and intelligent metropolis with a view to sustainable urban development; • Devising projects within an integrated strategy in order to: - boost economic vitality and job opportunities in the metropolis; - respond to residents’ housing and service needs; - set an example in terms of energy and the environment; - contribute to the artistic, cultural and social reach of the metropolis; - suggest new concepts, new locations, new uses and new services with a focus on functional diversity and reversibility; - suggest models to ensure efficiency in the projects and the residents' association. To ensure the integrated approach of the projects, they must be led by groups offering a range of skills, with designers, promoters, developers, investors, companies and even citizen communities or associations, in a bottom-up approach.

    Based on a participatory approach

    As France’s largest metropolis, with a population of seven million inhabitants and an entrepreneurial pull, the Grand Paris Metropolis wanted this call for projects to be an example of co-constructing the metropolitan project. To ensure extensive professional participation in the call for projects, the organisational committee – co-chaired by the Grand Paris Metropolis President and the Regional Prefect for Ile-de-France, responsible for the political management of the process – organised the call-up as early as possible in the process. In October 2016, an event was organised for all potential company candidates in order to present the 59 sites chosen by the organisational committee and invite them to respond to the consultation. Site visits were organised in October and November 2016 alongside national and international communications campaigns. The consulting website went online during the property show in December 2016, coinciding with the start of the official application submission process. A large-scale citizen debate took place in conjunction with the call for projects in order to bring residents together and make this good practice a founding act for the metropolis and a badge of its identity. The winners were chosen by a panel for each site chaired by the President, who had the option to delegate this responsibility to the mayor of the town or territory in question in order to ensure control of the site’s future.

    What difference has it made?

    In terms of impact on the Metropolis (the Grand Paris Metropolis was created in January 2016, see the video), the “Let's reinvent the Metropolis” call for projects has raised its profile and substantially increased its attractiveness among investors, thus enhancing the diversity and quality of projects. In terms of results, 164 company groups were selected from 420 candidates to acquire the 57 sites involved in the call for projects. The innovation goal was well reached as the groups of property and development professionals (architects, promoters and investors) place huge emphasis on urban innovation companies and a strong local presence, with more than 326 innovative start-ups, associations and SMEs. If we consider the method, the 420 applications received proposed exceptional innovative ideas with a view to transforming the Metropolis into a real “sustainable and smart city laboratory”. The “Let's reinvent the Grand Paris Metropolis” consultation has thus established itself as the urban innovation pioneer and Europe's largest smart city consultation process. In terms of governance, the call for projects method, bringing mayors and territorial presidents into contact with teams of professionals to work on the projects, has helped create synergies between towns and territories.

    Why should other European cities use it?

    This good practice may be of interest to other cities as they are all faced with the two-pronged challenge of finding solutions for land development and attracting investors. The success of phase one of “Let's reinvent the Grand Paris Metropolis” is fully in line with the very substance of this consultation: innovation, in all its guises. For the most part, the 420 applications that were received captured this quality, transforming this consultation into a call for projects targeting environmental excellence. Of the key topics, the issue of mobility to simplify metropolitan connections is also relevant to other European cities, with connected mobility, soft mobility and smart parking. A logistics review is another area for consideration, proposed at metropolitan level. The methods of dialogue with residents are also central to this good practice, which aims to integrate them from the very early project planning stages. Indeed, the relevance of the projects is reliant on continual input from the user. An experience exchange with other European counties would only boost the process. Furthermore, involving local elected representatives in the choice of sites and teams strengthens governance at various metropolitan and local levels. The Metropolis does not impose its projects on the communities. Instead, it instigates the process and promotes territories and know-how. The call for projects attracted young agencies, big names in architecture and start-ups.

    Is a transfer practice
    0
    Ref nid
    9508
  • Shops with a history

    Portugal
    Lisbon

    A municipal programme highlighting shops whose historical and cultural heritage contribute to the city’s identity

    Sofia Pereira
    Project Manager/Programme Coordinator
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    545 245

    Summary

    Throughout history, trade has played a significant role in the birth and development of cities. The city of Lisbon (PT) developed the programme Loja com História, “Shops with a History”, to recognise trade as a distinctive element of the city. The Shops with a History label is awarded to places such as shops, restaurants and cafes that have helped foster the city's identity and play a role in preserving its historical and cultural heritage. The municipality's goal is also to promote local shops, mainly in the historic town centre, as part of Lisbon's rehabilitation strategy for revitalising the city's economic and social fabric. Thanks to a multi-disciplinary team following predefined selection criteria, a first selection of 63 shops, including restaurants and patisseries, were distinguished in July 2016. A further 19 were highlighted in March 2017. A municipal fund has also been created to support the selected stores.

    The solutions offered by the good practice

    The candidate stores are visited and inspected by a multi-disciplinary working group set up for that purpose. This group consists of a mixed team of the municipality and the Faculty of Fine Arts that recommends the shop (or restaurant) which meets most of the criteria to be awarded with the distinction. The distinction is awarded on the basis of the cumulative assessment of various factors such as commercial activity, as well as the existence and preservation of architectural heritage or cultural and historical materials. Afterwards, the working group proposes the distinction, which will be validated by an advisory board and finally confirmed by the mayor or the deputy mayor concerned. The distinguished stores will be listed in a database with the documentary and photographic record that testifies to its current repository as well as the authenticity of its history. Each distinguished store is awarded a plaque with the insignia (Loja com História) to be placed on the façade of its building. With the distinction awarded by the municipality, the stores benefit from greater public visibility, being a stimulus for updating their processes and methods to reach the market. This justifies the creation of a municipal fund as an integral part of the same program. This fund is intended to contribute to the costs carried out by stores in three areas: maintenance or restoration of façades or architectural and decorative elements, business dynamism or cultural initiatives.

    Building on the sustainable and integrated approach

    The Shops with a History programme aims to support and promote the traditional local trade as a symbol of Lisbon, as well as to safeguard the remaining retail stores with unique and differentiating characteristics of commercial activity, and whose history is intertwined with that of the city. The concern with the retail shops (and restaurants) is recognised by the municipality with the reduction or exemption of municipal urban taxes. The City Council is committed to protecting historic shops by combating property speculation and the unrestrained increase of retail rents.

    Based on a participatory approach

    Civic participation has been encouraged by the initial meetings. Starting in February 2015, the City Council began talks with shopkeepers and representative trade and restaurant associations to reverse the commercial crisis situation and maintain business and lifestyle in the city. From these meetings some basic ideas emerged, with the formal start to happen with the probation of the criteria in February 2016 and constitution of a working group to realise the project in May 2016. Furthermore, both the distinction and the fund were subject to their own regulations and submitted to a public consultation, before being ratified by the Municipal Assembly, the deliberative body of the city. All the distinctions were submitted for approval by the Advisory Board. This board is constituted by individual retailers and representative associations of trade and catering, as well as personalities with strong links to the history or the commercial life of the city.

    What difference has it made?

    The act of distinguishing a store is prestigious for commerce, but also for the city and for the owner of the store, which is not usually the shopkeeper. In some cases, having the Shop with a History/Loja com História distinction could help a store avoid eviction, displacement or forced compensation.

    Why should other European cities use it?

    At the national level, the programme has already had repercussions in the country’s second largest city, Porto. Porto has held meetings with Lisbon officials in order to launch a similar initiative, called Porto with Tradition/Porto com Tradição. Furthermore, our project manager is invited to a regional meeting to be held in Algarve, next April, organised by DG Cutura of Algarve/Ministry of Culture under the theme “Shops with a History/Encontro Lojas com História”. It will be an opportunity to present the Lisbon experience. This programme is easily transferable to other European cities, considering that the EU itself intends to improve trade and quality of life in cities, for example through funding under Horizon 2020. For instance, a well-known blogger from Antwerp has already shown interest in publicising these ideas in her city. A meeting was scheduled with the Vice President's office.

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    0
    Ref nid
    9500
  • Smart city strategic plan

    Greece
    Heraklion

    Implementing smart city practices through interdisciplinary cooperation

    Costis Mochanakis
    Director of Organisation, Programming and ICT
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    140 730

    Summary

    The city of Heraklion (EL) has developed a strategic plan that includes three pillars: Smart City, Resilient City and Cultural-Touristic City. The first, “Heraklion: Smart City”, encompasses a good practice developed by the Municipality of Heraklion in cooperation with the city's major stakeholders. Its purpose is to apply internationally recognised smart city practices to fully realise the potential of the city's assets while strengthening areas in which the city has traditionally been lacking. The exceptional element is that these smart city practices are being implemented on an interdisciplinary level. Major stakeholders are working together like never before to realise these goals, spanning interdepartmental gaps between institutions and services. Through this collaboration, effective and sustainable smart city initiatives have taken root bringing positive results and new opportunities - from extensive broadband networks to e-government services and support for volunteers and entrepreneurs.

    The solutions offered by the good practice

    Any changes within a city affect the individuals, organisations, communities and businesses that make up that city. It only makes sense, then, that all of these stakeholders be involved in the governance of the city. The solution that this smart city strategy has provided for Heraklion is a Smart City Committee formed in 2011, a first for Greece, which is chaired by the Municipality of Heraklion and has representation from many of the city’s major stakeholders. This committee has provided a framework within which stakeholders of all types (businesses, transportation organisations, citizen groups, public services and individual citizens) can formulate a common vision for the city and can also be involved in the decision-making processes. Projects of each individual stakeholder can then be aligned with this common vision, and can even overlap and be compatible with those of other stakeholders, increasing their value. Joint ventures between stakeholders will allow for larger and more ambitious endeavours that can benefit the city further. In a period of economic turmoil and financial austerity, such a strategy has proven to be all the more needed and its benefits are even more profoundly felt. Specific solutions that have resulted include information and communications technology infrastructure to promote citizen connectivity, volunteer and social inclusion initiatives, public forums that promote entrepreneurship and ambitious interdisciplinary and inter-stakeholder projects that promise to vastly improve the city.

    Building on the sustainable and integrated approach

    Heraklion’s Smart City Strategy has built on the sustainable and integrated approach by providing the tools and the context for the integration that is necessary to sustainably deal with urban challenges. As a result of its strategy, according to a study by the European Parliament’s Directorate General for Internal Policies, “Mapping Smart Cities in the EU,” Heraklion has been deemed strong in the following three smart city axes: governance, economy and citizen participation. Within these three axes the integrated and sustainable approach that Heraklion has adopted allows it to flourish in this way. Practical examples include Heraklion’s participation in the Covenant of Mayors for Climate & Energy and the city’s Sustainable Urban Development Plan. The latter has been approved by the city council and has been ratified by the Regional Government of Crete as well. This is a project that has been granted over 14 million euros of European funding to provide for long-term sustainable urban design and development. Additionally, the enabling of participatory government has allowed challenges to be solved in an integrated fashion. Solutions have not been tailored only to the needs of a specific group of people, or only to maximise economic benefits or only to provide for a single social need. This holistic approach has allowed for solutions to positively affect all parties involved, from individual citizens, to businesses, to communities and to the city as a whole.

    Based on a participatory approach

    The adoption of a smart city strategy and a common vision required the participation of all related stakeholders. This first materialised in 2009 with the leadership role of Heraklion in the Icarus Network, a network of cooperation between municipalities of Crete and of the islands of the Aegean which developed the “Charter of Obligations of Municipal Authorities to Citizens in the Knowledge Society”. In 2011, the first Heraklion: Smart City Committee was formed and chaired by the Municipality of Heraklion with the representation of stakeholders including higher education and research institutes, transportation and business sector organisations. In 2015, the second Heraklion: Smart City Committee was convened with the backing of the City Council. This long-term committee has representation from the Foundation for Research and Technology (FORTH), the University of Crete, the Technological Educational Institute (TEI) of Crete, the Heraklion Chamber of Commerce, the Heraklion Urban Buses (KTEL) organisation, individual experts and delegates from all political groups represented in the City Council. The purpose of the committee is to facilitate the collective management of the city's strategic objectives as opposed to allowing the independent development and management of individual objectives of each institution. In this way, the committee is able to aid in capitalising on the benefits of a participatory approach to the development of smart city projects and initiatives.

    What difference has it made?

    The smart city strategy has made a noticeable difference. Some examples are: 1) Broadband infrastructure has reached 100% coverage. Private telcos have been given right-of-way to create their own fibre optic networks. The Municipal fibre optic network connects over 60 schools and many public services serving over 18,000 students and 5,500 public servants. Heraklion also boasts the nation’s largest municipal Wi-Fi network, which has been in continuous operation since 2008, 2) e-Government – Heraklion provides citizens with over 160 e-services via the municipality’s portal. It is ranked third among municipal portals in Greece according to alexa.com and second during the summer tourist season. There is a plethora of additional sites with which visitors can interact with the city including ruralheraklion.gr, heraklionculturalcity.gr and heraklionsculptures.gr, as well as a Heraklion City App, 3) The support of multiple volunteer groups has also been a result of the smart city initiative. The City Council has set up specific committees to support the participation of volunteers. These volunteer groups organise community outreach events that help the city especially in this time of financial austerity, 4) The Dimoskopio is a multidisciplinary organisation whose vision is to promote and support entrepreneurship and innovation to improve the economic climate of the city.

    Why should other European cities use it?

    Heraklion is a medium-sized municipal area with an urban population of around 150,000 and a rural population of around 25,000 located geographically at the edge of the European Union. As a city, it is a vibrant tourist destination and boasts over 4,000 years of history and culture. It also has a strong specialised economy with its unique agricultural products. There are many cities in Europe that share a similar profile with that of Heraklion. This is why we believe that the Heraklion: Smart City Initiative would be very interesting for other European cities. Heraklion’s successes in this endeavour, especially in the strong points mentioned above, can become an example and a point of reference for similar cities. The experience that Heraklion has obtained through this endeavour has created a set of case studies and good practices that can be used by other cities to create or supplement their own Smart City Strategy. The appeal of participating in URBACT comes from the exchange of information and best practices that will mutually benefit all parties involved. Heraklion has weak points that require attention and a lot of work, and participation in URBACT will also give Heraklion the opportunity to benefit from the best practices of other cities. It is this very exchange of experiences between cities that make the presentation of these best practices interesting for all parties involved.

    Is a transfer practice
    0
    Ref nid
    9489