regions for economic change -...

Regions forEconomic Change

EN

Networkingfor Results

Brussels, 16–17 February 2009

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European Commission, Directorate-General for Regional Policy

Unit B1 – Information and communication

Raphaël Goulet

41, Avenue de Tervueren, B-1040 Brussels

Fax +32 2 29-66003

[email protected]

http://ec.europa.eu/regional_policy

© European Communities, 2009

Reproduction is authorised provided the source is acknowledged.

Printed in Belgium.

The texts of this publication do not bind the Commission.

The opinions expressed in this publication are those of the author

and do not necessarily refl ect the views of the European Commission.

Photos: © EC DG REGIO

DOI 10.2776/4193

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3Regions for Economic Change: Networking for Results

Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Rising to the challenge of good practice exchange – an update on ‘Regions for Economic Change’ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Defining good practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Cohesion Policy promoting policy learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Progress so far . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Map of ‘Fast Track Networks’ in 2008 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

INTERREG IVC – Regions for Economic Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

URBACT II – Urban Networks for greater cohesion and competitiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Capitalising on innovative approaches towards demographic change – ESF6 CIA . . . . . . . . . . . . . . 14

The ‘HerO’ Fast Track Network: Cultural Heritage as Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

RegioStars 2009 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Contents

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5

The ‘Networking for Results’ conference is the fi fth thematic conference to take

place as part of the ‘Regions for Economic Change’ initiative. This year, it focuses

on the experiences and benefi ts of networking across three broad themes:

innovation & creativity, climate change & sustainable development and urban

adaptation.

In preparing it we have benefi ted from the experience of the four previous

conferences focused either on specifi c challenges – regional innovation,

fostering competitiveness, responding to demographic change, or on the

process of sharing good practices. Since our last gathering, facing up to our

long-term challenges has become much more demanding with the onset of

the 2008 global fi nancial crisis, but no less crucial.

From our work on future perspectives – Regions 2020 – we know that European

regions will be aff ected asymmetrically by the trends in the major challenges

we all face. These may cement existing patterns of territorial disparity and even

create new ones. Some regions will face the combination of expected new

trends, creating complex problems at regional level. Development challenges will therefore vary at regional level both in terms

of size and nature, accentuating the need for tailor-made responses to transform these challenges into opportunities.

In the 21st-century global knowledge economy, functioning and eff ective networks are essential to accelerate learning and help

make informed policy choices. I believe that the ‘Networking for Results’ conference theme is therefore more relevant than ever

before. In the uncertain times we live in, a results-oriented approach is a key starting point.

By off ering an integrated set of good practice tools linked to priority themes, the ‘Regions for Economic Change’ initiative aims

to help regions eff ectively network and share their experiences.

‘Regions for Economic Change’ was launched in November 2006, just over two years ago. In this brochure you will fi nd an

overview of its progress and early successes. In particular you will fi nd presentations of the work now underway in the INTERREG

IVC and URBACT II programmes and of the 2009 RegioStars fi nalists.

In my view, Cohesion Policy is an excellent framework within which to foster links and help Europe and its regions face up to

future challenges. To be eff ective in meeting these, we need integrated solutions that bring diff erent levels together (EU, national,

regional) and that fully take into account the specifi c circumstances of each region. I am confi dent that the fi fth ‘Regions for

Economic Change’ conference will bring us further along the road in this joint endeavour.

Danuta HübnerMember of the European Commission

responsible for Regional Policy

Foreword

Regions for Economic Change: Networking for Results


6

Rising to the challenge of good practice exchange – an update on 'Regions for Economic Change'


Regions for Economic Change makes a stronger link between interregional co-operation and operational programmes.

IntroductionEurope's Member States and regions are diverse. Our regions and

municipalities have widely ranging abilities to design and deliver

policy. Still, each region and city is striving to improve its level of

development from its own starting point. As a result, there is a huge

stock of expertise, good practice and experience in our cities and

regions. It is very likely that the policies planned in a particular terri-

tory may be informed, reinforced or improved by ideas already im-

plemented in another region. Regions may benefi t from cooperat-

ing, learning and networking with one another. Indeed, they should

share knowledge in order to save time and resources and fi nd the

optimum solution tailored to their circumstances.

These concerns have prompted the creation of the 'Regions for

Economic Change' initiative – RfEC – sealed with the adoption of

a Commission communication1. It was launched in the context of

the strengthened focus within Cohesion Policy on the key objec-

tives of the Lisbon Strategy, i.e. human resource development, in-

creased investments in innovation and the knowledge economy,

business support and developing critical EU infrastructure. Its aim is

to reinforce the work of sharing good practices, networking and the

transfer of ideas – mainly through two pan-European networking

programmes – INTERREG IVC and URBACT II.

1 COM(2006) 675 fi nal, 8.11.2006.

Defining good practiceGood practice in regional development (and any public policy

process) means certain prerequisites have to be in place, such as

fair and reliable procedures, a sound legal basis for public action,

fi nancial control and control over policy funding. Cohesion Policy

provides a set of common rules for managing and accounting for

European taxpayers' money and a set of minimum procedures for

organising programmes.

Beyond these minimum rules it is possible to speak of good prac-

tice in programme management2, but this is not the main focus

of the RfEC initiative. Good practice in the RfEC sense of the term

concerns the promotion of sound policy ideas. The quality of the

ideas, projects and strategies supported through the programmes is

what determines success in achieving the programme’s underlying

objectives.

Even in a thematic context, good practice is a fl uid concept, diffi cult

to defi ne and linked to broader themes of learning and innovation.

There exist several defi nitions for it, depending on the context and

various attempts to promote learning and innovation in many dif-

ferent sectors and at many diff erent levels throughout Europe3. It

may be identifi ed, described and communicated in diff erent ways,

e.g. by distributing case studies, setting up award schemes, using

formal evaluations, methodologies, tool kits, publications, twinning

and exchange programmes, training courses and networking activi-

ties.

Good practice is essentially linked to how public authorities learn

– how they innovate and improve. Examples of good practice, as

presented in case studies, evaluations and tool kits, are in fact only

information which is ideally well structured. The main success fac-

tor determining whether it is actually made use of is the know-how

and knowledge of the reader or user. The basic constraints on the

successful transfer of a good practice are 1) whether the prac-

tice, project idea or methodology is appropriate for transfer, 2)

the capacity of the organisation at whatever level to manage the

change involved and 3) the will to implement change.

The benefi ciary of good practice is the key stakeholder when it

comes to committing to innovation and successfully communicat-

ing a good idea, although Cohesion Policy is also playing its role in

promoting policy learning.

2 Good practice on specifi c themes relating to programme design, delivery, management and evaluation is the concern of the independent network IQ-NET http://www.eprc.strath.ac.uk/iqnet/default.cfm

3 See the report to the EP Committee on Regional Development (REGI) 'Best Practices in the fi eld of regional policy and obstacles to the use of structural funds' http://www.europarl.europa.eu/meetdocs/2004_2009/documents/dv/pe405396_/pe405396_en.pdf


7

Cohesion Policy promoting policy learning

Sound policymaking and good practice are promoted through

Cohesion Policy mechanisms by means of various instruments: the

emphasis on evaluation and evidence-based policymaking, promoting

interregional learning and the sharing of good practices.

Evaluation is a cornerstone of Cohesion Policy and relies on

evidence-based evaluations that inform programme objectives and

the setting of relevant indicators. An evaluation culture is necessary

for policymakers to assess the success of their strategies, identify

good practices and qualify the ‘value’ of their practices.

In the current programmes, our concept of evaluation has devel-

oped. During this programme period, we encourage managing au-

thorities at Member State level to undertake ongoing evaluations of

all or parts of programmes according to need. If we try to evaluate

everything at one time, breadth will militate against depth. We need

to build knowledge and learning over time, across all our work, and

evaluation may contribute to this.

The Commission's own evaluation work in 2008 and 2009 is

currently focused on ex post evaluation of the 200006 period

and is thematically focused. In that way the plan is to clearly

demonstrate what has been achieved in diff erent policy areas and

learn for the future how eff ectiveness and impact may be enhanced.

Valuable messages will be highlighted at programme and strategy

performance level when the studies are published in 2009.

Analysing ERDF co-financed innovative projects. A study already performed for DG REGIO by the consultancy

group Technopolis carried out 60 case studies (now in the

database – see Box ‘Case studies’) and made comparative

analyses of 10 projects. The study emphasises the diff erent

approaches to, and the common success factors of,

innovative projects. The comparative analysis draws lessons

on the thematic content of the 10 projects (developing clus-

ters, growing businesses, science-industry linkages, ICT as a

growth driver and innovative fi nance) and on the process of

delivering these innovative projects (project planning and

design, partnership and leadership, sustainability and the

added value of public support).

The study is available at: http://ec.europa.eu/regional_

policy/sources/docgener/evaluation/pdf/innovative_

projects_fi n.pdf

The 200006 ex post evaluations will not only draw conclusions on

the eff ectiveness and impacts of the programmes, but illustrate

some of their fi ndings through case studies of projects in the recent

period of 200006. An approach of analysing good practice at

project level may enhance insight into the eff ects of Cohesion Policy

and strengthen the quality of evaluations and their credibility.

Progress so farSince 2006 we have made important progress in delivering on the

good practice agenda set out in the proposals of the RfEC initiative.

These were fourfold:

A. Themes: The themes for ‘Regions for Economic Change’ were

successfully integrated into the INTERREG IVC and URBACT II

programmes. Those 30 themes, under which capitalisation or 'Fast Track'

projects are encouraged, were chosen because of their relevance to

the three thematic guidelines or the cross-cutting territorial dimension

of the Community Strategic Guidelines for Cohesion Policy.

B. Improved communication: More eff ective communication is a

key part of ‘Regions for Economic Change’. Its task is to ensure the

rapid dissemination‘’ of ideas, results and details of the good prac-

tice projects. This has been ensured by holding regular conferences,

of which this is the fi fth, with related publications such as this bro-

chure, maintaining dedicated web pages, the launch of the 2008

and 2009 RegioStars awards and the creation of a database of good

practice projects (see Box ‘Case studies’).

C. Fast Track Networks: These networks are ‘capitalisation’projects

in which the European Commission supports the work to actively

Cohesion Policy promotes interregional policy learning and the sharing of good practices.


8 Regions for Economic Change: Networking for Results

transfer identifi ed good practices. Indeed, the Fast Track targets more

rapid dissemination of good ideas through the relevant mainstream

national, regional or interregional programmes. Initially, three Fast

Track Networks were launched on a pilot basis but are now fully in-

tegrated into the INTERREG IVC and URBACT II programmes. Success

rates for capitalisation projects have been relatively high. Following

the results of further calls for proposals under the programmes (i.e.

the IVC call which ended in January 2009) the number of such net-

works is likely to increase. By the end of 2008 the Commission was

supporting 12 Fast Track Networks, fi ve under INTERREG IVC and

seven under URBACT II. In this brochure you will also fi nd articles

presenting the two programmes, INTERREG IVC and URBACT II, and

showcasing the work of two of the Fast Track Networks, HerO and

ESF6 CIA.

D. Two-way bridge: The two way bridge should serve as a tool to

link the networks and the managing authorities and prepare for a

fertile ground for good practices. The link between these players

is vital to the success of the initiative. The Commission is support-

ing integration and encourages regions to act more strategically

in choosing the networks of interest to it. Closer partnerships are

necessary for success so that the managing authorities may benefi t

from the networks’ input.

Case studies

As part of the RfEC initiative, a searchable database has been

made available online, containing detailed descriptions of

projects funded under the EU’s Cohesion Policy from 2000 on-

wards. It complements the previous ‘success stories’ database

(now being refreshed) which was essentially a communications

tool for liaising with the media and the general public.

The case studies have been developed primarily for project

promoters, policymakers and other practitioners to provide

analysis of projects and support exchange of experience

amongst policymakers.

Containing over 120 projects, the database may be searched

under 10 themes or 40 subsections, by member state or

region. The detailed case studies present the regional strategic

context, activities and results achieved, the partnership

developed, the innovative dimension, the obstacles encoun-

tered in implementing the innovation project and conclude

with the lessons learnt and good practices identifi ed.

Case studies database: http://ec.europa.eu/regional_policy/

projects/practices/index_en.cfm

In the context of the RfEC initiative, the objective is to provide an

integrated set of tools, tailored to the context and objectives of EU

Cohesion Policy on themes particularly relevant to our regions and

municipalities.

ConclusionsCohesion Policy has already achieved a great deal, but one of its

strengths has been its ability to evolve and fulfi l its role as one of

the pillars of European integration. The Commission will continue

to build on the achievements to date under the RfEC initiative by

supporting the Fast Track Networks, the networking programmes

generally and the integration of the lessons learned from network-

ing activities and evaluation activities generally into the mainstream

programmes. There has been signifi cant progress under the diff erent

work strands under the RfEC initiative so far, but much still has to be

done to ensure that results are achieved from this promising start.

The two-way bridge serves to link networks and managing authorities.

Rising to the challenge of good practice exchange – an update sing t he chao thg to tooo o ttoon 'Regions for Economic Change'iiiiioiioi


9

© EuroGeographics Association for the administrative boundaries

0 1,000 Km

INTERREG IV CPIKE - Promoting Innovation and the KnowledgeEconomyB3 Regions - Regions for Better BroadbandconnectionESF6 CIA - Capitalising Innovative Approachestowards Demographic ChangeRAPIDE - Regional Action Plans for InnovationDevelopment and EnterpriseERIK ACTION - Upgrading the innovation capacityof existing firms

URBACT IIURBAMECO - The urban, social, economic and cultural regeneration of public housing estates in urban areas

MILE - Managing Migration and Integration at local level

OpenCities – Openness and the Competitive Advantage of Diversity

UNIC - Urban Network for Innovation in Ceramics

HerO - Heritage as Opportunity: Sustainable Management Strategies for Vital Historic Urban LandscapesBuilding Healthy Communities - Urban Health network for "Building Healthy Communities"RegGov - Regional Governance of Sustainable Integrated Development of Deprived Urban Areas

REGIOgis

Canarias

Guyane GuadeloupeMartinique

Réunion

Açores Madeira

Regions for Economic Change: Fast Track NetworksDistribution of the networks' partners at regional level

Map of 'Fast Track Networks' in 2008



Business start-up centre for internet and telecommunications-based companies.

Capitalising on experience – INTERREG IVCThe interregional co-operation programme, INTERREG IVC, provides

an opportunity for regions to work together to build on existing

good practice which they can put to use in their area. It off ers an

innovative way of improving Regional Policy implementation and is

known as Capitalisation.

The Tuscany Region in Italy wanted to improve regional in-

novation support services and infrastructure for its enterprises.

Having already taken part in a network of regions collecting and

sharing their experience on innovative policies, Tuscany decided

to move to the next level and transfer these practices into their

own regional framework. When the occasion arose to present

‘Capitalisation’ projects under INTERREG IVC, they jumped at the

chance to continue sharing with European partners.

INTERREG IVC – behind this enigmatic name lies the idea that with

so many good ideas in Europe, we do not always need to reinvent

the wheel; that by working together and sharing experience, we can

advance more quickly together.

Interregional co-operation, part of the European Territorial Co-

operation (third) Objective of EU Cohesion Policy, can be seen

as a truly European use of funds. Unlike the Convergence and

Competitiveness Objectives, which distribute the funds on a na-

tional or sub-national level, the European Territorial Co-operation

Objective seeks to go beyond borders: two or more countries work-

ing together to overcome obstacles across a common border (cross-

border co-operation, ex-INTERREG A); a geographical grouping of

countries treating common challenges and issues (transnational,

ex-INTERREG B); and a Europe-wide ‘laboratory’ where exchang-

es and transfers at policy-level of good practices can take place

(interregional co-operation, ex-INTERREG C).

The INTERREG IVC programme aims to achieve this by fi nancing

networks of European regions under two main streams: Regional

Initiative Projects, which covers activities relating to the exchange of

experience and identifi cation of good practices; and Capitalisation

Projects, which builds on good practices already identifi ed and

focuses on transferring these practices to regional programmes.

The case of the Tuscany Region clearly illustrates the advantage of

participating in an INTERREG IVC project. Unlike other programmes,

INTERREG IVC targets the policymaking bodies at local, regional and

national levels. This is not to say that all other organisations are ex-

cluded, but bodies governed by public law need to demonstrate

how they aff ect Regional Policy. Exchanges with other regions allow

authorities to assess the eff ectiveness of their policies on a strate-

gic level. For Capitalisation Projects in particular, the managing

authorities and the bodies responsible for implementing Regional

Policy are a key element of the partnership. Within the two-year

lifespan of the project, each participating managing authority is ex-

pected to sign an action plan detailing how the good practice will

be put in place in their region.

Many regions have realised the potential of working with public

authorities from other countries, as witnessed by the overwhelm-

ing response to INTERREG IVC’s fi rst call for proposals – almost 500

applications were received in January 2008, requesting over three

times the total programme’s budget!

The selection process may have seemed severe, but with only €321

million over seven years, it is obvious that only the best will receive

funding. However, by September almost one quarter of the total

budget was allocated to projects which covered a wide range of

issues. A total of 41 projects were approved.

At present, the six approved projects under the ‘Capitalisation’ strand

cover:

Entrepreneurship and SMEs

• ERIK Action, led by the Regional Government of Tuscany, aims to

improve the eff ectiveness of regional innovation support services.

ICHNOS Plus aims to roll out the models of one-stop shops for

businesses developed under the INTERREG IIIC project (ICHNOS)

to mainstream regional programmes, under the lead partner

ANCITEL Sardinia.

INTERREG IVC – Regions for Economic Change


11

Working together to build on existing good practice.

Information society

• B3 Regions, led by the Piedmont Region, tackles a key theme for

the development of the knowledge economy: implementing

broadband connections in remote or disadvantaged areas.

• The PIKE project aims to stimulate the successful uptake of

Information Society policies at regional level, particularly in

the area of broadband and internet access, and eGovernment

practices. Ireland’s EEIG ERNACT leads this project.

Innovation, research and development

• RAPIDE, led by the South West England Regional Development

Agency, deals with the role of the public sector in stimulating in-

novation in regions, in particular helping mainly small businesses

bring innovative products to market more quickly.

Employment, human capital & education

• Best practices for tackling demographic change falling birth

rates and increasing life spans are the focus of the ESF6CIA project,

led by Aufbauwerk Region Leipzig GmbH.

Given the fact that the ‘Capitalisation’ strand was newly introduced

in 2007 and that there are more stringent requirements in place for

projects to fulfi l, less than 5% of project applicants in the fi rst call

for proposals selected this option. Out of 13 applications, six were

selected for approval, of which fi ve will benefi t from what is known

as ‘Fast Track’ assistance from the European Commission. This saw a

high rate of success compared to the success rate generally under

the fi rst call.

As indicated above, Capitalisation projects take as their starting

point existing good practices that have been identifi ed. These can

come from any of the Structural Funds programmes, as long as they

relate to one of the two INTERREG IVC priorities: Innovation and the

Knowledge Economy, and Environment and Risk Prevention.

The ‘Fast Track’ option is part of the EC’s Regions for Economic Change

initiative. Through the INTERREG IVC programme, and URBACT II, the

Commission provides further assistance to selected projects, with

the aim of ensuring that the identifi ed results are transferred into

the main body of Regional Policy.

You may be wondering, ”How do I apply to be a Fast Track project?”

There is no separate, specifi c application process – applicants

choose either Regional Initiative or Capitalisation Project during the

annual calls for proposals (second call closed in January 2009). In

parallel with the eligibility and quality assessment carried out by

the Joint Technical Secretariat, the European Commission assesses

Capitalisation Project applications for Fast Track labelling (see ques-

tions on the RfEC site). The fi nancing decision for all projects is

taken by the Programme Monitoring Committee.

The most striking feature of Capitalisation Projects is its focus on

transferring existing good practices into Regional Policy. This con-

ference will showcase how the fi rst projects are advancing with this

most strategic of tasks.

Learn more about the INTERREG IVC programme and Regions for

Economic Change:

http://ec.europa.eu/regional_policy/cooperation/interregional/

ecochange/index_en.cfm

http://www.interreg4c.eu


12

Cities and metropolitan areas are the

engines of Europe's economic devel-

opment. They are also the frontline

in the battle against obstacles to

growth and employment – especially

social exclusion and environmental

degradation.

Cohesion Policy plays and will continue to play an important role

in the development of Europe's towns and cities. The urban di-

mension is now fully integrated into the Operational Programmes

co-fi nanced by the European Regional Development Fund (ERDF).

Building on the experience and strengths of the URBAN Community

Initiative, Member States and regions have been given the possibil-

ity to design, programme and implement tailor-made, integrated

development operations in all European cities. The exchange of ex-

perience amongst them as well as mutual learning are vital for the

success of these operations.

For this reason, the European Union co-fi nances a special exchange

programme for European cities: the Urban Development Network

Programme URBACT II. The Programme’s general objective is to

improve the eff ectiveness of urban development policies and to

strengthen the common concept of integrated urban development.

It contains a clear focus on the capitalisation and dissemination of

knowledge and actively contributes to the implementation of the

(renewed) Lisbon-Gothenburg Strategy. With a budget of around

€69 million (78% of which is co-fi nanced by the European Regional

Development Fund), the URBACT II programme will fi nance a total

number of 46 thematic networks and 14 working groups.

URBACT II is an important vehicle for the Regions for Economic

Change initiative, targeting the concept of faster implementation of

ideas. One of the key ideas of the URBACT II programme is to connect

its networks and working groups to ERDF Operational Programmes.

The envisaged strong links between the city administrations and

(regional or national) EU managing authorities can thereby work

for the benefi t of both sides: managing authorities benefi ting from

better prepared project applications and cities having the bonus

of directly communicating and interacting with their funding

authorities in charge. Jointly prepared ‘Local Action Plans’ are crucial

reference documents for both sides. This ‘two-way bridge’ is one key

element of the Regions for Economic Change initiative.

After the fi rst call for proposals, 21 thematic networks and 6 work-

ing groups were approved for funding under the URBACT II pro-

gramme. To strengthen the Regions for Economic Change approach

in all networks, partners were asked to have their relevant manag-

ing authorities join the projects where possible. More than 200

managing authorities across Europe followed this request and are

now associated project partners – proving their keen interest to

jointly work with cities on urban issues.

Seven of the 21 networks have received the European Commission's

‘Fast Track΄ Label. This special label is given to networks which

intend to make a vital contribution to one of the priority themes

of the Regions for Economic Change initiative, which have indi-

cated their interest in working closely with managing authorities

and Commission Services, and which have (fi nally) undergone an

assessment by the European Commission.

In contrast to other URBACT II networks, these seven Fast Track

Networks contain three important elements which should allow

cities to implement their concepts and ideas faster:

• A strong ‘two-way bridge’. The managing authorities of the network

partner cities are actively involved in the Fast Track Networks. The

close co-operation between the two levels will improve good gov-

ernance and enable cities to implement their Local Action Plans

under relevant EU programmes. Most of the ERDF Operational

Programmes already contain provisions to support operations

arising from Regions for Economic Change. In contrast to other

URBACT II networks, the degree of co-operation is stronger within

Fast Track Networks.

• Active support from the European Commission. The Services of

the EU Commission support the networks with their thematic ex-

pertise and administrative capacity. Depending on the theme of

the network, diff erent Commission Services join the networks as

partners.

URBACT II – Urban Networks for greater cohesion and competitiveness


Dirk Ahner, Director General of the Directorate General for Regional Policy of the European Commission, at the 2008 URBACT annual conference in Montpellier, France.


13

Selected Thematic Networks

(Fast Track Label)Content

Regions for Economic Change Priority Theme

BHC Building Healthy Communities – capitalising

knowledge and good practice on urban factors infl uencing health

Building Healthy Communities

Open CitiesOpenness and the competitive

advantage of diversity

Managing migration

MILEManaging migration and integration at local level – for cities and regions

UNICNetworking for innovation in

European ceramics cities

Sustainable urban development

HerOCreating and implementing sustainable

management strategies for vital historic urban landscapes

RegGovRegional governance of sustainable integrated

development of deprived urban areas

URBAMECOFostering the social, economic and cultural

regeneration of distressed urban areas

• Networks in the European spotlight. As an extra bonus for making

extra eff ort as Fast Track Networks, these projects are regularly invit-

ed to present and discuss their thematic ideas in front of European

audiences. Opportunities include the annual Regions for Economic

Change conferences, OPEN DAYS and more focused conferences

and seminars organised by the European Commission.

So far, the experience of both cities and regions in applying this

new governance model has been extremely positive. It is clear in

most cases that close co-operation between cities and managing

authorities has led to additional assets for both sides.

The URBACT II programme will open its next call for proposals in

2009/10. Commission Services will again ask cities and regions to

join the Regions for Economic Change initiative and apply for the

Fast Track Label. A special focus will be on four highly relevant, urban

priority themes under Regions for Economic Change:

• Integrated policies on urban transport

• Sustainable and energy effi cient housing stocks

• Marginalised youth

• Brownfi elds and waste disposal sites

Learn more about the URBACT II programme and Regions for

Economic Change at:

http://ec.europa.eu/regional_policy/cooperation/interregional/

ecochange/index_en.cfm

http://www.urbact.eu



Despite inequalities between EU member countries, most experi-

ence demographic change which is characterised by a decrease in

mortality and fertility rates leading to a decline in the proportion of

the working population. Demographic change presents a range of

economic challenges in terms of fi nancing health care and retire-

ment as well as maintaining the employment skills base. This leads

to a discussion involving employers, older workers, trade unions and

other key stakeholders on how the quality of work should encourage

prolonged working.

Some good working practices related to managing an ageing work-

force have been developed under a previous European Social Fund

Article 6 funding stream, with the two-year ‘ESF6 CIA’ project build-

ing on these. Thus, ‘ESF6 CIA’ capitalises on innovative approaches

towards demographic change through the exchange and transfer

of existing good practices, such as: raising awareness of the issues

related to demographic change; older workers mentoring younger

workers; specifi c training; and business development related to

managing age diversity, to name just a few. The project is fi nanced

under INTERREG IVC and has been labelled as a Fast Track Network

by the European Commission under the Regions for Economic

Change initiative. For this reason the European Commission is di-

rectly involved and forms an additional project partner (Directorates-

General Employment, Regional Policy, Education and Culture). A key

focus of the Fast Track Network is to strengthen the links between

project partners and the relevant regional managing authorities as

well as other key regional stakeholders. Their involvement will be in-

strumental in the dissemination and implementation of action plans

aiming to improve the management of workforce ageing. The direct

collaboration with the European Commissions assists in facilitating

the transnational co-operation between Member States and further

aids innovation.

The following two examples illustrate some of the good practices

the ESF6 CIA project will capitalise on.

‘CAWA: Guidelines for a Changed Workforce’

The overall aim of this project was to raise awareness and de-

velop guidelines related to the issues faced by older workers

and their employers on a European level but within national

frameworks. The processes and practices developed under the

CAWA project promote creative approaches to workforce age-

ing by encouraging the social partners and employers to assess

and develop benchmarks for innovative policies and practices.

Forums and workshops have been organised in Austria, Spain,

Sweden and the United Kingdom focusing on case studies rep-

resenting diff erent industrial sectors and geographical regions.

With additional input from Bulgaria, these international meet-

ings led to the development of sectoral, national and eventually

European benchmarks for good practice related to the employ-

ment of older workers.

'FIT 4 WORK: Interdisciplinary tools for SMEs

'FIT 4 WORK' brought together partners located in the broader

Leipzig region. The partners were from diff erent disciplines and

worked together to fi nd an integrated approach to giving as-

sistance to SMEs. This approach included personnel manage-

ment, health management and training modules for employ-

ees. Through collaboration with the major health insurance

company and the public labour safety organisation, a number

of analytic tools were made available to help businesses.

Capitalising on innovative approaches towards demographic change – ESF6 CIA

ESF6 CIA capitalises on innovative approaches towards demographic change.


15

The partner structure of the ‘ESF6 CIA’ project aims to match less

experienced regions with those that are more advanced, thereby

helping all partners benefi t from each other in one of two ways.

Firstly, partners (especially from the new Member States) with less

experience in managing demographic change will choose from a

pool of good practices developed under the previous ESF Article 6

funding stream, the good practices that provide the best match for

their regional demographic situation. Secondly, partners providing

these good practices will also exchange these with other partners

who off er equally good practices. Thus each partner region ben-

efi ts from another’s work on workforce ageing and demographic

change. This partner structure is instrumental to the success of the

dual objective of exchange and transfer. The structure of the network

has been specifi cally chosen to optimise the transfer of good prac-

tices between partner regions.

In summary, the development and improvement of good practices

from ESF Article 6 projects was only the fi rst step. The second logical

step is the capitalisation and transfer of identifi ed good practices to

other regions. Through the involvement of managing authorities and

other relevant stakeholders, the third step will be implementation of

these good practices. The practices will be analysed and formulated

in specifi c regional Action Plans, which is the main outcome of the

ESF6 CIA project. These Action Plans will ultimately form the fi nal

result of intensive interregional exchange between the partners, in-

volving workshops and thematic seminars conducted over the life

of the project. The success of the project therefore rests on good co-

operation and exchange between the partners, regional authorities

and relevant stakeholders.

Project PartnersAufbauwerk Region Leipzig GmbH (DE) – Lead Partner

Working Lives Research Institute (WLRI),

London Metropolitan University (UK)

RESOC Mechelen (BE)

University of L’Aquila (IT)

Region of Western Greece (GR)

AICCRE (IT)

Roses City Council (ES)

Institute of Sociology – Bulgarian Academy of Sciences (BG)

Abruzzo Region (IT)

South-Transdanubian Regional Development Financial

& Servicing (HU)

Ministry of Labour and Social Policy (BG)

Learn more about ESF6 CIA at:

http://www.esf6cia.eu

Contact name: Silvana Rückert

E-mail: [email protected]

ESF6 CIA kick-off meeting in Leipzig on 23 and 24 October 2008.



Regensburg, Germany.

The ‘HerO’ Fast Track Network: Cultural Heritage as Opportunity

European cities bear testimony to the continent's long and turbu-

lent history. Evolved over centuries, historic urban areas illustrate

Europe's development and – up to now – strongly infl uence the

identity and self-understanding of our regions. However, historic

towns and cities are not to be seen as an accumulation of signifi -

cant monuments. They need to be considered as living organisms

and vital living spaces for their inhabitants. Furthermore, the rapidly

changing basic conditions of modern life pose a major challenge to

historic urban landscapes. The imbalance of progress and the pres-

ervation of the historic urban fabric often result in either economic

stagnancy or the loss of cultural heritage values and with it the loss

of identity. The network ‘HerO Heritage as Opportunity’ addresses

the basic question of how to maintain and foster the attractiveness

and competitiveness of historical old towns in Europe.

Co-fi nanced under the URBACT II programme and being one of

its seven Fast Track Networks, the HerO network wants to help

cities achieve a good balance between preservation of built

cultural heritage and the sustainable, future-proof socio-economic

development of historic urban landscapes.

It aims to manage confl icting interests regarding its use and balance

the diff erent demands of the local economy, inhabitants, tourists,

property owners and conservators. The HerO network is designed

to develop new methodologies, concepts and policies and discuss

their application in situ.

All cities in the network have a unique cultural heritage and common

challenges ahead. As these challenges vary widely in diff erent

political, economic and historical contexts, the network comprises

10 city partners with diff erent histories and diff erent traditions and

coming from diff erent parts of Europe. A carefully selected mix of

small-, medium- and larger-sized cities will also help guarantee

the transferability of results to cities across Europe. In order to

capitalise on previous experiences and also create new synergies,

the HerO project work will be carried out in close co-operation with

EAHTR, The European Association of Historic Towns and Regions.

This association represents almost one thousand historic towns in

Europe.

Project PartnersRegensburg (DE) – Lead Partner

Graz (AT)

Naples (IT)

Vilnius (LT)

Sighisoara (RO)

Liverpool (UK)

Lublin (PL)

Poitiers (FR)

Valencia (ES)

Valletta (MT)

In the development phase of the HerO network, several main topics

have been identifi ed for discussion in the 30-month implementation

phase of the network:

• Fostering and developing the cities' economic attractiveness and

competitiveness;


17

HerO partners in Regensburg, Germany.

• Ensuring proper conservation of historic monuments and at the

same time facilitating careful integration of new architecture into

the historic cityscape;

• Ensuring multi-functionality and an appropriate mix of housing,

commerce and tourism opportunities in the old town area, while

balancing the needs of visitors and inhabitants alike;

• Communicating the ‘heritage values’ of a place;

• Facilitating the integration of new infrastructure and advertise-

ments in public space without harming the visual integrity of the

historic urban landscape;

• Supporting and attracting the (local) economy while maintaining

the distinct character of the historic city centre.

As a main result, the HerO network will develop integrated

and cross-sectoral management strategies for the sustainable

development of historic urban areas. These Local Action Plans are

strategic documents which contain a set of concrete measures on

a local level. Their implementation will mainly take place within

Operational Programmes co-fi nanced by the European Union.

This solid ‘two-way bridge’ is a key feature in the innovative

approach of HerO. Concrete actions on the ground will fi nally bring

reports and other written documents to life. This process of ‘mate-

rialising’ networking results is underlined by the fact that the HerO

network involves not only 10 cities, but also 10 managing authorities

of the relevant Operational Programmes. This ‘partnership in action’

is targeted at ensuring that the experiences and ideas gained from

the network are taken on board in the mainstream Operational

Programmes.

The HerO partners already benefi t from close co-operation with the

managing authorities and from enhanced funding possibilities with-

in Operational Programmes. Managing authorities for their part can

expect better prepared project applications with high relevance

to European policies. In this context, ‘Fast Track’ is understood by

network partners as a ‘fast track to concrete outputs’ and a ‘fast track

from ideas to their realisation and implementation’. In addition, the

HerO partners value the opportunity to be part of a policy develop-

ment cycle which infl uences future European policies in a bottom-

up approach. Thematic assistance from European level is provided

by the Directorates-General for Regional Policy, Environment, and

Education and Culture.

Learn more about the HerO network at:

http://www.urbact.eu/hero

Contact name: Matthias Ripp

E-mail: [email protected]



RegioStars awards.

The RegioStars 2009 Awards were launched at the 2008 Regions for

Economic Change conference. Mr Dirk Ahner, Director-General for DG

Regional Policy, explained that the aim of these awards is to highlight

innovative projects within the 271 EU regions that could be attractive

and inspiring to other regions. The themes announced for RegioStars

2009 centre on learning from good practices and support the themes

of climate change as well as the 2009 European Year of Creativity.

RegioStars 2009 has seen applications of innovative projects

from 18 Member States. The two thematic award categories are:

‘Research, Technological Development and Innovation’ and

‘Adaptation to or mitigation of climate change’4. The third award

category is called ‘Radio or television spot or programme that high-

lights the contribution of Cohesion Policy’. The fi nalists from all three

categories selected by the RegioStars Jury are listed below and a

summary description can be found on the Inforegio website:

http://ec.europa.eu/regional_policy/index_en.htm

RegioStars 2009 – FINALISTS

CATEGORY

1 Research, Technological Development and Innovation ROADEX – INTERREG project, lead partner Västerbotten, Sweden

This project involves transnational collaboration, networking and

research on a wide range of aspects aff ecting rural roads, which

maximises their potential and contributes to the sustainability of local

communities.

Lahti Cleantech Cluster, Päijät-Häme, Finland

The aim of this project was to strengthen the development work be-

tween companies and development organisations specialising in re-

cycling, materials and energy effi ciency, water management and soil

decontamination.

Berlin Adlershof – City of Science, Technology and Media, Berlin,

Germany

This project saw a campus (Adlershof ) developed into a leading

Science Park, improving links between science, research & technology

and innovative business and effi cient services.

Proof of Concept, north-east England, United Kingdom

The Proof of Concept Fund, an early-stage technology investment

fund, is at the heart of science and technology SME development,

investing at the very earliest stages of business creation and growth.

4 The two thematic categories are further divided into three sub-categories. Please see: http://ec.europa.eu/regional_policy/cooperation/interregional/ecochange/regiostars_en.cfm?nmenu=4#2009

Science Park Potsdam – Golm, Brandenburg, Germany

As a result of a regional strategy, scientifi c and academic institutions

have established themselves at the Science Centre in Golm, this in

turn becoming one of the most signifi cant drivers of innovation in

the region.

LOFAR, Northern Components, the Northern Netherlands Provinces,

the Netherlands

The LOFAR project is aimed at developing and constructing a sensor

network for the collection and processing of real time streaming data

for a highly sensitive radio telescope used in an array of geophysical

sensors in the fi eld of precision agriculture.

DIPLE Printing Technologies, Wales, UK

The main aim of DIPLE was to carry out case study projects with part-

ner companies and to develop best practice methodologies and in-

novative uses of printing to create high-quality value-added products.

These could then be used as the basis for knowledge transfer.

Cenaero Recherches, Hainaut, Belgium

This project aimed to start up a new centre of excellence in aeronautical

research dedicated to advanced simulation and modelling for

multi-physics applications, virtual manufacturing, multi-scale material

and structure modelling, multidisciplinary optimization, and high

performance computing.

ISFOC, Castilla la Mancha, Spain

Focusing on fi eld tests, standardisation and know-how in a develop-

ing market, the Institute for concentration photovoltaic systems aims

to work in collaborative projects in order to assist companies and uni-

versities to adapt their supply to the technological demand in the fi eld

of concentration photovoltaic systems.

RegioStars 2009


19

NORTHERN MARITIME CORRIDOR

West Midlands Technology Network, West Midlands, United

Kingdom

The aim of WMTN was to make university expertise more accessible to

companies and to use that expertise in a practical way in an eff ort to

make a strategic diff erence to the region's productivity by increasing

the competitiveness of regional companies.

REGENERGY, INTERREG project, lead partners Berlin and

Brandenburg, Germany

This is a Europe-wide network of pioneering communities and re-

gions working on innovative organisational, regulatory, policy and

fi nancing solutions in the area of heating and cooling.

SpaceInnovation SAAR, Saarland, Germany

This initiative organises the innovation process between the European

space community and non-space, high-tech, sectors in Saarland,

providing a spin-in approach that generates new and high quality

collaborations.

Lasers for Micromachining and Diagnostics, Lithuania

This project brought together four Lithuanian laser technology and

photonic enterprises for the purpose of developing top quality

industrial lasers intended for particularly subtle micromachining.

Centre of Excellence ΄Nanoscience and Nanotechnology΄,

Central Slovenia

This R&D project on nano-electronic devices for nanotechnology

has combined research facilities at public research units with those

in the business sector, providing closer co-operation and better

utilisation of research results for economic development.

Ashfi eld Skills Centre, East Midlands, United Kingdom

This project delivered fi ve discrete, but philosophically linked learn-

ing environments over the course of four years, delivering high qual-

ity vocation courses to meet the skills shortages identifi ed by local

employers.

Corallia – The Hellenic Technology Clusters Initiative, Attica, Greece

This project facilitates the advancement of industry-driven

innovation clusters in knowledge-intensive and export-oriented

technology segments where there is capacity to build a worldwide

competitive advantage and a sustainable innovation ecosystem.

Corallia has supported the emergence of the fi rst cluster in Greece

in the area of microelectronics and embedded systems.

ESTIIC: Fostering competitiveness through Innovation and

information society, INTERREG project, lead partner Asturias, Spain

The aim of this interregional project has been not only to improve

regional co-operation in specifi c technological areas but also to har-

ness the knowledge obtained through collaborative projects for use

in the future.

CATEGORY

2 Adaptation to or Mitigation of Climate Change

Photovoltaic Electricity Production, Ile de la Réunion, France

This project involves photovoltaic electricity production from panels

located on three industrial buildings connected to one transformer,

thereby increasing the autonomy of the island's electricity production,

adapting techniques in a tropical environment and creating local

employment.

The Northern Maritime Corridor, INTERREG project, lead partner

Rogaland, Norway

The overall aim and vision of this interregional project is that the

Northern Maritime Corridor should be a means of effi cient, safe and

sustainable transportation, connecting coastal areas and enhancing

regional development in the North Sea Region and the Northern

Periphery Region.

EnergyAgency.NRW, North Rhine-Westphalia, Germany

This service provider acts as a strategic platform with wide-ranging

competence in the energy domain, from funding of research,

technical development, demonstration and market launch to energy

consultancy and continuous vocational training.

CATEGORY

3 Television spot or programme that highlights the contribution of Cohesion Policy

The third category in the 2009 RegioStars Awards called for TV spots

and programmes that have highlighted the contribution of Cohesion

Policy. Clips will be shown during the RegioStars Award ceremony and

will be available with the Conference proceedings.

‘ The EU Funds in the Czech Republic’ highlighted, through a witty

TV spot, the contribution of Cohesion Policy in the development of

infrastructure and improvement of the regional road network.

‘Do you know about … ESPA?’ and ‘Now, you know about …ESPA’ from

Greece, cleverly played on a well known movie, to raise awareness of

the National Strategic Reference Framework.

‘It's good to be proud’ from Hungary, showed several short spots

demonstrating how Hungary has developed through successful EU

co-funded projects under their National Development Plan.

‘ The European Union and the Province Zuid-Holland’ from the

Netherlands, produced a series of documentaries aimed at the view-

ers of the region, and highlighted the wide variety of projects that

have been developed in the region through EU funding.

‘National Cohesion Strategy Image Campaign’ from Poland used a

well known TV personality to host a show, mixing expert opinion with

the views of children, to demonstrate the impact of EU funds.


InforegioConsult the Inforegio website for an overview of EU European Regional Policy:

http : //ec.europa.eu/regional_policy/ [email protected]

KN

-83-08-125-EN-C

InforegioConsult the Inforegio website for an overview of EU European Regional Policy:

http : //ec.europa.eu/regional_policy/

[email protected]

Regions for Economic Change 2009Networking for Results

The aim of Regions for Economic Change is to address core issues facing Europe by building a stronger link between the exchange

of good practices in EU networking programmes (INTERREG IVC and URBACT II) and the main body of EU Cohesion funding in

national and regional Operational Programmes. To achieve this aim, Regions for Economic Change has introduced four elements:

identifi cation of priority themes focused on the Lisbon Agenda, emphasis on a two-way bridge between thematic networking and

the mainstream programmes, an enhanced joint communication eff ort and a ‘fast track’ option, where the Commission will off er its

expertise to a number of networks.

This brochure has been produced as part of the Commission’s work under the third element above. It forms part of the 2009 Regions

for Economic Change spring conference, where more than 500 participants from regions throughout Europe will meet to discuss how

European Regional Policy can help regions to learn from one another and translate network outputs into action through mainstream

programmes. It describes the progress made in implementing Regions for Economic Change in 2008 and includes summaries of the

25 shortlisted candidates for the 2009 RegioStars Awards, which will be presented during the conference.


regions for economic change -...

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