Community Initiative URBACT

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Community Initiative URBACT Powered By Docstoc
					                                 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 ac-
                                       Creative Development
                                               Creativity and culture as a driving force in
Full title
                                               local development processes
Lead Partner (institution and country)         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          External    Assessment
Panel (date)
Approved        by   Monitoring   Committee

     Form to be submitted to the URBACT Secretariat by 15 February 2008:
        -      in an electronic format (only if applicants have an electronic signature)
               to the following address:;
        -      or by regular mail (documents must be postmarked no later than 15
               February 2008) to the following address:
                      URBACT Secretariat
                      194, Avenue du Président Wilson
                      93217 St Denis La Plaine – France

     List of   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

1          PROJECT SYNTHESIS ........................................................... 3
    1.1    PROJECT IDENTITY ................................................................................   3
    1.2    SUMMARISED DESCRIPTION OF THE PROJECT (MAX. 100 WORDS) .........................                    3
    1.3    PARTNERSHIP (5 CITIES FROM AT LEAST 3 DIFFERENT MEMBER STATES).................                     3
    1.4    RELATION TO URBACT THEMATIC COVERAGE ................................................               4
    1.5    FAST TRACK LABEL ...............................................................................    4
    1.6    PROJECT COST (IN €) ............................................................................    4
2          PROJECT PRESENTATION ..................................................... 5
           FACE IN RELATION WITH THE THEME OF THE PROJECT ........................................ 5
    2.2    SYNTHETIC PRESENTATION OF THE WHOLE PROJECT ......................................... 6
    2.4    SCHEDULE FOR THE DEVELOPMENT PHASE (FIRST 6 MONTHS) ............................. 9
           CONSUMPTION FOR THE DEVELOPMENT PHASE ............................................... 10

3          INITIAL PARTNERS INVOLVED IN THE PROJECT................ 11
    3.1    LEAD PARTNER’S EXPERIENCE .................................................................. 11
    3.2    LEAD PARTNER’S POLITICAL INVOLVEMENT ................................................... 11
    3.3    EXPERIENCE AND EXPECTATIONS OF EACH PARTNER ........................................ 12
    3.4    APPOINTED LEAD EXPERT ....................................................................... 16

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

     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 draw-
  ing 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 in-
      volved in this project.

     1.3 Partnership (5 cities from at least 3 different Member States)
          Name       of    Type of insti-   Convergence/   Member/         Region     in
          partner insti-   tution           Competitive-   Partner State   which city is
          tution                            ness                           situated
LP        Municipality     Municipality     Convergence    Italy           Calabria
          of Catanzaro
PP 1      Municipality     Municipality     Competitive-   Ireland         Munster
          of Cork                           ness
PP 2      Municipality     Municipality     Competitive-   Italy           Sardegna
          of Cagliari                       ness
          Municipality                                                     Cova da Beira
PP 3                       Municipality     Convergence    Portugal
          of Fundão                                                          (Centro)
PP 4      Municipality     Municipality     Convergence    Spain           Andalucia
          of Loja

 1.4 Relation to URBACT thematic coverage

Which of the seven URBACT II themes do you see your project relat-
ing 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 Economy
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                                                   X
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
If Yes, under which of the seven Fast Track thematic areas below do
you wish to be considered (Please select one thematic area only, writ-
ing „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                                                        45.000,00
Public co-financing (EU PP)                                         30.000,00
Private co-financing (EU PP)                                                  -
Public co-financing (Non EU PP)                                               -
Private co-financing (Non EU PP)                                              -
TOTAL                                                               75.000,00


 2.1 Describe the starting situation and the main challenges that
     partner cities face in relation with the theme of the project
Negative       General      First level prob-
                                                              Second level problems
 Vision        Problem             lems
                                                 Scarce level of involvement of cultural associa-
                                                 tions, artists and other stakeholders in the de-
                                                 sign and implementation of cultural policies and
                                                 Lack of structured communication channels be-
                            Inadequacies of      tween the public and private sector (inadequate
                            the local gover-     information and knowledge circulation)
                            nance system         Scarce interaction among local actors of the cul-
                                                 tural and creative scene (artists, musicians, vid-
                                                 eo-makers, cultural institutions, etc.)
                                                 Overlapping in public actions and waste of public
                                                 resources in relation to the cultural/ creative
                                                 Public spaces not particularly suitable to host
                                                 cultural production and far-reaching cultural
               Underes-                          events
                 of cul-                         Scarce entrepreneurial initiatives in the cultural
  Image of
                  ture/     Scarce considera-    and creative sectors and lack of adequate public
   cities as
               creativity   tion of social and   support to the promotion of start ups in this field
  without a       as an     economic poten-      Inadequate capacity (and/or lack of coordina-
clear iden-    economic,    tial connected to    tion) of public administrations in activating
   tity and    social and   the development      projects and services for the valorization of cul-
 dynamism         urban     of the cultural      tural and creative sector in the local economic
 in the cul-    physical    and creative sec-    and social spheres
tural/ crea-   regenera-    tor
 tive sector    tion en-                         Presence of an high level of (youth) unemploy-
                   gine                          ment, rising deviances among young people and
                                                 social exclusion of disadvantaged communities;
                                                 and, lack of interest in culture and cultural activi-
                                                 ties among some social groups.
                                                 Inadequate recognition within local communities
                            Marginalization of   of the role and importance of the creative people
                            the local cultural   in promoting social and economic development
                            and creative         Scarce participation of local actors and organiza-
                            scene                tions in international cultural networks and initia-
                            Inadequacies and     Spread of abandoned (old industrial sites, etc.)
                            scarce coordina-     buildings across the city
                            tion of strategies
                            aiming at the
                            preservation, val-
                            orisation and        Decay of the physical urban tissue
                            management of
                            cultural spaces

 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 po-
tential 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 in-
formation, knowledge, expertise and experiences among the partners and the im-
plementation of common pilot actions.
Main issue to be addressed in relation with the selected theme
Citizens’ expectations are not always understood and fulfilled in an appropriate way
by local institutions and administrations. This is particularly true when it comes to
the cultural sector, where the administrative action is often unable to properly re-
spond to the claims arising from 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 participa-
      tory tools to gather and circulate the necessary knowledge 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 develop-
      ment of the cultural and creative sector within the partner cities;
     promotion of entrepreneurial initiatives (start ups) in the cultural and creative
     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 recom-
      mendations 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
     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, knowledge and best prac-
      tices 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.

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

           Objectives      Actions to be implemented in relation            Related outputs
                                     with the objective
Objec-   Structuring      1.1. Organizing partner‟s internal project      1   Technical   Staff
tive n°1 technical        office (definition of the monitoring system     Group organized
         Staff            and procedures for the project manage-
                          ment, personnel appointment…); contacts
                          set up with the network co-ordinators; es-      1    Communication
                          tablishing contact with Lead expert and         campaign launched
                          Urbact Secretariat
                          1.2. local animation and communication on
                          the project (creating informative material,
                          filling of the space dedicated to the project
                          on the Urbact website, Press releases…)
Objectiv Structuring      2.1. Activation of the required procedures 1 enlarged partner-
e n°2    partnership      for the search of new partners             ship
                          2.2. First workshop with all partners to        1 preliminary work
                          construct a common technical language           document identifying
                          and to agree on project objectives, issues,     common     objectives
                          and work programme. The workshop will           and shared strategies
                          be held in Lead partner‟s city and will be
                          led by the Lead expert.
Objec-   Identification   3.1. Identification of the local key stake- URBACT Local Sup-
tive n°3 of the           holders in each partner city                port Groups formed
         URBACT Lo-                                                   in all partner cities
                          3.2. Implementation of a first meeting in
         cal Support
                          each city partner to present the project
                          and to form the URBACT Local Support
Objec-   Deepening        4.1. Implementation of a second meeting         1 baseline study on
tive n°4 and comple-      in all city partners to complete local enqui-   local enquires and
         tion of the      ries and identify local needs and contribu-     contributions
         baseline         tions (the meetings will be implemented
                                                                          1 agreed template for
         study            with all URBACT Local Support Groups, the
                                                                          local action planning
                          Lead expert and the local project staff)
                                                                      1 baseline study on
                          4.2. Last Workshop of one day to complete
                                                                      possible cooperative
                          the baseline study. The study will identify
                                                                      activities  between
                          local needs and common areas of inter-
                                                                      managing authorities
                          est/action as well as the strategy and the
                          actions that the project should contain.
                          The workshop will involve all partners, the
                          Lead Expert and all Regional Managing Au-
                          thorities. A section will be devoted to the

   The excel spreadsheet n° 1.5 of the annexed financial tables shall indicate the
 budget per action.. This must be coherent both with paragraph 2.3 of the Declara-
 tion of Interest and with table 1.4 of the budget.
                           relations of cooperation between the Re-
                           gional Managing Authorities.
                           4.3. Development of the baseline study
                           and an agreed template for local action
Objec-   Completion        5.1. Relationship with the Thematic pole to    1 Final Application
tive n°5 and sending       link partnership‟s interests with the guide-   Form compiled
         of Final appli-   lines of the Urbact program and the “State
                                                                          letters of Commit-
         cation            of the art” of existing knowledge at EU lev-
                                                                          ment of all partners
                           5.2 Completing Final Application Form and
                           collecting letters of commitment of all
                           partners and sending of all documents
Objec-   Financial     6.1. Collection of financial and administra-       1 monitoring and ac-
tive n°6 statement for tive documentation of all partners                 counting      system
         co-financing                                                     compiled
                       6.2. certification of expenditure and for-
                       warding collected documentation                    1 financial report
                           6.3. management of accounting and credit- Expenditure validated
                           ing procedures                            and certificated

          2.4 Schedule for the Development phase (first 6 months)

  Phase          Month 1          Month 2         Month 3           Month 4   Month 5   Month 6
2.2.                                  X


4.2.                                                                     X

2.5. First attempt at an estimate of the carbon footprint and re-
source 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 in-
cluded, 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       Estimation of carbon   Nb of journeys     Carbon
                         per unit of travel                     consumed
First  workshop   -         0.6 tonne               10           6 tonnes
long length flights
('3 hours in air)
Last   workshop   -         0.6 tonne               18         10,8 tonnes
long length flights
('3 hours in air)
Lead expert to visit        0.6 tonne               10           6 tonnes
all partners - long
length flights ('3
hours in air)
Total                                                          22,8 tonnes


 3.1 Lead Partner’s experience

LP’s experience of the      Young people and cultural promotion represent two
problem to be ad-           main priorities within the political programme of
dressed by the net-         the present Municipal government. A consistent
work                        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 pro-
                            gramme URBAN) which has now regained its origi-
                            nal 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 dif-
                            ferent approach to policy design and implementa-
                            tion in the cultural sector, with the active involve-
                            ment in this process of the most relevant local
                            stakeholders (artists, cultural organizations, etc.).
LP’s experience in The Municipality of Catanzaro took part in several
European networks  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 apply-
                   ing for Interreg IVC and Benazir programmes.
Experience of the LP’s      Name: Antonio De Marco
named     officer   in
                            Fuction: Manager of Department “external finance
charge of leading the
                            resources and EU programs” – Municipality of Ca-
network (Please at-
tach 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/ pol-
icy field a he/ she is entrusted with.

Name of elected representative/     Rosario Olivo
official in charge of the project
Responsibilities/ Policy field      Mayor of the Municipality of Catanzaro

 3.3 Experience and expectations of each partner

(1 table per partner, including LP – ½ page max. per partner)

 Lead Partner                 City of Catanzaro, Italy
                              Problem: local artistic and creative endowment underutil-
 Local problem and chal-      ised. The challenge is to transform such endowment in a
 lenge   regarding  this      resource in support of local economic development and
 problematic                  social inclusion of disadvantaged social groups.
                              Catanzaro has started to work on the design and adoption
 Policies and concrete ac-    of an integrated policy to address this problem. Within
 tions developed regarding    this framework, the following main initiatives have been
 this problematic             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
 Willingness to define and    the different programmes run by the municipality. The
 adopt a local action plan    plan would also represent a further development of the
                              integrated approach, that the present municipal govern-
                              ment has lately adopted, to address this problematic,
                              while enhancing the potential of the “Youth, Creativity and
                              local development” project just started by the local mu-
                              nicipality in cooperation with the Formez.
                              Within the “Youth, Creativity and local development” pro-
 Willingness to set up an     ject, the Municipality of Catanzaro is already working on
 URBACT Local Support         the setting up of a local partnership which will be in
 Group (Give first ideas of   charge, among other things, of elaborating, strategies and
 the ULSG composition)        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, For-
                              mez Task Force Calabria.
                              The Municipality of Catanzaro took part in some UE
 Experience of working in     funded programmes like Urban I, Urban Italia II, and
 related   fields  through    “Equal” working on urban regeneration, social inclusion,
 transnational exchange       etc.

 Expected learning    from    We expect to learn from other cities’ experiences and
 the network                  deepen our knowledge about the role of culture and crea-
                              tivity in local economy and social enhancement.

Partner 1                     City of Cork, Ireland
                              Problem: social exclusion of disadvantaged communities.
Local problem and chal-       The challenge is to support the social and economic re-
lenge   regarding  this       generation of disadvantaged communities through policies
problematic                   directed at supporting cultural creativity
                              Cork City Council has an extensive programme of artistic
Policies and concrete ac-     and cultural initiatives to support disadvantaged commu-
tions developed regarding     nities. These programmes include:
this problematic              Programmes in libraries
                              Grants to community arts groups who work in disadvan-
                              taged areas
                              Grants to Cork Community Music Network

                             A local action plan would help to bring together the vari-
Willingness to define and    ous programmes run by the City Council and identify new
adopt a local action plan    opportunities to support the linking of these programmes
                             to economic regneration
                             An URBACT Local Support Group would act as a local
Willingness to set up an     partnership of community organisation and the City Coun-
URBACT Local Support         cil to develop new models of best practice. These players
Group (Give first ideas of   would include:
the ULSG composition)                Community Arts Link, which is based in a disad-
                                      vantaged 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
Experience of working in     the field of trans-national exchange. These include: Ur-
related   fields  through    ban; INTERREG IIC-MASCARA (Transport), Local Commu-
transnational exchange       nities in the European Strategy for Inclusion
                             Learn from other cities experiences about the role of cul-
Expected learning    from    ture as a means of social and economic regeneration.
the network

Partner 2                    City of Cagliari, Italy
Local problem and chal-      Problem: scarce level of internal communication between
lenge   regarding  this      different local actors and inadequate circulation of infor-
problematic                  mation, knowledge and experience.
                             The challenge consists in implementing the necessary
                             strategies to create effective and innovative communica-
                             tion and participatory mechanisms.

Policies and concrete ac-    The Municipality of Cagliari has created a network of ac-
tions developed regarding    tors involved in the management of the local cultural pro-
this problematic             duction 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 poli-
                             cies and actions to foster creativity and cultural youth ac-
                             - 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, enhance-
                               ment of free-time and personal attitudes, professional
                               guidance and projects to reduce school drops-out).
                               Within the center the are: an Informagiovani Office (in-
                               formation point);an Internet Point with 20 computer;
                               a Music Room and a Music recording studio; an office for
                               international student exchange.

Willingness to define and    The adoption of a local action plan aimed at a general
adopt a local action plan    coordination and the setting up of strategies that allow
                             the identification and resolution of issues concerning in-
                             ternal communication in the management of cultural re-
                             sources. 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 ac-

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

Willingness to set up an     The Local Support Group will be responsible to create a
URBACT Local Support         new and special method of management. A multiple coor-
Group (Give first ideas of   dination, managed by several realities, which will give the
                             possibility of comparing the different instruments
the ULSG composition)
                             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.

Experience of working in     The Municipality of Cagliari has started a several projects
related   fields  through    in the field of youth culture, such as the project of 2005
transnational exchange       entitled I.S.O.L.A. (Innovative Strategies and Opportuni-
                             ties for less favoured areas) within the Youth in Action
                             program, and like the last youth exchange in 2007 "In-
                             clusion of young people with fewer opportunities" with the
                             city of Brasov (Romania

Expected learning    from    The creation of a Group of Local Support would encourage
the network                  the experience of teamwork within the partnership pro-
                             moting 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.

Partner 3                    City of Fundão, Portugal
Local problem and chal-      The increasing loss of dynamism on the old zone of the
lenge   regarding  this      city translated its degradation and desertification puts in
problematic                  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 inte-
                             grated strategy supported in the valorization of culture.

Policies and concrete ac-    In this area of the city, beyond the intervention of requa-
tions developed regarding    lification of the public space, it’s been developed a pro-
this problematic             gram of building conservation destined to social habita-
                             tion. In partnership with private agent there is been con-
                             stantly 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.

Willingness to define and    The politics of regeneration of the socio-economical urban
adopt a local action plan    structure taken part so far have a lack of a deep evalua-
                             tion and integration with other levels of intervention in
                             form to extend the positive impact of its result. Undoub-
                             tedly that the definition and implementation of a plan of
                             integrated share supported in success skills that have al-
                             ready been developed and consolidated in others cities,
                             are the step that now matters to establish the sustainable
                             development of the city of Fundão.

Willingness to set up an     It’s the intention of The Municipality of Fundão to create
URBACT Local Support         an URBACT Local Support Group responsible for the urban
Group (Give first ideas of   dinamization of the network that intends to integrate,
                             having for that purpose the participation of local partners
the ULSG composition)
                             with abilities and experiences in areas such as - culture,

                             recreation, solidarity and insertion, animation and devel-
                             opment. We detach in this group the participation of Cul-
                             tural Associations, Fundão young Community, local Art-
                             ists, theater Groups, schools, university (UBI) municipali-
                             ties and sectoral associations (commerce, handicraft,
                             product of quality) and social network.

Experience of working in     Municipality of Fundão has been acquiring some experi-
related   fields  through    ence in transnational cooperation, namely as partner of
transnational exchange       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”.

Expected learning    from    How can city of Fundão become more inclusive and com-
the network                  petitive with the valorization of the endogenous resources
                             thanks to the cultural and heritage areas.

Partner 4                    City of Loja, Spain
Local problem and chal-      Problem: Lack of employment for young people and dis-
lenge   regarding  this      advantaged communities (gipsies).
problematic                  The challenge is to support and promote cultural and ar-
                             tistic activities in order to create business opportunities
                             and employment.

Policies and concrete ac-    Loja City Council lacks programmes of artistic and cultural
tions developed regarding    initiatives to include and support the gipsy community.
this problematic             A local cultural action plan is being carried out by the cul-
                             tural department of the City Council since 2002. It in-
                             cludes subsidized courses (painting, music,…), organiza-
                             tion of Festivals (Street-arts, Short-film), cultural inves-
                             tigation (Fundación al-Jatib) and recuperation of cultural
                             heritage. None of these actions contemplate the inclusion
                             of the gipsy community or other disadvantaged communi-

Willingness to define and    A local action plan inspired by the experiences of other
adopt a local action plan    European countries would contribute to diversify the pro-
                             grammes run by the City Council and help identify new
                             opportunities to support economic development including
                             disadvantaged target groups.

Willingness to set up an     The URBACT Local Support Group would be made up by
URBACT Local Support         representatives of the cultural associations of Loja and
Group (Give first ideas of   the surrounding municipalities, the Cultural Department of
                             the City Council, the Local Development Agency, the Fun-
the ULSG composition)
                             dación al-Jatib, the Festivals Network and the entrepre-
                             neurs association of Loja.

Experience of working in     The “Fundación al-Jatib” is based on the partnership be-
related   fields  through    tween the Moroccan city of Fez and Loja. Cultural investi-
transnational exchange       gation is the main activity which regularly brings together
                             representatives of both cities.

Expected learning    from    Learn from other cities experiences about the role of cul-
the network                  ture as a means of social and economic enhancement.

 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 Se-
                           cretariat by mail with the name of the desig-
                           nated Lead expert by February the 29th 2008
Brief description of ex-
perience relevant to the
project’s theme (Please
attach CV)

 3.5 Participation of Managing Authorities of Operational Pro-

 “Creative Development” project idea was conceived within an experimental
action promoted by the Department for National and Community Program-
ming of Calabria Region and supported by the Formez (a national training
and research institute belonging to the Civil Service Department 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 crea-
tive 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, Ur-
ban 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 dissemi-
nate knowledge and best practices.

Please list Managing Authorities to be involved in network’s activities if

                                MANAGING AUTHORITY INSTITUTION
      City of Catanzaro   Autorità di Gestione del PO FESR – Dipartimento
LP                        di programmazione nazionale e comunitariaà –
                          Regione Calabria- Via Molè – Catanzaro - Italy
      City of Cork        Eastern and Southern Regional Assembly, O’
                          Connell St, Waterford, Ireland
      City of Cagliari    Centro Regionale di Programmazione, via Mameli
                          88, Cagliari – Sardinya – Italy
      City of Fundão      Comissão de Coordenação e Desenvolvimento
                          Regional do Centro (CCDR-C) - Gestor do PO
                          Centro-    Rua     Bernadim   Ribeiro   80
                          P-3000-069 Coimbra
      City of Loja        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


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