Community Initiative URBACT _2000 – 2006_ by Levone

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									The URBACT II Operational Programme (2007 – 2013) MODIFIED ON 23 JANUARY 2008 (section 2.5. Carbon Footprint) Declaration of Interest for Thematic networks
To be completed by Lead Partner (LP): Short title of thematic network or acCreative Development ronym Full title Lead Partner (institution and country) Creativity and culture as a driving force in local development processes Municipality of Catanzaro - Italy

To be completed by the URBACT Secretariat (US): Project number (serial number/code) Received by URBACT Secretariat (date) Eligibility check (date) Submitted to Panel (date) Approved (date) by External Monitoring Assessment Committee

Form to be submitted to the URBACT Secretariat by 15 Februa ry 2008: in an electronic format (only if applicants have an electronic signature) to the following address: project.application@urbact.eu; or by regular mail ( docume nts must be postma rked no later than 15 February 2008) to the following address: URBACT Secretariat 194, Avenue du Président Wilson 93217 St Denis La Plaine – France documents to be attached: 5 Letters of commitment Excel Financial tables CV of appointed coordinator at Lead partner‟s CV of planned appointed Lead expert

List of -

Contents 1
1.1 1.2 1.3 1.4 1.5 1.6

PROJECT SYNTHESIS ............................................................... 3
PROJECT IDENTITY ............................................................................. 3 SUMMARISED DESCRIPTION OF THE PROJECT (MAX . 100 WORDS) ........................ 3 PARTNERSHIP (5 C ITIES FROM AT LEAST 3 DIFFERENT MEMBER STATES )................. 3 RELATION TO URBACT THEMATIC COVERAGE ............................................... 4 F AST TRACK LABEL............................................................................. 4 PROJECT COST (IN €).......................................................................... 4

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2.1 2.2 2.3 2.4 2.5.

PROJECT PRESENTATION........................................................ 5
DESCRIBE THE STARTING SITUATION AND THE MAIN CHALLENGES THAT PARTNER CITIES FAC E IN RELATION WITH THE THEME OF THE PROJECT ....................................... 5 SYNTHETIC PRESENTATION OF THE WHOLE PROJECT ........................................ 6 SUMMARY FRAMEWORK FOR THE PROJECT DEVELOPMENT PHASE (FIRST 6 MONTHS ) .... 7 SC HEDULE FOR THE DEVELOPMENT PHASE (FIRST 6 MONTHS ) ............................. 9 F IRST ATTEMPT AT AN ESTIMATE OF THE CARBON FOOTPRINT AND RESOURCE CONSUMPTION FOR THE DEVELOPMENT PHASE ............................................. 10

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3.1 3.2 3.3 3.4 3.5

INITIAL PARTNERS INVOLVED IN THE PROJECT................. 11
LEAD PARTNER ’S EXPERIENC E............................................................... 11 LEAD PARTNER ’S POLITICAL INVOLVEMENT................................................. 11 EXPERIENCE AND EXPECTATIONS OF EAC H PARTNER....................................... 12 APPOINTED LEAD EXPERT.................................................................... 16 PARTICIPATION OF MANAGING AUTHORITIES OF OPERATIONAL PROGRAMMES ......... 17

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PROJECT SYNTHESIS

1.1 Project identity Short title or acronym (max. 20 characters) Full title Lead Partner (institution and country) Creative Development Culture and creativity as a driving force in local development and regeneration processes Municipality of Catanzaro - Italy

1.2 Summarised description of the project (max. 100 words) The main objective of this project is to create a network of cities – to exchange knowledge, expertise and undertake common actions - with the intent of drawing policy recommendations and action plans to promote the development of the cultural and creative sectors. The focus of this project is on:  the use of culture and creativity to foster urban economies and promote social inclusion;  increasing the participation of artists, associations and other stakeholders in the design and implementation of cultural policies;  the re-use of abandoned buildings for the creation of cultural centres;  the establishment of a network among the “creative scene” of the cities involved in this project. 1.3 Partnership (5 cities from at least 3 different Member States)
Name of partner institution LP PP 1 PP 2 PP 3 PP 4 Municipality of Catanzaro Municipality of Cork Municipality of Cagliari Municipality of Fundão Municipality of Loja Type of institution Municipality Municipality Municipality Municipality Municipality Convergence/ Competitiveness Convergence Competitiveness Competitiveness Convergence Convergence Member/ Partner State Italy Ireland Italy Portugal Spain Region in which city is situated Calabria Munster Sardegna Cova da Beira (Centro) Andalucia

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1.4 Relation to URBACT thematic coverage Which of the seven URBACT II themes do you see your project relating to most strongly? (Please select one theme only, writing „X‟ in the right hand column) Priority Axe 1 – Cities, Engines for growth and jobs 1.1. Promoting Entrepreneurship 1.2. Improving Innovation & Knowledge Eco nomy 1.3. Employment & Human Capital Priority Axe 2 – Attractive and cohesive cities 2.1. Integrated development of deprived areas and areas at risk of deprivation 2.2. Social integration 2.3. Environmental issues 2.4. Governance & Urban Planning 1.5 Fast Track Label Are you interested in the fast track label? (Yes/No) No X

If Yes, under which of the seven Fast Track thematic areas below do you wish to be considered (Please select one thematic area only, writing „X‟ in the right hand column): 1 Making healthy communities 2 Integrated policies on urban transport 3 Developing sustainable and energy-efficient housing stock 4 Integrating marginalised youth 5 Managing migration and facilitating social integration 6 Achieving sustainable urban development 7 Re-using brownfield and waste disposal sites 1.6 Project cost (in €) ERDF funding Public co-financing (EU PP) Private co-financing (EU PP) Public co-financing (Non EU PP) Private co-financing (Non EU PP) TOTAL 45.000,00 30.000,00 75.000,00

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PROJECT PRESENTATION

2.1 Describe the starting situation and the main challenges that partner cities face in relation with the theme of the project
Negative Vision General Problem First level problems Second level problems Scarce level of involvement of cultural associations, artists and other stakeholders in the design and implementation of cultural policies and strategies. Inadequacies of the local governance system Lack of structured communication channels between the public and private sector (inadequate information and knowledge circulation) Scarce interaction among local actors of the cultural and creative scene (artists, musicians, video-makers, cultural institutions, etc.) Overlapping in public actions and waste of public resources in relation to the cultural/ creative sector Public spaces not particularly suitable to host cultural production and far-reaching cultural events Scarce consideration of social and economic potential connected to the development of the cultural and creative sector Scarce entrepreneurial initiatives in the cultural and creative sectors and lack of adequate public support to the promotion of start ups in this field Inadequate capacity (and/or lack of coordination) of public administrations in activating projects and services for the valorization of cultural and creative sector in the local economic and social spheres Presence of an high level of (youth) unemplo yment, rising deviances among young people and social exclusion of disadvantaged communities; and, lack of interest in culture and cultural activities among some social groups. Inadequate recognition within local communities of the role and importance of the creative people in promoting social and economic development Scarce participation of local actors and organizations in international cultural networks and initiatives Spread of abandoned (old industrial sites, etc.) buildings across the city

Image of cities as entities without a clear identity and dynamism in the cultural/ creative sector

Underestimation of culture/ creativity as an economic, social and urban physical regeneration engine

Marginalization of the local cultural and creative scene Inadequacies and scarce coordination of strategies aiming at the preservation, valorisation and management of cultural spaces

Decay of the physical urban tissue

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2.2 Synthetic presentation of the whole project
(Please present here the main objective, issue and expected outputs relating to the implementation of the project over its entire duration – 1 page maximum) Main objective This project aims at exploring innovative solutions capable of activating latent potential and existing endogenous resources in the cultural and creative sectors to foster local economies, physical regeneration and social inclusion of disadvantaged social communities. This project also intends to strengthen institutional capacities, in designing and managing cultural policies, and promote effective governance mechanisms in the cultural sector in each partner city, through the exchange of information, know ledge, expertise and experiences among the partners and the i mplementation of common pilot actions. Main issue to be addressed in relation with the selected theme Citizens’ expectations are not always understood and f ulf illed in an appropriate way by local institutions and administrations. This is particularly true w hen it comes to the cultural sector, where the administrative action is often unable to properly respond to the claims arising f rom the dynamic world of youth and creativity, in terms of places, services, etc. This project addresses the following main issues:  examination and implementation of innovative communication and participatory tools to gather and circulate the necessary know ledge and expertise (at present extremely fragmented among the different local actors) required to design effective policies and strategies; provision of new public services, places and structures to foster the development of the cultural and creative sector within the partner cities; promotion of entrepreneurial initiatives (start ups) in the cultural and creative filiere; re-use of abandoned buildings to host cultural centres, where individual and associations can meet, share space and equipment, learn, perform and work on common projects.

  

Main expected outputs The project will produce:  a Local Action Plan for each member of the network containing policy reco mmendations regarding the role of cultural and creative sectors in promoting economic development, social inclusion and physical regeneration (each Local Action Plan will also include specific recommendations for Structural Funds 2007-2013 regional planning); design of an appropriate governance structure of the cultural sector in each city; a final report which could be used by the Regional Managing Authorities as a guideline to design and implement new policies and actions in the cultural field on a regional scale or in other territories within the region; exploring chances for setting up international cooperation projects among the “creative scene” of the cities involved in the network; exchange and diffusion of experiences, information, know ledge and best pra ctices through the realization of workshops and collective publications; realization of studies and common activities addressing the development of the cultural and creative sectors in cities.

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2.3 Summary framework for the Project Development Phase (first 6 months) 1

Objectives
ObjecStructuring tive n°1 technical Staff

Actions to be implemented in relation with the objective
1.1. Organizing partner‟s internal project office (definition of the monitoring system and procedures for the project management, personnel appointment… ); contacts set up with the network co-ordinators; establishing contact with Lead expert and Urbact Secretariat 1.2. local animation and communication on the project (creating informative mat erial, filling of the space dedicated to the project on the Urbact website, Press releases… )

Related outputs
1 Technical Staff Group organized 1 Communication campaign launched

Objectiv Structuring e n°2 partnership

2.1. Activation of the required procedures 1 enlarged partnerfor the search of new partners ship 2.2. First workshop w ith all partners to construct a common technical language and to agree on project objectives, issues, and wor k programme. The workshop w ill be held in Lead partner‟s city and will be led by the Lead expert. 1 preliminary work document identifying common objectives and shared strategies

ObjecIdentif ication tive n°3 of the URBACT Local Support Group

3.1. Identification of the local key stake- URBACT Local Supholders in each partner city port Groups formed in all partner cities 3.2. Implementation of a first meeting in each city partner to present the project and to form the URBACT Local Support Groups 4.1. Implementation of a second meeting in all city partners to complete local enquiries and identify local needs and contributions (the meetings w ill be im plemented with all URBACT Local Support Groups, the Lead expert and the local project staff) 1 baseline study on local enquires and contributions 1 agreed template for local action planning

ObjecDeepening tive n°4 and completion of the baseline study

1 baseline study on 4.2. Last Workshop of one day to complete possible cooperative the baseline study. The study will ide ntify activities between local needs and common areas of intermanaging authorities est/action as well as the strategy and the actions that the project should contain. The workshop w ill involve all partners, the Lead Expert and all Regional Managing Authorities. A section will be devoted to the
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The excel spreadsheet n° 1.5 of the annexed f inancial tables shall indicate the budget per action.. This must be coherent both with paragraph 2.3 of the Declaration of Interest and with table 1.4 of the budget.

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relations of cooperation between the Regional Managing Author ities. 4.3. Development of the baseline study and an agreed template for local action planning ObjecCompletion tive n°5 and sending of Final application 5.1. Relationship w ith the Thematic pole to link partnership‟s interests with the guidelines of the Urbact program and the “State of the art” of existing knowledge at EU level. 5.2 Com pleting F inal Application Form and collecting letters of commitment of all partners and sending of all documents ObjecFinancial 6.1. Collection of financial and adm inistrative n°6 statement for tive documentation of all partners co-financing 6.2. certification of expenditure and forsubmission warding collected doc umentation 1 monitoring and accounting system compiled 1 financial report 1 Final Application Form compiled letters of Commitment of all partners

6.3. management of accounting and credit- Expenditure validated ing procedures and certificated

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2.4 Schedule for the Development phase (first 6 months)

Phase 1.1. 1.2. 2.1. 2.2. 3.1. 3.2. 4.1. 4.2. 4.3. 5.1. 5.2. 6.1. 6.2. 6.3.

Month 1

Month 2

Month 3

Month 4

Month 5

Month 6

X

X

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2.5. First attempt at an estimate of the carbon footprint and resource consumption for the Development phase A variety of climate control initiatives have been implemented both at EU and national levels. To reach the emission reductions set by the Kyoto Protocol, the European Commission launched the European Climate Change Programme in March 2000. Under this umbrella, the Commission works with industry, environmental organisations and other stakeholders to identify cost-effective measures to reduce emissions. In order to contribute to these initiatives, the URBACT II programme has included, in the criteria for the assessment of projects, efforts proposed by the partners to mitigate impact on CO2 emissions. While acknowledging that face to face meetings are important in trans-national exchange and learning activities, scores will be awarded to projects showing special awareness regarding this issue.
Activity First workshop long length flights ('3 hours in air) Last workshop long length flights ('3 hours in air) Lead expert to visit all partners - long length f lights ('3 hours in air) Total Estimation of carbon per unit of travel 0.6 tonne Nb of journeys 10 Carbon consumed 6 tonnes

0.6 tonne

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10,8 tonnes

0.6 tonne

10

6 tonnes

22,8 tonnes

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INITIAL PARTNERS INVOLVED IN THE PROJECT

3.1 Lead Partner’s experience LP’s experience of the problem to be addressed by the network Young people and cultural promotion represent two main priorities within the political programme of the present Municipal government. A consistent number of new initiatives addressing the needs of young people and cultural issues have been lately undertaken, along with the redevelopment of the historical part of the city (through the EU programme URBAN) which has now regained its original cultural and commercial functions. The latest initiatives (e.g. “Youth, creativity and development” pilot project) reflect the willingness of the new municipal government to explore a different approach to policy design and implementation in the cultural sector, with the active involvement in this process of the most relevant local stakeholders (artists, cultural organizations, etc.). LP’s experience in European networks The Municipality of Catanzaro took part in several EU programmes (Urban I, Urban Italia II, and Equal). The city has been partner of the European network of URBAN cities and participated to the European programme Interreg IIC Medocc (Mavitra and City to City projects). Catanzaro is now applying for Interreg IVC and Benazir programmes. Name: Antonio De Marco Fuction: Manager of Department “external finance resources and EU programs” – Municipality of Catanzaro

Experience of the LP’s named officer in charge of leading the network (Please attach CV)

3.2 Lead Partner’s political involvement If an elected representative has been nominated, within the LP’s institution, to follow the project, please indicate his/ her name and responsibilities/ po licy field a he/ she is entrusted with.
Name of elected represent ative/ official in charge of the project Responsibilities/ Policy field

Rosario Olivo Mayor of the Municipality of Catanzaro

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3.3 Experience and expectations of each partner (1 table per partner, including LP – ½ page max. per partner)
Lead Partne r Local problem and challenge regarding this problematic Policies and concrete actions developed regarding this problematic City of Catanzaro, Ita ly
Problem: local artistic and creative endowment underutilised. The challenge is to transform such endowment in a resource in support of local economic development and social inclusion of disadvantaged social groups. Catanzaro has started to work on the design and adoption of an integrated policy to address this problem. Within this framework, the following main initiatives have been launched: “Youth, Creativity and local development” pilot project; establishment of two information/orientation desks directed to young people; submission of a draft proposal regarding the re-use of an old industrial building as a centre for cultural and creative production. A local action plan would ensure a better coordination of the different programmes run by the municipality. The plan would also represent a further development of the integrated approach, that the present municipal government has lately adopted, to address this problematic, while enhancing the potential of the “Youth, Creativity and local development” project just started by the local municipality in cooperation with the Formez. Within the “Youth, Creativity and local development” project, the Municipality of Catanzaro is already working on the setting up of a local partnership which will be in charge, among other things, of elaborating, strategies and actions in the field of cultural and creativity promotion. The ULSG setting up might represent a further chance to strengthen such partnership. The ULSG should include members of the cultural associations, local Artists, theater Groups, schools, Academy of Music, Academy of Arts, University of Catanzaro, Municipality of Catanzaro, Fo rmez Task Force Calabria. The Municipality of Catanzaro took part in some UE funded programmes like Urban I, Urban Italia II, and “Equal” working on urban regeneration, social inclusion, etc. We expect to learn from other cities’ experiences and deepen our knowledge about the role of culture and creativity in local economy and social enhancement.

Willingness to define and adopt a local action plan

Willingness to set up an URBACT Local Support Group (Give first ideas of the ULSG composition)

Experience of working in related fields through transnational exchange Expected learning the network from

Partner 1 Local problem and challenge regarding this problematic Policies and concrete actions developed regarding this problematic

City of Cork, Ireland
Problem: social exclusion of disadvantaged communities. The challenge is to support the social and economic regeneration of disadvantaged communities through policies directed at supporting cultural creativity Cork City Council has an extensive programme of artistic and cultural initiatives to support disadvantaged communities. These programmes include: Programmes in libraries Grants to community arts groups who work in disadva ntaged areas Grants to Cork Community Music Network

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Willingness to define and adopt a local action plan Willingness to set up an URBACT Local Support Group (Give first ideas of the ULSG composition)

Experience of working in related fields through transnational exchange Expected learning the network f ro m

A local action plan would help to bring together the various programmes run by the City Council and identify new opportunities to support the linking of these programmes to economic regneration An URBACT Local Support Group would act as a local partnership of community organisation and the City Council to develop new models of best practice. These players would include:  Community Arts Link, which is based in a disa dvantaged parts of the City  Festivals Network  Shandon Guest House (artists collective)  Munster Literature Centre  Mayfield Community Arts Group  Cork City Council Cork City Council has extensive experience of working in the field of trans-national exchange. These include: Urban; INTERREG IIC-MASCARA (Transport), Local Communities in the European Strategy for Inclusion Learn from other cities experiences about the role of culture as a means of social and economic regeneration.

Partner 2 Local problem and challenge regarding this problematic

City of Cagliari, Italy
Problem: scarce level of internal communication between different local actors and inadequate circulation of information, knowledge and experience. The challenge consists in implementing the necessary strategies to create effective and innovative communication and participatory mechanisms.

Policies and concrete actions developed regarding this problematic

The Municipality of Cagliari has created a network of a ctors involved in the management of the local cultural production and uses collaborations between their structures and several local and national reality. In addition to the presence of “Camù Consortium”, that manages four major Centers of Art, the Municipality has started a set of policies and actions to foster creativity and cultural youth a ctivities: - Collaboration with the GAI (Young Italian Artists) - “Youth Center”: a multifunctional structure managed by the Youth Policy Office. The Center offers a wide range of services in different fields (study, training, enhancement of free-time and personal attitudes, professional guidance and projects to reduce school drops -out). Within the center the are: an Informagiovani Office (information point);an Internet Point with 20 computer; a Music Room and a Music recording studio; an office for international student exchange. The adoption of a local action plan aimed at a general coordination and the setting up of strategies that allow the identification and resolution of issues concerning internal communication in the management of cultural resources. This kind of approach must avoid a fragmented and uncoordinated production, against the lack of interest often present in some social groups according to their a c-

Willingness to define and adopt a local action plan

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tivities, and would highlight the real social potential and economic development in relation with the cultural and creative field.

Willingness to set up an URBACT Local Support Group (Give first ideas of the ULSG composition)

The Local Support Group will be responsible to create a new and special method of management. A multiple coo rdination, managed by several realities, which will give the possibility of comparing the different instruments adopted, and through an exchange of ideas and projects, contribute to the creation of new ideas to be shared for the enhancement of each reality. The Municipality of Cagliari has started a several projects in the field of youth culture, such as the project of 2005 entitled I.S.O.L.A. (Innovative Strategies and Opportunities for less favoured areas) within the Youth in Action program, and like the last youth exchange in 2007 "Inclusion of young people with fewer opportunities" with the city of Brasov (Romania The creation of a Group of Local Support would encourage the experience of teamwork within the partnership promoting the mobility of people and ideas. Furthermore, the development of a network of contacts and exchanges will improve the cultural and their value as projects born from sharing common objectives.

Experience of working in related fields through transnationa l exchange

Expected learning the network

f ro m

Partner 3

City of Fundão, Portugal
The increasing loss of dynamism on the old zone of the city translated its degradation and desertification puts in risk the local identity and increases the social exclusion. The challenge with this project is to turn the city more competitive and create a social insertion from an integrated strategy supported in the valorization of culture. In this area of the city, beyond the intervention of requalification of the public space, it’s been developed a program of building conservation destined to social hab itation. In partnership with private agent there is been co nstantly promoted actions of animation / dinamization of the economical local structure, local produced with the goal of its own revitalization. Of these actions we detach: street animation, festivals, fairs, and others. The politics of regeneration of the socio-economical urban structure taken part so far have a lack of a deep evaluation and integration with other levels of intervention in form to extend the positive impact of its result. Undoubtedly that the definition and implementation of a plan of integrated share supported in success skills that have a lready been developed and consolidated in others cities, are the step that now matters to establish the sustainable development of the city of Fundão. It’s the intention of The Municipality of Fundão to create an URBACT Local Support Group responsible for the urban dinamization of the network that intends to integrate, having for that purpose the participation of local partners with abilities and experiences in areas such as - culture,

Local problem and challenge regarding this problematic

Policies and concrete actions developed regarding this problematic

Willingness to define and adopt a local action plan

Willingness to set up an URBACT Local Support Group (Give first ideas of the ULSG composition)

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recreation, solidarity and insertion, animation and deve lopment. We detach in this group the participation of Cultural Associations, Fundão young Community, local Artists, theater Groups, schools, university (UBI) municipalities and sectoral associations (commerce, handicraft, product of quality) and social network.

Experience of working in related fields through transnational exchange

Municipality of Fundão has been acquiring some experience in transnational cooperation, namely as partner of projects in what concerns the patrimony requalification and the fires prevention (INTERREG). It, also, has been partner in a project approved in ambit of the “CULTURA 2000” designated by “Europa Mines”. How can city of Fundão become more inclusive and co mpetitive with the valorization of the endogenous resources thanks to the cultural and heritage areas.

Expected learning the network

f ro m

Partner 4 Local problem and challenge regarding this problematic

City of Loja, Spain
Problem: Lack of employment for young people and disadvantaged communities (gipsies). The challenge is to support and promote cultural and a rtistic activities in order to create business opportunities and employment. Loja City Council lacks programmes of artistic and cultural initiatives to include and support the gipsy co mmunity. A local cultural action plan is being carried out by the cultural department of the City Council since 2002. It includes subsidized courses (painting, music,…), organization of Festivals (Street-arts, Short-film), cultural investigation (Fundación al-Jatib) and recuperation of cultural heritage. None of these actions contemplate the inclusion of the gipsy community or other disadvantaged communities. A local action plan inspired by the experiences of other European countries would contribute to diversify the programmes run by the City Council and help identify new opportunities to support economic deve lopment including disadvantaged target groups. The URBACT Local Support Group would be made up by representatives of the cultural associations of Loja and the surrounding municipalities, the Cultural Department of the City Council, the Local Development Agency, the Fundación al-Jatib, the Festivals Network and the entrepreneurs association of Loja. The “Fundación al-Jatib” is based on the partnership between the Moroccan city of Fez and Loja. Cultural investigation is the main activity which regularly brings together representatives of both cities. Learn from other cities experiences about the role of culture as a means of social and economic enhancement.

Policies and concrete actions developed regarding this problematic

Willingness to define and adopt a local action plan

Willingness to set up an URBACT Local Support Group (Give first ideas of the ULSG composition) Experience of working in related fields through transnational exchange Expected learning the network f ro m

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3.4 Appointed Lead expert Please designate the Thematic expert you intend to appoint as Lead expert if the project is approved for Development phase (the designated expert should be selected from the URBACT II pool of approved Thematic experts available on the URBACT website). Name of Lead expert The Lead Partner shall provide the URBACT Secretariat by mail with the name of the designated Lead expert by February the 29th 2008 lastest

Brief description of experience relevant to the project’s theme (Please attach CV)

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3.5 Participation of Managing Authorities of Operational Programmes “Creative Development” project idea was conceived within an experimental action promoted by the Department for National and Community Programming of Calabria Region and supported by the Formez (a national training and research institute belonging to the Civil Service Departm ent of the Presidency of the Italian Council). This action regards the inclusion of the Municipality of Catanzaro into a pilot project aiming at promoting the creative and cultural sectors. This is why, as a Lead Partner, the Municipality of Catanzaro intends to maintain tight operational relations with ERDF OP Managing Authority of Calabria Region, which devoted a consistent amount of resources to the promotion of competitiveness, innovation and attractiveness of Cities, Urban areas and Territorial Systems within the ERDF OP 2007-2013. In this perspective, the involvement of the Managing Authorities can be considered absolutely strategic in the Thematic Network activities. In the development stage, the involvement of the Managing Authorities is foreseen in the final workshop, in which, among other things, the impacts the project could have on regional operative programmes will be discussed along with the cooperative actions that could be implemented to dissem inate knowledge and best practices. Please list Managing Authorities to be involved in network’s activities if available: MANAGING AUTHORITY INSTITUTION LP City of Catanzaro Autorità di Gestione del PO FESR – Dipartimento di programmazione nazionale e comunitariaà – Regione Calabria- Via Molè – Catanzaro - Italy Eastern and Southern Regional Assembly, O’ Connell St, Waterford, Ireland Centro Regionale di Programmazione, via Mameli 88, Cagliari – Sardinya – Italy Comissão de Coordenação e Desenvolvimento Regional do Centro (CCDR-C) - Gestor do PO CentroRua Bernadim Ribeiro 80 P-3000-069 Coimbra Junta de Andalucía - Consejería de Economía y Hacienda - Dirección General de Fondos Europeos - Edificio Torretriana - Isla de la Cartuja - C/ Juan Antonio Vizarrón - E-41092 Sevilla

PP1 PP2

City of Cork City of Cagliari City of Fundão

PP3

City of Loja PP4

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