LAP Text Valencia CTUR

City of Valencia - Generalitat Valenciana

One Port, many destinations

URBACTII

2011 July

The city Plan Action Local of Valencia City

Index

Introduction ...... 2 1.1 Synopsis...... 3 1.2 The URBACT II Programme ...... 4

The city of… ...... 6

The Local Action Plan ...... Errore. Il segnalibro non è definito. 3.1 Basic description of LAP intervention area ...... 12 The focus area ...... 12 Problems and challenges ...... 13 3.2 The local actors: Local Support Group ...... 14 3.3 Main aims and objectives of the Local Action Plan and proposed actions ...... 18 Annex 1: main aims and objectives ...... 18 Annex 2: proposed actions ...... 23 Annex 3: timetable ...... 33 3.4 Operational Programmes, European Funds and CTUR Local Action Plan ...... 35 3.5 Links with other E.U. Programmes in the Local Action Plan implementation ...... 35

Conclusion ...... 36 4.1 Results achieved and actions implemented as good practices ...... 37 4.2 Dissemination of results ...... 38

Principal ULSG members contact details ...... 39

Introduction 1

Port’s deveopment and relationship with the city. Port’s Authority 2

1.1 Synopsis

The URBACT Thematic Network CTUR - Cruise traffic and urban analyze it with an integrated approach. They can be described as regeneration of the city port heritage seeks to sustain partner cities, follows: regions and port authorities to actively address and improve practices in relation to the theme of Cruise Traffic and Urban -Port Heritage 1. Transforming, regenerating, adapting the physical and within the wider framework of the sustainable development of the port environmental components of the “port -city system”: cities. The aim of the project is to develop new methods for integrated Increasing the attractivenes s of the port city: urban renewal of specific types of deprived areas, to examine and creation/modernization of port infrastructures and facilities that manage new partnerships for integrated urban development, to link the support cruise traffic; improving and strengthening cultural and various partners in the project to their regional or national o perational commercial infrastructures; adding recreational and cultural programmes, and to assist partners to develop and identify good place s in port areas; neutralizing of the negative ‘gateway’ practice project proposals. effects.

Improving port accessibility (multi-modal transport connection at Cruise tourism has now become a new market for the ports. In the past urban and regional scale); improving passenger mobility; 10 years, this market has literally exploded with over 10 million people reinforcing safety inside the port and at the city -port interface. who embark each year on large ships. T his phenomenon does not only Developing functional diversity at the city-port interface and concern the southern ports nor the ones disconnected from renewing obsolete port areas. merchandise flows. It also concerns the northern ports and all the big Protecting and enhancing the port’s architectural heritage , re- trading ports. using industrial port symbols, like highly valuable warehouses, For the waterfront development, cruise activity is of fered as a strong and increasing the iconic and identit y value of the port. element of the port cities will to develop and reinforce the urban Solving problems concerning pollution and contamination in port tourism industry contributing to solve the tensions between port areas. functions and urban functions, to answer to inhabitants’ aspiration in Management of negative cruise traffic impacts on the terms of employment, quality of lif e, housing and satisfying offers of environment . equipment and public spaces.

Considering the key problems and challenges pointed out by all CTUR 2. Cruise traffic and port heritage as economic and social partners, the main topic Cruise traffic and urban regeneration of the benefits city port heritage as a key for sustainable economic , social and urban development was structured along three general themes which

Evaluation of the cruise and tourism impacts on the local/sub-local economy in order to identify strengths and 3. Planning and managing the cruise development within a weaknesses and build an efficient port city strategy (Research of global port city project methodological approaches). Development of the cruise industry sector in the port city Institution of a good (better) governance between port, city revitalising the mari time tradition and know how in a global and other local stakeholders including the citizens. approach: attracting the cruise industry head -quarters; proposing Development of public-private partnerships in economic and training courses and vocational education adapted to the social matters. skills required by the cruise industry and tourism activities Conception of new tools to allow, encourage and integrate the associated (land based and onbo ard jobs; skilled jobs in the parti cipation of the citizens in the decision-making process. tourist sector, etc.). Conception of innovative planning tools to transform and Awakening the local economic sphere to the cruise challenges: organize the city port in an integrated vision. offer of specific products and services; adaptation of the time of Creation of innovative communication tools to promote, in a the city to the cruise calls ; proposing innovative tourist global dimension, the port city an d its features (specific know guides and routes ; consciousness raising to re-use the port how and skills; tourist potentialities, etc.). heritage in an economic but also in a social way. Allowing and encouraging the access of young and low - The CTUR project is established under URBACT II EU Programme qualified workers to the employment opportunities in the cruise and the output of this project is the elaboration of Local Action Plans and tourism sectors. focused on the cruise tourism opportunities c onnected to the sustainable development and regeneration of deprived or under - Orienting the positive cruise and tourist impacts towards the utilised areas on the waterfront, and to allow for the preservation of derelict neighbourhoods . waterfront heritage buildings. Offer of social housing in mixed programmes developed on the obsolete port areas. 1.2 The URBACT II Programme

URBACT II is a European exchange and learning programme Regional Development Fund) and the Member States. Following promoting sustainable urban development, to enable cities to work URBACT I (2002-2006), the U RBACT II (2007 -2013) European together and to develop solutions to major urban challenges, exchange and learning programme promoting sustainable and reaffirming the key role they play in fac ing increasingly complex integrated urban development takes part in implementing the Lisbon - societal changes. Gothenburg Strategy (priority to competitiveness, growth and jobs). URBACT is 300 cities, 29 countries and 5,000 active participants. URBACT is jointly financed by the European Union (European Methodology

Each partner city in a Thematic N etwork commits to developing its own Priority Axes Local Action Plan as an output of its participation in the network. Where as cities are the core target of the programme, it is important URBACT is structured along 3 Priority A xes: that National and Regional Authorities having responsibilities in the urban areas concerned are associated to networking activities as Priority Axe 1 - Cities, Engines of Growth and Jobs much as possible. In order to allow for an effective impact of network 1.1. Entrepreneurship activities on local policies, each partner in a thematic network sets up 1.2. Innovation and knowledge economy an URBACT Local Support Group. Involvem ent of relevant partners at 1.3. Employment and human capital local level is a core component of the URBACT II methodology for enhancing urban sustainable development policies. The ULSG gathers Priority Axe 2 - Attractive and Cohesive Cities the local key stakeholders concerned by the issues addressed within 2.1. Integrated development of deprived areas and areas at ris k the network and by the city’ s LAP to be developed. Their composition 2.2. Social inclusion depends on the theme and on the type of project and partner. 2.3. Environmental issues Objectives 2.4. Governance and Urban planning

URBACT enables European cities to work together and to develop Priority Axe 3 - Technical Assistance effective and sustainable solutions to major key urban challenges. Each project brings together 6 to 12 cities or other partners during two The Programme Area to three years and focuses on a specific urban issue . The programme area consists of: Specifically, URBACT aims to: The EU 27 Member St ates (so -called Member States) Norway and Switzerland (so -called Partner States). Partners Facilitate the exchange of experience and learning among city from these countries cannot make use of ERDF allocations, but policy-makers, decision-makers and practitioners; can participate at their own cost. Widely disseminate the good practices and lessons drawn from Instrument for Pre Accession (IPA) countries. Partners from IPA the exchanges and ensure the transfer of know -how; countries can participate in operations using IPA funding, without Assist city policy-makers an d practitioners, as well as managers receiving ERDF co-financing. of Operational Programmes, to define action plans for Other countries. Partners from other countries, anywhere in the sustainable urban development. world, can participate with their own funding.

2 The city of Valencia

The city and the Port 6

Founded by the Romans in the year 138 BC Valencia has accumu lated The city enormous wealth from all the cultures which have resided here over the centuries (Muslims, Goths …). The evolution of the city in a plural way has Valencia is the third city in Spain and it lies on central area of the achieved the coexistence of historical tradition and recent and innovative Mediterranean coast of Spain on the plain of the river Turia. The city has a architecture. huge and important past but it is also a modern city. The major interventions in the city represent its new image and have made it into one of the most The historic centre of Valencia is one of the largest in Europe, but for years it important tourist destinations in the Valencia region. suffered serious degradation, resulting in the decline of its resident population. This was partly due to the non-existent culture of restoration, particularly in the Apart from its magnificent historic centre, Valencia has many attractions for 1970s and 80s, toge ther with a lack of participation on the part of residents pleasure, cultural, business and even conference tourism, such as the City of and the absence of information. It was not until the 90s that European cities Arts and Sciences and the Reina Sofía Opera House, both designed by the began to show an interest in recovering their historic centres. architect Santiago Calatrava. Other iconic buildings include the Concert Hall, the Trade Fair complex and the Conference Centre, all designed by Norman 1910 Foster. 32,21%

Valencia is connected to the rest of Spain by a modern road network and a 1940 serie s of motorways run along the coastline from north to south and between 27,43% the city and the Spanish capital, Madrid. All bus lines operating into Valencia 47 Ha stop at the main Bus Station. 1960 16,61% Valencia currently has two train stations, Estación del Norte, for local t rains 147 Ha connecting it with other places in the region, and the new Joaquín Sorolla station for the high speed train link with Madrid, Cuenca and Albacete, and 1980 4,74% long distance trains to major Spanish cities. A free shuttle bus runs between 4.089 Ha the two stations. Ciudad Romana

Ciudad Musulmana 2000 Bo th domestic and international flights operate in and out of Manises airport, Ciudad Cristiana 3,67% which is only short drive away from the city centre by car or taxi. The airport is also well served by bus and metro (underground) services. 1. The city growth. Oficina RIVA

The port of Valencia is one of Spain' s foremost commercial sea ports. Regular Plan RIVA was set up in 1992 in Valencia as an office to manage the recovery ferry services run from here to the Balearic Islands and Italy, and it is also a under successive collaboration agreements between the regional and local popular stopover and base port for an increasing number of cruise ships. governments. The RIVA Office belongs to the General Directorate of Public Works (Regional Dept. of Infrastructure and Transport ). This culminated in

major interventions with the creation of areas of heritage rehabilitation and To meet this objective, it is essential to have a Method. In the case of recovery, not only in the historic centre but also in other historic and maritime Valencia, the experience gained from the "Ciu tat Vella" process has been areas. systematized in the Valuo Method, which has been tested in other historic centres in Europe. Together with the classic variables of diagnosis and However, the situation continues to b e in constant flux and although many of programming, a set of economic variables fulfils the basic objective of the problems have been resolved, Valencia is still full of contrasts. Alongside optimising direct public investment and inducing private investment, the important monuments there are still buildings in ruins and degraded areas. consequence is a reduction in the terms of the process. This method enables to transfer the experience gained in traditional historic centres, to other areas The fundamental objective of the RIVA Plan is to achieve ur ban regeneration in the city whose profile is not on ly a historic one. in all its senses. Nowadays, this experience is being transferred to other urban centres in danger of slipping into decline. The second priority is to use The Intervention carried out has increasingly incorporated certain urban accumulated experience in order to optimise public investment (in this case sustainability criteria into its recovery model that attempts to reduce the from the Regional Government) and reduce the timescales required for the current impact of urban settlements on the environment using the conclusions recovery process. from the A BCDéveloppement Project and in order to achieve sustainability in Intervention áreas. three aspects: environmental, social and economic. And now RIVA Office is also collaborating in CAT-MED project, as an external expert. This project The success of the interventions in the historic centre have made Plan RIVA a studies urban sustainability in the conso lidated city and has centred its recognised trademark in the city tha t is exportable to other areas. T he analysis and proposals in Russafa. ex perience gained in an earlier project of recovering Valencia's "Ciutat Vella" (Historic Centre) is being exported to another city area, the Russafa district, an ancient historic area that was absorbed by the city's expansion after the City-Port walls were demolished in the 19th and 20th centuries (the Ensanche). Unlike other ports taking part in the project, the port of Valencia is not The objectives are similar to those for the Historic Centre, but with a set of connected with the city centre and the relationship between the two areas new variables. The main objective of a Rehabilitation Plan is to establish an has been neglected for ye ars. City and port have grown independently of Intervention Strategy; this enables an urban design to be defined in order to each other from the outset. Until relatively recently, there was no need for achieve greater urban and social coherence. them to be linked from the physical or town planning point of view, as they were sufficiently far away from each other to rule out a ny kind of One of the key features of the results obtained from the RIVA Plan was that, interaction. However, this approach has resulted in major contradictions, in areas where there was effective public investment, this had the effect of community problems and deterioration of the Port environment. inducing private investm ent by local residents as well as investment by But the city is looking seawards again and attempt to implement both new external private agents, both in housing and in socio -cultural facilities and and old urban development plans, wit h the aim of bringing Valencia closer services. to the sea.

THE PORT northern Africa - Morocco, Alger ia, Tunisia and Libya - representing an immense market of 243 million consumers. Valenciaport comprises the ports managed by the Valencia Port Authority: Valenciaport offers a complete network of connections to more than 850 world Valencia, Sagunto and Gandía. This strong combination makes it Spain’s ports via: leading Mediterranean port in terms of commercial traffic, basically - Over 140 regular lines, among which are the main international maritime containerised cargo, particularly because of its dynamic area of influence and companies. an extensive network connecting it to major ports around the world. - Multiple regional connections that provide goods transport with a high Throughout 2008, over 59.7 m illion tons went through the ports of Valencia, degree of capillary flow through Valenciaport Sagunto and Gandía. In addition, there is an advanced network of land road and rail links (toll -free Valenciaport ranks first in Spain in terms of container traffic apart from being dual carriageway to Madrid) with good conn ections to major production among the top ten European ports and top fifty world ports in container centres on the peninsula. There is also quick road access - 15' trip - to the handling. The Port of Valencia als o handles regular passenger traffic to and international airport. from the Balearic Islands and Italy and also has an emerging cruise ship market. In order to support this level of activity, Valenciaport has modern 32 nd and 33 rd America’s Cup. facilities equipped with competitive services covering a total a rea of approximately 600 ha., approximately 300 hectares of total tank area, with In 1997 a new agreement was signed between the City Council and the Port, over 12,000 linear metres of quayside, of which 4,000 metres have water although this time the State Central Administration and the Regional depths of 14 metres or more. Government were also involved. Under this new agreement, the Port Authority decommissioned land in the inner dock area and handed it over to the city, for Valenciaport is the optimum choice for shipping lines of all kinds, beca use it which it obviously received compensation. This Agreeme nt was known as has a powerful area of direct influence - among the most dynamic in Europe - "Balcony to the Sea" and enabled park areas along the old river bed crossing and it is located only a short distance from countries in southern Europe and the city to be connected with the newly -built beach promenade as part of the northern Africa: plans for the Port Inner Dock area. - Valenciaport's direct area of influence encompasses a radius of 35 0 km, which generates 55 percent of Spain's GDP and includes half the entire Decommissioning the inner dock offered the city a fantastic opportunity to put working population of the country. forward a bid to host the 32nd America's Cup, as the port now had a series of - Valenciaport provides direct or indirect employment for over 15,000 highly suitable land and sea facilities to accommodate the regattas. The people and generates business worth over 1.1 billion euros. region's climate and prevailing winds were judged to be ideal by experts a nd - Apart from being located in the heart of the Region of Valencia, contributed to Valencia and its port being chosen to host the 32nd and 33rd Valenciaport has highly convenient road and rail connections to the centre of Cup events. Spain, making it the ideal natural port for Madrid, and an essential platform for Iberian Peninsula. The inner dock area was converted to bring it up to the standard required for - As a hub port on the Western Mediterranean, Valenciaport enables the America's Cup. The chance arose, and was considered advisable, to goods to be distributed efficiently within a radius of 2000 km, not only to directly link the inner dock with the open sea by digging a channel through countries in the south of the European Union, but also to countries in 9

one of the quays, thereby comple tely separating yachting traffic from commercial shipping. The entrance to the channel from the sea was designed Formula I. to accommodate a yachting marina that would serve the city once the event In 2007, the contract for holding the Formula 1 European Grand Prix in was over. Valencia for seven years starting in 2008 was sig ned with the company Valmor Sport. The contract ratified the agreement reached by both parties in which Valencia would have the second Formula 1 World Championship city street circuit. Part of the circuit runs through the Port of Valencia.

2. America’s Cup Interventions. Port Authority

The por t as it can be seen today was completed in record time, resulting in a 3. Formula 1 well-defined commercial area that is separated from the area in contact with the city, consisting of the two sports marina docks joined together by the new channel. Higher quality standards The choice of Valen cia as the host city for the 32nd America's Cup prompted Cruise ship tourism demands high quality standards in the cities it visits. the Valencia 2007 Consortium to promote the International "Valencia del Mar - Cruise passengers cannot afford to waste any time on their tours, so Marina Real Juan Carlos I" Ideas Competition. The purpose of the transport connections to the city must operate smoothly and walking tours competition was to initiate a series of strategic actio ns within a defined area of must also be available. Passengers must be offered a sufficient number of Valencia. The projects had to be capable of generating economic growth and activities during their stay, related to culture, gastronomy or shopping. entrants were asked to put forward ideas on how to raise the city's There will be many unique yet brief opportunities to show the city at its international profile and attract investment in sectors of strategic interest. best. When the city meets these standards, it is improving itself for tourism Plans also had to include suggestions on how push city life towards the in general and achieving a higher quality of life for its citizens. coastline by highlighting it as a desirable area, create places for people to come together and propose areas for play, sport, leisure, culture, shops, etc. The projects presented by UTE, in volving names such as Jean Nouvel and José María Tomás and by the studio GMP Internacional were joint competition winners.

The Local Action Plan 3

Intervention Areas. Oficina RIVA

3.1 Basic description of L AP intervention area

- The connection between port and city Except for Malvarrosa an d the Cabañal neighbourhood, located near the port, The focus area Valencia's other tourist attractions are some distance away, so the connection Following a preliminary study, it was decided that the intervention area would between them needs to be studied carefully. - The city be split into three distinct physical and administrative parts. - The port Urban regeneration is one of the main project objectives and alongside the The port of Valencia covers an area of 4.5 km2, which amounts to around city's principal tourist attractions, such as the City of Arts and Sciences, there 3.3% of the city's total surface area. However, the study will be focusing on a are whole neighbourhoods requiring attention, "Ciutat Vella" ("Old City", 1.69 smaller area in the north end of the Port, south of the new dock. This is where km2), Russafa (0.88 km2) and even the maritime districts (1.35 km2). In some the Terminal is currently based, along with the new dock, sheds, shipyard, of them the r egeneration process has been going on for years, in others it has port buildings, yachting marina, and the local urban area. A master expansion started only recently, but it has been shown to be directly linked to economic plan is currently being developed for the port of Valencia, under which the activity, which in the case of Valencia is largely dependent on tourism. The Terminal will be moved to another location closer to Malvarrosa beach and the Plan concentrates specifically on two neighbourhoods in the centre of port district. Valencia, "Ciutat Vella" and Russafa.

Pasamanería y Cerámica Primeras marcas Calzado , moda joven, franquicias Ceremonia y fiesta Mimbre y madera Joyería y anticuarios

5. Port. Future interventions. Jean Nouvel and Jose Maria Tomás 4. Urban regeneration. Asociación comerciantes Centro Histórico

Problems and challenges changes to arriv al and departure times caused by circumstances such as weather conditions or events taking place in the city.

Cruise tourism in the Port of Valencia is relatively recent; cruise ships began A series of deficiencies have been identified in three spheres: the port, the stoppin g here 11 years ago. Some 214 cruise ships are expected in 2011, connection to the city and routes round the city. These are to be a ddressed by bringing more than 400,000 passengers into the city, not counting the crews. the Local Action Plan. The opportunities offered by the new intervention plans The strategic position of the Port of Valencia within Spain allows for easy for the city and its connection with the sea must also be taken into account: connections with passengers’ home coun tries and its size means that the Port expansion of the Port, which implies the creation of a new cruise Terminal; can accommodate large vessels. But the current situation of the Cruise drafting of a Master Plan for port management and the new Terminal; new Terminal, in a controlled area and surrounded by goods transport public transport routes bringing the Port closer to the city; and the new Port infrastructure, makes pedestrian access difficult. Valencia is not yet ready to image, which is the result of the interventions made for hosting the America’s host some types of cruise tourism, as these visitors have special schedules Cup. and requirements. In particular, they generally only stay for one day, so shops The CTUR project is consequently focused on the connection between the and cultural attractions must stay open throughout the duration of their visit to cruise Terminal and the city: the distance between the current Terminal or the ensure mutual advantage. new one and the Port complex, and transport to the city centre.

2008 2011 The Local Action Plan sets out three specific objectives: 1. Improving reception of tourists and crews in the cruise Terminal and the Port. cruises 174 214 2. Reinforcing the connection between the Port and the city. 3. Improving the city’s tourist attractions Passengers of cruises 199.000 400.000

At the same time, a study is needed on the route taken by cruise ship passengers coming into the Port of Valencia, both when they visit the city, LOCAL ACTION PLAN either on organised tours or independently, and when they stay on board and The purpose of the Local Action Plan is to be a strategic reference "take a stroll" around the area where their ship is berthed (this would apply document, a starting point for new interventions that will be implemented both to the present Terminal building and the future one). The analysis should within the appropriate framework and by the responsible administrations also assess how other cruise ship ports are competin g. Guided tours are and agents who have competency in the area. This will be a validated currently organised by General Agents not based in Valencia, who sell them document, agreed by everyone. to cruise companies, which then sell them on to passengers. This type of organisation is not flexible enough to cater for the various unforeseen

3.2 The local actors: Local Support Grou p

The Local Support Group is composed of the most appropriate local agents Actor 1 General Directorate of Public Works , Urban for the project theme. It mainly comprises the General Directorate of Public Projects and Housing (Regional Government) Works (Regional Government), Valencia and Alicante City Councils and the Port Authorities of Valencia, Alicante and Castellón. In addition to this basic It belongs to the Transport group, the G.D. of Public Works also meets with other agents involved in and Infrastructure Council. Its specific themes under the Plan: Merchants Associations of the Historic Centre activity is managed by two and Russafa, FGV (Region of Valencia Railway), Turismo Valencia, PATECO (Office of Trade and Territory Res earch), Board of the Valencia Chambers of divisions: the Road Division and the Urban Architecture and Infrastructure Commerce, port shipping agents, cultural associations, neighbours Division. Among other things, the Urban Architecture and Infr astructure associations, etc. and the Managing Authority of Valencia, the Regional Dept. Division improves public spaces and regenerates neighbourhoods, and it is on of Economy and Finance. this division that the work carried out by the RIVA Office has focused The Valencia Managing Authority, the D. G. of Finance of the Dept. of the Economy, Finance and Employment, participates actively in the project and is Actor 2 Oficina RIVA represented in the LSG. Plan RIVA was set up in 1992 in Valencia as an office to The objective is to constitute a meeting forum and contacts network between manage the recovery under successive collaboration the people responsible for the administrations and departments involved. agreements between the regional and local governments. The The meeting schedule follows the model already used successfully by the RIVA Office belongs to the General Directorate of Public Dept. of Infrastructure and Transport (Regional Government) in the URBACT I Works (Regional Dept. of Infrastructure and Transport ). This european initiative, which has now finalised. This method is based on having culminated in major interventions wit h the creation of areas of heritage two level s of meetings: working groups and plenary sessions. The working rehabilitation and recovery, first in the historic centre and now also in Russafa, groups, formed by the main agent, in this case the Department itself, meet another historic areas. bilaterally with particular group participants to address their own specific themes. During these meetings, informati on and proposals are collected and Actor 3 Port Authority of Valencia this documentation is later prepared for discussion and validation as The Port Authority of Valencia (PAV) is the appropriate in plenary sessions. The plenary sessions include all members of public body responsible for man aging the three the LSG. state owned ports located along 80km of the eastern Mediterranean coast of Spain: Valencia, Sagunto and Gandía. The PAV, like all other Port Authorities, reports to the Ministry of Development. Moreover, it is governed by Act 27/1992 of 24 November

relating to State Ports and the Merchant Navy modified by Act 62/97 of 26 Actor 7 Valencia City Coucil December and Act 48/2003 of November 26 concerning the Economic Valencia City Council is represented on System and Service Supply in Ports of General Interest which stipulate: the LSG by three Council departments - The role to be played by the PAV in fulfilling the functions assigned to it involv ed in the urban regeneration and - Its organisational structure planning processes (Town Planning Department), the city's tourism (Tourism Actor 4 Port Authority of Castellón Department) and in the processes of information and new technology incorporation (Innovation and Information Society Department). The Port Authority of Castelló is the public body responsible for managing the state owned port located in Castellón, placed i n the Actor 8 Turismo Valencia north of Valencia Region, and provincial capital of the Castellón province . TURISMO VALENCIA is a non -profit It reports to the Ministry of Development. private Foundation headed by the Valencia City Council with the Actor 5 Port Authority of Alicante participation of the Chamber of Commerce, Feria Valencia and the Valencia The Port Authority of Alicante is the public body Business Confederation (Confederación Empresarial Valenciano, CEV). responsible for managing the state owned port Virtually all local businesses in the tourism sector are associated with it. located in Alicante, placed in the south of Valencia The main goal is the strategic management and promotion of the city of Region, and provincial capital of the Alicante province. Valencia in the tourism sector, with a professional focus which combines It reports to the Ministry of Development. public and private interest. Actor 7 Alicante City Coucil Actor 6 FGV FGV is a public sector company responsible for The Alicante Municipal Housing Board is an independent managing the transport services and the organisation within Alicante City Council. It was set up in 1981 network of narrow-gauge train lines and tram to cater for the demand for subsidised housing. It currently lines that criss-cross the Valencia Region. These services are delivered via operates around six hundred subsidised rental homes and two commercial brands: numerous accommodation projects. The Board's head office - Metrovalencia, which includes the network serving the city of Valencia, its also houses the Integrated Management Office for the Alicante City Centre metropolitan area and other surrounding areas. Rehabilitation and Architecture Plan (the RACHA Plan) and the Old Quarter - TRAM Metropolitano de Alicante, the network serving the city of Alicante, its Strategic Plan Office (NEA Plan). metropolitan area and the Costa Blanca. Actor 9 Merchants associations The merchants' associations from both neighbourhoods on which the plan is focused are represented on the LSG. These are the Valencia Historic Centre

merchants association (Comerç Centre Històric València) and the Ruzafa and Actor 9 Port shipping agents Gran Vía Merchants and Professionals Association. The Port of Valencia Shipping Agent, Roca Monzó S.A. participates in the Actor 9 Board of the Valencia Chambers of Commerce LSG as a private company. The company deals with shipping and cargo and PATECO (Office of Trade and Territory Research) works with ship owners and dockers. The company has proven experience and has shown consistent interest in the growth of the port and of cruise ship The Chamber of Commerce is a public Corporation tourism. that operates as a Public Administration collaborating body, using business criteria to Actor 9 Managing Authority of Valencia, the Regional manage public and private resources. Dept. of Economy and Finance Its aim is to represent, promote and defend general trade, industry and shipping interests by carrying out its public duties as enshrined by Law or It is responsible for financial policies and economic planning, and also deals entrusted and delegated by Public Administration, and to provide services to with issues related to structural funds, both re gional and European, as well as business. with the European Union's regional and cohesion policy.

The Office of Trade and Territory Research is a technical office that carried out studies, research and projects on the region and its economic activity. It is part of the Board of the Valencia Chambers of Commerce, Industry and Shipping. Its objective is to contribute to developing the Valencian commercial model, based on efficient modern trade at the service of consumers. It aims to act as a determining factor in re-balancing and supporting the region, respecting company freedom, sustainability of the model and strengthening the region's system of commercial towns and centres.

Actor 9 cultural associations . ARCHIVAL. Association for the Recovery of Spain's Historic City Centres. is a private association, composed by citizen, nonprofit, created in 1991, for the development and the promotion of the integral recovery process of the historical center of Valencia, in its urban, commercial, hand craft, cultural, tourist and social aspects.

ULSG Public Meetings

18/05/2009 Presentation of the project.

23/02/2010 Diagnosis

25/05/2010 Presentation partners and first LAP’s draft.

19/04//2011 Validation LAP

ULSG Thematic Meetings

Themes Mary 2009-April 2011

THE PORT Infrastructures, Plans, Operators, 5 Meetings procedures, …

CONNECTIONS 2 Meetings Accesibility, Infrastructures

THE CITY ECONOMICAL AND SOCIAL IMPACTS 2 Meetings Commerce and offers.

3.3 Main aims and objectives of the Local Action Plan and proposed acti ons

Annex 1: main aims and objectives City of Valencia, Generalitat Valenciana Title of the LAP. One Port, many destinations. Overall goal: Cruise traffic and urban regeneration of city port heritage

Specific objective 1: Specific objective 2: Specific objective 3: Improving reception of tourists and Reinforcing the connection between Improving the city’s tourist attractions. cruise ships in the Terminal. the Port and the city

Action 1.1. Reinforce tourist information in Action 2.1. Create a new urban and/or 3.1. Set up a visitors centre in the city the Terminal. modify tourist bus route connecting the specialised for cruise tourism. 3.2. Improve information on destinations Action 1.2. Improve the image of the Terminal with the main tourist areas. using ICTs (tourist web portals). Cruise Terminal. Action 2.2. Build a new metro station 3.3. Develop specific routes into the city close to the new Terminal or set up a Action 1.3. Establish links between ship centre to match passengers’ available Metro connection via a shuttle service. owners and the Port. time and interests. Action 1.4. Improve the image of the port Action 2.3. Increase the number of taxi 3.4. Thematic guided visits provided by and the city as viewed from the docks. ranks and locate bicycle hire points in a local companies. spot that tourist can find and get to Action 1.5. Make shopping easier in the 3.5. Training courses for service sector easily when they disembark. city. staff working in tourism and collaboration Action 1.6. Increase the attractiveness of Action 2.4. Provide information about the with training centres for internship the port for tourists and citizens, and approximate fares for the different (tourism, languages, customs, etc.). revitalise the area both economically and methods of transport. 3.6. Updated information for traders socially. Action 2.5. Delivery and placement in the regarding cruise ship arrival dates. Action 1.7. Equip the cruise Terminal for Terminal of purchases made in the city. 3.7. Facilities in shops for cruise tourists. different uses other than those connected 3.8. Enable access to the city events solely with the reception and departure of coinciding with any stopover, to those cruise ships, so that the level of activity is cruise tourists who want to tak e part. kept high throughout the year. 3.9. Carry out follow up and satisfaction Action 1.8. Attract and create activities, surveys with cruise tourists. recreational areas and shopping centres 3.10. Provide special signs to guide closer to the port tourists and cruise ship visitors towards various tourist areas crews 18

Objective 1 Improving reception of tourists and cruise Action 1.4 Improve the image of the port and the city as ships in the Terminal viewed from the docks

The aim is to improve the city's image on first impressions. Assisting with The City Council and the Port Authority are already working on improvements understand ing the area and pointing out its attractive features, offering to the overall appearance of the port area. The aim is to reconfigure and possible options to tourists who have not yet signed up for trips and are as yet regenerate the spaces around the Terminal, increasing the attractiveness of undecided about how they are going to spend the day. the surrounding urban area.

Action 1.1 Reinforce tourist information in the Terminal Action 1.5 Make shopping easier in the city

Although tourists are given information on board ship about the various One of the obstacles encountered by cruise ship tourists who want t o go destinations they will be visiting, the aim is to provide information points, help shopping in the city is that they have to carry their purchases around with in different languages, brochures, Internet, details of shows and events, etc. them all through the visit, as there is no mechanism for taking them back on board before continuing with their city tour. The plan is to come to an Action 1.2 Improve the image of the Cruise Terminal agreement between the Merc hants' Associations and the Port Authority to set The Terminal is the first point of contact with the Valencia region. It currently up an area in the new Terminal where passengers can collect purchases consists of a functional temporary building located near the cargo transport made in the city. areas. However, the Valencia port authority is in the process of de veloping a Action 1.6 Increase the attractiveness of the port for new Master Plan that moves the Terminal to a new location. This is a good tourists and citizens, and revitalise the area both opportunity to design a new, more spacious building that tourists will find more appealing. The newly-designed Cruise Terminal will be a gateway to the city, economically and socially showing all its attractions and options. Holding two America's Cup events in Valencia has triggered urban Action 1.3 Establish links between ship owners and the regeneration work in the port infrastructures linked to the event and in the Port surrounding urban areas. The new areas created to accommodate activities connected with the compe tition and catering for visitors to the event need to The Master Plan mentioned earlier contains proposals for reserving spaces on be adapted to ensure that they continue to be attractive for tourism as well as the new cruise wharves, where the Port of Valencia service providers will be economically viable. Plans are in place to programme both permanent and based. At the moment, a number of companies have made Valencia their seasonal activities in these areas. A project is currently underway to build a home port. Yacht Station in the Juan Carlos I Marina.

Action 1.7 Equip the cruise Terminal for different uses

The plan is to equip the Cruise Terminal for uses other than those connected These lines can be temporary (linked to the cruises timetable) or permanent, depending on the solely with the reception and departure of cruise ships, so that the level of compatibility with the current routes. Nowadays the shuttle service Port -City is in improvement process. activity is kept high throughout the year. There are also plans to improve Action 2.2 Build a new metro station close to the new Terminal services, such as providing phone cards and opening more Terminal or set up a Metro connection via a shuttle restaurants along the seafront. This action is also linked to the Port Master service. Plan. Action 1.8 Attract and create activities, recreational This is a very ambitious proposal, which could be carried out by extending one of the Metro lines currently areas and shopping centres closer to the port for use by under construction. As it stands at the moment, the last station is very close to the current Terminal. The other solution would be to run a shuttle service to a nearby station. tourists and cruise ship crews Action 2.3 Increase the number of taxi ranks and locate Many passengers and cruise ship crews choose to stay near the ship, bicycle hire points near de Terminal. avoiding the risk of being late for scheduled time slots, either because they already know the city or for the sake of convenience. Plans are in place to set To be able to give good service to passengers who arrive in large groups, paying attention not to harm the up recreational and shopping areas nearby to offer them some activities rest of activities developed around the Terminal. The proposal is to place more taxi ranks and bicycle hire during their stay in port, maybe to purchase souvenirs or everyday item s. points in a spot that tourist can find and get to easily when they disembar k. Objective 2 Reinforcing the connection between the Action 2.4 Provide information about the approximate Port and the city fares for the different methods of transport.

The Port is physically separated from Valencia's tourist attractions, although it Transport fares can be very different around the world so tourist usually doubt when they must choose is close to the beaches and the surrounding neighbourhoods. In principle, the one method or another. That’s why this information m ust be available for them Inside the Terminal and distance is not a hindrance, but problems arise when lack of time is taken into next to the taxi points. account. The problem is exacerbated by visitors' natural lack of knowledge of Action 2 .5 Delivery and placement in the Terminal of city size, distances, methods of transport, prices, and so on. This can all purchases made in the city. contribute to dissuading people from ven turing into the city. One of the main objectives addressed in the LAP is precisely to improve accessibility from the This action compements action 1.5, previously explained. It proposes a deliverance service between the Terminal to Valencia's various tourist attractions and sites commerces in the city and the Terminal place reserved for picking up those purchases. Action 2.1 Create a new urban and/or modify tourist bus Objective 3 Improving the city’s tourist attractions. route connecting the T erminal with the main tourist The project is intended to combine cruise tourism and urban regeneration, and this is therefore a key part areas. of th e action plan for the local area. The objective is to improve the quality of the destination itself, by

upgrading and diversifying tourism provision and activities, particularly information and services aimed at the interests and potential purchasing power of the passengers. cruise ship tourism. Action 3.5 Training courses and internship for staff Action 3.1 Set up a vis itors centre in the city specialised dedicated to tourism. for cruise tourism. Training courses for service sector staff working in tourism and collaboration with training centres for At the moment there are various tourist information points dotted around the city of Valencia providing internship (tourism, languages, customs, etc.). Take advantage of cruise tourists arrivals in order to make visitors with timely and up-to-date advice. One of them is based in the city centre, in Plaza d el training practices in reception and information areas. This experience has been implemented in Port Ayuntamiento. The plan proposes complementing this service by setting up specialist information points Castellon with success and nowadays the regional department of Tourism is already implementing some for cruise ship passengers, offering tours and activities tailored to their interests and the time they have training courses. available. The points would be located in the places where tourists arrive in the city from the port. Action 3.6 Updated information for traders rega rding Action 3.2 Improve information on destinations using cruise ship arrival dates. ICTs (tourist web portals). This action has already been implemented with succes in Valencia. Information about cruise’s ships The use of new technology is becoming more commonplace in everyday life, and is especially useful for arrivales and departures is updated in the Turismo Valencia’s web. travelling and getting around. The Valencia Tourism web site is continually being updated and improved. Action 3.7 Facilities in shops for cruise tourists. New content proposed includes highlighting shopping areas and offering augmented reality applications for phones, with new information layers for cruise tourists. Nowad ays some facilities for tourists have already been stablished in shops but the can be improve, such as s ignage, discounts, information in several languages, tourist cards etc Action 3.3 Develop specific routes into the city centre to match passengers’ available time and interests. Action 3.8 Enable access to the city events coinciding with any stopover, to thos e cruise tourists who want to People visiting Valencia may have very different interests and on the other hand Valencia must be able to take part. offer different activities for those who don’t visit the city for the first time. The action propose dis t o develop new cultural, gastronomic, ecological, handcraft, commercial, … routes.as well as artistic, antiques and This action is linked to action 3.4. The better knowledge of news and actuality in Valencia leads to design routes in Russafa. With different lengths and means of transport. improve the offer of activites and the better reception of tourists.

Action 3.4 Thematic guided visits provided by local Action 3.9 Carry out follow up and satisfaction surveys companies. with cruise tourists.

Local companies are usually the best option for providing visits in the city because they are able to obtain Before or after the call, with information about origin and destination, length of the call etc. in order to easier updated information about new in the city, weather, city events, traffic, so the can modify the routes improve service and to solve the possible troubles. This action is being developed but must be completed . or even offer other options. These visits should also change depending on the type of ship, according to

Action 3.10 Provide special signs to guide visitors towards various tourist areas.

To locate specific signage in order to lead the tourist towards the different tourist sites. This signage must be easily understanding independently from the language spoken.

Annex 2: proposed actions

City of Valencia, Generalitat Valenciana Title of the LAP. One Port, many destinations.

Objective 1: Improving reception of tourists and cruise ships in the Terminal.

Action 1.1: Reinforce tourist information in the Terminal.

Responsible Financing secured Funding and Description of the Legal/official planning (Institutions/Authoriti Estimated cost (Potential funding programmes that specific LAP Action framework es in charge) already allocated) partners can apply for

information sites, help in different - Turismo Valencia the institution's own funds languages, brochures, internet, - Port Authority information about shows and events) Phase Action 1.2: Improve the image of the Cruise Terminal.

To design the new Cruise Terminal - Port Authority Urban Planning. the institution's own funds as a window to the city, where all - City planning department. Strategic Plan (Valencia Port) (*) possibilities are shown.

Phase - Ideation for the new planning. Being developed - To choose location for the new Terminal -To design the new Terminal - To build the New Terminal

Action 1.3: Establish links between ship owners and the Port.

To consider the reservation of space - Port Authority Strategic Plan (Valencia Port) the institution's own funds in the new cruise wharves, remaining - City planning department. hereby the outfitters tied to private funds Valencia’s Port. Phase Being developed

Action 1.4: Improve the image of the port and the city as viewed from the docks. Responsible Financing secured Funding and Description of the Legal/official planning (Institutions/Authoriti Estimated cost programmes that specific LAP Action framework (Potential funding es in charge) already allocated) partners can apply for To reorder and regenerate the - Port Authority Urban Planning. the institution's own funds spaces around the Terminal, - City planning department. Strategic Plan (Valencia Port) URBAN (ERDF) (possibility) facilitating the understanding of the urban space. (*)

Phase Being developed

Action 1.5: Make shopping easier in the city. Responsible Financing secured Funding and Description of the Legal/official planning (Institutions/Authoriti Estimated cost programmes that specific LAP Action framework (Potential funding es in charge) already allocated) partners can apply for

Creation of a place in the new - Valencia Port. Agreements and conveys the institutions’ own funds Terminal for picking up purchases - Asociaciones Comerciantes made in the city. - Cámara de comercio Phase Being developed

Action 1.6: Increase the attractiveness of the port for tourists and citizens, and revitalise the area both economically and socially. Responsible Financing secured Funding and Description of the Legal/official planning (Institutions/Authoriti Estimated cost programmes that specific LAP Action framework (Potential funding es in charge) already allocated) partners can apply for

To program permanent and seasonal - Turismo Valencia Agreements and conveys the institutions’ own funds activities. - Concejalía de Cultura. private funds - Concejalía de Fiestas y Cultura Popular (*)

Phase Nautical station project, located in the “Marina Real Carlos I” being developed.

Action 1.7: Equip the cruise Terminal for different uses other than those connected solely with the reception and departure of cruise ships, so that the level of activity is kept high throughout the year. Responsible Financing secured Funding and Description of the Legal/official planning (Institutions/Authoriti Estimated cost programmes that specific LAP Action framework (Potential funding es in charge) already allocated) partners can apply for

To improve Terminal services. To - Turismo Valencia Agreements, surveys and conveys the institutions’ own funds provide phone cards. Restaurants in - Concejalía de Cultura. the seaside. private funds - Asociaciones de Comerciantes - Cámara de comercio.

Phase 1- in the present Terminal. 2- in the new Terminal.

Action 1.8: Attract and create activities, recreational areas and shopping centres closer to the port tourists and cruise ship crews. Responsible Financing secured Funding and Description of the Legal/official planning (Institutions/Authoriti Estimated cost programmes that specific LAP Action framework (Potential funding es in charge) already allocated) partners can apply for

- Asociaciones de Agreements and conveys the institutions’ own funds Comerciantes private funds - Cámara de comercio.

Phase 1- in the present Terminal. 2- in the new Terminal.

Objective 2: Reinforcing the connection between the Port and the city

Action 2.1: Create a new urban and/or modify tourist bus route connecting the Terminal with the main tourist areas. Responsible Financing secured Funding and Description of the Legal/official planning (Institutions/Authoriti Estimated cost programmes that specific LAP Action framework (Potential funding es in charge) already allocated) partners can apply for

These lines can be temporary (linked - City Hall the institutions’ own funds to the cruises timetable) or - Turismo Valencia permanent, depending on the compatibility with the current routes. - EMT

Phase Improvement of the shuttle service Port -City. Being developed.

Action 2.2: Build a new metro station close to the new Terminal or set up a Metro connection via a shuttle service. Responsible Financing secured Funding and Description of the Legal/official planning (Institutions/Authoriti Estimated cost programmes that specific LAP Action framework (Potential funding es in charge) already allocated) partners can apply for

CIT/FGV the institutions’ own funds - City Hall. Planning (*) department.

Phase

Action 2.3: Increase the number of taxi ranks and locate bicycle hire points in a spot that tourist can find and get to easily when they disembark. Responsible Financing secured Funding and Description of the Legal/official planning (Institutions/Authoriti Estimated cost programmes that specific LAP Action framework (Potential funding es in charge) already allocated) partners can apply for

To be able to give good service to - Valencia Port. Agreements the institutions’ own funds passengers who arrive in large - CIT Communication Plan. groups, paying attention not to harm private funds - Transport companies. the rest of activities developed around the Terminal. - Turismo Valencia

Phase

Action 2.4: Provide information about the approximate fares for the different methods of transport.

Inside the Terminal and next to the - CIT Agreements the institutions’ own funds taxi points. - Transport companies. Communication Plan. private funds - Turismo Valencia

Phase

Action 2.5: Delivery and placement in the Terminal of purchases made in the city.

- Valencia Port. Agreements and conveys the institutions’ own funds - Asociaciones Comerciantes private funds - Cámara de comercio

Phase

Objective 3: Improving the city’s tourist attractions .

Action 3.1 : Set up a visitors centre in the city specialised for cruise tourism. Responsible Financing secured Funding and Description of the Legal/official planning (Institutions/Authoriti Estimated cost programmes that specific LAP Action framework (Potential funding es in charge) already allocated) partners can apply for - Turismo Valencia - Asociaciones Comerciantes the institutions’ own funds

- Cámara de comercio (*) - Operators.

Nowadays there are some tourism info points in Valencia

Phase

Action 3.2: Improve information on destinations using ICTs (tourist web portals). Responsible Financing secured Funding and Description of the Legal/official planning (Institutions/Authoriti Estimated cost programmes that specific LAP Action framework (Potential funding es in charge) already allocated) partners can apply for To define shopping areas on the - Turismo Valencia Valencia tourism website. - Asociaciones Comerciantes the institutions’ own funds To offer augmented reality - Cámara de comercio applications for phones with new private funds layers with information for cruise (*) tourists. Phase Being developed.

Action 3.3: Develop specific routes into the city centre to match passengers’ available time and interests. Responsible Financing secured Funding and Description of the Legal/official planning (Institutions/Authoriti Estimated cost programmes that specific LAP Action framework (Potential funding es in charge) already allocated) partners can apply for New cultural, gastronomic, - Turismo Valencia ecological, handcraft, commercial, … - Asociaciones Comerciantes routes.as well as artistic, antiques the institutions’ own funds - Cámara de comercio and design routes in Russafa. With private funds different lengths and means of - Operators. transport.

Phase There are some routes of must-sees and in the city centre.

Action 3.4: Thematic guided visits provided by local companies. Responsible Financing secured Funding and Description of the Legal/official planning (Institutions/Authoriti Estimated cost programmes that specific LAP Action framework (Potential funding es in charge) already allocated) partners can apply for These visits should change - Turismo Valencia the institutions’ own funds depending on the type of ship, - Operators. according to the interests and private funds potential purchasing power of the passengers. Phase Finalized

Action 3.5: Training courses for service sector staff working in tourism and collaboration with training centres for internship (tourism, languages, customs, etc.). Responsible Financing secured Funding and Description of the Legal/official planning (Institutions/Authoriti Estimated cost programmes that specific LAP Action framework (Potential funding es in charge) already allocated) partners can apply for

Take advantage of cruise tourists - Turismo Valencia the institutions’ own funds arrivals in order to make training - Cámara de comercio practices in reception and private funds -Training centres. information areas. (*)

Phase The regional department of Tourism is already implementing some training courses.

Action 3.6: Updated information for traders regarding cruise ship arrival dates.

Responsible Financing secured Funding and Description of the Legal/official planning (Institutions/Authoriti Estimated cost programmes that specific LAP Action framework (Potential funding es in charge) already allocated) partners can apply for - Valencia Port. Agreements and conveys - Asociaciones Comerciantes - Cámara de comercio Phase Finalized

Action 3.7: Facilities in shops for cruise tourists.

Responsible Financing secured Funding and Description of the Legal/official planning (Institutions/Authoriti Estimated cost programmes that specific LAP Action framework (Potential funding es in charge) already allocated) partners can apply for signage, discounts, information in - Turismo Valencia Agreements and conveys several languages, tourist cards etc - Asociaciones Comerciantes - Cámara de comercio the institutions’ own funds - Operators. private funds

Phase Finalized

Action 3.8: Enable access to the city events coinciding with any stopover, to those cruise tourists who want to take part.

- Turismo Valencia Agreements and conveys the institutions’ own funds - Operators. private funds

Phase Finalized

Action 3.9: Carry out follow up and satisfaction surveys with cruise tourists.

Responsible Financing secured Funding and Description of the Legal/official planning (Institutions/Authoriti Estimated cost programmes that specific LAP Action framework (Potential funding es in charge) already allocated) partners can apply for Before or after the call, with - Turismo Valencia the institutions’ own funds information about origin and - Valencia Port destination, length of the call etc - Operators. Phase

Being developed

Action 3.10: Provide special signs to guide visitors towards various tourist areas.

Responsible Financing secured Funding and Description of the Legal/official planning (Institutions/Authoriti Estimated cost programmes that specific LAP Action framework (Potential funding es in charge) already allocated) partners can apply for To locate specific signage in order to - City Hall the institutions’ own funds lead the tourist towards the different tourist sites.

Phase

Annex 3: timetable

City of Valencia, Generalitat Valenciana Title of the LAP. One Port, many destinations.

GANTT

Specific Objective Already implemented 2010 2011 2012 2013 1

1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8

Specific Already implemented 2010 2011 2012 2013 Objective 2

2.1 2.2 2.3 2.4 2.5

Specific Already implemented 2010 2011 2012 2013 Objective 3

3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10

3.4 Operational Programmes, European Funds and CTUR Local Action Plan

The “Comunidad Valenciana” is beneficiary of the Structural and Chohesion The amount of FSE that will be managed by the regional government in the European Funds from1988. The period 2007/2013, constitutes t he fourth period 2007/2013 is 198,37 million euros that will be distributed throughout the period of programming. The most distinctive a nd differential feature, is that the seven years of the following program following , the lines defined by the “Comunidad Valenciana” is no longer part of the regions denominated European Commission. Objective 1 due to its advance in its development. It has achieved such a rhythm that it has moved outside of the regions with structural strong The “Comunidad Valenciana” has choosed to put in the center of its strategy economic déficits and it is located in the Competitiveness and Employment the sustainable and socially integrated development. Objective, with a specific status of "transition" known as “phasing -in”. The strategic lines are: In this new period, 2007/2013, the Regional Government has defined a new 1. Improving the regional competitiveness through the investment in EU cohesion politics that should respec t and complete the objectives of the communication infrastructures and the invigoration of I+D+i2. Lisbon agenda and the Strategic Community Guidelines 2007/2013, proposed 2. Promoting the productivity and to diversificate the productive fabric. by the European Commission and approved by the Council, and whose 3. Territor ial balance, integration, protection of the environment and normative exponent is the Regulation (CE) Nº 1083/2006 of the Council of management of water resources. July 11 of 2006. On the other hand, the actions made by PO FSE iare in total consonance with the specific lines defined for the Spanish State.

3.5 Links with other E.U. P rogramme s in the Local Action Plan implementation

Once certain measures of Local Action Plan will be implemented, European It introduces the concept of financial engineering in the Structural Funds, financing will be applied for, through its links with other European projects, basically the concepts of 'Urban Development Fund' and 'Holding Funds', to not only with structural funds, also with the program JESSICA, promoted by which it gives a preferential treatment in terms of public hiring. the Commission, in cooperation with EIB a nd BED, to offer help and new For its application it needs the exis tence of an Operational Programme agreed opportunities to responsible management authorities for the following phase of upon within the Commission that includes an urban agenda (preferably that the politics's of cohesion programs mentions Jessica) and that investments are part of the “Integrated Plans of It promotes the sustainable investment, the growth and employment in the city Urban Development”. areas. This program provides part ial funding to invest in projects in the aforementioned areas, by means of risk capital, equity loans, low -rate loans, financial guarantees, etc.

Conclusion 4

Title/description and source

4.1 Results achieved and actions implemented as good practices

Results achieved The synergy and contacts created at the meetings are some of the projects’ The final objective is the urban regeneration of the « focus » areas as a result great successes, which have improved communications and eased the of the economic activity produced by cruise tourism. As already proven in the implementation of different measures. Collaboration between the different Valuo project mentioned earlier, public investment in an urban area leads to government bodies requires grea t coordination and is necessary in order to private investment, an unequivocal sign of economic regeneration. Private ensure efficient results and the optimization of economic and human investment is not on ly proportional to the public investment carried out, but resources. involves other factors such as the type of development, location, temporary scheme, communications, diversification, etc. Without replacing the specific plans of the different government bodies, the LAP document is an excellent and strategic reference po int to design new The main objective is to improve urban quality, reaching the standards interventions and is unanimously validated by all of the LSG participants. requ ired by cruise tourism, which is more demanding. This will entail an improvement of the quality of life for regular users, the local population and Actions implemented businesses. All urban changes require long execution periods, the whole of the However, the situation changes constantly and the present diagnosis would transformation only being perceptible a few years later. The LAP proposes differ from that carr ied out at the beginning of the research. The volume of two types of measures: the so-called structural measures, which require large cruise tourism has increased, both in the number of tourists and of boats, and investments and complex coordination of the various government bodies; and some of the companies have become loyal by establishing Valencia has their the so-called « soft » measures, which can be easily implemented as the arrival or departure port. Connections between Valencia and Madrid have also investment required is much low er and as collaboration has already begun improved with the AVE (high speed train). On the other hand, Turismo between the agents involved. Valencia, conscious of the importance of this type of tourism, periodically publishes useful information regarding cruises, both for tourists and traders. In many caes it only depends on the collaboration between different agents, boosted by the LSG creation.

4.2 Dissemination of results

We believe that there are several groups that these documents developed of Valencia and the final version, developed by all of the members in English, under the framework of this project can be directed to: the agents involved, will also be provided. the government bodies, the public- private entities and private entities. An audiovisual document with panels developed by the members of the The press office of the Transport and ifInfrastructure Council has been project will be produced for the general public. These panels contain a informed about every plenary meeting in which a political representative has summarised and more visual version of the reports. This format will make it participated. easier to distribute the information and to present it publicly.

Both the agents that have been actively involved in the LSG and the definition The audiovisual document will be shown in the RIVA Office, in the multimedia of the LAP, as well as the Managing Authority are familiar with the document room, as an a ddition to the exhibition of activities and interventions developed in all of its development phases. by the office.

The technical information produced by the coordinator of the CTUR project, This project will also be referred to in many of the activities carried out by the Citynews, describing the particular cases of the ports, cities and project RIVA office, such as forums, courses and conferences related to urban members involv ed, as well as the thematic journals describing interesting regeneration. case studies, will be made available to all of the administrations and agents involved in the Valencia project which request it, regardless of whether they have participated in its development or not. A summary in Spanish of the LAP

Principal ULSG members contact details Political representatives

Director General de Obras Públicas, Proyectos Consellería de Infraestructuras y Transporte. Private Bodies Urbanos y Vivienda Dirección General de Obras Públicas Oficina Riva Roca Monzó S.A. Jose Vicente Dómine Redondo César Jiménez Alcañiz Francisco Roca Monzó [email protected] oficina_riva@gva,es [email protected] Dirección General de Obras Públicas Oficina Riva Asociación Comerciantes Centro Histórico Valencia Marta Galbis Rocher Julia Martínez Gil [email protected] [email protected] Dirección General de Economía Dirección General de Obras Públicas Asociación Comerciantes y Profesionales Ruzafa Esperanza Gomez-Ferrer Guadalupe Alarcón Barea Gran Vía [email protected] [email protected] Eugenio Jimenez García [email protected] Dirección General de Obras Públicas

Alfonso Díaz Palanca Archival

[email protected] Jose Luís LLiso Ruiz [email protected] FGV Ferrocarriles de la Generalitat Valenciana Milagros López Sanjosé [email protected] FGV Elisa Herreros Monge [email protected]

City Council of Valencia Departments Auyuntamiento de Valencia Ernesto Faubel Cubells [email protected] Ayuntamiento de Valencia Carlos Mundina Gómez [email protected]

Public Bodies Public - Private Bodies Autoridad Portuaria de Valencia Consejo Camaras Comercio CV. OF.COMERCIO Maravillas Sánchez-Barcaiztegui Alvarez TERRITORIO [email protected] Sonia Esteban Ballester [email protected] Autoridad Portuaria de Valencia Cristina Rodríguez Cruz Turismo VALENCIA Convention Bureau [email protected] Máximo Caletrío [email protected] Autoridad Portuaria de Castellón Susana Soria Rovira Turismo Valencia [email protected] Jaume Mata [email protected] Autoridad Portuaria de Castellón Miguel Rojo [email protected]

Autoridad Portuaria de Alicante Luis C. López Pastor [email protected] Patronato de la Vivienda de Alicante Sara Prieto Vidal [email protected]

Edited by Generalitat Valenciana CTUR Partner CTUR Project Coordinator César Jiménez Manager Oficina RIVA-Russafa tel. +34 961614001 e-mail [email protected] www.cit.gva.es/riva-inicio/ URBACT Project Staff Marta Galbis Architect, Oficina RIVA-Russafa [email protected]

URBACT is a European exchange and learning programme promoting sustainable urban development. It enables cities to work together to develop solutions to major urban challenges, reaffirming the key role t hey play in facing increasingly complex societal changes. URBACT helps cites to develop pragmatic solutions that are new and sustainable, and that integrate economic, social and environmental dimensions. It enables cities to share good practices and lessons learned with all professionals involved in urban policy throughout Europe. URBACT is 300 cities, 29 countries, and 5,000 active participants. URBACT is part -financed by the European Union (European Regional Development Fund).