CASE STUDIES HANDBOOK

Revisione date: 3/2/32011 ENTREPRENEURSHIP PROGRAMMES Version: Final version AND MILITARY BROWNFIELDS RESTRUCTURING

Action 4.1 Tools to manage the process F.A.T.E

Table of contents

Table of contents ...... 2 1. Methodology ...... 13 2. SUMMARIES OF ENTREPRENEURSHIP PROGRAMMES ...... 14 Emilia-Romagna Region, Italy ...... 14 Pomurje Region, Slovenia ...... 14 Drama Prefecture, Greece...... 14 West-transdanubian Region, Hungary ...... 15 Vojvodina Province, Serbia ...... 15 Slavonia and Baranja County, Croatia ...... 15 South-East Development Region, Romania ...... 16 North-East Development Region, Romania ...... 16 North-West Development Region, Romania ...... 16 South-West Development Region, Romania ...... 17 2.1. Emilia-Romagna Region, Italy ...... 18 Brief description of the interviewed entrepreneurship support organisation ...... 18 Entrepreneurship support network of the territory ...... 18 Implemented entrepreneurship support projects/programmes ...... 20 Best practice entrepreneurship support project/programme ...... 20 Objectives and results achieved so far ...... 22 Development of the project/program ...... 22 Customization to address specific needs ...... 22 Financial aspects of the project/program ...... 22 Main obstacles to the implementation ...... 23 Premises and infrastructure that turned crucial to the implementation of the programme ...... 23 Most important services ...... 23 Other involved actors of the entrepreneurship support network ...... 23 Exit strategy ...... 23 2.2. Pomurje Region, Slovenia ...... 24 Brief description of the interviewed entrepreneurship support organisation ...... 24 Entrepreneurship support network of the territory ...... 24 Implemented entrepreneurship support projects/programmes ...... 25

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Best practice entrepreneurship support project/programme ...... 25 Objectives and results achieved so far ...... 26 Development of the project/program ...... 26 Customization to address specific needs ...... 26 Financial aspects of the project/program ...... 26 Main obstacles to the implementation ...... 26 Premises and infrastructure that turned crucial to the implementation of the programme ...... 27 Most important services ...... 27 Other involved actors of the entrepreneurship support network ...... 27 Exit strategy ...... 27 2.3. Drama Prefecture, Greece ...... 28 Brief description of the interviewed entrepreneurship support organisation ...... 28 Entrepreneurship support network of the territory ...... 29 Implemented entrepreneurship support projects/programmes ...... 30 Best practice entrepreneurship support project/programme ...... 39 Objectives and results achieved so far ...... 40 Development of the project/program ...... 40 Customization to address specific needs ...... 41 Financial aspects of the project/program ...... 41 Main obstacles to the implementation ...... 41 Premises and infrastructure that turned crucial to the implementation of the programme ...... 41 Most important services ...... 42 Other involved actors of the entrepreneurship support network ...... 42 Exit strategy ...... 42 2.4. West-transdanubian Region, Hungary ...... 43 Brief description of the interviewed entrepreneurship support organisations ...... 43 Entrepreneurship support network of the territory ...... 44 Implemented entrepreneurship support projects/programmes ...... 45 Best practice entrepreneurship support project/programme ...... 45 Objectives and results achieved so far ...... 45 Development of the project/program ...... 46 Customization to address specific needs ...... 46 Financial aspects of the project/program ...... 46 Main obstacles to the implementation ...... 47

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Premises and infrastructure that turned crucial to the implementation of the programme ...... 47 Most important services ...... 47 Other involved actors of the entrepreneurship support network ...... 47 Exit strategy ...... 47 2.5. Vojvodina Province, Serbia ...... 48 Brief description of the interviewed entrepreneurship support organisations ...... 48 Entrepreneurship support network of the territory ...... 48 Implemented entrepreneurship support projects/programmes ...... 48 Best practice entrepreneurship support project/programme ...... 49 Objectives and results achieved so far ...... 49 Development of the project/program ...... 49 Customization to address specific needs ...... 50 Financial aspects of the project/program ...... 50 Main obstacles to the implementation ...... 50 Premises and infrastructure that turned crucial to the implementation of the programme ...... 50 Most important services ...... 50 Other involved actors of the entrepreneurship support network ...... 51 Exit strategy ...... 51 2.6. Slavonia and Baranja County, Croatia ...... 52 Brief description of the interviewed entrepreneurship support organisation ...... 52 Entrepreneurship support network of the territory ...... 52 Implemented entrepreneurship support projects/programmes ...... 52 Best practice entrepreneurship support project/programme ...... 53 Objectives and results achieved so far ...... 53 Development of the project/program ...... 53 Customization to address specific needs ...... 53 Financial aspects of the project/program ...... 53 Main obstacles to the implementation ...... 54 Premises and infrastructure that turned crucial to the implementation of the programme ...... 54 Most important services ...... 54 Other involved actors of the entrepreneurship support network ...... 54 Exit strategy ...... 54 2.7. South-East Development Region, Romania ...... 55 Brief description of the interviewed entrepreneurship support organisation ...... 55

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Entrepreneurship support network of the territory ...... 55 Implemented entrepreneurship support projects/programmes ...... 55 Best practice entrepreneurship support project/programme ...... 55 Objectives and results achieved so far ...... 56 Development of the project/program ...... 56 Customization to address specific needs ...... 56 Financial aspects of the project/program ...... 56 Main obstacles to the implementation ...... 57 Premises and infrastructure that turned crucial to the implementation of the programme ...... 57 Most important services ...... 57 Other involved actors of the entrepreneurship support network ...... 57 Exit strategy ...... 57 2.8. North-East Development Region, Romania ...... 58 Brief description of the interviewed entrepreneurship support organisation ...... 58 Entrepreneurship support network of the territory ...... 58 Implemented entrepreneurship support projects/programmes ...... 58 Best practice entrepreneurship support project/programme ...... 58 Objectives and results achieved so far ...... 58 Development of the project/program ...... 59 Customization to address specific needs ...... 59 Financial aspects of the project/program ...... 59 Main obstacles to the implementation ...... 59 Premises and infrastructure that turned crucial to the implementation of the programme ...... 59 Most important services ...... 60 Other involved actors of the entrepreneurship support network ...... 60 Exit strategy ...... 60 2.9. North-West Development Region, Romania ...... 61 Brief description of the interviewed entrepreneurship support organisation ...... 61 Entrepreneurship support network of the territory ...... 61 Implemented entrepreneurship support projects/programmes ...... 61 Best practice entrepreneurship support project/programme ...... 61 Objectives and results achieved so far ...... 61 Development of the project/program ...... 62 Customization to address specific needs ...... 62

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Financial aspects of the project/program ...... 62 Main obstacles to the implementation ...... 62 Premises and infrastructure that turned crucial to the implementation of the programme ...... 62 Most important services ...... 63 Other involved actors of the entrepreneurship support network ...... 63 Exit strategy ...... 63 2.10. South-West Region, Romania ...... 64 Brief description of the interviewed entrepreneurship support organisation ...... 64 Entrepreneurship support network of the territory ...... 64 Implemented entrepreneurship support projects/programmes ...... 64 Best practice entrepreneurship support project/programme ...... 64 Objectives and results achieved so far ...... 64 Development of the project/program ...... 65 Customization to address specific needs ...... 65 Financial aspects of the project/program ...... 65 Main obstacles to the implementation ...... 66 Premises and infrastructure that turned crucial to the implementation of the programme ...... 66 Most important services ...... 66 Other involved actors of the entrepreneurship support network ...... 66 Exit strategy ...... 67 3. SUMMARIES OF MILITARY BROWNFIELD RESTRUCTURING ...... 68 Region Friuli Venezia Giulia, Italy ...... 68 MUNICIPALITY of CODROIPO (Udine) ...... 68 MUNICIPALITY of MONFALCONE (Gorizia) ...... 68 MUNICIPALITY of SPILIMBERGO (Pordenone) ...... 69 Slavonia and Baranja County, Croatia ...... 70 Subotica, Vojvodina Province, Serbia ...... 70 Sarajevo Canton, Bosnia Herzegovina ...... 70 South-East Development Region, Romania ...... 71 MUNICIPALITY OF IAŞI, North-East Development Region, Romania ...... 71 South-West Development Region, Romania ...... 72 North-West Development Region, Romania ...... 72 3.1. Friuli Venezia Giulia Region, Italy ...... 74 Introduction: Brownfields' state-of-the-art in Friuli Venezia Giulia ...... 74

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3.1.1. MUNICIPALITY of CODROIPO (Udine) ...... 74 Number of military brownfields in the region ...... 75 Restructured military brownfields ...... 75 Type of restructured military brownfields ...... 75 Initiators of restructuring ...... 75 Conditions for transfer of ownership ...... 75 Objectives of reconstruction ...... 76 Price for the transfer of military brownfields...... 76 Other conditions for the transfer of military brownfields ...... 76 Financing of reconstruction works ...... 76 Timing and milestones of reconstruction...... 76 Management of the reconstruction process ...... 76 Financing of operational costs ...... 77 Government’s motives ...... 77 Main results of the reconstruction ...... 77 Impact on local community ...... 77 3.1.2. MUNICIPALITY of MONFALCONE (Gorizia) ...... 79 Number of military brownfields in the region ...... 79 Restructured military brownfields ...... 79 Type of restructured military brownfields ...... 79 Initiators of restructuring ...... 79 Conditions for transfer of ownership ...... 80 Objectives of reconstruction ...... 80 Price for the transfer of military brownfields...... 80 Other conditions for the transfer of military brownfields ...... 80 Financing of reconstruction works ...... 80 Timing and milestones of reconstruction...... 80 Management of the reconstruction process ...... 81 Financing of operational costs ...... 81 Government’s motives ...... 81 Main results of the reconstruction ...... 81 Impact on local community ...... 81 3.1.3. MUNICIPALITY of SPILIMBERGO (Pordenone)...... 83 Number of military brownfields in the region ...... 83

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Restructured military brownfields ...... 83 Type of restructured military brownfields ...... 83 Initiators of restructuring ...... 83 Conditions for transfer of ownership ...... 84 Objectives of reconstruction ...... 84 Price for the transfer of military brownfields...... 84 Other conditions for the transfer of military brownfields ...... 84 Financing of reconstruction works ...... 84 Timing and milestones of reconstruction...... 84 Management of the reconstruction process ...... 84 Financing of operational costs ...... 85 Government’s motives ...... 85 Main results of the reconstruction ...... 85 Impact on local community ...... 85 3.2. Slavonia and Baranja County, Croatia ...... 87 Number of military brownfields in the region ...... 87 Restructured military brownfields ...... 87 Type of restructured military brownfields ...... 87 Initiators of restructuring ...... 87 Conditions for transfer of ownership ...... 87 Objectives of reconstruction ...... 87 Price for the transfer of military brownfields...... 88 Other conditions for the transfer of military brownfields ...... 88 Financing of reconstruction works ...... 88 Timing and milestones of reconstruction...... 88 Management of the reconstruction process ...... 88 Financing of operational costs ...... 88 Government’s motives ...... 89 Main results of the reconstruction ...... 89 Impact on local community ...... 89 3.3. Subotica, Vojvodina Province, Serbia ...... 92 3.3.1 “PETAR DRAPŠIN” Military Brownfield ...... 92 Number of military brownfields in the region ...... 92 Restructured military brownfields ...... 92

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Type of restructured military brownfields ...... 92 Initiators of restructuring ...... 92 Conditions for transfer of ownership ...... 92 Objectives of reconstruction ...... 92 Price for the transfer of military brownfields...... 93 Other conditions for the transfer of military brownfields ...... 93 Financing of reconstruction works ...... 93 Timing and milestones of reconstruction...... 93 Management of the reconstruction process ...... 93 Financing of operational costs ...... 93 Government’s motives ...... 93 Main results of the reconstruction ...... 93 Impact on local community ...... 93 3.3.2. “POLYGON RADANOVAC” Military Brownfield ...... 94 Number of military brownfields in the region ...... 94 Restructured military brownfields ...... 94 Type of restructured military brownfields ...... 94 Initiators of restructuring ...... 94 Conditions for transfer of ownership ...... 94 Objectives of reconstruction ...... 94 Price for the transfer of military brownfields...... 94 Other conditions for the transfer of military brownfields ...... 95 Financing of reconstruction works ...... 95 Timing and milestones of reconstruction...... 95 Management of the reconstruction process ...... 95 Financing of operational costs ...... 95 Government’s motives ...... 95 Main results of the reconstruction ...... 95 Impact on local community ...... 95 3.4. Sarajevo Canton, Bosnia and Herzegovina ...... 96 Number of military brownfields in the region ...... 96 Restructured military brownfields ...... 96 Type of restructured military brownfields ...... 97 Initiators of restructuring ...... 97

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Conditions for transfer of ownership ...... 97 Objectives of reconstruction ...... 97 Price for the transfer of military brownfields...... 97 Other conditions for the transfer of military brownfields ...... 98 Financing of reconstruction works ...... 98 Timing and milestones of reconstruction...... 98 Management of the reconstruction process ...... 98 Financing of operational costs ...... 98 Government’s motives ...... 98 Main results of the reconstruction ...... 98 Impact on local community ...... 98 3.5. Braila County, South-East Development Region, Romania ...... 99 3.5.1. The Decommissioned “Corporal Musat” Military Base ...... 99 Number of military brownfields in the region ...... 99 Restructured military brownfields ...... 99 Type of restructured military brownfields ...... 99 Initiators of restructuring ...... 99 Conditions for transfer of ownership ...... 99 Objectives of reconstruction ...... 100 Price for the transfer of military brownfields...... 100 Other conditions for the transfer of military brownfields ...... 100 Financing of reconstruction works ...... 100 Timing and milestones of reconstruction...... 100 Management of the reconstruction process ...... 100 Financing of operational costs ...... 100 Government’s motives ...... 100 Main results of the reconstruction ...... 101 Impact on local community ...... 101 3.6. The IAŞI MUNICIPALITY, North-East Development Region Agency, Romania ...... 102 Number of military brownfields in the region ...... 102 Restructured military brownfields ...... 102 Type of restructured military brownfields ...... 102 Initiators of restructuring ...... 102 Conditions for transfer of ownership ...... 102

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Objectives of reconstruction ...... 103 Price for the transfer of military brownfields...... 103 Other conditions for the transfer of military brownfields ...... 103 Financing of reconstruction works ...... 103 Timing and milestones of reconstruction...... 103 Management of the reconstruction process ...... 103 Financing of operational costs ...... 103 Government’s motives ...... 103 Main results of the reconstruction ...... 104 Impact on local community ...... 104 3.7. South-West Development Region, Romania ...... 105 Number of military brownfields in the region ...... 105 Restructured military brownfields ...... 105 Type of restructured military brownfields ...... 105 Initiators of restructuring ...... 105 Conditions for transfer of ownership ...... 105 Objectives of reconstruction ...... 106 Price for the transfer of military brownfields...... 106 Other conditions for the transfer of military brownfields ...... 106 Financing of reconstruction works ...... 106 Timing and milestones of reconstruction...... 106 Management of the reconstruction process ...... 106 Financing of operational costs ...... 107 Government’s motives ...... 107 Main results of the reconstruction ...... 107 Impact on local community ...... 107 3.8. North-West Development Region, Romania ...... 108 Number of military brownfields in the region ...... 108 Restructured military brownfields ...... 108 Type of restructured military brownfields ...... 108 Initiators of restructuring ...... 108 Conditions for transfer of ownership ...... 108 Objectives of reconstruction ...... 108 Price for the transfer of military brownfields...... 109

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Other conditions for the transfer of military brownfields ...... 109 Financing of reconstruction works ...... 109 Timing and milestones of reconstruction...... 109 Management of the reconstruction process ...... 109 Financing of operational costs ...... 109 Government’s motives ...... 109 Main results of the reconstruction ...... 109 Impact on local community ...... 110 Caras-Severin County Council, Romania ...... 111 Number of military brownfields in the region ...... 111 Restructured military brownfields ...... 111 Type of restructured military brownfields ...... 111 Initiators of restructuring ...... 111 Price for the transfer of military brownfields...... 111 Other conditions for the transfer of military brownfields ...... 111 Financing of reconstruction works ...... 112 Timing and milestones of reconstruction...... 112 Management of the reconstruction process ...... 112 Financing of operational costs ...... 112 Government’s motives ...... 112 Main results of the reconstruction ...... 112 Impact on local community ...... 112

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1. Methodology

The Case studies handbook was prepared as part of the WP 4.1. of the project F.A.T.E. – From Army To Entrepreneurship, co-funded by the European Union under the South East Europe programme.

The objective of the Case studies handbook is to present cases in two segments, related to the F.A.T.E. project objectives: 1. Identification and evaluation of the best practices at European and international level about the supporting systems and measures to promote entrepreneurship and 2. Identification and evaluation of case studies about the restructuring process of military brown-fields

In order to achieve the above mentioned objectives, RDA Mura (partner) and Informest (partner) have developed two questionnaires to identify best practices and cases of first entrepreneurship support systems and measures and second cases studies about the restructuring process of military brown-fields. Both questionnaires were finished in April 2010 and sent to project partners.

Project partners have prepared their contribution and sent the filled questionnaires to RDA Mura. All received documents have been analysed and structured by RDA Mura. The methodology of the analysis was a classic text analysis, where common approaches and most important differences have been identified. The analysis and the contents provided by partners have been aggregated into the presented Case studies handbook.

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2. SUMMARIES OF ENTREPRENEURSHIP PROGRAMMES

The following paragraphs summarize the main findings about supporting systems and measures to promote entrepreneurship in partners countries collected with questionnaires (fulfilled by partners).

Emilia-Romagna Region, Italy Emilia-Romagna region is located in the North-East of Italy, it accounts around 7% of the national population and for nearly 9% of the national GDP. Emilia-Romagna is considered one of the most advanced regions in Europe; in Italy Emilia Romagna and Lombardia are the first innovating regions. The entrepreneurship support network of the territory includes six universities, national research institutions, innovation laboratories network, industrial associations and innovation and technology transfer centres. The SPINNER and WE TECH OFF are considered as the best practice support programmes. The first gives support to potential entrepreneurs and research projects with universities, research centres and companies, the second is a virtual incubator providing specialized services. The results of SPINNER programme so far are 197 projects funded, 84 new companies and 79% of the established enterprises active after 3 years. The results of WE TECH OFF so far are 79 projects submitted and 49 projects supported. The SPINNER is funded by the European Social Fund and the WE TECH OFF by the ASTER and Ministry of economic development. Serviced delivered to SPINNER beneficiaries are those related to the analysis on the feasibility of the entrepreneurial idea and business plan.

Pomurje Region, Slovenia

The entrepreneurship support network of the territory includes four local development agencies, Technology park Pomurje, Employment services, Chamber of commerce for Pomurje and four chambers of crafts in Pomurje. The Pomurje scholarship scheme is considered as the best practice support programme. RDA Mura manages the Scholarship scheme for Pomurje, where companies get 50 % co-financing of scholarships from national public sources. Presently there are 63 entrepreneurs/companies and 200 students involved in the scheme. The public source of co- financing scholarships is 85 % European social fund and 15 % national funding. The services that are delivered by RDA Mura are actually the administrative and financial management of the whole process.

Drama Prefecture, Greece

The entrepreneurship support network of the territory includes Drama Development Company and the Technical Chamber. The Project “Target Work” is considered a best practice of support to the SMEs. The project was mentioned with special merit in the Eurochamber publication published in Brussels as one of the best practices of support to SMEs in Europe. Concerning the results achieved so far there were 80 matching achieved in a period of 3 years. The programme is funded through the Regional Operational Programmes of the Region of East Macedonia Thrace (the region where the Drama Prefecture belongs). The Chamber’s consulting services contributed to the strengthening, informing and encouragement of the unemployed, of those just entering the marketplace, as well as

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actions for sensitising and raising awareness within the social fabric so as to achieve the social and employment inclusion of those people threatened with employment exclusion.

West-transdanubian Region, Hungary

The entrepreneurship support network of the territory includes West-Pannon Regional Development Agency (WPRDA), West-Pannon Regional Development Company, Zala County Foundation for Enterprise Promotion (ZCFEP), Pannon Novum Regional Innovation Agency (PNRIA-PNRIÜ), Chambers, Pannon thermal cluster and Pannon Mechatronics cluster. The Project “Pannon IT cluster” is considered a best practice. The cluster focus on a specific IT sector, they could even help the technology development, innovation actions and cooperation between the members. The operation is financed by National research and technology fund and Operative programme. The services that are delivered by Pannon IT Cluster operation are consulting, project management, marketing research, business planning and incubation services. ZCFEP as one of the oldest support agencies in the region operates 3 incubator houses in 3 towns around the county. These incubators are close to 100% utilization, which is a clear feedback for the demand for offices by start-up companies. The incubator houses were built by the support of European and local founds, now self sustainable thru rent. Micro credit placement is most wanted service. Micro credit placement is most wanted service, which are offered in all sub-offices located in incubator houses.

Vojvodina Province, Serbia

On the territory of AP Vojvodina the important institutions are VIP Fund and the Fund for the development of APV. The “Start-up loans” is considered as the best practice support programme. Program start-up loan helps the business development and export capacity, as well as activities based on new technologies, while standardization and certification also help exports. The program is funded by the Foundation for development of RS. The entrepreneurship support network of the territory includes Business incubator Subotica, University of Subotica, Chamber of Industry, Municipality of Subotica and Faculty of Economics. The Start-up support is considered as the best practice support programme. The programme is based on education of potential entrepreneurs, consulting services, business planning, mentoring, fairs participation and internationalization. The results so far are consulting and mentoring to 420 clients, data base of 720 SME, 2450 participant of courses, 125 business plans, 13,5 mio EUR of loans, 350 work places developed and 250 part time jobs. Program is funded by the Government of the Republic of Serbia (RS). Delivered services are training of potential entrepreneurs, testing of business plans, legal frameworks and project preparation.

Slavonia and Baranja County, Croatia

The entrepreneurship support network of the territory includes County SME development department, RDA Slavonia and Baranja, TIC Osijek, Incubator Donji Miholjac, six centres for entrepreneurship and University Osijek. The project “First step into Entrepreneurship” is considered a best practice. It is a handbook intended to people who plan to start their own business and contains basic information on entrepreneurship, specific information on starting your own business, employment, finding necessary financial resources etc., as well as the address book of all institutions in the Osijek-Baranja County, where new entrepreneurs can get help in seeking and finding the right information and education. The handbook First Step is considered a best practice because its third

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edition has already been published and almost 6000 handbooks. The project is financed by the Osijek-Baranja County. The most important services provided are data base of all relevant institutions in Osijek-Baranja County, information on how to start a business, how to get necessary financial resources, how to use guerrilla marketing etc.

South-East Development Region, Romania

INCAF Asociatia Braila (“Asociatia Braila” Business Incubator) is a non-profit organisation focused on entrepreneurship development. It has been established in 1994 by a local group consisting of representatives of the Braila Municipality local authorities. “Asociatia Braila” Business Incubator has five employees. Funds are formed from the contributions by the members of “Asociatia Braila” Business Incubator and the contributions by AIPPIMM (Romanian Agency for Implementation of Entrepreneurship Projects and Programmes)

The aim of “Asociatia Braila” Business Incubator is to provide support to entrepreneurs and commercial activities. A number of 6 companies have successfully been incubated by the end of 2009. A number of 50 – 60 new jobs were created in 2009.

North-East Development Region, Romania

The SAPARD programme project dedicated to aquaculture is the best entrepreneurship support practice. The entrepreneurship support network of the territory consists of National Agency for Fisheries and Aquaculture; The Chamber of Commerce and Industry; The Territorial Office for Small and Medium-sized Enterprises; The National Agency for SMEs, Commerce, Tourism and Liberal Professions; The Ministry for Small- and Medium Sized- Enterprises and Business Environment and Foundation for Economic Development and European Integration. The implemented project is a start-up. The best practice is considered because the non-reimbursable funds of a SAPARD project on aquaculture can be used to construct and rehabilitate fish-breeding ponds, to execute earth excavation works and transportation of soils, bank consolidation, water-proofing and embankment works. At the same time, the SAPARD Programme also covers the costs of channelling works, water treatments, fencings etc. The main services derived from the project are fish production (different fish species growing and breeding) recreational fishing, support of fish exports, etc.

North-West Development Region, Romania

In the North-West Development Region, the following bodies support the activity of the small- and medium-sized enterprises: the Chamber of Commerce, the Business Consulting Centre, the SMEs Owners’ Association, the Transylvania Centre, the North-West Development Region Agency. The BISNet Transylvania Project is considered as the best practice support programme. Their work is provision of specialized information, consulting and assistance on European subjects, such as: information on financing programmes and opportunities, indication of information sources, targeting specialized information etc. The BISNet Transylvania Project (Business Innovation Support Network Transylvania) is financed through the Sectoral Operational Programme – Increase of Economic Competitiveness of the European Commission. The project is co-ordinated by the North-West Development Region Agency and the funding amount totals EUR 1.5 million. It will be implemented throughout the Transylvania region and is particularly intended for SMEs, which will be provided with services similar to those supplied in other Member States of the European Union. The aim of the project is to create a network of service providers primarily focused on SMEs.

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South-West Development Region, Romania

The entrepreneurship support network of the territory at national and local level includes: Ministry of Economy, Trade and Business Environment; National Agency for SMEs, Commerce, Tourism and Free Professions; Agency for Implementation of SMEs´ Projects and Programmes; Territorial Office for SMEs and Co-operatives, Craiova and Chamber of Commerce and Industry of the Olt Country. The entrepreneurship support programme that is considered the best practice is: “Sectoral Operational Programme – Increase of Economic Competitiveness, Priority Axis 1 – An innovative and eco-efficient production system, Major Intervention Area 1.1 – Production investments and preparedness for market competitiveness of businesses, particularly SMEs, Operation a): Support for strengthening and modernization of the manufacturing sector through tangible and intangible investments ”. The most important services provided are training to face market competition, support for strengthening and modernization of the manufacturing sector through tangible and intangible investments, financial support for compliance with the international standards to small- and medium-sized enterprises, non-reimbursable financing etc.

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2.1. Emilia-Romagna Region, Italy

Brief description of the interviewed entrepreneurship support organisation

ASTER, the mandated body of the Emilia Romagna Region, is a Consortium among the Emilia- Romagna Region, the five Universities and the National Research Centres located in the Emilia- Romagna region and the Entrepreneurial Associations of the region. It aims at supporting the economic growth of the regional productive system through the promotion of industrial research/technology development and the improvement of high quality skilled professionals and career development in technology transfer field.

ASTER’s activities are based on the Regional research and innovation Law nr. 7/2002 (the first Regional law for innovation set up in Italy) and its implementing Programme for Industrial Research, Innovation and Technology Transfer. The areas of activity are focused on Industrial Research and Technology Transfer, Business Development, Career Development Services for Researchers and Businesses, International Networking. Among its main objectives, ASTER co-ordinates and develops the Emilia-Romagna High Tech Network composed by 14 Industrial Research Laboratories and 8 Innovation Centres operating in several sectors.

Entrepreneurship support network of the territory

Emilia-Romagna region is located in the North-East of Italy, it accounts around 7% of the national population and for nearly 9% of the national GDP.

Emilia-Romagna is considered one of the most advanced regions in Europe; in Italy Emilia Romagna and Lombardia are the first innovating regions (Innovation Regional Scoreboard: report 2009). It is among the regions with the highest per capita income (31.900 € PPS/inh. 2007 vs 24.900 € EU 27 average; 25.800 € Italy), with low unemployment rate (3.1% compared to about 8.0% average for the EU-27) and a very competitive ranking due to the dynamic performance of its industry, the sustained performance of exports and the high return of R&D activities.

The region displays a good entrepreneurial attitude with over 430,000 enterprises (one every ten inhabitants). The regional economy is supported by a large number of manufacturing enterprises (about 60,000) and over 145,000 micro-enterprises (97% of the companies located in the region count less than 20 employees for an average of 5.2 employees per enterprise), very often operating within local productive systems (i.e. industrial districts or clusters). The sectors showing the highest degrees of specialisation in the region are food processing (and especially meat, fruit and vegetables processing), machine and equipment manufacturing and ceramic tiles production. With respect to the latter sector, the region accounts for as much as 85% of the whole national ceramic tiles production.

The main strength of the industry system can be identified in its considerable inclination to learn, innovate and co-operate. The most important industries in which Emilia-Romagna has a tradition are: agriculture & food, the motor industry, industrial mechanics, building & construction, fashion (clothing, shoes and leather) and furniture. At the same time, there are a number of emerging sectors such as the health industry, bio-technologies, genomics, ICT and nanotechnologies.

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The research sector in Emilia-Romagna relies on a wide range of technical and scientific resources and competencies. The region counts six universities (over 150,000 students): the public universities of Bologna, Ferrara, Modena-Reggio Emilia and Parma, the Milan Polytechnic Unit in Piacenza and the private University Cattolica del Sacro Cuore in Piacenza.

The region hosts also prominent national research centres such as CNR - the National Research Council, ENEA - the National Agency for New Technologies, Energy and the Environment, INFM - the National Institute for Matter Physics and INAF - the National Institute for Astrophysics. In addition, other significant organisations must be mentioned, such as CINECA - the Inter-university Consortium for Automatic Computing of North-Eastern Italy, CNIT - the National Inter-University Consortium for Telecommunications, CMR - Centre for Regenerative Medicine "Stefano Ferrari" and IOR - Rizzoli Orthopaedic Institute, a public research structure that represents the national peak in the field of orthopaedic medical and technology research.

According to OECD statistics, the Emilia-Romagna research system absorbs 5.9% of the national resources dedicated to finance research, but produces as much as 15% of the total national research output. Combining the figures of both university and other research institutes, over 8,000 researchers are employed in the region with an overall number of researchers reaching 17,500 units (corresponding to 10% of the national R&D employment) if also considering the R&D personnel employed in private companies.

In general, the main R&D indicators show a better performance of Emilia-Romagna compared to the country taken as a whole: R&D expenditure is 9.3% of the total national R&D expenditure (ranking fourth in Italy); R&D expenditure is equal to 1.18% of the GDP (1.10% at national level), with a 60.8% contribution by the private sector (50.4% at the national level); and with 34% of university students graduating in technical-scientific disciplines (against 29% in Italy).

Innovation and innovative enterprises have been considered by the regional administration as leverage of the economic development and answer to the growing competition at global level. Thus, the promotion of innovation and innovative enterprises has been supported by different measures addressed to the different phases of the innovation chains (industrial research, new enterprises, innovation actors) in order to develop an efficient regional system focused on innovation and interaction between research and industry.

The reference programme on innovation is the Regional Programme for Industrial Research, Innovation and Technology Transfer (PRRIITT), that displays different actions focused on the innovation key actors, the enterprises and the new innovative companies.

As for the innovation key actors, since 2005 PRIITT has been supporting a hi-tech network of “laboratories” (A laboratory is a consortium of university departments or research centres specialized in the same sector: it is a virtual laboratory, where companies find a common offer on specific topics of research) for Industrial Research (IR) and Technology Transfer (TT) and Innovation Centres with specific requirements and a strong link with enterprises in priority sectors. The Network also involves the participation of the principle industrial associations, from the Regional Union of Chambers of Commerce and Industry, to Confindustria, Confartigianato, Confcooperative, Confcommercio, Unionapi, Cna and LegaCoop.

The network is coordinated by ASTER and aims at making available a qualified offer of industrial research thanks to the synergies among different research centres, creating a critical mass of high industrial research activity and promoting more efficient TT mechanisms.

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In the last 2 years, the Region has been performing actions for strengthening the system and stabilizing the network of innovation actors and infrastructures. In particular, a process of merging of the existing laboratories and innovation centres has been carried out and a procedure of certification of the actors has started as a necessary step to be part of the system. Concentrating process will lead to the creation of “technopoles”: existing innovation centres, laboratories and incubators will be located in specific infrastructures – the technopole - according to the territorial specializations (10 technopoles in the region). The Region’s investment in 2008 – 2009 to start the process was of 15 millions € and is estimated a total investment for the creation of the technopoles of 246 millions €, of which 142 millions € are public funds.

In Emilia Romagna there are also a well-developed network of Business Angels, and a seed capital fund – Ingenium, with public private funds (Emilia Romagna Region is cofunder), investing in innovative enterprises

Implemented entrepreneurship support projects/programmes

In addition to the coordination of the High-Tech network, ASTER promotes new business development based on innovation, knowledge and technology transfer and exploitation of the results of public research in scientific and technology field and it manages other initiatives addressed to 1. the career development of human capital in industrial research and technology transfer, with special attention to the improvement of technical, scientific and management competences (like SPINNER) and 2. the support of new enterprises through business incubator services (I-TECH-OFF and WE TECH OFF).

SPINNER (funded by the European Social Funds in the periods 2000-2006 and 2007-2013) is the programme for human resources qualification in the research, technological transfer and innovation sectors in the Emilia-Romagna region co-ordinated by ASTER. The main objectives are the qualification of human capital for the development of new innovative entrepreneurship, industrial research/technology transfer and organizational and managerial innovation in SMEs. Further objectives are the better inclusion of women in high technology/innovation contexts and the promotion of international mobility.

I-TECH-OFF (National Funds 2005-2007) and WE TECH-OFF (National Funds 2008-2013 - Leader: ASTER) are business incubator initiatives for new enterprises operating in the Emilia-Romagna region. The main objectives are to improve entrepreneurship culture, to support the start-up phase and the market access, to encourage the internationalisation process and the creation of employment.

Best practice entrepreneurship support project/programme

SPINNER represents the first case of the application of a Global Grant to the European Social Fund. SPINNER gives support to: 1. person with an entrepreneurial idea, in order to verify the entrepreneurial feasibility and to produce a business plan. The beneficiary person can be part of a group, that can be the first cell of the future enterprises; 2. person with industrial research or technology transfer projects in cooperation with universities, research centres or companies

by means of:

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- Grants for the persons with the innovative entrepreneurial idea; - technical assistance in the definition of the entrepreneurial idea - tutoring and technical assistance for the development of the project - specialized consulting services - definition of and accompaniment in paths for the development of personal competencies (participation in fairs, events, conferences related to the entrepreneurial project) - specific desks (spinner points) located in several area of the region ensuring a wide territory coverage inner points. Often spinner points are at the University or other research centre building and are strictly linked with the different regional incubators in order to give sustainability to the entrepreneurial project.

The evaluation criteria take into consideration the innovative level of the entrepreneurial idea and the coherence between the idea and the skills of the persons/group, that intend to develop the idea

WE TECH OFF is a virtual incubator providing specialized services (training, tutor, production of Business plan, networking, fund raising, software for the management, search for spaces in incubators, support to the internationalization) and incentives (costs for the start up, hardware…) for the pre – incubation phase, the incubation phase and the post - incubation phase In particular:

1. The pre-incubation phase lasts 5 months and is addressed to those who are developing a business project and still need to assess its feasibility. This phase offers the following services: - training sessions - advisory services for Business Plan elaboration - meetings with entrepreneurs operating in the sector of interest networking activities (...) - fund raising activities - internationalisation actions (i.e. partecipation to business schools abroad and exchange programmes for start-ups) - equipped facilities for meetings 2. The incubation phase lasts 18 months (+6 on demand). It is dedicated to neo-enterprises or to those next to foundation and offers: - capital expenditure grants covering costs for business start-up, promotion and new staff employment - access to seed and venture capital and financing schemes - training sessions held by highly qualified consultants with a business background - dedicated advisory services - meetings with business representatives on target issues - business management kit - business development activities - internationalisation actions - hardware and software equipment - assistance for the identification of facilities and personnel 3. The post-incubation phase lasts 12 months. It is aimed at firms that have already completed the incubation phase and offers a set of support services for business growth, such as: fund raising, personnel search and networking activities.

WE TECH OFF is cross sectoral

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Objectives and results achieved so far

SPINNER programme has to be mentioned in this area for the relevant initiatives supporting business development. After the first phase (2000-2006) Emilia-Romagna region became the first in Italy for the creation of new innovative enterprises. In the period 2000 – 2006, 367 were the projects submitted, 197 were funded of which 84 were the enterprises established; 79% of the established enterprises were active after 3 years.

There are 3 calls for year, the evaluation process from the submission of the project proposal till the starting of the project lasts 50 days (generally speaking in Italy the evaluation procedures last much more).

The innovative aspect of the SPINNER initiative lies in the type of beneficiary: the beneficiary of the supporting measure is not the group with the innovative entrepreneurial idea but the individual member (the persons) of the group. In this way the regional administration invests on the individual person as source of future “development”.

WE TECH OFF in the period September 2008 – January 2010 supported: - 33 projects (52 projects submitted) in the pre-incubation phase; - 16 projects (on 27 submitted) in the incubation phase; - 49 projects supported on 79 submitted. - Data on the financial commitment are not yet available.

Development of the project/program

SPINNER is an initiative of the regional administration that entrusted the consortium “SPINNER” to coordinate the initiative. The consortium comprises: ASTER, whose role is to coordinate the actions and to ensure an appropriate involvement of the regional enterprises and other subjects (banks, business angels...); INVITALIA, agency for the attraction of investments, whose role is to ensure the monitoring of the action; ALMAMATER, an institution of the University of Bologna, dealing with the training activities.

WE TECH OFF is an initiative of ASTER and the Ministry of the Economic Development

Customization to address specific needs

SPINNER focuses on innovation and technology transfer; projects have to be innovative in any productive sector. That approach is in line with all the efforts of the regional administration to invest in innovation as leverage for the development.

WE TECH OFF support projects in sectors exploiting innovative technologies. It is addressed to several sectors.

Financial aspects of the project/program

SPINNER is funded by the European Social Fund; funds are committed to beneficiary person (in the form of monthly grant and specialised services). Each group can receive till 48.000 €.

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WE TECH OFF is funded by the Ministry for the Economic Development and ASTER; funds are committed to the incubated start up in the form of the specialised services.

Main obstacles to the implementation n.a.

Premises and infrastructure that turned crucial to the implementation of the programme n.a.

Most important services

Specialised services delivered to the SPINNER beneficiaries are those related to the analysis on the feasibility of the entrepreneurial idea. In particular all the competences needed for the production of a business plan (marketing, financial management, organisational skills...) are made available for the beneficiaries

All the services supplied by WE TECH OFF are considered important at the same level

Other involved actors of the entrepreneurship support network

SPINNER ensures a strict link with: 1. all the regional incubators on the territory: in this way the beneficiaries of SPINNER can accede in an incubator and proceed with the implementation of the entrepreneurial project. 2. Other key actors for the start up of enterprises (specific seed – venture capital funds, companies, ...)

ASTER ensures to WE TECH OFF a broad network of contacts similar to that ensured to SPINNER

Exit strategy

SPINNER isn’t an incubator programme. NA.

WE TECH OFF: see services offered for the post incubation phase

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2.2. Pomurje Region, Slovenia

Brief description of the interviewed entrepreneurship support organisation

RDA Mura (www.rra-mura.si) is one of the 12 RDA’s in Slovenia, whose role is defined with a special law for balanced regional development. RDA’s in Slovenia have however different organisational structures and are different in the way of implementing their activities.

Ownership: Public-private Ltd. (1/3 State, 1/3 Local communities, 1/3 companies from the region)

Nr. of employees: 18 (April 2010)

Specialisation of staff: interdisciplinary

Fields of activities: - Economic development - Social development - Development of regional infrastructure - Environment and spatial planning - Rural development - International cooperation

Entrepreneurship support network of the territory

Besides RDA Mura, there are following entrepreneurship support actors in the Pomurje region: - 4 local development agencies (LDA): each LDA has been set up by a group of municipalities with the objective to support municipalities in preparation of projects as well as for acting as entrepreneurship support organisations on the local level. LDA’s are offering first consultancy support or they orient potential entrepreneurs to other institutions (like in case of need for guarantee for loans they send the entrepreneur to RDA Mura). - Technology park Pomurje (TPP): it was established in 2002 as a Business incubators network in Pomurje with premises to rent out (under favourable conditions) in 3 locations around the region. In 2009 it was renamed and upgraded to TPP. The offer consists of: o evaluation of business ideas o favourable loans for entrepreneurs o preparation of tenders for start-ups o favourable rent of premises (production and offices) - Employment services Pomurje: professional reorientation, implementation of the Active policy of employment, financing of training periods for unemployed people at companies. - Chamber of commerce for Pomurje - 4 Chambers of crafts in Pomurje

There is a regional partnership and coordination between RDA Mura and the 4 LDA’s. With the Technology park (was established by RDA Mura and 3 municipalities) and the Employment services is on case by case basis.

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Implemented entrepreneurship support projects/programmes

Standard offer for entrepreneurs: - Voucher system of consulting: based on the national programme, which co-finances consulting services for SMEs. RDA Mura is the entry point, where the generalist adviser is identifying the need for consultancy for the particular SME and directs the SME to the particular licensed consultant. The costs are reimbursed after they have been paid to the consultant. - Guarantees for favourable loans thru the Pomurje guarantee scheme: RDA Mura gives guarantees for commercial loans to companies that are members of the Pomurje guarantee scheme. Loans can be up to 80.000 EUR, guarantee up to 50 %. - Micro credits for new employments: based on periodical tenders, companies that employ unemployed people may receive a loan up to 4.000 EUR for a newly employed person. - One stop shop: service for registration of new companies and additional cosultancy for new entrepreneurs. - Information service on business opportunities: in cooperation with the Chamber of commerce of Pomurje and chambers of crafts in Pomurje RDA Mura is disseminating information about business opportunities - Promotion of Pomurje as a region (FDI): from 2004 RDA Mura is active in the attraction of foreign direct investments into the Pomurje region. The activity is composed by promotion activities, identification and servicing potential foreign investors, preparation of projects for national grants for foreign investors, “after sales services” - Support to potential applicants for various tenders: companies that would like to apply for funds for investments into technological development can receive support in identification of appropriate tenders and preparation of tender documentation. - Scholarship scheme for Pomurje: RDA Mura manages the Scholarship scheme for Pomurje, where companies get 50 % co-financing of scholarships from national public sources.

Best practice entrepreneurship support project/programme

RDA Mura is the 50 % shareholder of the Technology park Pomurje, which is explained in a separate questionnaire, therefore, we are presenting the Pomurje scholarship scheme as the best practice of RDA Mura. This programme is also the newest and based on the results, one of the most successful in Slovenia (the scheme is implemented also in other regions in Slovenia).

The Pomurje scholarship scheme is aimed at stimulating entrepreneurs /companies from the region to plan human resources on a longer term and on the other side to ensure that young experts will return to the region after their finish their school (decreasing brain drain, which is one of the biggest problems for entrepreneurship development in the region).

RDA Mura acts as an intermediate agent between following actors: - Entrepreneurs and companies - Students - Ministry of Labour, family and social affairs (MLFS) of the Republic of Slovenia

RDA Mura after signing the contract with the MLFS for the school year publishes the call for entrepreneurs and companies, which then give their needs for HR in the future (for which they want to give scholarship). The second step is the launching of public call where recipients of scholarship (students) are applying to. After both calls, the matching is done together with interested entrepreneurs and companies, which take their decision. Contracts are then prepared and signed by all parties. RDA Mura is following the implementation of the contracts, collects money monthly from entrepreneurs and companies and finances the scholarship to students and gets reimbursed by the

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MLFS. In general, RDA Mura is managing administrative and payment issues for entrepreneurs, which are paying 50 % of the scholarship, 50 % is paid by the MLFS.

Objectives and results achieved so far

The objective of this best practice is to enable entrepreneurs and companies to plan their HR needs on a longer term and during the study of the student already involve them into development projects. This enables also acquiring fresh know-how and cooperation with schools and universities (centres of knowledge). The scholarship scheme has also a financial effect due to 50 % co-financing of the scholarship cost. The scheme is very important also for the development of Pomurje, whose big problem was/is the brain drain.

Until now RDA Mura has managed 3 turns (school years) of the scholarship scheme. Presently there are 63 entrepreneurs/companies and 200 students involved in the scheme.

We think that the scholarship scheme is a best practice because it enables long term planning and cost cutting for entrepreneurs/companies as well as achievement of long term objectives for the region.

Development of the project/program

The project was an initiative of the Association slovene RDAs, which was founded by RDAs in order to give operative input to regional development policies. Taken this into consideration, the project is a bottom up approach. The project was a logical continuation of previous activities of RDAs on the field of promoting scholarships and long term HR planning.

Customization to address specific needs

The project is not customized to any productive sectors and also not for type of companies. Every entrepreneur/company can apply for co-financing, new or existing, from every field of activity.

Financial aspects of the project/program

The public source of co-financing scholarships is 85 % European social fund and 15 % national funding. The financial management is done by RDA Mura that is later reimbursed by the MLFS (for the 50 % of public co-financing). Entrepreneurs/companies are paying their 50 % monthly to RDA Mura.

In 2009 the total value of scholarship was 626.719,50 EUR, public co-financing was 313.359,75 EUR. Till 2015 we have all together ensured 1,8 mio EUR of public co-financing for scholarship purposes.

Main obstacles to the implementation

In the beginning of implementation the biggest challenge was to ensure on time the public co- financing. Namely, the MLFS was late with payment which caused huge problems to RDA Mura (we had to pay the scholarship to students even if we had not been reimbursed…).

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The second challenge in the beginning was the promotion of the project. We had to invest a lot of time and funds into communication with entrepreneurs/companies in order to explain the procedure and benefits for companies.

Premises and infrastructure that turned crucial to the implementation of the programme

The implementation of the Scholarship scheme requires in the moment 3 staff and appropriate office premises (at least 2) with adequate office equipment and infrastructure.

Most important services

The service that we deliver is actually the administrative and financial management of the whole process. This enables companies that they get services for free, they don’t need to allocate a person to do this task (additional saving). In case of small companies without a HR department or assigned persons for this field, we are helping in the preparation of a 5 years HR development plan (free of charge).

Other involved actors of the entrepreneurship support network

The scholarship scheme is implemented in close cooperation with the Chamber of commerce of Pomurje, Chambers of crafts from Pomurje and Technology park Pomurje. These organisations are our link to entrepreneurs/companies. On the other side the Club of students from Pomurje and Universities are an important channel to inform students about the scholarship opportunity. Every partner in the process is very important.

Exit strategy

Entrepreneurs and companies have to fulfil their contractual obligation that is that they have to employ the person for at least so many years as they have paid the scholarship. This goes also for the students. In case that one of the parties is not fulfilling this obligation, funds have to be returned.

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2.3. Drama Prefecture, Greece

Brief description of the interviewed entrepreneurship support organisation

Legal Status – Structure and Operation of the Chamber

The Drama Chamber of Commerce & Industry is one of the 58 Chambers across Greece, responsible for the Prefecture of Drama.

Together with the country’s other Chambers it forms part of the Union of Hellenic Chambers of Commerce and Industry (UHCCI), an organization acting as a national mouthpiece for Greek chambers – and, by extension, for the Greek business community.

The Chamber is a public-law legal entity. Any concern engaged in business activities in the Prefecture of Drama is legally obliged, under Law 3419/2005, to register with the Chamber and pay a subscription proportionate to its taxable income.

The Chamber has four sections: the Industrial Section, with 44 members; the Light Manufacturing and Crafts Section, with 1636 members; the Services Section, with 1998 members, and the Trade Section, with 1640 members.

The Chamber is administered by a Board, consisting of 21 directors and elected every four years. Votes are cast in each section of the Chamber and the successful candidates selected by the simple proportional system. Once elected the Board appoints a five-member Administrative Committee, consisting of the Chairman, the 1st and 2nd Deputy Chairman, the Financial Overseer and the General Secretary.

The Board is responsible for formulating the overall framework for policy and activities of the Chamber and for approving the management finances. The Chairman and Administrative Committee draw up the programme and oversee the everyday workings of the Chamber.

The income relied on by the Chamber to finance its activities comes from the obligatory subscriptions of the members, from EU programmes and from national funding. The Chamber is a public-law legal person, subject to the general rules for management of public finances under the financial control of the state.

All Greece’s Chambers are ultimately accountable to the Ministry of Development. Staff: 7 permanent 2 assigned to work for the Chamber in loan from other SME supporting organization 4 stagers 1 special advisor to the President

The staff is well trained and very experienced to provide support to SMEs and work for the advancement of Entrepreneurship in the region of Drama. During the last 15 years the Drama Chamber has developed strong networks of cooperation with other similar organizations from other countries and managed to participate and implement a number of programmes and projects funded by the EU and National Funds. Furthermore, the Chamber has implemented a number of projects, funded from ROP and other national initiatives, funded by the EU. The last few years the Chamber

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has developed strong cooperation partnerships with Turkey in order to support the SMEs of the region, to extend their activities in the neigh boring country.

Entrepreneurship support network of the territory

Business Support Organizations

- The BSO network is sufficiently developed and includes: the Chamber of Commerce and Industry of Drama, which is the first organization which support the enterprises, Drama Development Company S.A., and the Technical Chamber - The region has a well developed and functioning industrial zone. - There is a close cooperation of the Drama Chamber with the Eurochambers, (www.eurochambres.com), the pan-European organization representing all the Chambers of Europe in Brussels. Since 1994, the Drama Chamber has participated in many programmes and events funded by the Eurochambers. - The Euroregion Nestos-Mesta was founded in 1990 by the Drama Chamber as an initiative designed to support business activities with neighboring Bulgaria. It has now developed into an organized form of trans-border cooperation – a ground-breaking scheme and a paradigm of Cross Border Cooperation for the whole of South Eastern Europe. - Through the Euroregion Nestos – Mesta, the Drama Chamber has strong representation in the Association of European Border Regions AEBR (www.aebr.net). AEBR is a Pan-European network of border regions designed to promote and develop such regions and support them within EU structures. - DESMOS S.A. was established some years ago in the Region of Eastern Macedonia and Thrace to function as an intermediate agency supporting the investment plans of the Region’s businesses. It runs a branch office within the Drama Chamber to provide a closer service for local businesses. - CEASAR: The Drama Chamber has been select as one among the 50 Chambers from Europe to participate in the CEASAR programme. This is a EUROCHAMBERS initiative and it is partially funded by the European Union’s “Mainstreaming CSR among SMEs’ ” programme. Executives from the Drama Chamber have had the unique opportunity to be trained to offer and develop CSR services to the small companies in the Prefecture of Drama. Through the programme the Drama Chamber wishes to encourage all enterprises – large and small - to voluntarily adopt CSR practices and to help them understand how it can add value to their businesses. - Association of Border and Trans-Border Agencies of Eastern Macedonia and Thrace The Association has its offices at the Drama Chamber and the Chairman of the Chamber is the elected President of the Association. Its members are all the statutory agencies of trans-border cooperation in the Region (four in all), as well as the General Secretariat of the Region, represented by he Regional Finance Office. In essence the Association is a statutory body of the General Secretariat of the Region of Eastern Macedonia and Thrace for implementation of all trans-border cooperation activities in the region. - National Network of Chambers for Greek Women Entrepreneurs (www.wbc-net.org) is an NGO founded by the Union of Hellenic Chambers. The network is set after the similar networks of women entrepreneurs which exist in other European countries. The aim of the network is to support and assist women entrepreneurs in Greece. - Center for Business and Technological Development (KETA):A representative office of KETA of the Region of Eastern Macedonia and Thrace is based at the Drama Chamber. KETA are integrated Business Support Structures with a regional character, created to provide reliable information and advice services to businesses. Furthermore, the KETA office is a business incubator for development of entrepreneurial activities and the promotion of new investment in the Drama area. The KETA center provides “one stop shop” services to both the enterprises and the future investment seeking individuals.

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- ENTERPRISE EUROPE NETWORK The Enterprise Europe Network is an initiative of the EC which focuses on supporting SMEs in their growth and innovation activities. - OAED aims at providing the conditions, which are necessary for Employment, and creating all the necessary presuppositions for immediate matching of Supply of Labour to Demand. It takes action in the following sectors: o the adjustment of the Employment Services for the prevention of unemployment through Vocational training and "life long learning", o the strengthening of business spirit, through the facilitation of establishment (start- up) and operation of new enterprises, etc. - Other vocational training centers: Technological Professional Lyceum of Drama

Implemented entrepreneurship support projects/programmes

FATE: From Army to Entrepreneurship The project aims at developing economic growth and diversification, through specific measures to support the conversion of military brown fields into Business Support Centers (BSC) or Incubators (BI) in regions, where the promotion of entrepreneurial spirit and the creation of innovative firms represent pivotal assets for the local economy and where the rehabilitation of military brown fields is a priority of the regional/local agenda of the administrations. The specific objectives include: (i) To improve planning & negotiation procedures for the recovery of abandoned military brown-fields into productive estates; (ii) to increase regional and local public authorities capacity to deal with the improvement of the entrepreneurial environment, including pilot activities for entrepreneurial education where appropriate; (iii) to encourage start-ups with location & service facilities, matching them also with new external investors in innovative manufacturing, to be encouraged among the partners network; (iv) to finalise new projects aiming the funding of the recovery of military brown- fields in the National / Regional Development Programmes of the involved countries / regions.

AWAKE: Advancement of Women Activity in the Knowledge of Entrepreneurship The overall objective of the project is to support women entrepreneurship and to stimulate women entrepreneurs and women managers, executives and experts to look into new possibilities of business developments within the Acquis Communautaire for Gender Mainstreaming. During the implementation of the project the following specific objectives will be achieved:

Provide direct support to women entrepreneurs; Develop a specialized structured training programme directed to women entrepreneurs’ needs and adapted to Turkish cultural and business conditions to create a core group of women business experts and marketing experts for the benefit of women enterprises of companies; Provide to women and chamber staff specialised training on modern management methods towards development of women enterprises; Provide information on the European Union, European rules and regulations on gender mainstreaming; Initiate entrepreneurial cooperation the process of building up working networks of contacts for women enterprises; Shatter the myths that women cannot be successful entrepreneurs and excellent business and marketing managers

Main activities of the project: Specialized training programme to support women entrepreneurship; Development of 10 business and market plans for women managed enterprises; Market visits to acquire know-how, expertise and to develop business network contacts and contact; Dissemination workshop to inform women entrepreneurs and women who work in the management departments of Turkish companies about gender mainstreaming and the benefits from its application; Other promotion and dissemination activities; A major study on Gender Mainstreaming

EMANTRA: European Management Training

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The overall objective is to strengthen the relationship between the EU and Turkey by running programmes for Acquis Communautaire and internal capacity building for a number of Turkish chambers, to integrate Turkey more into the European community and economy. During the implementation of the project the following objectives will be achieved:

Provide a structured training programme directly related to Turkish chamber needs and adapted to Turkish cultural and business conditions to create a core group of business export and marketing trainers for the benefit of member companies; Include training on modern management methods and members services within the participating regional Chambers to move businesses towards European levels; Provide information on the European Union, European rules and regulations necessary for doing business with Europe and European market access information in specific detail to course participants and local member clusters; Start the process of building up working networks of contacts between Turkish and European chambers for the benefit of member companies; Break down the myths that selling to Europe is necessarily difficult and coach a number of businesses into working relationships with EU businesses

Main activities of the project: Analysis of chamber services for use in defining training programme; Implementation of training the trainers programme for Turkish chambers to better support local member companies and improve internal management; Market visits to develop business network contacts and contact via coach/mentor system; Dissemination workshops to inform member companies of chamber services

SESMA South Europe meets South Asia A real challenge for the Drama Chamber to implement a project funded by the European Union’s “Asia Invest” programme aiming to support enterprises from Drama to become competitive and find new business opportunities in Southern Asia.

Main Objectives: The main objective of the Project is to promote technological and business collaborations between companies from the three South Asian countries and four South European countries in the IT, Food processing and Construction sectors, which will offer new business opportunities for companies of seven participating countries and will lead to increase in trade and investment between the three South Asian countries and four South European countries. The project will organize business meetings and negotiations between Asian companies and European companies through a matchmaking event, which will facilitate business collaborations in the form of joint ventures, industrial and technical cooperation agreements, trade agreements, licensing agreements, outsourcing and other appropriate commercial collaborations.

LEADER + Project Title: Eco-Tourism Development Study for the Prefecture of Drama The aim of the project was to develop a study to define the ecological tourist destinations in Drama and the means and ways to develop this product in order to attract tourists in the Drama Prefecture. The study examined all the elements that could contribute to the development of alternative forms of tourism. Input from all the municipalities was requested and special meetings with municipal executives produced important findings to be included in the study. A special section of the study was dedicated to the “Falacro Ski Center” and the way people view and value the services provided at this center. At the end, the study provides specific details of instrument that could be used in Drama in order to further develop the alternative forms of tourism in the area.

INTERREG III A “TOGETHER IN EUROPE” The main objective of the programme was to strengthen the cooperation of agencies fostering entrepreneurship in the border region of the Nestos-Mesta Euroregion between Greece (Prefecture

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of Drama) and Bulgaria (Mesta Valley) through integrated cross-border cooperation actions. The main specific goals of the project were: - Expanding the CBC between the agencies fostering entrepreneurial activity, such as the Chamber of Drama and the Chamber of Gotse Delchev and the Business Incubator in Bulgaria, to strengthen further the existing networks whose goal is to support such enterprises for the development of further economic activities in border regions. - Strengthening the existing mechanisms for agencies supporting SMEs in the Nestos-Mesta Euroregion to support the enterprise community and increase their cross-border cooperation activities. - Promotion of CBC between SMEs and public bodies that offer support to SMEs through the creation of cross-border cooperation networks. - To provide the cross-border agencies fostering entrepreneurship of Drama and Gotse Delchev the opportunities, mechanisms, critical mass and abilities to face together the challenges of enlargement, minimising the problems and maximising the opportunities they have as SMEs in border regions for services that will foster their competitiveness, so they can face international competition.

Information Society Project Title: From Drama to the World The project was entitled “Introduction to the use of the Internet as a tool for developing entrepreneurship”.

The main goals of the activities implemented were to: 1. For the largest section of the region’s economically active population to become participants and active members of the Information Society. 2. Strengthening of the economic and social fabric and use of information technology as a decisive factor in the production of goods and services for almost all sectors of the Region of Eastern Macedonia-Thrace, with the goal of strengthening their competitiveness. 3. Upgrading of the enterprises in a significant sector of the regional economy, primarily through their human resources.

The beneficiaries of the project were large sections of the region’s economically active population, professionals in all branches and different sectors. The immediate benefit was the improvement of enterprise competitiveness, whilst an indirect benefit was the motivation given to the participants to partake in the Information Society.

EQUAL Initiative “Social Entrepreneurship” The goal of the project entitled “45-64: Return” is to support adults – over 45 years old – who are suffering social exclusion or exclusion from the labour market. Support is focused on their re- integration into the labour market through the development of forms of approach, counselling and social entrepreneurship. For this purpose, tools and methods shall be developed to support the complete and effective social integration of the beneficiaries.

INTERACT CIP Project Title: “EuroTool: Mechanism to Support the Creation of European Networks” The establishment of effective collaborations with the purpose of drawing up and submitting funding proposals is a titanic challenge for those with little experience in seeking suitable partners. The EuroTool project organised a support mechanism for all the European regions, with the participation of national and regional authorities from the EU member-states and neighbouring countries, providing support to those agencies who desire to develop networks in order to participate in community programmes.

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The Chamber of Drama was a primary member of the EuroTool programme. Other partners on the programme network come from organisations active in border and cross-border cooperation. A complete database was created to provide information on all European regions, so as to assist in the organisation of cooperation networks. This database included the details of the authorities, their responsibilities and their organisation, so as to establish cooperation networks for the drawing up and submission of programmes.

Through this activity, the Chamber of Drama had overcome its small size and border location and is often asked by other agencies in Greece to provide technical know-how and information on the specialised knowledge it has acquired through its tiresome efforts and solid strategy.

Information Society: Enterprise Activity Portal for the Chamber of Drama The programme “Information Society” had approved for the Chamber of Drama a large programme with the aim of creating an internet site to serve the needs of its members, provide information, mutual cooperation and the commercial promotion of the enterprises.

The Chamber’s Portal is already operating and it is a useful instrument of business support with the creation of an integrated and modern system for electronic communication and dissemination of information between the members and the Chamber. With the completion of this project, the Chamber of Drama aimed to introduce modern communications technology practices in its exchanges with its members and to provide them with specialised services.

PHARE CBC - Small Projects Fund Project Title: Along the Way of Early Christianity Dogmatic and religious elements of the two border regions in Bulgaria and in Greece had been the subject of investigation in this project implemented by the Razlog Municipality in Bulgaria and the Drama Chamber in Greece. The project was funded by the PHARE CBC.

The project included the complete restoration of the “Pisana (painted)” Church, which is located within the territory of Razlog Municipality, next to a newly developed tourist resort (the Pirin Golf Course, Bansko Ski Resport and Kulinoto Ski Resort).

The most important element of this project was the expert support of Greek experts in the restoration activities for the church, because Greek experts are known with their knowledge and proficiency in restoration of Early Christianity religious monuments.

At the same time, within the project’s activities there were the development of tourist routes and packages developed in the so-called ‘religious’ tourism. The focal point of these religious tourist packages was the river Nestos and its course from its springs in the Rila mountain to the Aegean Sea. The designated tourist packages related to the Route of Early Christianity. The tourism routes included Bulgarian and Greek holy places and churches, built before the 14th century.

STEP “Sustainable Technology for Economic Processing” Part of the INTERREG III B – MEDOCC Community Initiative Programme. The coordinating partner was the Chamber of Valence in France, whilst other partners came from Italy, Spain and Morocco. It was a purely Mediterranean programme, the main goal of which was to devise and propose solutions for the problems faced by food processing companies in the physical environment of the Mediterranean.

Goal: To create a method and specific tools that would allow SMEs to use flexible and modern technology for economic food processing.

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The programme aimed at SMEs active in the food-processing sector, with the primary goal being to economise on the use of water during production, either through the use of new technologies for economic consumption of water or the use of new technologies to recycle water.

PHARE CBC – SPF Project Title: “The Nestos – Mesta Springs” The project was directed to the development of “green tourism activities” along the stream of the Nestos (in Bulgarian Mesta) river. The source of the river is located in the Rila Mountain in Bulgaria and has its delta in the Aegean Sea in Greece. The main activities of the project were: 1. Marking of tourist routes (trails) along the streams of the rivers (including activities related to cleaning of the river banks). This activity was in relation to the European tourist road E-4 and included infrastructural elements, as construction of installations, bridges, terraces, steps, shelters, and other tourist equipments. 2. Development of the tourist routes and tourist attractions (whole tourist packages), including pedestrian zones, biking, rafting, horse-riding, photo-safari, etc. This activity will be implemented through the support of Greek experts and consultants, in order to provide assistance in the development of the tourist routs and packages. 3. Connection of a part of the Bulgarian tourist route with part of a Greek tourist route. 4. Activities related to promotion and advertisement of the tourist product. 5. Activities related to training courses with the participation of Greek experts.

Lisbon Strategy Monitoring Platform The Committee of the Regions had selected the Chamber of Drama to participate in its official committee of the Lisbon Strategy Monitoring Platform. This choice was made from among a number of agencies, cities and regions of the European Union that had expressed an interest in this exercise. The invitation to the Chamber of Drama to participate in such important activities of the European Commission was the result of the systematic work undertaken by the Chamber. This work is known to the relevant agencies in Brussels, and is evaluated and appreciated with the result that the Chamber of Drama is often invited to share its opinions, positions and policies as a consultant to European agencies.

EQUAL Initiative: “In-Vest” The Drama Chamber became member of the Development Partnership is led by the Hellenic Knitwear and Ready-to-wear Garments Industry Association (SEPEE) in order to participate at a CIP EQUAL project is entitled: “In-Vest”: Network for adapting and restructuring production systems and work processes in the apparel sector.

The main goal of the project was to develop models, tools, methodologies and institutional procedures for the differentiation of organisation and employment quality in the framework of the new strategic choices emerging within the sector. A necessary precondition for the implementation of this project was the active participation of the agencies and the human resources involved in the conception and implementation of new strategies

INTRA “Training in Innovation and Globalisation” The main goal of the programme was the support of countries bordering on the EU accession and candidate countries, Bulgaria, Romania and Croatia. Programme actions included: - Identifying those SMEs in the Drama region which are experiencing repercussions or which shall experience repercussions from the impending enlargement of the EU - Identifying the needs of SMEs for specialised support measures

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- Specialisation and organisation of support measures and actions for SMEs - Support - Visits to enterprises - Exchange of experience - Project Management

CEASARS – Eurochambers Corporate Social Responsibility The Drama Chamber has been select as one among the 50 Chambers from all over Europe to participate at the CEASAR programme. This is a EUROCHAMBERS initiative and it is partially funded by the European Union’s “Mainstreaming CSR among SMEs’ ” programme. Through this project, executives from the Drama Chamber have had the unique opportunity to be trained to offer and develop CSR services to the small companies in the Prefecture of Drama.

INTERREGIIIC-RFO “Change on Borders”: INNOVATION RISKS This project focus on the main general subject of cross border cooperation related to risks linked to globalisation and innovation processes. In particular each partner has conveniently identified its own specific issues within the wider context of such project.

The risks cover INDUSTRIAL related issues (Industrial pollution, nuclear plants contamination, pollution linked to chemical plants and processes, pollution impacting water – sea and rivers -, introduction of Genetically Modified Crop), ENVIRONMENTAL related issues (cross border infrastructures impact on environment, problem of forest fires), HEALTH and other HUMAN related issues (cross border movement of people, spread of communicable diseases as the avian flu and the lyme tick desease, illegal human trafficking).

PHARE CBC - Small Projects Fund Project Title: “Feasibility study for the creation of a cross-border wood-processing and furniture cluster” Overall objective of the project: Enhancement of the competitiveness of the companies in wood- processing and furniture industry in the region “Mesta - Nestos” through creation of a cross-border cluster and capacity building for its functioning. Specific objectives of the project were the following: - Compiling of a feasibility study for the creation of a cross-border cluster “Wood-processing and furniture” – European models, feasibility, potential participants, know-how. - Establishing direct contacts between people and institution from both Bulgarian and Greek sides - Development of a strategy and an effective format of “Wood-processing and furniture” cluster in the region “Mesta - Nestos” - Capacity building of the participants in the cross-border cluster

INTEGRATED INTERVENTION FOR URBAN DEVELOPMENT The Chamber of Drama participated as a partner in the programme being implemented by the Municipality of Drama. The interventions pursued by the Chamber relate to the development of a cooperation network as well as supporting the enterprise fabric and historical centre of the Municipality of Drama.

The project goals were: - Development and maintenance of a database of small and medium enterprises interested in employing new executives. - Development and maintenance of a database with the curriculum vitae of unemployed and under-employed people who wish to work in regional enterprises.

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- Carrying out a study on the member enterprises of the Chamber of Drama to identify employment and other related issues, which will also form the “starting base” for the development of this innovative model of “employment management.” - Holding one-day information conferences to present the innovative new model to interested parties and other agencies in Drama, and to present the results. - Four thematic workshops on subjects relating to entrepreneurship in the Prefecture of Drama in relation to the conclusions and results of the enterprise study. - Publication of an information brochure publicising and promoting the action.

Agricultural Development – Restructuring of Rural Areas: 2000-2006 Project Title: Export Promotion of the Local Wines and Dairy Product from the Region of Drama The project’s aim was to promote food products and to encourage promotion of exports of local wines and dairy-cheese products of the Prefecture of Drama. The Chamber supported businesses in the sectors to attend major trade fairs abroad such as the biannual SIAL in France or the ANOUGA in Germany. Furthermore, businesses were supported to prepare for the fairs with the creation of promotional material, offering special advisory support, and so on. Other activities include attendance at other international trade fairs in the food and drinks sector, the preparation of complementary actions, such as identifying potential customers or associates, the organization of business meetings, management of the results of the fairs and coordination of businesses and activities.

Local Employment Initiatives in Mountain Municipalities Actions for Publicity and Awareness Raising The Chamber of Drama represents the whole of the business and professional communities of the Prefecture of Drama and has over 6,000 member enterprises throughout the Prefecture.

The Chamber is the main agency for supporting enterprise activity in the Prefecture and supports every activity and action that contributes to the development of the local economy of the Prefecture as well as to the support and development of individual enterprise activities.

The positive results from the Chamber’s contribution were embedded in the fact that the Chamber’s information actions were not simply addressed to those unemployed who were looking for work. The information actions were carried out with the active participation of those enterprises that were seeking and inquired to find suitable people for their human resources.

Local Employment Initiatives in Mountain Municipalities Project Title: “Target: Work” The Chamber of Drama implemented the activities in a joint project with the “mountain” municipalities of the Prefecture. The main goal of the action was to provide Consulting services for the Unemployed. The Chamber’s consulting services contributed to the strengthening, informing and encouragement of the unemployed or those just entering the marketplace, as well as activating and raising awareness within the social fabric so as to achieve the social and employment inclusion of those people threatened with employment exclusion.

We had, somewhat ambitiously, called this proactive method “Target: Work”. For the preparation of this activity we spoke with employment consultants, but primarily gathered information, assistance and support from similar programmes run by European networks in which the Chamber is an active participant. In this way, we were able to capitalise upon the accumulated experience and knowledge acquired through similar programmes.

Local Employment Initiatives in Lowland Municipalities Project Title: Networking Actions for “Enterprise Mentors”

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This was a networking action implemented by Municipalities located in the plains of Drama. The main goal of the project was to support the labour market in these municipalities and to assist in job creation, especially for young people.

The Chamber of Drama was able set up a team of “mentors” comprising of business executives who had agreed to participate in the team of “mentors” voluntarily. Their job was todisseminate good practices and monitor the activities of a group of unemployed people partaking in the Local Employment Initiative Plan.

The team of “mentors” comprised mainly of executives from successful enterprises in the Prefecture of Drama - members of the Chamber of Drama – who were singled out for their good practices either in terms of self-employment or in terms of the administration and management of large companies.

Local Employment Initiatives in Lowland Municipalities Project Title: Publicity Actions The objective of this project involved the implementation of actions for publicising the Integrated Intervention Plan to businesses and local agencies involved in the labour market. The project’s goal was to raise awareness within the local business community and to promote co- responsibility in enhancing employment in the region.

CIP EQUAL Initiative “Enterprise for all” The Chamber of Drama participated as a partner in the EQUAL Community Initiative Programme to promote entrepreneurship in the Prefecture of Drama.

Implementation of the Community Initiative in the Prefecture of Drama was highly successful. With the support of the programme, three women were able to open their own businesses. Out of a total of 10 enterprises that were funded by the programme throughout the whole of Greece, three are operating in Drama. These enterprises are: - Sophia Garozi and the “Candles Gallery”, which manufactures decorative candles and gifts. - Maria Genimaki and “Pes Alevri” bakery, which produces breads and anything else made from flour and yeast. - Barbara Dimaki and “Thavor”, which manufactures ecclesiastical goods and icons. - With the support of the Chamber of Drama, three new successful women’s enterprises were created, which offer full- or part- time work to other women. The Chamber of Drama is supporting efforts to fight unemployment in the sensitive area of women’s unemployment.

PHARE/CBC – SPF Project Title: “Nestos-Mesta: Two countries, one region, one tourist destination” The programme has been approved for the Drama Chamber, with the goal of developing cross- border tourism between Drama and Gotse Delchev. The Drama Chamber and the Business Incubator of Gotse Delchev shall work jointly to implement the PHARE CBC – SPF Bulgaria-Greece programme entitled “Nestos-Mesta: two countries, one region, one tourism destination.” The goal of the programme is to develop a joint tourism product to attract tourists to the wider region of Drama and South Bulgaria. The programme was being implemented by the active involvement of tourism enterprises from the region of Drama.

PHARE/CBC –SPF Project Title: “Kaleidoscope Tour” The Chamber of Drama participated in the “Kaleidoscope Tour” programme, submitted by the Business Incubator of Gotse Delchev as part of the “Small Measures” programme of the Bulgarian PHARE CBC. This programme required cross-border cooperation and the partner on the Greek side was the Chamber of Drama.

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The programme’s actions required a series of specialised interventions that would support small investments in tourism with the goal of developing a joint tourism package for the two regions (Bulgarian and Greek) to attract foreign visitors.

PHARE/CBC – SPF Project Title: «New Entrepreneurial Opportunities in the border zone of Drama and Gotze Delchev » The main scope of the programme was the training of 20 young people with University degree to develop, manage and implement programmes funded by the EU Structural Funds. The proposals could have applications in Municipalities, NGOs, or other organizations in Bulgaria.

Part of the activities included training in Gotze Delchev provided by Drama Chamber executives. One other major action was the study visit of the trainees to Drama to gain on the spot knowledge and experience. Three of the trainees were hosted by organizations in Drama and worked in the host organizations for one month in order to receive on the job training and experience in the development, management and implementation of EU funded projects.

Vocational Training Programmes The Chamber and the Drama Workers Centre have organized two subsidized training schemes as part of the LAEK Programmes. The schemes covered the areas of: 1) Contemporary Product and Service Sales Techniques, and 2) Health and Safety. More than fifty businessmen from the Prefecture of Drama attended these specialist training programmes.

PROMISE Promotion of Industrial Small Businesses in Europe An integrated support programme for entrepreneurship in the border regions of the EU implemented by a network of agencies from 22 EU countries, as well as non-member states, and was funded by the special action line for enlargement. The aim of the PROMISE project was to improve the competitiveness and long term survival of microbusinesses and smaller SMEs with under 50 employees, in the border regions of Etelä-Suomi, Mecklenburg-Vorpommern and Steiermark. This was to be carried out by providing them with access to business advisory services such as financing, marketing, logistics, legal and accountancy and by increasing their access to European and enlargement markets. The main target groups were considered to be micro-businesses and smaller SMEs in the sectors: - Industrial software and innovation - Precision mechanics and woodworking

Growing Together with Europe A major specialized and pilot programme funded directly by the European Commission aiming to help SMEs in the border region of the EU to minimize the dangers inherent in the process of European enlargement and, at the same time, to capitalize on the opportunities and benefits offered by an enlarged market. The main purpose was to make the border regions’ SMEs more competitive.

This pilot programme, approved by the European Commission, was specially designed and involved a network of 28 chambers along the external borders of the EU, with countries awaiting accession. Thus the network included chambers from Germany, Austria, Italy and Greece. The Drama Chamber was the only Greek chamber in the network, known as ARGE28. The general purpose of the pilot programme Support for SMEs in the Border Areas was to strengthen the international competitiveness of SMEs in these areas and in the sectors of the economy most affected by the socio-economic impact of the EU enlargement and the accession of candidate countries from eastern and central Europe. The final output of the programme has been:

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1) Briefing SMEs on the parameters of the enlargement process of special significance to their own competitive positions, and providing them with opportunities to recognize the opportunities, challenges and risks created by the changing socio-economic environment. 2) Supporting SMEs in adapting to the changing environment, helping them elaborate and implement new business strategies and activities, including taking measures to improve management and staff training methods. 3) Supporting trans-border cooperation between SMEs and/or small groups of SMEs on the one hand and SME support agencies on the other; in the medium and longer term maximizing the reciprocal benefits of enlargement.

Supporting the Social Base of the Region in Preparation for European Enlargement “X-LARGE” The European Commission is funding a programme to prepare and strengthen the social base for European enlargement. Together with other partners from other border regions in countries of the EU and the candidate countries, we have implemented a programme of actions intended to prepare the social fabric of the region to meet the challenges of enlargement. The Chamber is a central partner in the programme, which is being managed by the Region of Friuli Venezia- Guilia from Italy. The programme involves important agencies from Italy, Slovenia, Croatia and Bulgaria.

The programme’s target groups are journalists, local government, schoolchildren, women and religious organizations. From among these groups the Drama Chamber has undertaken to develop pilot actions in the thematic fields of schoolchildren and women.

In implementing the programme we are seeking to strengthen the ability of local and regional agencies and corresponding organizations to engage actively in a trans-border environment where the current national frontiers are no more than the boundaries of simple administrative entities of the European Union. The programme actions are being implemented through specific thematic fields, such as: Local government, Journalists, Religion and religious organizations, Schools and Women. The Chamber has undertaken to meet the needs of the thematic fields Schools and Women, while the other fields are the responsibility of the other partners in the programme.

TECHNOGENESIS This was a pilot programme initiated by DG Regional Policy and Implemented on the overall by the Region of East Macedonia – Thrace. The programme was designed to prepare the SMEs to become more competitive and capable to participate at the next round of Structural Support Framework Programmes to be in operation from 2007 – 2013. Taking as a basis the fact that technology would be the source of competitive edge for the SMEs the “Technogenesis” project aimed in collecting all the innovative ideas from companies and individuals in the Drama Prefecture. These innovative ideas were collected, evaluated and accordingly rewarded in a secondary level of project implementation. The best proposals received an award of € 100.000. The Drama Chamber was chosen by the Region of East Macedonia – Thrace to act as the intermediary who collected the innovative ideas and processed them to proceed to the second level of evaluation which was carried out by experts from the European Commission and the Region of East Macedonia – Thrace.

Best practice entrepreneurship support project/programme

The Project “Target Work” is considered a best practice of support to the SMEs. The project was mentioned with special merit in the Eurochamber publication published in Brussels as one of the best practices of support to SMEs in Europe.

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Objectives and results achieved so far

It is considered as a good means of support to SMEs because provides the medium to train entrepreneurs through experience gaining from other existing enterprises. The element of “mentoring” is an important factor in the whole project.

80 atching were achieved in a period of 3 years.

Development of the project/program

Target: Work A small project with a great goal has been approved for the Chamber of Drama as part of the programme for the Local Employment Initiatives in the Mountain Municipalities of the Drama Prefecture. The programme is funded by the Eastern Macedonia-Thrace Regional Operational Programme with EU and national funds and it is described as “Consulting Services for the Unemployed”.

The Chamber’s consulting services contribute to the strengthening, informing and encouragement of the unemployed, of those just entering the marketplace, as well as actions for sensitising and raising awareness within the social fabric so as to achieve the social and employment inclusion of those people threatened with employment exclusion.

The consulting services will involve actions and services for providing information, orientation and support to individuals or social groups in order to increase employability, access to the marketplace, the development of entrepreneurship, etc.

Given the agency’s particular sensitivity to the issue of entrepreneurship creation in the Prefecture, an innovative methodology has been proposed which sees “consulting” not as a passive event that simply offers participants “advice” and information, but as an active event in which the participants have an active outlook and take part themselves in these events, thus acquiring useful and usable tools which shall help them with their business ambitions.

In the Drama Chamber we have, somewhat ambitiously, called this proactive method “Target: Work”. For the preparation of this activity we spoke with employment consultants, but primarily gathered information, assistance and support from similar programmes run by European networks in which the Chamber is an active participant. In this way, we can capitalise upon the accumulated experience and knowledge acquired through similar programmes.

In order to implement this action in the best way possible, we wish to select executives from specific enterprises in the Prefecture of Drama who will voluntarily offer, as part of their Corporate Social Responsibility initiatives, useful information, advice and specific proposals for the development of entrepreneurship.

The positive results anticipated from this consulting action include the creation of a reliable, friendly and effective local mechanism and multi-level support network for the unemployed or people threatened with employment or exclusion.

Consulting and psychosocial support, the development of social skills, the specialised and individualised professional orientation and the support for entrepreneurship, particularly for women, will result in assisting the unemployed to enter the labour market, increase their employability and create new jobs

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Customization to address specific needs

The DIRECT BENEFICIARIES are the region’s unemployed who are the immediate recipients of the consulting services. The Chamber’s consulting services were preceded by the consulting conducted by the municipal Development Agencies. The consulting actions are designed so as to be complementary to other programmes and Community Initiatives implemented by the Chamber of Drama. These actions relate to support for SMEs for their development and to the creation of new jobs. Thus, there could be collaboration with the EQUAL Initiative implemented by the Chamber, with the ARGE28 network of which the Chamber is the only member from Greece, and with other programmes for the support of SMEs and the creation of jobs.

It is the Chamber’s intent that this pilot approach to the issue of “consulting” be sustainable and be continued once the programme is completed. Thus, the network of “counselling” executives from the enterprises participating in the programme will continue to operate once it is completed, and it will also be complemented by other enterprises who wish to offer consultation voluntarily and to contribute and participate in such an action.

It is also among the Chamber’s intentions to explore the possibility of extending this pilot action to other programmes funded by the European Union which come under the direct responsibility of the European Commission or the European Parliament.

Financial aspects of the project/program

The programme is funded through the Regional Operational Programmes of the Region of East Macedonia Thrace (the region where the Drama Prefecture belongs). The programme is part of the Local Employment Initiatives that has as main objective to support SMEs to create new opportunities of employment.

The programme is co-funded by the Drama Chamber. The enterprises participate in the scheme without any fund requirements but offer their support as part of their Corporate Social Responsibility. The crucial part of funding is necessary to support the logistics, promotion and organization of the management of the programme.

Main obstacles to the implementation

The enterprises did not wish to participate fearing that they would have overhead costs by providing support to the new appendices. When the project was invested as part of the Corporate Social Responsibility the project took a new turn and the enterprises agreed to participate at the project.

Premises and infrastructure that turned crucial to the implementation of the programme

The main element of success – our organization does not have an incubator, tech park, etc – was the commitments and hard work of the Chamber’s staff and the administration of the organization that supported the efforts to implement the programme.

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Most important services

The Chamber’s consulting services contributed to the strengthening, informing and encouragement of the unemployed, of those just entering the marketplace, as well as actions for sensitising and raising awareness within the social fabric so as to achieve the social and employment inclusion of those people threatened with employment exclusion.

The consulting services involved actions and services for providing information, orientation and support to individuals or social groups in order to increase employability, access to the marketplace, the development of entrepreneurship, etc.

The Chamber supported the participating enterprises with strong logistic support, central coordination, dissemination of the information and the match making activities.

Other involved actors of the entrepreneurship support network

The Region of East Macedonia Thrace was a crucial element of support because it provided the funding of the project.

The Organization of Employment Support Centre also was instrumental because it provide the lists with the appropriate and fitted people to participate at the programme as apprentices.

Exit strategy n.a.

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2.4. West-transdanubian Region, Hungary

Brief description of the interviewed entrepreneurship support organisations

The Pannon Novum West - Transdanubian Regional Innovation Agency programme 2004 – 2007 was headed by the West Transdanubian Regional Development Agency. In order to further develop the work of the agency, the Regional Development Council and five other organisations supporting regional businesses established a new corporation, under the name of Pannon Novum West - Transdanubian Regional Innovation Nonprofit Ltd. The status of ownership in 100% is public.

Founders of the Pannon Novum Nonprofit Ltd. - West - Transdanubian Regional Development Council, Sopron - INNONET Innovation and Technology Centre Public Company, Győr - Universitas – Győr Nonprofit Ltd., Győr - West – Pannon Regional Development Plc. Szombathely - Chamber of Commerce and Industry of Vas County, Szombathely - Zala County Foundation for Enterprise Promotion, Zalaegerszeg

After winning the proposal launched by The National Office for Technology and Research, the Regional Innovation Agency has started a new 3 year project in 2009. The main objective of the project is to promote the development of the innovation system in the West Transdanubian region, to create a regional, innovation supporting and stimulating and innovation-friendly environment, network co-operation, as well as to develop and expand new innovation services by enhancing the competitiveness of the micro, small and medium enterprises while increasing their innovation activities and attaining the following four objectives and activities:

The staff consists of 6 managers and the Regional Innovation Agency has offices in every 3 county in the region (Győr, Vas and Zala Counties).

The main public activities of the Agancy: - Planning (Assessment of innovation activities in the region, updating the Regional Innovation Strategy, improving the RIA’s strategic and operational plan, resource co-ordination) - Network Development (Building business relations, Regional Innovation Council, Cluster development) - Information exchange (Information transmission, developing knowledge databases) - Education (Networking Manager Training, Innovation Brokerage Training, Technological Transfer Seminar, Innovation Manager Course) - Formation of Approach (Communication activities, West Transdanubian Regional Innovation Agency publications, Regional Innovation Award) - Consultancy Services (Development of a consultancy audit system, generating Research & Development & Innovation projects, project development, Coaching, Spin-off and bridge building consulting, application / funding consulting, networking forums, organisation of conferences, consulting on know-how and industrial legal aid) - International Innovation Activities (Participation in international networks, gathering and providing information, participating on national and international events, participation in international innovation projects, international study tours).

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Zala County Foundation for Enterprise Promotion (ZCFEP – ZMVA) was founded in 1992 by the self government of Zala County (100% ownership). Main goal of our organization is to promote the entrepreneurs and entrepreneurship in our county, however many of our activities are fulfilled throughout the whole West-Transdanubian, also called as West-Pannonia region. Main activities are: cluster management, micro credit placement, Enterprise European Network and implementation of various national and international projects concerning economical growth, and development. ZCFEP has 17 employees with different background and experiences, like cluster management, corporate management, marketing, tourism, education, finance and legal fields.

Entrepreneurship support network of the territory

West-Transdanubian region is one of the well developed regions in Hungary. This is due to the several agencies, actors and networks here. There is a central actor, West-Pannon Regional Development Agency (WPRDA), which is the regional intermediate body of the National Development Agency (NDA). WPRDA’s role is to coordinate regional development strategies, plans, and resources.

West-Pannon Regional Development Company Limited by Shares (Nyupan Zrt.) is a member of a national network, and above consultation services, it secures resources and founds for regional SMEs.

Pannon Novum Regional Innovation Agency (PNRIA) (PP7) used to operate as a consortium, founded by several actors of the region, now it is a individual non-profit Ltd., and their main role is to foster innovation in the region.

As the local member of the Hungarian Foundation for Enterprise Promotion (HFEP) network Zala County Foundation for Enterprise Promotion (ZCFEP) (PP8) offers various services and expertise for local SMEs and clusters.

Of course the traditional chambers of commerce (in 5 towns) play also an important role in the region’s economy.

From 2000 more than twenty clusters were established in the region. Cluster organisations contribute to the improvement of the innovation environment of the region by supporting cooperative activity among cluster members. The following cluster organisations are operating in the region in the leading regional industrial sectors: - Pannon Automotive Cluster (PANAC ), 2000 - Pannon Wood and Furniture Cluster (PANFA), 2001 - Pannon Thermal Cluster (PANTHERM), 2001 - Pannon Mechatronics Cluster (PANEL ), 2006

Clusters decided to found an association, a network for the coordination of their work and activities and to intensify investment in West Transdanubia by supporting the cooperation of the 23 industrial parks in the region (Pannon Business Network 2006).

Almost 24 Business Park were formed in nearly 1400 acre and completely cover the area of the region. Significant majority of Parks already manage extension of their services as a priority, to provide innovation services, either by creating a separate innovation centre in the Park, or with the help of involving cooperative partners.

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The most important one of them is the INNONET Innovation and Technology Centre, which is located in the Business Park Győr. More innovation centre started in the industrial park of Sopron and Szombathely, while in Zalaegerszeg and Nagykanizsa new innovation and technology centres are under preparation.

Implemented entrepreneurship support projects/programmes

- Regional Innovation Strategy Development - Innovation and Technology Fairs in the region - Technology Transfer Seminars - Pannon IT Cluster initiative - Regional innovation call for proposals in the region - Innovation project management

ZCFEP is the management organisation of the Pannon Wood and Furniture Cluster since 2001, and since 2009 also of the Western Hungarian Adult Education Cluster. Clustering is with high importance in the region, since we believe this is the way towards European competitiveness.

ZCFEP is also a member of the Enterprise Europe Network, which helps European SMEs to reach international markets and to create a bridge between European technology offers and requests.

Beside many other national, international or bilateral cooperation projects, ZCFEP participates in the project CEEBEE (AT-HU 2007-2013), which aims to create an education network for the construction industry, as possible way out of the crisis, and towards reducing energy waste in buildings.

Best practice entrepreneurship support project/programme

1. Pannon IT Cluster initiative 2. ZCFEP as one of the oldest support agencies in the region operates 3 incubator houses, in 3 towns around the county. These incubators are close to 100% utilization, which is a clear feedback for the demand for offices by start-up companies. However they are located in town centres and have no workshop functions, through continuous development of services, they are still “overbooked” by the market.

Objectives and results achieved so far

Towards the IT regional industrial sector develops and play an important and prominent role in the West - Transdanubian region, the Pannon Information and Technology Cluster has been created by the regional Founders.

The main goals were to increase levels of the electronic utilization management of information, more particularly to small and medium sized enterprises and increase the competitiveness and the suppliers' readiness of the IT companies.

As for ZCFEP, the long term objective was and still is, to offer easy market access for newly founded SMEs, through affordable professional business environment. However we can only offer offices for service provider SMEs, the high utilization rate show, there is a demand for such services. There is no

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other support actor in the region, which runs 3 incubator houses, so ZCFEP can be a good example for all actors.

Development of the project/program

The IT cluster program process was developed as a bottom up initiation in a different steps: - Preparation and workshops in 2007 - Colect specific needs in meetings - Thematic working groups - Information about the cluster concept of the possible areas of cooperation - Other regional industrial clusters experiences in related clusters - IT experience working in the region - Financial support dissemination, project preparing platforms

As for ZCFEP, the idea was to build office buildings for start up companies, to be able to start their work in a professional and affordable environment. This is so a top-down approach, but results proved that it was worth.

The first house in Zalaegerszeg – which is the central office of ZCFEP, too – was built in 1992, as a joint investment with a construction company, which also runs his office here. The site, building materials, and work was delivered by the company.

Local self-governments were everywhere involved, since whether the site or the existing buildings were provided by them. The incubator houses in Lenti, and Zalaszentgrót were both opened in 2000.

Customization to address specific needs

The cluster focus on a specific IT sector, they could even help the technology development, innovation actions and cooperation between the members.

The ZCFEP incubator houses do not focus on a specific sectors, they could not even, since they have no workshop functions. Only service providers can rent offices, but they can come from all kind of industries, like cosmetics retailer, business consultants, insurance companies, etc.

Financial aspects of the project/program

The cluster was established by the support of National Research and Technology founds, contribute by Pannon Novum Regional Innovation Agency. To run the day by day activities new financial project support possibility needed, which is at the moment is open in the regional West-Transdanubian Operative Program in the framework of National Development Agency.

The ZCFEP incubator houses were built by the support of European and local founds. It was a purpose from the beginning, that these houses should be rentable through the operation. The high utilization rate ensures, that the office rents, and other services offer as much income for the operator, as much cost they have with it. We must say that without EU and local funds, the return of investment were too long to invest into this type of support activity.

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Main obstacles to the implementation

IT cluster: Financial support, resource coordination, own financial contribution, luck of project call for proposals.

ZCFEP: main obstacle was to coordinate the different financial sources. Self contribution was given in every case, but since EU and national sources were also used, the time factor played an important role, when coordinating construction works. Another risk or threat was the market introduction, since incubator houses did not really exist before in Hungary, so it was a quite unknown concept.

Premises and infrastructure that turned crucial to the implementation of the programme

Not applicable in this case.

Most important services

Pannon IT Cluster operation will promote: - IT industry firms in the network increases the efficiency of cooperation - the emergence of new supplier relationships, enhance trust between the companies - better use of opportunities in the region, the common thinking of the collaborators - Innovation activities of enterprises in the region increased - the region's cluster cooperation and information flow - the Founders jointly participate in the European Union and other sources of public grants to support the acquisition of the regional economic development priorities, according to concerted use.

As for ZCFEP, micro credit placement is clearly the most wanted service, which we offer in all our sub-offices located in this incubator houses. ZCFEP offers different types of credit possibilities for micro (<10) enterprises, both for investments or working capital purposes.

Other involved actors of the entrepreneurship support network

The Vas County and Szombathely Town Local Enterpriser Agency plays the relevant role in the cluster initiation project. The Vas LEA have been functioned as the cluster management body of the cluster until these periods.

As for ZCFEP incubator, local self-governments played an important role, as they offered sites or existing buildings for this purposes. EU and local funds were also necessary for the success, since without them, because of the high investment need, it would not be able to offer affordable rents, or the investment would have a too long return time.

Exit strategy

All companies in the ZCFEP incubator houses pay rents after a defined method – the rent has a rising level in each year – so start ups are motivated not to be too comfortable. There is no maximum incubation time, but after about 3-4 years, the rent for offices reaches or even exceeds the market prises, so it is cheaper for the companies to move out.

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2.5. Vojvodina Province, Serbia

Brief description of the interviewed entrepreneurship support organisations

BIS – Business incubator Subotica was established as Ltd, the founders are: town of Subotica (60% stake), Regional Centre for Development of SMEs (10%), VIP Fund (10%), ATB Sever (10%), High Technical School of Professional Studies Subotica (10%) . The main activity of Incubator is to help start-up companies through the rental of space by affordable prices and providing a range of other services (training and training, counseling, organization of fairs, co-financing of equipment, etc..). Incubator has 3 employees, two graduate economist and Technical Secretary .

SMER – Regional Centre for the development of SMEE Subotica aims to project infrastructure of economic development, consolidate and evaluate existing value chains and support development of cooperation between institutional and business entities and implement territorial marketing. Regional Centre was established on 11th December, 2001. Five people are working in the Regional Center on permanent basis and there are also additional part time employees. Regional centre has a team of five employee’s, as a profile PhD in law, MBA, B.E., B.M. and economist, as technical secretary. Fields of specialization: organization of trainings, collection and rendering of information, consulting, preparation of business plans, projects, feasibility studies, implementation of projects, networking, support to clusters. The founders are: - 63% public ownership – Government of R. Serbia, Regional Chamber of Industry Subotica, City of Subotica, Public Utility Enterprise “Waterworks Supply and Sewerage”, University Novi Sad – Faculty of Economics, Executive council of Autonomous Province of Vojvodina, Strategic Development Board of North Backa. - 37% private ownership – OTP BANK A.D. Belgrade, Association for Healthy Food TERRA`S - Subotica, Open University Subotica, Vojvođanska banka A.D. Novi Sad,

Entrepreneurship support network of the territory

Entrepreneurship support network consists of the following institutions: SMER – Regional centre for development of SMEE, BIS – Business incubator Subotica, Open University of Subotica, Regional Chamber of Industry, City Subotica –Local Economy Development Office, Faculty of Economics.

This network exists at the project level, and ad hoc. Reason for this kind of cooperation are in insufficient financial resources for more coherent and permanent activities. The Coordination of this network is basically implemented by each partner having particular assets for cooperation and action, based on the project activities.

Implemented entrepreneurship support projects/programmes

BIS provides support to companies in a period of 3 years. Since we were founded in 2006, it has just completed the first cycle of incubation which results that 3 companies come out of Incubator and now operate independently, while one company came out ahead of time because they had no need of our support. Incubator currently consists of 14 newly established companies.

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Best practice entrepreneurship support project/programme

Program of the Ministry of Economy and Regional Development - Start-up loans, Competition of National Agency for Regional Development - Support the development of competitive small and medium enterprises and entrepreneurs. Foundation for the development of APV has favourable loans to finance businesses.

Program of Startup – support is based on education of new entrepreneurs, or prospects who intend to become entrepreneurs.

After initial training, consulting services are available at benefited prices, in the field of opening and registration of business entities, business planning, availability of financial resources, marketing, etc. Further there are mentoring or coaching actions for determined time frame.

Objectives and results achieved so far

Thanks to start-up loans a great number of people had the chance to start their own business; now there are 3 companies in the incubator that have started their business thanks to these loans. Competitiveness Support Programme provides Incubator to ensure standardization and certification for its tenants and the development of their products, thus they become more competitive.

As for SMER, the results are the following - Provided consulting and mentoring service to more then 420 clients - Created Data base that contains more then 750 SME’s - We held more then 120 courses for entrepreneurs and SME managers with over 2100 participants and we have trained more then 17 trainers for SME education and training - More then 350 unemployed people have taken our course - We made 125 business plans and/or investments programs are prepared by our Centre, - Through creation of business and investment plans our clients all together received € 13.500.000,00 of loans under beneficial conditions (lower interest rates than on market) - Through seminars and trainings 350 new work places plus 250 part time jobs were provided,

Development of the project/program

The initiative for these incubator programs started from the central state Ministry, technically it is implemented by the National Agency for Regional Development in cooperation with the Fund for the development of RS. Operating part is implemented by the Regional Agencies. Regional Agency in Subotica cooperates with the incubator: the result is that we have tenants who have got start-up loans; incubator donates funds from development programs to support the competitiveness of their tenants.

As for SMER actions, the program is developed by bottom up approach. Always when deciding to enter certain project, first we undertake in field research, statistical or SWOT analysis in order to determine needs. Then we define priorities, create concept and plan for implementaion and then undertake implementation of the project.

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So, here the first step was in field research on the SMEs needs, as well as the needs of young and unemployed. Then we drafted the report and the meeting was organized beetween the stakeholders on how to prepare project. This analysis was base for the project as defined. The program then started four years ago in the frames of the initiative of Ministry of economy and regional development, in cooperation with National Agency for Regional Development. National Agency for Regional Development coordinates it throughout Serbia.

Customization to address specific needs

Program start-up loan helps the business development and export capacity, as well as activities based on new technologies, while standardization and certification also help exports.

This program is oriented to the wide support of start-up, without any territorial specialization, with the exception that funds may not allow for games of chance, trading, and production of alcohol. The program is focused on developing productive sector and sector of processing; while also services sector can get financial support from this program. It was not sufficiently customized, if we neglect initial input information, as it was at the end profiled at the national level, not allowing regions to implement according to their specific needs. So, general start ups are supported, without defining regional priorities and respecting their specifics.

Financial aspects of the project/program

BIS programs are funded by the Foundation for development of RS. For the success the important things are: rate, grace period, favourable conditions for securing loans. On the territory of Vojvodina the similar role has the Fund for the development of AP Vojvodina.

SMER program is funded by the Government of the Republic of Serbia (RS), which is implemented through the Development Fund of RS and National Agency for Regional Development (as well as its network of regional development agencies and centers). The initial amount of money in the Fund has entered from the process of privatization in 2006 and 2007, and now these resources are repaid from previous periods (return of money from previous loans, partly added by budget contribution).

Main obstacles to the implementation

The main obstacles are the limiting financial resources. It would be better if more candidates could receive these funds.

Premises and infrastructure that turned crucial to the implementation of the programme

It could be said that the incubator as an institution and these programs are compatible. Eg. A candidate who applies for Incubator (a previously received start-up loan) in the incubator receives all other assistance. Also, the incubator to apply for such funds. Eg. Introduction of standards. This means start-up companies could not provide alone.

Most important services

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Incubator provides its tenants with office space, use of office infrastructure, freight vehicles, the use of forklifts, co-funded participation in trade fairs, organizing training, preparation of business plans, providing market research, marketing, and helps networking of the tenants (by creating clusters).

Other involved actors of the entrepreneurship support network

Significant assistance provides the Secretariat for Economy and VIP Fund. Through the work of the Secretariat it is provided the funding of incubators, the donor funds are provided too, training, study tours for the management of incubators and tenants. Provincial secretariat financially helps the tenants to participate in foreign fairs, etc.. The significant assistance provides the City of Subotica in the financing of incubators.

Exit strategy

In the incubator companies may be for 3 years. With the all help that they get from the Incubator, only subjective reasons can affect their failure. Upon entering the market they are usually strong enough to operate independently. However, if a company in a 3 year period not fully exercised its development potential, may stay in the incubator to a maximum of 5 years.

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2.6. Slavonia and Baranja County, Croatia

Brief description of the interviewed entrepreneurship support organisation

Business Incubator BIOS was established by the City of Osijek (100% owner), with the main objective of acting as a support centre for small and medium-sized enterprises. Creative and stimulating business atmosphere where new entrepreneurs are provided with adequate growth and development conditions has been generated thanks to joint efforts in providing business consulting, technical assistance and educational services in addition to preferential prices of business facilities lease. Currently, BIOS employs 5 employees, where two of them have graduated in economics and two have master’s degrees in economics.

Entrepreneurship support network of the territory

The Osijek-Baranja County and the City of Osijek are the owners of many institutions for SME support, but also have their own administrative offices for economy. The main actors among these institutions for entrepreneurship support are: Department Agency for Development of the Osijek- Baranja County, Regional Development Agency of Slavonia and Baranja, Business Incubator BIOS Ltd., Technology Innovation Centre in Osijek, Incubator Donji Miholjac, centres for entrepreneurship in Osijek, Erdut, Valpovo, Belišde, Donji Miholjac and Beli Manastir. It is important to mention the Centre for Entrepreneurship Osijek as one of the most effective support centres in this area, whose founder is the Graduate Program in Entrepreneurship of J.J. Strossmayer University of Osijek - Department of Economics. This network of institutions is combined of governmental, economic and research parties, which cooperate at all levels.

Implemented entrepreneurship support projects/programmes

BIOS is active in many entrepreneurship supporting projects. It has established the Slavonia and Baranja ICT Cluster IKS with eight IT companies and BIOS Printing and Publishing Cluster which gathers 10 companies from the Osijek-Baranja County. BIOS organizes the annual international entrepreneurship conference. It has published three handbooks and two special DVD sets containing basic information on starting your own business, where all the entrepreneurship support organizations are listed. BIOS has conducted surveys about entrepreneurs, incubators and clusters in Croatia and made them public on its web site. It is also involved in INTERREG projects Slovenia - Hungary - Croatia. In order to foster the development of SME sector in the County, it has applied to PHARE 2005 Programme – Business related infrastructure, and won the project “Construction of Technology Department”. The project, which was successfully implemented during the year 2008/2009, resulted in an increase of the incubator's capacity for admission of new manufacturing companies and the construction of a facility designed to foster the development of high-tech companies. Its long-term goal is the SME development and the reduction of regional unemployment rate. The project resources were invested in construction and infrastructural work, in equipment and in improving the conditions for provision of enhanced technological and educational services.

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Best practice entrepreneurship support project/programme

The project First step into Entrepreneurship is considered a best practice. It is a handbook intended to people who plan to start their own business and contains basic information on entrepreneurship, specific information on starting your own business, employment, finding necessary financial resources etc., as well as the address book of all institutions in the Osijek-Baranja County, where new entrepreneurs can get help in seeking and finding the right information and education. The project includes collecting all relevant data, contacting all relevant support institutions, writing and publishing the handbook, and distributing it to all institutions included in process of starting and doing business, but also to universities in order to promote entrepreneurship among students.

Objectives and results achieved so far

The main objective of this project is regional development through promotion and fostering of small and medium entrepreneurship by providing everyone in the region interested in becoming an entrepreneur with all necessary information, but also by promotion of entrepreneurship, especially among young people, and by fostering more people to become entrepreneurs. The handbook First Step is considered a best practice because its third edition has already been published and almost 6000 handbooks were given free of charge to all those in our County who are interested in becoming an entrepreneur and to students at the University of J. J. Strossmayer. It is also available to all interested at BIOS’ website www.inkubator.hr.

Development of the project/program

This project is a joint project of Business Incubator BIOS, which has managed and implemented the project, and the Osijek-Baranja County, as the publisher. Department Agency for Development of the Osijek-Baranja County was the project coordinator and the Centre for Entrepreneurship was the project associate. The first handbook was written and published in 2005. The adopted approach is top-down because all necessary information was provided by support institutions and distributed to potential entrepreneurs.

Customization to address specific needs

It was customized to give information on starting limited liability companies and crafts, which are the most common forms of doing business in the Osijek-Baranja County and Croatia, but also there are chapters in the handbook which address steps for some specific entrepreneurs.

Financial aspects of the project/program

As this handbook is free of charge for everyone and its overall benefit for the region is significant, the project is financed by the Osijek-Baranja County. However, there are no major financial requirements for the managing and implementing of this project, as the biggest project expenses include human resources costs, design and printing of handbooks.

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Main obstacles to the implementation

There were no obstacles to the implementation of this project, as all the partners in the project were very cooperative and knowledge-complement. The communication with institutions, which were asked to give information on their part in the process of starting the business, was outstanding.

Premises and infrastructure that turned crucial to the implementation of the programme

The incubator infrastructure itself wasn`t crucial in the implementation of the project, but BIOS employees` knowledge, experience and the existing network of contacts with lots of institutions relevant for entrepreneurship, were crucial for successful project implementation.

Most important services

The most important services provided are data base of all relevant institutions in Osijek-Baranja County, information on how to start a business, how to get necessary financial resources, how to use guerrilla marketing etc.

Other involved actors of the entrepreneurship support network

This project is a joint project of Business Incubator BIOS, which has managed and implemented the project, and the Osijek-Baranja County, as the publisher. Department Agency for Development of the Osijek-Baranja County was the project coordinator and Centre for Entrepreneurship was the project associate. This support turned crucial as all these institutions are complement and all needed project resources, knowledge and financing were covered by networking of these institutions.

Exit strategy

Companies/tenants may stay at BIOS up to 5 years. There are 8 of 15 companies that have exited the incubator successfully, which is the evidence of lower vulnerability of the companies that benefited our support.

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2.7. South-East Development Region, Romania

Brief description of the interviewed entrepreneurship support organisation

INCAF Asociatia Braila (“Asociatia Braila” Business Incubator) is a non-profit organisation, focused on the development of the SME sector. It has been established in 1994 by a local group consisting of representatives of the Braila Municipality local authorities. It is located in the South-East Development Region of Romania., in the Braila Municipality on 346 Galati Avenue. The “Asociatia Braila” Business Incubator supports the establishment and development of SMEs and any commercial activity. The marketing activity includes: ready-made clothes, computer services, production of cereals, small publishing business, etc.

Scope of work: SMEs, commercial activities, employment of personnel

Founders: Representatives of the Braila Municipality local authorities

Partners: Universities, County Agencies for Labour Employment, Non-profit organisations, Authorities of the Briala and Galati Municipalities, the Chamber of Commerce and Industry, the National Agency for Small and Medium-sized Enterprises

Entrepreneurship support network of the territory

In the South-East Development Region the main partners are: 1. The National Agency for Small and Medium-Sized Enterprises, 2. The Chamber of Commerce and Industry 3. The Territorial Office for Small and Medium-Sized Enterprises 4. Foundation for Economic Development and European Integration The major organisations in the South-East Development Region are as follows: the National Agency for Small and Medium-sized Enterprises and the Chamber of Commerce and Industry

Implemented entrepreneurship support projects/programmes

The “Asociatia Braila” Business Incubator provides support to businesses for a period of three years. At present, the Incubator includes 6 companies.

One major project of the “Asociatia Braila” Business Incubator is the “PRACTIS Project” – Regional Project - Career Options for Young Unemployed Graduates and has been implemented in the Braila – Galati region.

Best practice entrepreneurship support project/programme

The »PRACTIS« Project is co-financed by the European Social Fund through the Sectoral Operational Programme - Human Resources Development 2007-2013.

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The general aim of the Project is to contribute to increasing the regional employment rate of young unemployed graduates, long-term young unemployed people and the higher-educated professionals looking for a job in the South-East Development Region, particularly in the Braila and Galati Municipalities.

Objectives and results achieved so far

The specific objectives of the Project are as follows:

- A study of the present and future local labour market in the Braila and Galati Municipalities will be carried out in order to identify the main employers, the job offers and their particularities, including career opportunities after first job employment. - Provision of information in relation to required qualifications in order to maximize the chances to find jobs for the target group - Provision of group and individual counselling sessions on job opportunities, including identification of the target group members interested and qualified to start up a business, in order to include them in specific counselling programmes. - Delivery of courses by the regional training providers, conforming to the professional specialization of each member of the target group and the occupational profile of the job identified as suitable. The aim of the management team is to help 50 unemployed people complete the training courses and find a job for at least 6% of them.

Development of the project/program

The Project is implemented within the Sectoral Operational Programme Human Resources Development, Priority Axis 5 – Promotion of active employment measures, Major Intervention Area 5.1 – Development and implementation of active employment measures.

The expected long-term output of the project is to strengthen the regional economic environment in terms of highly qualified human resources, taking account of the fact that the social and professional category represented by the target group is essential for the regional economic competitiveness and for the achievement of the sustainable development and the knowledge-based society goals.

Customization to address specific needs

The contribution of the Project to the achievement of the objectives of the Priority Axis 5 of the Sectoral Operational Programme - Human Resources Development is relevant considering its focus on the young people and the actions taken to remove employment barriers for them as it provides training courses and employment stimulation.

The Project has also contributed to the development of a modern and flexible labour market encouraging intra-regional mobility, using modern technology in job finding and an innovative approach to employment, including starting up new businesses.

Financial aspects of the project/program

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The overall amount of this Project – unique in Romania, taking account of the fact that it has been implemented in two municipalities (Braila and Galati Municipalities) is RON 441,500, of which the European financial support accounts for RON 419,000 and the contribution of the “Asociatia Braila” Business Incubator is RON 22,500. The period of the Project is 12 months.

Main obstacles to the implementation

There were no barriers in the implementation of the “PRACTIS” Project – Regional Project for Career Options for the Young Unemployed Graduates.

Premises and infrastructure that turned crucial to the implementation of the programme

The Project was a success because of a good compatibility between the “Asociatia Braila” Business Incubator and the European Social Fund through the Sectoral Operational Programme Human Resources Development.

Most important services

The major aim of the Incubator is to develop and support the entrepreneurship and to develop the economic activities. The Incubator has been actively involved in the implementation of the “PRACTIS” Project within the Sectoral Operational Programme Human Resources Development, Priority Axis 5 (the contribution of the “Asociatia Braila” Business Incubator accounted for RON 22,500).

Other involved actors of the entrepreneurship support network

The actors involved in the support of the entrepreneurship network are the “Asociatia Braila” Business Incubator, the European Social Fund, academic institutions, local NGOs and local authorities. The activity of the “Asociatia Braila” Business Incubator contributed to the co-financing of the “PRACTIS” Project. With the help of the local decision-makers and academic institutions a number of 250 potential beneficiaries of the project were identified, of whom a number of 100 unemployed people were selected and measures adapted to each individual case were taken.

Exit strategy

The “Asociatia Braila” Business Incubator provides support to businesses for a number of three years and is the development resource of the SMEs.

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2.8. North-East Development Region, Romania

Brief description of the interviewed entrepreneurship support organisation

S.C. PISCICOLA IASI S.A. is a private fishery, whose main activity is fish breeding and live fish marketing. Sport fishing and freshwater fish breeding are additional activities. The firm has 39 workbook-based employees specialised in fish breeding, growing and fishing.

Entrepreneurship support network of the territory

- The National Agency for Fisheries and Aquaculture; - The Chamber of Commerce and Industry; - The Territorial Office for Small and Medium-sized Enterprises; - The National Agency for SMEs, Commerce, Tourism and Liberal Professions; - The Ministry for Small- and Medium Sized- Enterprises and Business Environment; - Foundation for Economic Development and European Integration

Implemented entrepreneurship support projects/programmes

S.C. PISCICOLA S.A – Jassy has developed and implemented aquaculture projects under the SAPARD Programme, receiving non-reimbursable financial support, accounting for 60%, for investments in aquaculture. The firm and the National Agency for Fisheries and Aquaculture co-worked to draft a final version of the National Strategic Plan for Fisheries within the Sectoral Operational Programme for Fisheries of the Jassy County.

Best practice entrepreneurship support project/programme

The SAPARD programme project dedicated to aquaculture is the best entrepreneurship support practice. The implemented project is a start-up.

Objectives and results achieved so far

It is considered the best practice because the non-reimbursable funds of a SAPARD project on aquaculture can be used to construct and rehabilitate fish-breeding ponds, to execute earth excavation works and transportation of soils, bank consolidation, water-proofing and embankment works. At the same time, the SAPARD Programme also covers the costs of channelling works, water treatments, fencings and purchase of machinery and equipment necessary for fish feeding, breeding and analysis of fish products, and the fish farmers can buy boats for the fish farms and they can purchase the biological material for the first populations of the fisheries.

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Development of the project/program

The project has been conceived in comply with the provisions of the EU regulations and the national regulations in force, after consultations with the representative partners of the fishery sector, non- governmental organizations, professional organizations and representatives of the local and central public administration bodies.

The actors involved in the project conception are as follows:

- S.C. PISCICOLA S.A.; - SAPARD Agency; - Payment Agency for Rural Development and Fisheries; - National Agency for Fisheries and Aquaculture.

Customization to address specific needs

It was not customized to address the specific needs of a productive sector, so much the less supporting a start-up, because there has been no strong infrastructure for support of innovative start-ups. If a strong supportive infrastructure is fostered, a better innovative and high-quality generation of products and services would be developed, the existing production sector would be modernized, the economic competitiveness would be increased and the business infrastructure of the sector would be strengthened.

Financial aspects of the project/program

The project for aquaculture development benefits a 55% co-financing from the beneficiary and 45% is European financing. The European Commission has approved an increase of the maximum eligible costs of a project in the area from EUR 200,000 to EUR 500,000 a fact that encouraged S.C. PISCICOLA S.A. – Jassy to initiate the project. The beneficiary shall prove that he/she can pay all debts and liabilities on a regular base and can generate a net profit accounting for at least 5%.

Main obstacles to the implementation

- red tape; - unsatisfactory co-ordination between the major local actors and the SMEs in the region; - lack of knowledge as regards accessibility to European funding; - poor specific qualification of the employees assigned to access European funding; - the unjustified taxation (e.g. lump-sum tax).

Premises and infrastructure that turned crucial to the implementation of the programme

S.C. PISCICOLA S.A – Jassy develops a unique business in the region.

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Most important services

The main services derived from the project are fish production (different fish species growing and breeding) recreational fishing, support of fish exports, etc.

Other involved actors of the entrepreneurship support network

There were no other entrepreneurship supporting actors, besides those already mentioned.

Exit strategy

The exist strategy of the recently established firms, such as S.C. PISCICOLA S.A – Jassy, is the niche approach of the different categories of beneficiaries of the supplied products/ services.

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2.9. North-West Development Region, Romania

Brief description of the interviewed entrepreneurship support organisation

S.C. Transylvania Consulting S.R.L. provides a complete set of website and IT services for Cluj-Napoca City and has a large team of Internet specialists. The skills of the 20 specialists cover the entire range of web services: professional design, integration, programming (online catalogues, e-shops, administrator interface and others), flash animations, network administration, SEO (search engine optimization), back office.

Entrepreneurship support network of the territory

In the North-West Development Region, the following bodies support the activity of the small- and medium-sized enterprises: the Chamber of Commerce, the Business Consulting Centre, the SMEs Owners’ Association, the Transylvania Centre, the North-West Development Region Agency.

Implemented entrepreneurship support projects/programmes

The BISNet Transylvania Project was initiated under the Competitiveness and Innovation Programme of the European Commission. Its aim is to create a business and innovation support network in the North-West and Centre Development Regions of the country.

Best practice entrepreneurship support project/programme

The BISNet Transylvania Project: Provision of specialized information, consulting and assistance on such European subjects as: - information on financing programmes and opportunities, - indication of information sources, - targeting specialized information, - signalling out novelties in European legislation of interest to Romanian SMEs, - supply of information to and facilitation of participation of SMEs in fairs and events aimed at finding business partners in other parts of Europe, - support to SMEs for the promotion of European business opportunities.

Objectives and results achieved so far

It is considered the best practice because - it facilitates the participation of SMEs in consultations on the impact of the European legislation and in the formulation of European policies, - it supports the SMEs in finding partners for development of research and innovation projects, and - it facilitates the configuration of the cooperation profiles for finding and identification of partners, applying the tools and means provided by the European Commission.

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Development of the project/program

The aim of the project is to create a business and innovation support network based on an innovative approach that shall ensure a better focus of the SMEs in the defined development region. The involved actors in the conception of the project are as follows: the North-West Development Region Agency as project co-ordinator, the Centre Development Region Agency, the Technical University of Cluj-Napoca Municipality, CENTI Cluj – Technology Transfer Centre within ICIA-INOE (Research Institute for Analytical Instrumentation – National Institute of Research for Optoelectronics).

Customization to address specific needs

Addressing the specific needs of an existing manufacturing sector helps SMEs in identifying the research and technological development needs (technological audit, support in the formulation of project ideas, finding partners to research projects), in the provision of brokerage services for technology transfer (domestic trans-national technology transfer, external trans-national technology transfer, access to know-how).

Financial aspects of the project/program

The BISNet Transylvania Project (Business Innovation Support Network Transylvania) is financed through the Sectoral Operational Programme – Increase of Economic Competitiveness of the European Commission. The project is co-ordinated by the North-West Development Region Agency and the funding amount totals EUR 1.5 million. It will be implemented throughout the Transylvania region and is particularly intended for SMEs, which will be provided with services similar to those supplied in other Member States of the European Union.

Main obstacles to the implementation

Red tape, legal instability, unsatisfactory legal framework for SME start-up, lack of market information, lack of a management culture in the private sector, unsatisfactorily promoted public- private partnerships.

These obstacles have been overcome through information, business co-operation and internationalization services, innovation services, services encouraging the participation of SMEs in the financing programmes, information about the European legislation, consulting in intellectual property rights, information and consulting on the accessibility of European funding.

Premises and infrastructure that turned crucial to the implementation of the programme

A wide range of skills, organizational flexibility and availability of resources, accurate management and planning of resources, optimized project management, prompt adaptation to the changes in the clients’ needs, guides to business meeting behaviour and innovative ideas generation, efficient tools and methods for solution of problems.

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Most important services

Full description of the profiles of the businesses requesting or supplying a particular type of technology in the Bulletin Board System (BBS); Full description of the profiles of the businesses that request identification of business partners in all regions of Europe in the Business Cooperation Database (BCD). It is necessary to specify that BBS and BCD are databases created at European level and include a varied range of businesses. They facilitate the conclusion of partnership agreements among the private businesses of the EU Member States and more.

Other involved actors of the entrepreneurship support network

The seven Consortium partners are as follows: the North-West Development Region Agency, the Centre Development Region Agency, the Technical University of Cluj-Napoca, the Transylvania University of Brasov, CENTI Cluj - – Technology Transfer Centre within ICIA-INOE (Research Institute for Analytical Instrumentation – National Institute of Research for Optoelectronics), the INCDIE ICPE- CA Business Incubator in Sfantu Gheorghe of the National Institute for Research and Development in Electrical Engineering - ICPE-CA Bucharest, Transylvania Bank, through the Romanian Entrepreneurs’ Club. We specify that the Consortium is original and has great chances of success, mainly because it gathers together development agencies, universities, research institutes and – for the first time – a financing institution, namely one link for each category needed by an efficient business and innovation support network.

Exit strategy

The aim of the project is to create a network of service providers primarily focused on SMEs.

The specialists of the Consortium will facilitate the access to information, feedback, business cooperation and internationalization services, but also access to innovation, technology transfer services and services for supporting the participation of SMEs in the framework research programmes of the European Community. The final aim is to impose a standard for provision of services in the field.

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2.10. South-West Region, Romania

Brief description of the interviewed entrepreneurship support organisation

S.C. NICO-STIL S.R.L. is a limited liability company (100% private ownership) established in 1996. Its object of activity is retail trade of clothing, footwear, housekeeping products, building materials, home electrical appliances. At present, the company owns and manages a number of six stores in four counties of the country: OLT, VALCEA, CONSTANTA and DOLJ counties. In 2009, S.C. NICO-STIL S.R.L. entered the market of hydro-geological drillings of fresh and industrial water wells, having as a major object of activity deep- and ultra-deep drillings, works for putting water wells into operation, maintenance works, sand removal works, etc. S.C. NICO-STIL S.R.L. makes use of modern equipment and plants (made in Italy), certified according to the CEE regulations, and has a team of young professionals (specialists in drilling, geological surveyors, skilled welders, etc). The company has 87 employees with varied fields of specialization from sales assistant manager to specialists in drilling works.

Entrepreneurship support network of the territory

The entrepreneurship support network at national and local level:

- Ministry of Economy, Trade and Business Environment; - National Agency for SMEs, Commerce, Tourism and Free Professions; - Agency for Implementation of SMEs’ Projects and Programmes; - Territorial Office for SMEs and Co-operatives, Craiova; - Chamber of Commerce and Industry of the Olt County.

Implemented entrepreneurship support projects/programmes

S.C. NICO-STIL S.R.L. is currently implementing a project called: “Acquisition of equipment for water well drilling” through the programme Sectoral Operational Programme - Increase of Economic Competitiveness, Priority Axis 1, Major Intervention Area 1.1, Operation a).

Best practice entrepreneurship support project/programme

The entrepreneurship support programme is: “Sectoral Operational Programme – Increase of Economic Competitiveness, Priority Axis 1 – An innovative and eco-efficient production system, Major Intervention Area 1.1 – Production investments and preparedness for market competitiveness of businesses, particularly SMEs, Operation a): Support for strengthening and modernization of the manufacturing sector through tangible and intangible investments ”

Objectives and results achieved so far

Objectives: - extension of the chain of stores at national level;

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- increase of the turnover; - promotion and development of the deep and ultra-deep drilling services; penetration of the local and national market; - marketing of new products and penetration of low-developed and high-attractiveness markets; - enhanced productivity of the company; - compliance with the EEC quality requirements;

Achievements:

- Expansion of the activity of the company and extension of the chain of stores in four counties of the country (Olt, Dolj, Valcea and Constanta counties) in order to provide clients with optimal products and services meeting their quality requirements. - Expansion of activity to other niches of the economy: hydro-geological drilling of fresh and industrial water wells (2009); The project “Acquisition of equipment for water well drilling”, contracted through the Sectoral Operational Programme – Increase of Economic Competitiveness is considered the best practice as the company penetrated a poorly developed market segment and in full expansion at regional level. The company makes use of high-performance technology in comply with the EEC regulations.

Development of the project/program

The project has been developed with the help of a consulting company – access to structural funds – S.C.BEPA ADVISORS S.R.L., Bucharest. The idea of the project contracting belongs to S.C. NICO-STIL S.R.L., which is concerned with improving and developing deep and ultra-deep drilling of water wells. The actors involved in the contracting process are as follows: - S.C. NICO-STIL S.R.L. - S.C. BEPA ADVISORS S.R.L. - The European Economic Community (EEC) – Sectoral Operational Programme – Increase of Economic Competitiveness.

Customization to address specific needs

The presented practice is not an ordinary one in approaching a manufacturing sector practically inexistent in the South-West Development Region – Oltenia. The reason is the high-acquisition costs of the high-performance equipment, complying with the EEC requirements. The project is aimed at starting up a new activity urgently needed by the industrial sector and industrial parks as well.

Financial aspects of the project/program

The project: “Acquisition of equipment for water well drilling” is financed by the Sectoral Operational Programme – Increase of the Economic Competitiveness of the European Economic Community. The financial non-reimbursable amount is EUR 250,000. Apart from these funds, the company’s own financial resources proved crucial in the project approval.

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Main obstacles to the implementation

The difficulties encountered in the implementation of the project:

- lack of skills in accessing non-reimbursable structural funds and in preparing the documents; - poor communication between the local actors and SMEs in the region; - red tape and the problems posed by the taxation system (lump-sum tax, etc.); - lack of co-financing, of skilled personnel, etc.; - difficulties in the transfer and utilization of new technology;

Premises and infrastructure that turned crucial to the implementation of the programme

Advantages resulting from the implementation of the project:

- the significant development of the Slatina Municipality as a result of the recovery of the infrastructure and mayorship’s ability to attract direct foreign investment (Pirelli company, etc.) - the accessibility to the communication network including major industrial centres of the country: Craiova, Pitesti, Bucharest.

Most important services

Services provided are as follows:

- training to face market competition; - support for strengthening and modernization of the manufacturing sector through tangible and intangible investments (support for investment in installations, equipment, machinery, appliances, etc.; support for intangible investments aiming at acquisition of high technology, patents, licences and know-how); - financial support for compliance with the international standards to small- and medium-sized enterprises (support for implementation and certification of quality management systems; support for implementation and certification of environmental management systems; support for voluntary certification and eco-labelling of products and services; support for development and accreditation of test laboratories, metrological gauging); - increased competitiveness through access to new markets and internationalization; - non-reimbursable financing; - support for acquisition of high-performance technology;

Other involved actors of the entrepreneurship support network

The entrepreneurship support network included the consulting company – access to structural funds (S.C. BEPA ADVISORS S.R.L.), the contracting company (S.C. NICO-STIL S.R.L.) and the European Economic Community though the Sectoral Operational Programme – Increase of Economic Competitiveness. State institutions had also an import part in the preparation of the documents and application for the project.

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Exit strategy

The exit strategy is not applicable. Under the general framework, small- and medium-sized enterprises do no lead a mutual support and information policy.

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3. SUMMARIES OF MILITARY BROWNFIELD RESTRUCTURING

The following paragraphs summarize the main findings about military brownfields restructuring collected with questionnaires (fulfilled by partners).

Region Friuli Venezia Giulia, Italy

In area of Region Friuli Venezia Giulia (FVG) estimated 400 MB are located and only about 150 have been transferred to (130 by the means of two main recent laws).

MUNICIPALITY of CODROIPO (Udine)

In Municipality of Codroipo (Udine) the brown-field that has been restructured was a former barrack. The size of the premises is 5.500 m2 and the new use of it is public parking, flats for low-income families and for shops. The initiator for restructuring of brownfield was the government due to the fact that it didn’t have any use of the brownfield and it was already in ruins. The motives for restructuring were urbanistic reasons (enhancing the value of centre of the town). There were no conditions for transfer of MB from the national authorities. The project for transfer was prepared by Municipality of Codroipo. With question about influence of the national authorities on restructuring of the brownfields by setting objectives, we find out that in area of Municipality of Codroipo there was no project objectives only urbanistic.

With question “was there any negotiation process between the owners (regional and local authorities) and regional/local stakeholders on the brownfield`s rehabilitation phase?”, we have find out that in Municipality of Codroipo there were no negotiations and the transfer of the brownfield was carried out for free. In case of Municipality of Codroipo the MB was transferred to the Municipality of Codroipo.

With question “how was the actual reconstruction financed?” we find out that in Municipality of Codroipo the reconstruction was financed from national, regional and local funding. The reconversion project lasted 9 years. The manager of reconstructed MB in case of Municipality of Codroipo is municipality who is the manager of reconstructed MB. The operational costs are financed from parking fee, sales of shops and rent of flats. With question “what has been identified as the main motive for the Government`s decision for the proposed restructuring project” we find out that in Municipality of Codroipo it was decreasing of costs. The main results of the restructuring for the new “owner” and for government are renovation of city centre and social components. In Municipality of Codroipo the impact of restructured brownfield on the local community / region is being showed in renovation of city centre and from income from rent and sales.

MUNICIPALITY of MONFALCONE (Gorizia)

MB in municipality of Monfalcone (Gorizia) that has been restructured is 9 Ha and is nature protection area and is used for nature park and recreation. The initiator of restructuring was municipality of Monfalcone. The motives for restructuring were nature protection and revitalization.

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There were no conditions for transfer of MB from the national authorities. The project for transfer was prepared by Municipality of Monfalcone. With question about influence of the national authorities on restructuring of the brownfields by setting objectives, we find out that in Municipality of Monfalcone there were no objectives of national level.

With question “was there any negotiation process between the owners (regional and local authorities) and regional/local stakeholders on the brownfield`s rehabilitation phase?”, we have find out that in Municipality of Monfalcone there were no negotiation, the army returned the area after confiscation. There were no price set. In case of Municipality of Monfalcone the MB was transferred to the Municipality of Monfalcone.

With question “how was the actual reconstruction financed?” we find out that the reconstruction was financed from Konver Programme, EU cofinancing. The reconversion period lasted 24 years from ratification of ownership. The manager of reconstructed MB is Non-profit organization. The operational costs are financed by Municipality of Monfalcone. With question “what has been identified as the main motive for the Government`s decision for the proposed restructuring project” we find out that in case of Municipality of Monfalcone it was decreasing the costs and nature preservation. The main achieved results are requalification and preservation of nature and recreation offer of the municipality. The impact of restructured brownfield on the local community / region is being showed in new tourism offer.

MUNICIPALITY of SPILIMBERGO (Pordenone)

In municipality of Spilimbergo (Pordenone) the brown-field that has been restructured was a former barrack. The size of the premises is 4.000 m2 and is used for public parking and business incubator. The initiator of the restructuring in Municipality of Spilimbergo (Pordenone) was municipality of Spilimbergo and the motives for restructuring were establishment of Business incubator. There were no conditions for transfer of MB from the national authorities. The project for transfer was prepared by Municipality for reconstruction (technical department of the Municipality). With question about influence of the national authorities on restructuring of the brownfields by setting objectives, we find out that in case of Municipality of Spilimbergo there were no objectives of national level.

With question “was there any negotiation process between the owners (regional and local authorities) and regional/local stakeholders on the brownfield`s rehabilitation phase?”, we have find out that In Municipality of Spilimbergo there was negotiation and the price was less than market price (125.000 EUR).

With question “how was the actual reconstruction financed?” we find out that the reconstruction was financed from Konver Programme, EU cofinancing. The reconstruction work lasted 4 years. The manager of reconstructed MB is Public parking managing company and BI. The operational costs are carried out by BIC from its income from rents and services. With question “what has been identified as the main motive for the Government`s decision for the proposed restructuring project” we find out that in Municipality of Spilimbergo it was income from sales and decreasing of costs. The main achieved results of the restructuring for the new “owner” and for government is development of entrepreneurship thru the business incubator as well as the rehabilitation of the town center. The impact of restructured brownfield on the local community / region is being showed in 33 companies with 70 employees, 20 graduated companies and development of entrepreneurship.

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Slavonia and Baranja County, Croatia

In the area of RDA of Slavonia and Baranja there are located six Military Brownfield (MB) and two have been restructured. In both case was barracks that have been restructured, the size of Barrack Gaj was 5.495,25 m2 and has been restructured into Technology Development Centre Osijek and University Departments and the size of Barrack Drava was 232.048,00 m2 and it was restructured into University Campus. The initiative for restructuring of the brownfield in area of RDA came from Government of the Republic of Croatia and their motives were decreasing the costs. There were no conditions for transfer of MB from the national authorities. The project for transfer was prepared by University Osijek. With question about influence of the national authorities on restructuring of the brownfields by setting objectives, we find out that the objective of the transfer was improvement of work condition for the University Osijek. In area of RDA Slavonia and Baranja there was negotiation for goals of restructuring between City of Osijek and University. There were no price set. The MB was transferred to University of Osijek. The reconstruction was financed with bank loan and it was repaid from the national budged. The reconstruction work lasted 4 years. The manager of reconstructed MB in area of RDA is University Osijek. The operational costs are financed from the National budget and income from rent and services.

With question “what has been identified as the main motive for the Government`s decision for the proposed restructuring project” we find out that it was decreasing of costs. The main results of the restructuring for the new “owner” and for government are improved education, technology based start-ups/companies and collaboration between companies and scientific community. The impact of restructured brownfield on the local community / region is being showed in development of University, growth of local economy, growth of self-employment and in innovation development.

Subotica, Vojvodina Province, Serbia

In the area of Subotica there are located three MB and two are in process. The size of Petar Drapšin brownfield area is 21 Ha (facilities 27.200 m3) and the size of Radanovac area is 123 Ha (facilities 11.000 m3) both will be used for commercial purposes. The initiator for the restructuring of the brownfield in area of SMER was municipality of Subotica. With question “was there any negotiation process between the owners (regional and local authorities) and regional/local stakeholders on the brownfield`s rehabilitation phase?”, we have find out that in both case there were negotiation for price. The MB was transferred to city of Subotica (in both cases). The reconstruction will be financed from bank loans (City of Subotica). The manager of reconstructed MB is Economic-Technology parks Subotica. The main motive for Government decision for the proposed reconstructed project was income from sales.

Sarajevo Canton, Bosnia Herzegovina

In a Sarajevo Canton there are 10 perspective and 29 non perspective military locations. Out of 29 non perspective locations, 4 are temporary needed to Army Forces. These 4 locations will be handover to civil authorities in certain period of time. 3 locations are ready for handover to civil authorities. 16 locations are already handover to certain levels of civil authorities and some of them are used by BiH Court. Municipalities show an interest in these location and some of them already create project for future economic development use of these sites (Municipality Hadžidi). Until now, only three non perspective military location/objects have been already handover, reconstructed completely and in use – two barracks and one hospital; Vojna Bolnica is renamed in Opda bolnica “Abdulah Nakaš”, but kept its function not for solider but for all citizens, former barrack Maršal Tito

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is partly used by the various departments of the Sarajevo University and one part is sold to American embassy, barrack Ramiz Salčin is reconstructed and used by BiH court. Reconstructing of brownfields was done by initiative of government, but different levels (state level and Canton Sarajevo), and according proposal of beneficiaries and their concrete needs. With question “was there any negotiation process between the owners (regional and local authorities) and regional/local stakeholders on the brownfield`s rehabilitation phase?”, we have find out that concerning specific usage of three already converted military objects, destination was set according demands of users. Reconstruction lasted for more than two and a half years, preparation of conversion probably about two years. The managing is in the hand of current users and owners of objects.

South-East Development Region, Romania

A number of 48 military units are located in the South-East Development Region of Romania, of which 16 military units have been decommissioned and 1 military unit - “Corporal Musat” Military Unit - whose restructuring process is in progress, is located in the Braila Municipality.

The Braila County has five military units of which 2 military units have been decommissioned (Braila Municipality and Silistea Commune).

The “Corporal Musat” Military Base in the Braila County covers 9.7 ha. A number of 47 barracks with a gross building area of 18,686 square meters and gross floor area of 22,874 square meters are built on the land of the decommissioned military unit. The initiator of the restructuring process of the former military unit was the Braila Municipality. The address of the military brownfield is 220 Calea Calarasilor, Braila Municipality. Until March 2008 the military brownfield was administered by the Ministry of National Defence, after which the administration was transferred to the Local Council of the Braila Municipality, following the Governmental Decision 325 of March 26, 2008. The aim of the transfer specified by the Governmental Decision is the construction of a residential area including residential, commercial and office spaces, and upon completion of the construction works 20% of the residential spaces are to be distributed to the military personnel.

The Military Unit in the Silistea Commune covers 52,500 square meters. Both military units are to be converted to civilian uses. The initiator of the restructuring process is the Local Council of the Braila Municipality. The reconstruction is to be financed from public and private funds. The Mayorship of the Braila Municipality shall provide the management of the reconstruction process.

The implementation of the project is based on a partnership between the Ministry of National Defence and the Ministry of Regional Development and Tourism for the construction of residential spaces for the young people and the military personnel.

MUNICIPALITY OF IAŞI, North-East Development Region, Romania

In municipality of IAŞI 6 military brownfields have been restructured so far. Most of the military bronwfields used to be in the possession of radio-location military units. The sizes of the premises, the built-up area and the practicing grounds account for 10,391.50 m2, 12,763.50 m2 and 327,768.00 m2. The new uses of military brownfields include: social housing, prisons, social asylums for the old people, or medical assistance centres, a centre for the care of the wandering kids, etc. The initiative for restructuring of the brownfield came from North-East Development Agency, Romanian Agency for Foreign Investments, National Administration of Prisons, Secuieni Commune Council, Ministry of Justice and Ministry of National Defence. The transfer of the military brownfield has been made following the Decision of the Romanian Government 204 of February 28, 2002. The

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National Administration of Prisons and the Ministry of National Defence have signed a protocol and an official report concluded between the two institutions for taking over the respective brownfield, whose size is 5.2 hectares (including land and premises). In the case of other military brownfields, there were negotiations with the Roman Diocese, which is interested to build a centre for care of the wandering kids and with the Ministry of Justice, which is interested to set up a social asylum for the old people, and both of them expressed their will to take over the fixed assets of the military brownfields. The managers of reconstructed brownfields are the National Administration of Prisons and the Roman Diocese. The main motive for the Government’s decision for the proposed restructuring was restructuring and modernization of the armed forces and support of the urban regeneration actions by local administration bodies. The impact of restructured brownfield on the local community / region is being showed in social balance.

South-West Development Region, Romania

In area of South-West Development Region (Targu Carbunesti Mayorship) until now only the Pojogeni (Gorj County) and the Vladesti (Valcea County) military brownfields have been restructured. The former ammunition and weapons storehouse of the Pojogeni military unit totalling 10,303 m2 has been change into a prison. The overall area of the land and premises totals 617,654 m2. All the premises of the Vladesti Military Unit have been transferred to the University of Pitesti together with the land totalling 28 hectares (the land used as military training and weapons practicing grounds). The initiative of restructuring the brownfields had The Romanian Government and the local administration bodies. The national authorities conditioned the transfer of the brownfields with the submission of projects prepared by the actors involved in the restructuring of the respective brownfields. In the afore- mentioned cases, the Targu-Jiu Town Prison has prepared the project for transfer of the Pojogeni military brownfield and the University of Pitesti has developed the project for transfer of the Vladesti military brownfield. The Pojogeni military brownfield has been transferred to the Targu-Jiu Town Prison and the Vladesti military brownfield has been transferred in the ownership of the University of Pitesti. The transfers were based on a protocol set following the Decision of the Romanian Government 827/1998 for the Pojogeni military brownfield. The Directorate-General of Prisons within the Ministry of Justice released the funds for the construction works and the procurement of equipment to the Targu-Jiu Town Prison. With question “what has been identified as the main motive for the Government`s decision for the proposed restructuring project” we find out that It was pursuant to the new European regulations in the field, a prison shall host 500 prisoners at the most. The Targu-Jiu Town Prison hosted more than 700 prisoners. Another good reason for the approval of the application submitted by the Targu-Jiu Town Prison was the large number of complains and written statements submitted by the inhabitants of the Targu-Jiu Town residing in the proximity of the Town Prison. The impact is only on the military brownfield infrastructure (roads, sewage system, water supply, etc.). The impact on the local community is minimal, taking into account the new use of the restructured military brownfield.

North-West Development Region, Romania

In area of North-West Region (Huedin Mayorship) a military brownfield with a surface area totalling 11,150 m2 (land and premises), in the proximity of the Cluj-Napoca Municipality, changed to an industrial park have been restructured until now. The initiators were the local administration bodies who expressed their interest to efficiently use the military brownfields administered by the Ministry of National Defence.

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The representatives of the local administration bodies make suggestions for the use of the military brownfield by Romanian military units, or transfer of such brownfield to a Fire-Fighting Brigade of the Cluj-Napoca Municipality, based on a protocol concluded with the Ministry of Administration and Internal Affairs. The local administration bodies make suggestions for transfer of a part of the site to a SMURD Service (Mobile Emergency Service for Resuscitation and Extrication) to be established in order to solve the specific medical problems of the area. With question “was there any negotiation process between the owners (regional and local authorities) and regional/local stakeholders on the brownfield`s rehabilitation phase?”, we have find out that the transfer was made without clearly setting any objective. There were no price set. The military brownfield has been transferred in the administration of the Ministry of Administration and Internal Affairs for the “Avram Iancu” Fire-Fighting Brigade of the Cluj County. The restructuring process took almost 6 months and they were financed by new administrator which use own financial resources to develop the activities of the Fire-Fighting Brigade. The main motive for the Government’s decision for the proposed restructuring project is numerical decrease of the effectives of the armed forces after the restructuring-modernization process of the Ministry of National Defence was initiated. A beneficial outcome of restructured brownfield on the local community / region is the decrease of the number of non-residential persons of the Cluj Municipality. Better promises for decreased fire damages have been created for the rural communities at the outskirts of the Cluj Municipality because of the increased fire-fighting capabilities.

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3.1. Friuli Venezia Giulia Region, Italy

Introduction: Brownfields' state-of-the-art in Friuli Venezia Giulia

In Friuli Venezia Giulia (surface 7.858 km2, population 1.222.061) 783 km2 – the 10% ! - of the soil belonged to the military government. In the recent years several military brown-fields had been dismissed and the ownership had been transferred to local authorities: mainly to local municipalities, but also to Provinces, to the Regional Administration an to other public institutions. There were two milestones of this process: 2001 and 2007, when about 130 military brown-fields, by means of two special laws, have been transferred for free from the State to the local authorities. As more, during the last 15 years there were other single transfers, negotiated case by case between the central State and the local authorities/institutions.

Only a very few part of these sites have been restructured or are now being reorganized: experts estimate that in the region there are more than 400 military brown-fields dismissed and laid aside. Moreover, also in the still working military barracks, large parts of the sites are unused.

A pair of these sites was restructured and transformed in museums, mainly forts and blockhouses related to the First War World. An other pair had been reconverted in housing schemes. Now new interesting initiatives are coming out: there is a project to transform a former barrack in health centre, an other in a solar cells park, another for the building of an university hostel. But they need time to be completed. Thus, we have selected as case studies, after interviews and analysis, three initiatives: the first concerns a former barrack gave back to the local population for housing and commercial activities, the second a drill area re-naturalized and hosting an exhibition hall; the third a former barrack transformed in a business incubator

3.1.1. MUNICIPALITY of CODROIPO (Udine)

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Number of military brownfields in the region

Codroipo is a middle-sized Municipality (15.551 inhabitants and 73,6 km2 surface) located in the central and plain area of Friuli. It is rich of military brown-fileds, as its strategic position near the Tagliamento river (the main river in the region) and due to the fact that in the First World War it hosted one of the military outpost against the Austrian counter-offensive. Actually, 4 of these brown- fields are owned by the Municipality, thanks to the transfer from the Central State in 2001, while the remaining others are still working (this is for instance the case of the military airport of Rivolto, which hosts the acrobatic air patrol of “Frecce Tricolori”) or deserted (one shooting range, two fuel depots and several bunkers and pillboxes) but the ownership remains to the central State. Codroipo's brown-fields have been assessed during FATE Activity 3.4

Restructured military brownfields

The only brown-field which have been restructured is the former “Candotti” barrack. There was also the attempt to convert an other large brown-field, that in the past was used as a gunpowder magazine, in a park to host big events (as music festivals, popular meetings, etc.): the project was ready and there was also the regional financing. But at the end, due to the change of the political strategy after the elections, anything was done and the initiative fall through. In 2006 there was a very interesting cooperation between the Municipality and the University of Trieste – Department of Architecture so to imagine, involving the creativity of the students, a possible reconstruction of two blockhouses. The initiative led to the drafting of 23 projects, some of them very valuable, and the results were collected in an exposition and in a book. Thus, the ideas do not lack, what now is lacking are the funds!

Type of restructured military brownfields

The brown-field restructured was a former barrack located in the centre of the town. The size of the premises is 5.500 m2 and the site now hosts a parking area for 60 cars, a little square and a building with 21 flats assigned to low-income families and 6 shops.

Initiators of restructuring

The Municipality was the director of the whole operation. The former barrack was located in the centre of the town, in an area densely populated. As the ancient building was collapsing and the site was largely deteriorated (ruins, garbage, rats...), endangering the wellness of the whole neighbourhood, it was necessary to act restructuring the building and renovating the area. So the Municipality started to thing how to transform the brown-field and, of course, how to finance it. In that period there were national facilities (law DPR n. 76, 20.03.2003) for municipalities and public institutions creating houses to be rent to low-income families: the Municipality of Codroipo immediately took this opportunity, drafted the project and obtained part of the funds required for the restructuring of the area.

Conditions for transfer of ownership

No one draw any condition for the transfer of the brownfield. The submission of a project proposal, prepared by the technical department of the Municipality and by external architects, was necessary only to gather the public funds.

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Objectives of reconstruction

The transfer of the brown-field took place in the framework of a national law – the D.Leg. n. 265 of 25.05.2001 – that set the reassignment of lots and lots of former military sites from the central to the local authorities. In Friuli Venezia Giulia 100 brown-fields were transferred: they were transferred first to the Regional Administration and then assigned to the local municipalities. No objectives had been set, it was only a transferring of ownership and responsibility.

Price for the transfer of military brownfields

The transfer of the brown-fields was carried out for free. Italian Republic was no more able to maintain hundreds of dismissed military brown-fields: as the managing and restructuring costs were higher, it preferred to give them for free to local authorities.

Other conditions for the transfer of military brownfields

The ownership was transferred from the State to the Municipality, by means of the Regional Administration, and no special conditions were set.

Financing of reconstruction works

The whole cost of the restructuring operation was 4.425.000 Euro. The expenditures were covered partially thanks to a national contribution of 1.950.000 Euro for the facilitated housing; there was also a regional funding of 365.000 Euro for the car park. The remaining cost were held by the Municipality with own financial resources (the Municipality sold also a building inherited so to finance the operation).

Timing and milestones of reconstruction

The transfer of the brown-field occurred in 2001. In 2003 there was the opportunity to gain a national contribution for the housing, so the Municipality prepared a first project and submitted the request for contribution. In 2005 the project had been approved and the Municipality immediately drafted an executive project, approved the new city plan and contracted the building according to the public procurement rules. Works went on till 2009, also if the car park was ready in 2008. Now the building is finished and the first families are going and moving in their new flats. Part of the shops of the ground floor has already been sold and the others are now being sold, so they will soon be opened.

Management of the reconstruction process

The Municipality owns the building and the surrounding area. It directly manages the car parks, the little square, the common areas and the traffic connections. For what concerns the building, the Municipality signed an agreement with a regional institution responsible for the family facilitated housing: this institution will select the tenants and manage all the relationships with them. On the other hand, the shops will be definitively sold and the owners will manage them.

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Financing of operational costs

The operation has its own financial sustainability and is not expected to be onerous for the Municipality. Rather there is the possibility for the local administration to get some income to be invested in further social initiatives. For part of the car park, you have to pay to use it. Shops are now being sold and with this revenue the Municipality will cover the internal financial resources invested in the project. Finally, for what concerns the flats rented, the earnings – not too high, as the price will be kept low so to support needy families – will be used to pay the managing institution and the maintenance of the building.

Government’s motives

The central government is no more able to manage lots of brown-fields all around Italy and has not enough funds to restructure them. So it decided to gave them to local authorities, hoping that they would take care of them.

Main results of the reconstruction

The Municipality is proud of the project carried out, as it recovered a deserted and collapsing brown- field and improved and renovated the centre of its town. In terms of public image, renting apartments to low-income and needy families will guarantee also a social value to the operation. Also the financial results are expected to be favourable: the return on the investment is already positive.

Impact on local community

The reconversion initiative has just been finished, so it is too much soon to talk about impacts. For the local community there is the availability of four flats for very needy persons (old people or persons in trouble). The making of six new shops will enlarge the offer of commercial areas, contributing to the creation of new jobs and to the revitalization of the city economy. The square could function as a gathering pole for young people and families. This experience could be replicated in other areas of the region.

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3.1.2. MUNICIPALITY of MONFALCONE (Gorizia)

Number of military brownfields in the region

Monfalcone is a middle-sized Municipality (28.036 inhabitants and 20,5 km2 surface) located in South-East of Friuli Venezia Giulia, between the sea and the Karst mountains. In its territory there was the presence of a military brown-field used as a drill camp and firing range, dismissed at the beginning of '90s and gave back to the Municipality. No other barracks or brown-fields were present.

Restructured military brownfields

One site was reclaimed and reorganised.

Type of restructured military brownfields

The brown-field restructured was a drill and firing area in the Karst mountains, located in the Northern territory of the Municipality. The area originally belonged to Monfalcone Community, used for forestry and pasture, and it was confiscated by the Army after the second World Wars. At the beginning of '90s, after the end of the Cold War, the army left the site and gave it back to the local community. It is a wide natural area which hosted trenches of the First World War, one little cottage and about 60 bunkers. With the operation, about 9 hectares were reclaimed and reconverted and two new buildings of about 250 m2 were built up. The first building is an exhibition hall and an information centre to promote the surrounding natural area; the second is a refreshment hall. These constructions were built according to the rules of the environment-friendly architecture: local and natural materials and low impact on the surrounding environment. They are also provided with a plant for the phyto-depuration. The site is an area of the Nature 2000 network (IT 3341002 Karst). The reorganisation was aimed at the re-naturalisation of the area which suffered for environmental damage and desertification. The Municipality cooperated with the University of Udine for the repopulating of the site with native species: peregrine falcon, Karst goat, Istrian sheep, Karts moor. They fenced in parts of the brown-field, brought into the animals and fed them. The project succeed and in few years the population of animals grew up and the native vegetation prospered. Tracks for walking or for mountain-biking were created and the fences of the First World War were restructured. Now the area is visited by schools, naturalists, tourists and hang out by local residents for walking and biking.

Initiators of restructuring

The operation moved from a councillor of Monfalcone Municipality and from his environment- friendly mind. He was concerned for the bad conditions of the area, very deteriorated due to the presence of the former military site, the nearby motorway and the crossing of the gas pipeline. When he knew that there was a call for proposal in the framework of the Kover programme aimed at the requalification of the dismissed military sites, he drafted a reconversion plan and immediately activated the Municipality administration so to gain the contribution.

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Conditions for transfer of ownership

No conditions were set. The project proposal were drafted only to obtain the public funding for the specific interventions (Konver, ERDF Objective 2 2000-2006, FEASR). The internal staff of the Municipality prepared them.

Objectives of reconstruction

The transfer took place in the framework of the general military dismission subsequent to the end of the Cold War.

Price for the transfer of military brownfields

No price had been set and the State gave back for free the brown-field to the Community. Then, as Konver Programme required the Municipality to be the legal owner of the site to be converted, the Municipality officially acquired it from the Community. But it was only a formal step, an accounting operation, and a no real financial flows were generated, considering that normally the Municipality manages the propriety of the Community.

Other conditions for the transfer of military brownfields

No conditions were set: the Army gave back what it had took.

Financing of reconstruction works

The operation started with a contribution of 1.047.209,33 Euro from the EU Programme Konver 1995-1999: 725.000 Euro for the building and the remaining for the clearing and the enhancing the natural value of the surrounding site with hiking trails, signals, etc. The reconstruction was enriched by the building of a refreshment hall wholly financed with the internal resources of the Municipality (430.000 Euro) and by other interventions aimed at increasing the value of the natural area (creation of an artificial lake for the animals and the birds, signals, tracks,...) financed by ERDF Objective 2 2000-2006. In parallel, the fences of the First World War were restructured thanks to the contribution of ERDF Objective 2 2000-2006 (190.000 Euro) and with Municipality's own financial resources (100.000 Euro). Now the Province of Gorizia has communicated the award of 100.000 Euro for the further enhancing of the area.

Timing and milestones of reconstruction

The Regional Government ratified the Municipality's ownership of the site in 1984, but only in September 1997 the transfer became effective and the Municipality took possession of the brown- field. In 1999 the Municipality formally acquired the brown-field from the local Community, as the Kover Programme requires the full ownership of the sites, and in June 1999 the reconstruction started. In December 2001 the first intervention sponsored by Konver programme was finished (exhibition hall and info centre, reclaiming, fencing and improving of the site). The refreshment hall, wholly financed by the Municipality, was inaugurated in April 2003, after six months of works. The works for the creation of the artificial lake and for enhancing the value of the natural asset started in April 2005 and ended in May 2006. Finally, the recovering of the military fences of the First World

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War was made in two steps: from December 2004 to June 2005 with ERDF Objective 2 funds and from February 2008 to September 2008 with Municipality financial resources.

Management of the reconstruction process

The Municipality with a public procedure contracted to a no-profit organisation the management of the site. It was agreed that the the Municipality paid this organisation for taking care and managing the buildings, cleaning the site and looking after the animals. This contract has just expired and now the Municipality is organising an other call for tenders for the appointment of the managing organisation who will be in charge of the same tasks.

Financing of operational costs

The maintenance of the building and the site costs 8.000 Euro per year and these expenditures are wholly covered by the Municipality. Moreover, the Municipality pays 20.000 Euro per year to the organisation in charge of the managing of the area. This operation was not conceived to generate revenues: people do not pay to visit the area and the exhibition hall. The aim of the operation was the enhancing of the environment, the boosting of the local tourism and the creation of educational trails, and no to make profit.

Government’s motives

The Government didn't influence the reconversion. Of course it is general interest that brown-fields and deteriorated sites are re-qualified. The Regional Administration, funding part of the interventions, considered valuable the operation proposed by the Municipality.

Main results of the reconstruction

The Municipality is proud and satisfied of the operation. A wide area suffering from environmental deterioration has been re-qualified and restructured. The native flora repopulated the site, the goats and the sheep grew up and the wide animals take refuge. The biodiversity of animals and plants now is again rich, after years of decay. The exhibition hall was also awarded in a competition of bio- architecture held in Venice. Every year about 2.500 tourist come and visit the site and this is a positive result for the development of Monfalcone.

Impact on local community

The impact on the local community and on the region is very positive since the area where the brown-field is located belongs to a natural protected area (see http://www.parks.it/riserva.laghi.doberdo/Eindex.html ). The naturalistic trails built up are connected to the trails of the neighbouring territories and parks. The military fences of the First World war restructured are networked with other regional historical finds and museums. The area now can offer new appeals for tourists and for citizens.

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3.1.3. MUNICIPALITY of SPILIMBERGO (Pordenone)

Number of military brownfields in the region

Spilimbergo is a middle-sized Municipality (12.054 inhabitants and 72,5 km2 surface) located in Western Friuli, in the high plain at the foot of the mountain area. In its territory there is a former brown-field in the city centre already recuperated, three other large former military sites in the countryside, deserted or only partially reorganized, and an other barrack still working. All these sites have been assessed during FATE activity 3.4

Restructured military brownfields

In the historical centre of the town the former Bevilacqua barrack was restructured thanks to EU Konver Programme and transformed in a business incubator in 2002. Part of an other large brown- field in the countryside (former barrack of Tauriano), whose ownership was transferred to the Municipality in 2001, was restructured thanks to the initiative of a local association, financed by a private company, and now it hosts events and town festivals. Presently there is an other interesting project aimed at transforming a huge brown-field (Former barrack of Vacile) in a photovoltaic park: the propriety of the site has just been transferred, the feasibility studies have been done, the spatial plans are ready and the works are likely to start soon. The fourth brown-field owned by the Municipality (former barrack of Istrago) is wholly abandoned, also if the Municipality is assessing plans and opportunities (it is not excluded the building of a second photovoltaic park).

Type of restructured military brownfields

The brown-field restructured was a former barrack, built in 1910, located in the centre of the town. The size of the premises is 5.700 m2 and the site now takes an underground park area (on two levels for 240 cars), and a two floor building hosting a business incubator. The covered surface of the incubator is 3.380 m2: 12 handcraft workshops (610 m2), 20 high-tech workshops (1.330 m2), BIC headquarters (570 m2) and common services and meeting rooms (870 m2).

Initiators of restructuring

The restructuring initiative belonged to the Municipality, supported by the Regional Administration through the provision of EU Kover Programme. The reconversion project moved from the need to reorganise a dismissed and deserted site located nearby the medieval centre of Spilimbergo. This area had been purchased by the Municipality from the Central State at the beginning of '90s with the project to demolish it and to build up an housing centre. Then the local administration changed after the elections and the new major opposed the original project, so he started to prepare new projects and to assess their feasibility. In 1998 there was the first call for proposal for Konver programme and the Municipality, with the close cooperation of Trieste Business Innovation Centre (BIC) – already present with own premises the industrial area of Spilimbergo – draw a project aimed at transforming the former barrack in a business' incubator.

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Conditions for transfer of ownership

The Municipality of Spilimbergo bought the brown-field and the transfer was not conditioned. The submission of a project proposal, prepared by the technical department of the Municipality in cooperation with BIC, was necessary only to gather the EU Konver funds.

Objectives of reconstruction

The Municipality purchased the site on its own initiative, negotiating the transfer directly with the central government. No objectives and content were set by the State. Then, as the Municipality applied for Konver ERDF financing, some objectives and obligations were set. The operation achieved the targets and goals foreseen and the Municipality respected the obligations set.

Price for the transfer of military brownfields

The Municipality paid about 125.000 Euro so to buy the brownfield, and that price was lower than the commercial value of the site. However, Italian government was interested in dismissing part of its deserted brownfield (in 2001 and 2007 it gave them for free!).

Other conditions for the transfer of military brownfields

The ownership was transferred directly from the State to the Municipality and no conditions were set.

Financing of reconstruction works

The Municipality gained a contribution of about 7 Meuro in the framework of EU Programme Konver (1995-1999) and the whole operation, including some interventions for the road connections, was financed by this funds.

Timing and milestones of reconstruction

In 1998 the Municipality prepared a project proposal and gained the contribution of EU Konver Programme. As one of the main conditions was the closing of the operation within December 2001, building activities started immediately and went on very quickly, day by day, till December 2001. Of course it was not easy, as there were also bonds set by the Arts Superintendency for the external walls of the building and as a ditch had been deviated. At the end of 2001 the works were closed and the building inaugurated. At the beginning of 2002 it was sign an official agreement between the Municipality and BIC and in September 2002 BIC moved and opened its offices in the restructured brownfield. So to remember this process and to thank the EU for the contribution, the site changed its name and was called “Corte Europa”.

Management of the reconstruction process

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For what concerns the car park, in force of a specific agreement it is managed by an external company commonly involved in the managing of car parks. The buildings, on the other hand, since 2002 are managed by BIC (an agreement of commodate had been signed). The agreement between Municipality and BIC is expected to end in December 2010: now the parts are deciding how to go on.

Financing of operational costs

For the Municipality there aren't any maintenance costs, as they are carried out by BIC. BIC takes care of all the expenditures related to plants and building maintenance, power and heat consumptions, insurances, cleaning, telephone central operator, common services. Companies hosted in the incubator pay an annual rent (55,00 euro/m2 for the workshops located at the grown floor and 60,00 euro/m2 for the ones located at the second floor),plus their own telephone and consumption costs invoiced. After the first two/three years, when there were high maintenance expenditures – the building needed to be optimized – and the incubator was not full, at the end of the year there was a balance for the BIC between costs and revenues.

Government’s motives

The central government didn't condition the restructuring project. The Regional Administration, assigning the Konver funds, judged Spilimbergo's project valuable, innovative and strategic for the development of the local entrepreneurship

Main results of the reconstruction

For what concerns the Municipality, local administrators are satisfied for the reconversion of the brownfield. At the end of the operation, the recovering didn't require any internal financial resource as it was financed by Konver Programme. The city town benefited from the restructuring and renovation of the area and from the availability of a new large car park. Also from an architectural and aesthetic point of view, the intervention has been judged very smart. Moreover, the incubator meeting room is at disposal of the Municipality and local community for conferences, exhibitions and events. Spilimbergo is famous all around the world for mosaic works: it hosts an international school and several mosaic workshops. In the agreement with BIC, the Municipality asked the reservation of some spaces at the grown floor for mosaic workshops, so to support and increase the visibility of the local expertise.

Impact on local community

BIC judge positively the experience of the Incubator Corte Europa. The spaces of the incubator had been saturated in 2004, in the second year of activity. At the moment there are 33 companies in the incubator and about 70 employees. Other 20 companies had been hosted in the incubator at the beginning of their life and then found their own headquarters, and the level of satisfaction for the services provided is high. Since the first semester of 2009 BIC belonged to the national institution Sviluppo Italia (now the ownership have been transferred the the Regional Administration) and the incubator, placed in a network of lots of incubator all around Italy, was considered the most beautiful in Italy and one of the most virtuous.

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3.2. Slavonia and Baranja County, Croatia

Number of military brownfields in the region

There are total of 6 military brovnfields in Osijek-Baranja County: Barrack Našice, Barrack Dračice Đakovo, Barrack Beli Manastir, Command Osijek, Barrack Gaj Osijek and Barrack Drava Osijek.

Restructured military brownfields

There are 2 restructured brownfields and 3 restructuring processes in Osijek-Baranja Couny. In Barrack Gaj Osijek we have two restructuring processes. First is related to TERA(Technology Development Centre Osijek) and the second is related to University (Department of Mathematics, Department of Physics and Department of Biology). Second brownfield is Barrack Drava which has been restructured into University Campus.

Type of restructured military brownfields

In all 3 cases it was the barracks that have been restructured. The size of Barrack Drava was 232.048,00 m2 and size of Barrack Gaj was 5.495,25 m2. Barrack Gaj has been restructured into Technology Development Centre Osijek and University Departments while Barrack Drava has been restructured into University Campus.

Initiators of restructuring

The initiative came from Government of the Republic of Croatia, Ministry of Science, Education and Sports and from Osijek-Baranja County. Motive for the restructuring was realization of the project Department of Mathematics, Department of Physics and Department of Biology.

Conditions for transfer of ownership

There were two project proposals: 1st Restructuring of military facilities, prepared on national level and 2nd Elaborate on Justification of Capital Investments of Josip Juraj Strossmayer University of Osijek, prepared by University.

Objectives of reconstruction

Transfer was a part of a broader agreement. The objectives were set on national level in the document called Restructuring of Military Facilities. The objectives were achieved.

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Price for the transfer of military brownfields

There was a negotiation process between the City of Osijek and the University in order to set the goals of restructuring. The goals were set mutually. The transfer was for free.

Other conditions for the transfer of military brownfields

The facility was transferred to the University according to the conditions stated in the Urbanistic Plan of the University.

Financing of reconstruction works

The reconstruction was financed with long-term bank loan. It was repaid from the National Budget.

Timing and milestones of reconstruction

 4th of September 2001 – Barrack Gaj has been given to the University;  2002 – Senate of the University accepted the Program of Capital Investments that includes restructuring of former military barrack Gaj;  Funds had been assured in National Budget, Beneficiary is the Ministry of Science, Education and Sports and the guarantor is the University of J.J.Strossmayer Osijek;  Reconstruction has begun in fall of 2001. In 2002 the Department of Mathematics has been put into action.  The adaptation of former military barrack was finished in December of 2003. During 2004 the facilities had been equipped;  In academic year 2004/2005 the Department of Biology and Department of Physics begins with work.

Management of the reconstruction process

University of Josip Juraj Strossmayer of Osijek / Technology development Centre Osijek

Financing of operational costs

Campus, faculties: operational costs are financed from the National Budget. Technology Development Centre runs technology based business incubator, and performs other commercial activities related to innovations. It collaborates with the Ministry of Science, Education and Sports on different project, and in general provides the following services:  providing information and practical consulting on market opportunities, European legislation, etc.;  assisting SMEs to find suitable partners  assisting SMEs to create synergies with researchers in order to foster technological co- operation  providing support in commercialization on EU market  providing support in technology transfer process from EU market to Croatia

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Part of the income gained from these services is used for operational costs of the Centre.

Government’s motives

The Government of the Republic of Croatia decided to invest in scientific and SME support facilities by restructuring military facilities.

Main results of the reconstruction  Improved education possibilities aligned with Bologna Process;  Increased number of technology based start-ups/companies;  Improved collaboration between business and scientific community.

Impact on local community  Further development of the University (new faculties, more and better equipped university facilities, etc.);  Growth of the local economy;  Growth of self-employment;  Creation of new jobs;  Raised level of awareness about the importance of innovations support;  University, County of Osijek Baranja and City of Osijek have nominated the project titled “TEHNOPOLIS” for the first part of Structural funds which will be at the disposal to Croatia, in the moment of accession to the EU. Technology Development Centre is leading the process.

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TECHNOLOGY DEVELOPMENT CENTRE www.tera.hr

University of J.J.Strossmayer in Osijek - UNIVERSITY CAMPUS, ACADEMY OF ARTS, ELECTRO-ENGINEERING FACULTY

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3.3. Subotica, Vojvodina Province, Serbia

3.3.1 “PETAR DRAPŠIN” Military Brownfield

Number of military brownfields in the region

3 military Brownfield are located on the territory of North Bachka Region/District in Subotica which are planned to be transformed for the purpose of economic development:

1. ''Petar Drapšin'' brownfield, 2. Polygon "Radanovac" brownfield 3. ''Kosta Nađ'' brownfield,

Restructured military brownfields

None.

The plans and studies are being prepared for the reconstruction of ''Petar Drapšin'' brownfield and Polygon "Radanovac", while for ''Kosta Nađ'' Brownfield it has been started procedure for transformation, i.e. to be undertaken from central state's Ministry of defense by the City of Subotica local self-governance.

Type of restructured military brownfields

Petar Drapšin brownfield area is 21Ha 08 a, 23 m². The volume of the objects on that surface is 27.200 m³.

Brownfield will be used for commercial purposes. Urban project was completed in 2007, and it was adopted in 2010.

Initiators of restructuring

Initiative of the municipality of Subotica.

Conditions for transfer of ownership

Yes, national authorities have conditioned the transfer of the Brownfield by paying.

Petar Drapšin brownfield- transfer of rights of using: 121.406.330,70 RSD

Objectives of reconstruction

N/A

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Price for the transfer of military brownfields

Agreements were concluded between Republic of Serbia and the city of Subotica for transfering the rights of using property of Petar Drapšin brownfield . It was set up by the Ministry of Defence and is to be paid by the City of Subotica, which has insured money from loans.

Other conditions for the transfer of military brownfields

Brownfield has been transferred to the city of Subotica.

Financing of reconstruction works

Reconstruction will be funded from loans raised by the city of Subotica

Timing and milestones of reconstruction

Process has just begun.

Management of the reconstruction process

Public enterprise ''Economic-technological parks ", Subotica (JP ''Privredno- tehnološki parkovi“, Subotica).

Financing of operational costs

Operational costs are financed from the loan.

Government’s motives

Main motive was establishing an environment and infrastructure for economic development.

Main results of the reconstruction

N/A

Impact on local community

N/A

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3.3.2. “POLYGON RADANOVAC” Military Brownfield

Number of military brownfields in the region

3 military Brownfields are located on the territory of North Bachka Region/District in Subotica which are planned to be transformed for the purpose of economic development: 1. ''Petar Drapšin'' brownfield 2. Polygon "Radanovac" 3. ''Kosta Nađ'' brownfield- land registry number 45

Restructured military brownfields

None. The plans and studies are being prepared for the reconstruction of ''Petar Drapšin'' brownfield and Polygon "Radanovac".

Type of restructured military brownfields

Polygon "Radanovac" area is 123 Ha. The volume of the objects on the surface is 11000 m³. Project on detailed Regulation will be done by December 2010.

Brownfield will be used for commercial purposes. Urban project was completed in 2007, and it was adopted in 2010.

Initiators of restructuring

Initiative of municipality Subotica

Conditions for transfer of ownership

Yes, national authorities have conditioned the transfer of the Brownfield by paying. Polygon "Radanovac"-transfer of rights of using: 57.441.020,28 RSD

Objectives of reconstruction

N/A

Price for the transfer of military brownfields

Agreements were concluded between Republic of Serbia and the city of Subotica for transfering the rights of using property Polygon "Radanovac".. It was set up by the Ministry of Defence and is to be paid by the City of Subotica, which has insured money from loans.

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Other conditions for the transfer of military brownfields

Brownfield has been transferred to the city of Subotica.

Financing of reconstruction works

Reconstruction will be funded from loans raised by the city of Subotica

Timing and milestones of reconstruction

Process has just begun.

Management of the reconstruction process

Public enterprise ''Economic-technological parks ", Subotica (JP ''Privredno- tehnološki parkovi“, Subotica)

Financing of operational costs

Operational costs are financed from the loans.

Government’s motives

Main motive was establishing the environment and infrastructure for economic development.

Main results of the reconstruction

N/A

Impact on local community

N/A

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3.4. Sarajevo Canton, Bosnia and Herzegovina

Number of military brownfields in the region

In 2006, Ministry of Defense of Bosnia and Herzegovina has sent information to the Presidency of Bosnia and Herzegovina about non perspective facilities/locations for Army Forces of Bosnia and Herzegovina. After this information B&H Presidency has brought decision in July 2006 about size, structure and locations of BiH Army Forces, and in January 2008 Decision about changes and amendments of a first decision that defines perspective military locations for Army Forces of Bosnia and Herzegovina. Total number of military locations is 69, 21 in the Republic of Srpska and 48 in the Federation of Bosnia and Herzegovina. Number of non perspective military locations is 54, 11 in Republic of Srpska and 43 in Federation of Bosnia and Herzegovina. Till now, 21 military locations can be handover to the entities, which will define final purpose of these locations.

In a Sarajevo Canton there are 10 perspective and 29 non perspective military locations. Out of 29 non perspective locations, 4 are temporary needed to Army Forces. These 4 locations will be handover to civil authorities in certain period of time. 3 locations are ready for handover to civil authorities. 16 locations are already handover to certain levels of civil authorities and some of them are used by BiH Court. Municipalities show an interest in these location and some of them already create project for future economic development use of these sites (Municipality Hadžidi).

Restructured military brownfields

Until now, only three non perspective military location/objects have been already handover, reconstructed completely and in use:

SURFACE SIZE OF LOCATION CITY/ NO OF NO TYPE PERSPECTIVES AREA BUILDINGS NOTE NAME MUNICIPALITY BUILDINGS (M2) (M2) Vojna Hospita Nonperspectiv Sarajevo/Centa 1 22.000 7 Handover Bolnica l e r Handover in 1996 Kasarna and one Nonperspectiv Sarajevo/Centa 2 Maršal Barrack 309.000 45 part is e r Tito sold to American Embassy Kasarna Nonperspectiv Sarajevo/Novi 22 Ramiz Barrack 28.000 B&H Court e Grad Salčin

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Type of restructured military brownfields

As already mentioned, only three military objects have been completely handover – two barracks and one hospital. Former military object Vojna bolnica is renamed in Opda bolnica “Abdulah Nakaš”,but kept its function not for solider but for all citizens, former barrack Maršal Tito is partly used by the various departments of the Sarajevo University and one part is sold to American embassy, Ramiz Salčin barrack is reconstructed and used by B&H court.

Initiators of restructuring

Reconstructing of brownfields was done by initiative of government, but different levels (state level and Canton Sarajevo), and according proposal of beneficiaries and their concrete needs.

Conditions for transfer of ownership

Related data about this issue available to authorities. It is important to note that, in 2005 the High Representative issued decision enacting the Law on the Temporary prohibition of Disposal of state property of Bosnia and Herzegovina. This Law will stay in force until enacting Law of state property disposal.

Objectives of reconstruction

Because of above mentioned decision on Law, it is forbidden to converse military property, except exceptional circumstances (which is allowed only to Commission for state property). Purpose of these three completely reconstructed objects were already decided, according previous usage and specific needs.

Price for the transfer of military brownfields

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1 of 3 reconstructed military objects is used by state authorities (Court), as known Embassy of USA paid for ex military object, but exact price unknown.

Other conditions for the transfer of military brownfields

N/A

Financing of reconstruction works

New American embassy complex covers 11.0000 m2 Total value of construction new buildings is more than 105 millions $. For other objects not available exact expences of investments.

Timing and milestones of reconstruction

Reconstruction lasted for more than two and half years, preparation of conversion probably about two years.

Management of the reconstruction process

Current users and owners of objects.

Financing of operational costs

Own resources of users.

Government’s motives

N/A

Main results of the reconstruction

N/A

Impact on local community

During construction of new embassy complex more than 100 local constructors were hired, and almost total value of project is spent in local economy.

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3.5. Braila County, South-East Development Region, Romania

3.5.1. The Decommissioned “Corporal Musat” Military Base

Number of military brownfields in the region

A number of two military units have been closed in the Braila County, included in the South-East Development Region. The two military brownfields are to be converted to civilian uses:

1. “Corporal Musat” Military Unit, Braila Municipality 2. Silistea Military Unit, Silistea Commune

Restructured military brownfields

The single closed military unit presently undergoing a restructuring process is the “Corporal Musat” Military Unit.

Besides the use as residential assembly (architectural height consisting of semi-basement floor+ ground floor + 3 to 4 floors or semi-basement floor + ground floor + 8 to 10 floors) the assembly will also include uses of municipal interest (4-5 diamonds luxury hotel including a conference hall, the premises of the Municipality Hall in the area of the Monument Park), business centres (head offices, offices, branches of banks). There are proposals for district endowments – administrative spaces, multi-purpose civilian assembly (library, club, assembly hall and restaurant), educational units, multi- purpose health centre, community police spaces, commercial spaces and pubs organized as commercial streets, service delivery spaces, general store and market place.

Type of restructured military brownfields

The brownfield of the former “Corporal Musat” military unit covers 9.7 ha.

At present the brownfield contains a number of 47 barracks with a gross building area of 18,686 square meters and a gross floor area of 22,874 square meters.

The closed military units will be converted to civilian uses. The zonal urban plan has been developed in 2009 and has been approved following Order 37N/2000 by the Ministry of Public Works and Spatial Planning.

Initiators of restructuring

The military brownfield redevelopment was the initiative of the Braila Municipality.

Conditions for transfer of ownership

The governmental authorities did not make any claims for the payment of any amount in relation to the transfer of the closed military unit. The process of transfer from the Ministry of National Defence

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to the Administrative Territorial Unit of the Braila Municipality was based on a protocol of handing- over and taking-over, and the minutes of hand-over and take-over meeting registered with sequential number 17491 of May 7, 2008.

Objectives of reconstruction

The objective of the redevelopment work is to create a residential assembly called the “Corporal Musat” Residential Assembly.

Price for the transfer of military brownfields

Following the Governmental Decision 325 of March 26, 2008 the land and the buildings have been handed over to the Administrative Territorial Unit of the Braila Municipality based on the hand-over / take-over protocol registered with the sequential number 17491 of May 7, 2008.

The protocol does not specify any transfer payment.

Other conditions for the transfer of military brownfields

The closed military unit has been transferred to the Braila Municipality.

Financing of reconstruction works

The reconstruction works are to be financed from both public and private funds.

Timing and milestones of reconstruction

The reconstruction process is in progress.

Management of the reconstruction process

The management of the process is provided by the Local Council of the Braila Municipality.

Financing of operational costs

The operational costs are to be covered from combined financial resources.

Government’s motives

The reason for which the Romanian Government decided to transfer the military brownfield to the Braila Municipality was the development of a residential assembly including residential, commercial and office spaces, and upon completion of the redevelopment works, 20% of the residential spaces are to be distributed to the military personnel.

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Main results of the reconstruction

The main results of the reconstruction process are as follows:

- construction of the residential and access infrastructures in the area

- sustainable economic development

Impact on local community

The project is:

- to provide residential spaces for the military personnel;

- to provide a restored access infrastructure;

- to clean up the contaminated military brownfield;

- to provide the local community with civilian facilities

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3.6. The IAŞI MUNICIPALITY, North-East Development Region Agency, Romania

Number of military brownfields in the region

The counties of the Nort-Est Development Region include a large number of military brownfields: SATU MARE COUNTY: Satu Mare, Carei, Ardud, Livada, Negresti-Oas, Tasnad military brownfields; SUCEAVA COUNTY: Suceava, Suceava-Mihoveni, Gura Humorului, Campulung Moldovenesc, Falticeni, Radauti, Vatra Dornei, Brosteni, Cajvana, Dolhasca, Frasin, Liteni, Milisauti, Salcea, Siret, Vicovu de Sus, Solca military brownfields; NEAMT COUNTY: Secuieni, Piatra Neamt, Roman, Bicaz, Roznov, Targu Neamt military brownfields; JASSY COUNTY: Jassy, Pascani, Harlau, Targu Frumos, Podul Iloaiei military brownfields; GALATI COUNTY: Galati, Tecuci, Beresti, Targu Bujor military brownfields; BOTOSANI COUNTY: Botosani, Dorohoi, Bucecea, Darabani, Flamanzi, Saveni, Stefanesti military brownfields; BACAU COUNTY: Bacau, Gheraiesti, Parancea, Moinesti, Onesti, Buhusi, Comanesti, Darmanesti, Slanic Moldova, Targu-Ocna military brownfields; VASLUI COUNTY: Vaslui, Barlad, Husi, Murgeni, Negresti military brownfields VRANCEA COUNTY: Focsani, Adjud, Marasesti, Odobesti, Panciu military brownfields.

Restructured military brownfields

A number of 6 military brownfields have been restructured so far. They are: Secuieni, Vaslui, Suceava-Mihoveni, Dorohoi, Bacau, gheraiesti and Parancea brownfields.

Type of restructured military brownfields

Most of the military bronwfields used to be in the possession of radio-location military units. The sizes of the premises, the built-up area and the practicing grounds account for 10,391.50 m2, 12,763.50 m2 and 327,768.00 m2. The new uses of military brownfields include: social housing, prisons, social asylums for the old people, or medical assistance centres, a centre for the care of the wandering kids, etc.

Initiators of restructuring

- North-East Development Region Agency; - Romanian Agency for Foreign Investments; - National Administration of Prisons; - Secuieni Commune Council; - Ministry of Justice, - Ministry of National Defence.

Conditions for transfer of ownership

For instance, when transferring a military brownfield to the administration of the Bacau Prison, the Ministry of National Defence did not request the beneficiary to submit a restructuring project, because of the scarcity of funds of the latter. This made it impossible to promptly start the

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rehabilitation works after transfer. At present, the respective site continues to be administered by the Bacau Prison, but without any guarding.

Objectives of reconstruction

The transfer of the military brownfield has been made following the Decision of the Romanian Government 204 of February 28, 2002. The National Administration of Prisons and the Ministry of National Defence have signed a protocol and an official report concluded between the two institutions for taking over the respective brownfield, whose size is 5.2 hectares (including land and premises).

Price for the transfer of military brownfields

In the case of other military brownfields, there were negotiations with the Roman Diocese, which is interested to build a centre for care of the wandering kids and with the Ministry of Justice, which is interested to set up a social asylum for the old people, and both of them expressed their will to take over the fixed assets of the military brownfields. No price was set.

Other conditions for the transfer of military brownfields

The transfer was made to the National Administration of Prisons and the Roman Diocese.

Financing of reconstruction works

The new administers paid the costs of the reconstruction works.

Timing and milestones of reconstruction

In the case of the National Administration of Prisons, the preparation period till actually put in new use lasted 6 months, because only a part of the taken-over military brownfield was reconstructed. In the case of the Roman Diocese, the restructuring process lasted more than one year due to the scarcity of money at the taking-over date.

Management of the reconstruction process

The managers are the National Administration of Prisons and the Roman Diocese.

Financing of operational costs

The operational costs are financed by the National Administration of Prisons from budgetary allocations and by the Roman Diocese from own sources.

Government’s motives

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The main motive for the Government’s decision was restructuring and modernization of the armed forces and support of the urban regeneration actions by local administration bodies.

Main results of the reconstruction

The National Administration of Prisons is able to ensure imprisonment conditions in comply with the requirements of the EU regulations in force. The Roman Diocese has met a local urgent need for social charity.

Impact on local community

Social balance.

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3.7. South-West Development Region, Romania

Number of military brownfields in the region

The South-West Development Region – Oltenia includes the following military brownfields: Slatina military brownfield in Olt County, Craiova military brownfield in Dolj County, Pojogeni and Runcu military brownfields in Gorj County, Vanju Mare brownfield in Mehedinti County, Bujoreni and Vladesti brownfields in Valcea County.

Restructured military brownfields

Until now only the Pojogeni (Gorj County) and the Vladesti (Valcea County) military brownfields have been restructured.

Type of restructured military brownfields

The former ammunition and weapons storehouse of the Pojogeni military unit totalling 10,303 m2 has been change into a prison. The overall area of the land and premises totals 617,654 m2. All the premises of the Vladesti Military Unit have been transferred to the University of Pitesti together with the land totalling 28 hectares (the land used as military training and weapons practicing grounds).

Initiators of restructuring

The Romanian Government and the local administration bodies had the initiative of restructuring the brownfields. The military brownfields have been transferred to the local administration bodies, ministries, local, municipal or county councils upon request, following a Decision of the Romanian Government with a view to execution of local utility works. One of the reasons was expropriation of the lands administered by the Ministry of Defence and change of their status to public utility for Local Public Administration with a view to building parks, sports facilities, social housing, etc.

Conditions for transfer of ownership

The national authorities conditioned the transfer of the brownfields with the submission of projects prepared by the actors involved in the restructuring of the respective brownfields. In the afore- mentioned cases, the Targu-Jiu Town Prison has prepared the project for transfer of the Pojogeni military brownfield and the University of Pitesti has developed the project for transfer of the Vladesti military brownfield.

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Objectives of reconstruction

The transfer of the Pojogeni military brownfield was part of a broader agreement between the Targu-Carbunesti Mayorship, the Gorj County Council and the management of the Targu-Jiu Town Prison. The objectives set by the Targu-Jiu Town Prison have been achieved and the Pojogeni military brownfield has been fitted out as a prison. The windows have been latticed and beds were placed in the bedrooms. An own heating plant has been installed.

Price for the transfer of military brownfields

The restructuring and the new destination of the Pojogeni military brownfield have been decided by the management of the Targu-Jiu Town Prison following an application for transfer of the military brownfield. The management of the Targu-Jiu Town Prison set the objectives of the restructuring process. Pursuant to a Decision of the Romanian Government prepared by the Legal Commission of the Senate, the transfer of such military brownfields shall be made following an application for transfer. Consequently, the lands and premises have been transferred from the ownership of the Ministry of Defence to that of the Ministry of Justice, the Directorate-General of Prisons. The Pojogeni military brownfield has been transferred following a protocol concluded between the stakeholders within 30 days after the entry into force of the Decision of the Romanian Government 827/1998.

Other conditions for the transfer of military brownfields

The Pojogeni military brownfield has been transferred to the Targu-Jiu Town Prison and the Vladesti military brownfield has been transferred in the ownership of the University of Pitesti. The transfers were based on a protocol set following the Decision of the Romanian Government 827/1998 for the Pojogeni military brownfield.

Financing of reconstruction works

The Directorate-General of Prisons within the Ministry of Justice released the funds for the construction works and the procurement of equipment to the Targu-Jiu Town Prison.

Timing and milestones of reconstruction

The whole process started with the publication of the Governmental Decision 827 of November 19, 1998 on the transfer of estates, as public property of the state, from the administration of the Ministry of Defence to the administration of the Ministry of Justice, the Directorate-General of Prisons in Monitorul Oficial (the Official Gazette of Romania) No. 449 of November 24, 1998. The construction works were completed on January 1, 2006 when the new prison was put into use.

Management of the reconstruction process

The operational costs are financed by the Targu-Jiu Town Prison from the funds released by the Directorate-General of Prisons within the Ministry of Justice.

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Financing of operational costs

The operational costs are financed by the Targu-Jiu Town Prison from the funds released by the Directorate-General of Prisons within the Ministry of Justice.

Government’s motives

Pursuant to the new European regulations in the field, a prison shall host 500 prisoners at the most. The Targu-Jiu Town Prison hosted more than 700 prisoners. Another good reason for the approval of the application submitted by the Targu-Jiu Town Prison was the large number of complains and written statements submitted by the inhabitants of the Targu-Jiu Town residing in the proximity of the Town Prison.

Main results of the reconstruction

One of the important results obtained after the solution of the application for transfer of the Pojogeni military brownfield to the Targu-Jiu Town Prison is that the prison complies with the European regulations in force. The second important outcome would be the decongestion of the Targu-Jiu Town Prison following the implementation of the new European regulations in force.

Impact on local community

The impact is only on the military brownfield infrastructure (roads, sewage system, water supply, etc.). The impact on the local community is minimal, taking into account the new use of the restructured military brownfield.

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3.8. North-West Development Region, Romania

Number of military brownfields in the region

There is one military brownfield in the Huedin Town, the estate 2465, code 8.29.09, No. M.F. 106.697, public property of the state, which has been transferred from the administration of the Ministry of National Defence to the administration of the Ministry of Administration and Internal Affairs in comply with the provisions of the Decision of the Romanian Government 794 of July 14, 2005 for the “Avram Iancu” Fire-fighting Brigade of the Cluj County. The address of the site is 40 Piata Republicii, Huedin Town, Cluj County.

Restructured military brownfields

A military brownfield with a surface area totalling 11,150 m2 (land and premises), in the proximity of the Cluj-Napoca Municipality, changed to an industrial park.

Type of restructured military brownfields

A military brownfield with the following surface areas:

- built- on -ground area = 483 m2 - all-out area = 483 m2 - total area of the plot, including premises = 11,150 m2

Initiators of restructuring

The local administration bodies expressed their interest to efficiently use the military brownfields administered by the Ministry of National Defence.

Conditions for transfer of ownership

The representatives of the local administration bodies make suggestions for the use of the military brownfield by Romanian military units, or transfer of such brownfield to a Fire-Fighting Brigade of the Cluj-Napoca Municipality, based on a protocol concluded with the Ministry of Administration and Internal Affairs. The local administration bodies make suggestions for transfer of a part of the site to a SMURD Service (Mobile Emergency Service for Resuscitation and Extrication) to be established in order to solve the specific medical problems of the area.

Objectives of reconstruction

The military brownfield was transferred pursuant to the provisions of the Decision of the Romanian Government 794 of July 14, 2005. The Decision of the Romanian Government does not set any objectives for the local public administration body, which took over the military brownfield.

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Price for the transfer of military brownfields

The transfer was made without clearly setting any objective. No price was set. The transfer was made with right to administer. According to the provisions of the Romanian legislation in force, the owner of the right can administer, use the good and dispose of it under the terms of the deed whereby he/she has been given the good to administer.

Other conditions for the transfer of military brownfields

The military brownfield has been transferred in the administration of the Ministry of Administration and Internal Affairs for the “Avram Iancu” Fire-Fighting Brigade of the Cluj County.

Financing of reconstruction works

The new administrator made use of own financial resources to develop the activities of the Fire- Fighting Brigade.

Timing and milestones of reconstruction

The restructuring process took almost 6 months.

Management of the reconstruction process

The “Avram Iancu” Fire-Fighting Brigade of Cluj Municipality, subordinated to the Ministry of Administration and Internal Affairs.

Financing of operational costs

The “Avram Iancu” Fire-Fighting Brigade of Cluj Municipality is a state-budgeted unit.

Government’s motives

Numerical decrease of the effectives of the armed forces after the restructuring-modernization process of the Ministry of National Defence was initiated.

Main results of the reconstruction

The specific actions of the “Avram Iancu” Fire-Fighting Brigade can proceed under optimal conditions.

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Impact on local community

A beneficial outcome is the decrease of the number of non-residential persons of the Cluj Municipality. Better promises for decreased fire damages have been created for the rural communities at the outskirts of the Cluj Municipality because of the increased fire-fighting capabilities.

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Caras-Severin County Council, Romania

Number of military brownfields in the region

Three military brownfield sites are located in Caras-Severin County. The first military brownfield site is barrack 2906 (MU 01929), located in Resita, Lupacului Str, no. 2. The second is barrack 1219 (part of MU 01172), located in Caransebes, Şesu Roşu Str, no. 123. The third one is barrack 1003, located in Caransebes, Aeroportului Str, no. 1.

Restructured military brownfields

The barrack 1219 (part of MU 01172), located in Caransebes, Şesu Roşu Str, no. 123 will be restructured.

Type of restructured military brownfields

The Caransebes military unit will be restructured. The total surface is approximately 26 ha. Currently there are about 57 buildings, some in good condition, others partially or totally degraded. After updating cadastre, an update of the exact surfaces of the constructions (including parking, access roads) will be performed. After a detailed mapping of the site, including technical expertise a grouping in three classes for the building is expected: (C1) buildings to be demolished; (C2) buildings to be rehabilitated and/or modernized; (C3) new buildings to be constructed; The military brownfield will be reconverted into the Centre for Business Support - Caras Severin.

Initiators of restructuring

Caras-Severin County Council has the initiative of the restructuring. The aim is to transform the site into a dynamic centre for business development.

Price for the transfer of military brownfields

All military brownfields were acquired for free.

Other conditions for the transfer of military brownfields

To Caras-Severin County Council through the Decision to solicit transfer no 33/2004 together with Government Decision 238/2004 (this barrack belonging to the public domain goes from Ministry of National Defence to the Ministry of Administration and the Interior, TS=47,1381ha, then through Government Decision 1401/2004 a TS=26,7765ha goes from the Romanian State to the public domain of Caras-Severin County Council and a new Government Decision 610/2006 completes Government Decision 532/2002

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Financing of reconstruction works

The reconstruction will be financed from both public and private funds.

Timing and milestones of reconstruction

The whole process began with the publication of HG no. 1401 2 September 2004, concerning the transition of parts of a building from the public domain and managed by the Ministry of Administration and Interior in the public domain of Caras-Severin County and administrated by Caras-Severin County Council.

Management of the reconstruction process

Caras-Severin County Council will manage the restructured brownfield.

Financing of operational costs

It is expected that the BSC project will be supported by a consortium of entrepreneurs, SMEs, NGOs and local authorities.

Government’s motives

Caras-Severin County Council, as owner of the former military brownfield, had the initiative to transform the site into a centre for business support in order to support the county development.

Main results of the reconstruction

Following the technical analyse of the site including existing buildings and infrastructure two large consultations of the stakeholders will be made in May and June. One of the consultations will be in Timisoara, hosted by the Regional Chamber of Commerce; the second will be hosted by Caras- Severin County Council. Both consultations are aimed to explore the approaches and the type of business centre in order to harmonize the interests of the entrepreneurs with the sustainable development vision. Decision will be obtained after the extended debate, including experts and investors. In this manner it is expected that a large group of entrepreneurs will invest in the conversion of the site. The decision process will led to an optimal solution including the participation of potential investors and authorities. Based on this approach the best way for implementation and also for operating the future BSC will be selected. The BSC should become the heart of the entrepreneurial growth in the Caras-Severin area based on the excellent geographic position, access to the transport infrastructure (railway, road and airport), presence of a skilled, but cheap taskforce and a good infrastructure for the site.

Impact on local community

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Due to the restructuring of the economy Caransebes area suffers important changing in the occupational segments. Despite a relative dynamic development of private enterprises an important part of active population has not a stable job. Privatization, for example in the tourism area, was produced in a hurry, without clear objectives and without the necessary coordination from the point of view of a strategy for transition to the market economy. Moreover the fragility of regional and national support for infrastructure development and to solve environmental problems led to an unfavourable situation for sustainable business development. The centre is compulsory needed in order to stimulate local and regional development. The vision of conversion of the site into BSC is based on: (1) importance of the investment for the region; (2) the location of the site with access to: national railway, European road, airport; position in the vicinity of borders with Serbia and Hungary very favorable for commerce and international collaboration; (3) existing infrastructure on the site (water supply, water sewage, electricity supply, acces roads, communication); (4) the size of the site (approximately 26 hectares); (5) reduced level of pollution; (6) tourist potential of the vicinity; (7) potential of the existing human resources in Caransebes and vicinity (skilled workforce); (8) large consultancy of the potential investors in order to select an appropriate conversion type and the appropriate approaches.

Picture before restructuring

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