City of Rostock – GERMANY Rostock – an awaking beauty: development to a leading cruise shipping destination in Baltic Sea Region
2011 July
URBACTII
Plan Action Local of Rostock City
Hanseatic City of Rostock: Rostock – an awaking beauty: development to a leading cruise shipping destination in Baltic Sea Region
Overall goal Cruise traffic and urban regeneration of city port heritage
Specific objective 1 Specific objective 2: Specific objective 3: (immaterial): (material): (material) Change of the Corporate Identity of Rostock Cruise and ferry business get a high(er) integrated Inner City Port and Inner City development with focus to waterfront & into “Regiopole Rostock” rank in local and regional economy, cluster cruise business developments and effects to attract more Cruise visitors from development Warnemünde
Action 1.1 : updating of strategic city Action 2.1: further comprehensive Action 3.1: comprehensive Inner City port development strategy and its development guidelines 2010/2025, development of cruise business cluster implementation with a development of an Inner City Cruise anchorage capter II + III in Rostock: international planner competition 2011 Action 1.2: operationalization of city as start&end point for cruise trips in continuation of Cruise business promoting investment climate marketing strategy basing on 1.1. BSR individual consultation and advisory services Action 1.3: operationalization of tourism development of cruise related bulk Action 3.2: focussing ULSG to case study / further development and related development and tourism services implementations : smaller and flat going cruisers in South Baltic Sea: marketing strategy to 1.1. electro energy and waste service Network development Investors/operators contact development Action 1.4. corporate communication and education and training behaviour at relevant events, meetings combi tickets development etc. (internal and external) focussed Action 2.2:creation of synergies participation at international business between cruise and ferry passenger forums, fairs etc.; stabilization and transport and other incoming tourism extension of contacts to international business; strengthening Cruise Baltic network
City of Rostock Title of the LAP: “Rostock – an awaking beauty: development to a leading cruise shipping destination in Baltic Sea Region”
Objective 1 : Change of the Corporate Identity of Rostock into “Regiopole Rostock” as Gateway to Germany NE and Baltic Sea Region”; advertising and definition with own –meanwhile developed- strengths
Action 1.1 updating of strategic city development guidelines 2010/2025
Responsible (Financing secured) Legal/official planning Funding and programmes that partners can Description of the specific LAP Action (Institutions/authori Estimated cost framework potential funding apply for. ties in charge) already allocated updating of Rostock´s strategic City admin; staff costs and some federal state dev. strategy, all is financed by e.g. Interreg, URB ACT, central state and comprehensive development office for urban external moderation and regional dev. plan, master- public bodies grants, federal state grants, guidelines basing on wide public development, publishing costs plan: land use Rostock foundations, co operations with strong participation, basing at approved urban planning (sectoral plans has to follow stakeholder institutions comprehensive regional and economy inclusive communication development plan plan)
Action 1.2 adaptation of city marketing strategy to 1.1. a) marketing is subject related CI mainstreams mainly staff costs for its an informal tool; can but try to combine city household finances; but nowadays in Rostock all departments of city admin and implementing new city dev. must not decided by city isolated activities knowledge about chances for more focussed to cities enterprises guidelines into city council into a pool financing grants from state and EU advertising and public marketing conception, which of brochures etc.; office for press releases relation via press should be under increasing federal (advertising mainly using print articles like brochures development; and public household and ports states financial and web tools) in co operation and flyers implemented in a integrated authorities household engagement with office for urban way b) image “Regiopole” development, planning, gets more and more economy; port authority, acceptance and Rostock´s tourism agency, port estimated app. 50.000 € for utilisation authority and other print and web presentation/a
Action 1.3 operationalization of tourism related development and tourism marketing strategy to 1.1. development of Rostock´s new tourism see- budget plan of regional budget of the grants, from private Rostock´s environment support agency agency development plan, agency is a business including (tourism related hard (leading) city urban part of NGO´s, federal state, infrastructure, its development plan Rostock´s city central state and EU, in capacities, and Rostock 2015, admin a growing amount strategies/conceptions) master plan, household´s needed cross border plan and trans national
Action 1.4 external corporate communication and behaviour advertising, information harbour development agency, depending of balance a current city or 1. public federal and central state tourism development agency, between needs and regional household grants, intellectual output possibilities and communication plan of university, EU grants different offices and from city 2. local tourism activity / success do not exists taxes from federal state or in administrations dependant concerning concerning this cross border, trans institutions 3. grants application for grants matter – should be national programmes all in co operation with private developed basing at 4. income by actors (but never lousing corporate own services control about public interest’s) communications models
City of Rostock Title of the LAP: “Rostock – an awaking beauty: development to a leading cruise shipping destination in Baltic Sea Region ”
Objective 2 : cruise and ferry business get a high(er) rank in local and regional economy, cluster development
Action 2.1 .: further comprehensive development of cruise and ferry business cluster in Rostock
(Financing secured) Description of the specific Responsible (Institutions/authorities in Legal/official planning Funding and programmes that Estimated cost LAP Action charge) framework potential funding already partners can apply for. allocated strengthening AIDA cruises, University of Rostock, under processing informal cruise academy University benefits ESF, ERDF, and central or Rostock´s cruise federal state, development plan and from publc federal states grants, academy related training programmes household; the ppp Interreg, URB ACT job training schools AIDA cruise academy
from private funds and public input strengthening and AIDA Cruises, Arosa cruises, under informal work plan extend Rostock´s processing City of Rostock with a comprehensive cruise headquarters spatial Inner City port& river-bank dev. business environment plan and with a sectoral cruise business dev. stra-tegy,
Rostock business dev. agency win attention of Rostock´s port dev. agency; Rostock´s under informal port authorities and business development mega-yacht operators tourism agency; federal tourism agency processing co operation partners work grants from central, in co operation with cruise Baltic network plan federal state, EU programmes; Interreg- project development 2014ff.
increase tall-ship Hanse Sail office Rostock in co under informal work plan business development operators cruise operation with partners processing grants from central, business feeling federal state, EU programmes Interreg project development 2014 ff increase cruise Rostock´s port dev. agency in co under business development related regional co opera-tion with Hanseatic City of processing grants from central, operation and related Rostock admin and Rostock business federal state, EU community feeling dev. agen-cy, federal state ministry for programmes Interreg and co operation economy; community project development 2014 building&socializing ff
create local succession of co ordinated meetings, under business development stakeholder and conferences and task forces processing grants from central, actors federal state, EU first community building via community programmes Interreg Ostseeinstitute at University in co project development 2014 operation with e.g. nautical association ff and seaman’s aid association network and Hanse Sail networks, - strengthening of Union of Baltic Cities participation, also of Cruise Baltic Network,
more integrated approach including business development and spatial planning installation of a cluster management
Action 2.2 : synergies between cruise and ferry business and other incoming tourism ferry terminal standards Rostock´s harbour finances already all is very detailed discussed, mainly ERDF grants from upgrading of dev. agency, planning approved, mainly negotiated, contracted and under federal state underdeveloped solutions dep. ERDF from federal development in relation to new ferries state in co from Scandlines in 2012, operation / co new infrastructure can also financing with city used by cruisers if of Rostock Warnemündes cruise terminal is overbooked public transport transports regional public a) 70 € from URB ACT CTUR more cruise tourists transport association budget a) simple slide b) app. 100.000 € ERDF at city train station grants from Interreg project directiong to Inner City Interface 2011/12
b) ferry bus shuttle (ferry port-Inner City-main station) also can be used for cruise passengers if cruiser anchors in ferry harbour
Hotels for Cruise and ferry Hotel business under staff costs, indirect support by public passengers moderation of travelling bodies concerning good Rostock´s tourism costs business environment agency in co operation with ferry and cruise owners/companies offers to visit Rostock, private actors under staff costs depends on business costs at the pocket of business support given by inspiration of and some development plans/initiatives of engagement of public or semi
combi products Rostock´s tourism travelling private actors private business public actors agency, city costs manager, regional marketing initiative etc. international conference Ostseeinstitut at staff costs, some CTUR ULSG-budget spring 2011 University in co some ooperation with ULSG conference fees integrated spatial and city admin, port under discussion business development grants sectoral dev. plans authority from central, federal state, EU industrial & ferry programmes Interreg project harbour development 2014 ff developments by own staff and external experts
Inner City campaign tradesman has to be action plan of tradesman honkey tonk event some financial support given associations in co discussed; association finance models by Interreg Interface-project; operation with City costs for out new EU-projects could be
admin and public door cultural developed transport events in Inner City already fixed in city household
City of Rostock Title of the LAP: “Rostock – an awaking beauty: development to a leading cruise shipping destination in Baltic Sea Region”
Objective 3 : integrated Inner City Port and Inner City development with focus to waterfront & cruise business developments and effects to attract more CRUISE visitors from Warnemünde Action 3.1 : permanent updating of comprehensive Inner City port development strategy and its implementation
Responsible (Financing secured) Description of the specific LAP Legal/official planning Funding and programmes that (Institutions/authorities in Estimated cost Action framework potential funding already partners can apply for. charge) allocated international planner&architects city admin, office for urban app. 200.000,- € informal spatial framework city household UBC network, technical support competion 2012 with aim to development. + staff costs plan and additional action ERDF, Europan, federal and prepare strategy for area plan central state grants; Interreg and development to decide by city URB ACT, CTUR network informal plan as precondi- council contacts tion for further building- and investment plan dev.
Inner City and Inner City port City admin, Inner City 200.000 € p.a. + staff area dev. concept and city household, UBC network co operation, focussed business mix dev. with manager, private business costs capacity building, Image private investors, ERDF, federal and central state aim to foster urban life campaign federal and central grants, Inter-reg and URB ACT state grants
Phase/Notes URB ACT case study was one preparing step supporting decision pro competition/joint strategy development and priority definition
Action 3.2 : focussing ULSG and other stakeholders to case study / further development and implementations : smaller and flat going cruisers in South Baltic Sea continuation of case study development Harbour dev. 100.000 € informal business Rostock´s harbour Cruise Baltic network, UBC network, recommendations to foster smaller and agency, city p.a. + staff development plan and dev. agency’s ERDF, Interreg and URB ACT; flat going cruise, mega yacht or tall admin, local costs relevant focussed budget, federal federal + central state grants ships settlement in Rostock Inner City stakeholder steps to build up state subsidies, port; creation of positive business partnerships staff costs of ULSG a Interreg project development environment
Phase/Notes. case study was presented and well focussed disseminated since July 2010
CTUR LAPs Action sheets template ACTION TITLE : Corporate Identity Specific objective Change of the Corporate Identity of Rostock into Regiopole Rostock (more than regional metropolis, less than a real metropolis) and its internal and external establishment Justification for Rostock begins now a new period of self determined and quality orientated development. Because of the high level of development and action establishment it’s would cause more negative than positive effects to advertise/define Rostock for foreigners with Berlin. For this new level of comprehensive development shell contribute the cruise and ferry business; new goals and their implementation are needed. Term and conception “Regiopole” are an optimal vehicle for this new image building purpose. Priority level strategic action concerning comprehensive and material and immaterial development/progress (and corresponding marketing); secondary action in relation to cruise marketing; mouth´ word are more important than papers Term for permanent/long term implementation Detailed action Overall description Framework and aim is the still to establish general high quality standard claim, which confirms and legitimates the “Regiopole” brand. Now it’s the challenge to operationalize and implement this goal in all facets of Rostock Corporate identity development strategy; Rostock´s community and friend’s behaviour, Rostock´s community and friend’s communication and Rostock´s community and its friend’s design. Concerning Cruise-business is Rostock already a Baltic Champion in the semi metropolitan league, but has still enormous unlocked potentials to stabilize marked position and growth of it in BSR. Preliminary phases Rostock was –global and EU wide seen- terra incognito in the early 1990ies. Basing on that it had to advertised via Berlin and Hamburg. This situation changed in the benefit for Rostock. Cruise business has longer traditions in Rostock; but it was not at top in the local development strategy in the 1990ies (to contribute to the management of the unification and transformation and globalisation crises in Rostock). In the early 1990ies maritime education and skills – especially nautical and ship building related business were discovered and aware potentials for industrial change. Implementation The enforced Rostock engagement for cruise business was caused as reaction of the EU wide trend of decreasing shipyard business, phases rediscovery of whole Baltic Sea is an own brand and huge prospering tourism region, with German AIDA and Arosa head quarter f oundation (and related movement of a lot of qualified staff from West Germany to Rostock). Support phases On the one hand Rostock´s and Rostock´s region Corporate Identity (CI) is changing into a positive one; also at cruise business level. Because of already absolved level “essentials” in business location and business environment adaptation Rostock has to concentrate to stabilisation and sustainability. Completion, self development, synergies, quality orientations are the cruise business sub strategies. In
Rostock Warnemuende City owns meanwhile large parts of surrounding former old ferry port island. Its an enormous potential to optimalize and harmonize the needs of cruise business with the development needs of local community and other business. The Inner City riverbank development shells also correspond with the long term development option for a smaller cruise vessel business segment location. It’s a long term business nice idea, only realizable in co operation with other Baltic Cities. As main development environment an attractive heritage Inner City shell developed further into a growing tourist attraction; in the benefit of the Rostockians and their guests; definitely for cruise and ferry tourists. The already established standards for Cruise passenger tourists are the model now for ferry tourists in Rostock. Ferry terminal in ferry harbour is now under reconstruction and modernisation; in 2012 two brand new ferries will improve the Rostock- Denmark link. All will strengthen Rostock´s position and image in BSR. Expected outputs Rostock will be respected as Regiopole and will represent this high quality claim in praxis of cruise business too. The defined, internalized, and public communicated goals concerning Regiopole standards becomes more and more true and realistic; also and especially for cruise business purposes Planning 1. comprehensive, integrated spatial urban development plan 2. land use development plans 3. sectoral cruise and ferry business plans 4. marketing plan Rostock and Region 5. tourism marketing plan 6. cruise business marketing plan 7. related education and training plans 8. related communication plans Connected actions adaptation of regional development plan and regional marketing strategy, tourism marketing at central and federal, also at EU and global level in congruence with business support policy
Action management Partner Human Technical Funding per year / per phase resources resources Action leader / Project manager Port dev. agency depending of public and private households , City admin, Rostock Business dev. agency, Chamber of commerce, University, federal state, AIDA cruises Technical / financial partner 1 Technical / financial partner … Follow-up tools
Follow-up of action progress Indicators: all kind of marketing activities (e.g. messages of brochures, flyers, image movies etc. give Rostock and its beautiful region a higher rank than Berlin or Hamburg for Rostock´s cruise guests and business actors. Berlin and Hamburg will get the status as corresponding co operation partners. Rostock also will be more advertised and developed as check in and check out cruise destination. Ferry and cruise passengers will be more persuaded as one target group. Use of URB ACT output by utilisation of Rostock´s medieval defence system information materials. Results assessment a piece of Berlins wall is already established near by Rostock´s cruise terminal in Rostock-Warnemünde and gives flippant tourists Berlin-cold war feeling enough to get more motivation to decide for a excursion to Inner City of Rostock or Rostock´s region and its heritages and beautiful landscape.
CTUR LAPs Action sheets template ACTION TITLE: cruise-ferry cluster improvements Specific objective cruise and ferry business get a high(er) rank in local and regional economy, cluster development Improvement of absolute and relative nr. of cruise and ferry tourists with short and medium stays in Rostock; higher value creation by cruise ship building industries, cruise ship services; completion of the ferry/cruse business cluster Rostock Justification for Rostock has both as single city and as part of Baltic Sea Region enormous unlocked economic potentials from cruise and from ferry action business; relative seen: enormous underdevelopment of ferry foot passenger standards
Priority level strategic/core action Term for medium & long term implementation Detailed action Overall description In beginning of the 1990ies wasn’t Rostock´s image and tourists infrastructure not strong enough attracting mass wise cruise or ferry tourists. Also the ferry tourists approached and leaved Rostock by car; Rostock was only ferry harbour, mainly with transit function for the region and Berlin area. . Ferry harbour was/is fare away from any tourist attractions; no motivation was given, to visit Rostock. The tourists’ attractions mostly already existed all the time, but they were not presented and opened for this target groups. Meanwhile has Rostock a very good image and a lot of supporting tourist attractions combined with pleasured and target group focussed tourism pocket offers. Nevertheless: Cruise business is meanwhile the model for the ferry business to extend the nr. of passengers with a stay in Rostock. Synergies between both marked segments are obvious. Preliminary phases Ferry tourists were advertised to buy goods on board or in ferry port area; the tax-free philosophy dominated the way of thinking. Nevertheless up to mid of 1990ies was the ferry port to DK located in Warnemünde and so was Warnemünde visited from a seen able nr. of short term visitors (and customers) in Warnemünde. With the relocation of the ferry port to the industrial and ferry harbour in Rostock NE some compensation (concerning guest and their marked power) was created by the growing cruise business. In the 190ies left -not expected- most of the cruise passengers Rostock with special arranged trains to Berlin. They did not create added value in Rostock! Implementation Caused by the baseline study, the discussions in the UL SG and the Rostock meeting exist now the informal agreement, that ferry and cruise phases passengers are guests for Rostock and Rostock is and will be good host enough, to motivate the visitors to have a stay here. For cruise passengers last completing offers und er development; the rest makes the word of mouth. Public transport is meanwhile orientated to cruise guests, also native shops and services; language barriers are managed by younger people; esp. students from school and univer sity. Ferry passengers get u p from summer 2011 the invitation to use a public shuttle bus from ferry port to Inner city. Inner City related tourist offers are in the benefit of cruise as for ferry tourists.
Support phases Existing actors in the cruise and ferry business cluster are to connect and to build up a community, respecting nearly same (high) standards concerning passenger transport and related services. Ferry business shell lean from cruise or shell orientated on this standards. The maintenance of existing structures is to continue, parallel new capacities and new partnerships are to build up and to support. Sense making economic engagement or expansion should be supported from political and administrative side. Expected outputs extention of existing value added chains, new and stabilized jobs, higher qualification and knowledge in the branch and relevant businesses; living the tripel-helix-development approach, 2012 new ferries for Rostock-Gedser relation, 2010 bus shuttle ferry port (also usable for cruise guests in case of anchorage of cruisers in ferry port), cruise and ferry port passenger tourist products, more businesses discover cruise and ferry as field for business field extention, Planning business planning, cruise&ferry community planning and maintenance/ socializing, adaptation of building and land use plans, cruise and ferry became new subject for spatial planning under CTUR aspect Connected actions ferry, cruise, incoming tourism development
ACTION TITLE: exploration of Inner Cities port Specific objective a) development of Rostock Inner City and Inner City port into a multifunctional urban area with high level tourist attraction – integration into one structural and functional district b) sustainment of maritime heritage and economic character: further and fine tuned defined quality orientated development of port area into also a cruise business cluster area: AIDA cruises and Arosa river cruises head quarter and related services; therefore permanent updating of comprehensive Inner City port development strategy and its systemic implementation; increasing urban qualities of Inner City and Inner City port for wide public (and also for Rostock´s cruise tourists and Rostock´s cruise busi-ness). Justification for Since 1990 begun new development in Inner City port area and around river bank on the NE side. CTUR expertise confirmed a need for action economic traffic in Inner City port area and feasibility chances for those cruise business related traffic basing on flat going and smaller cruise ships (mega yachts or tall ships also). Inner City has enormous potential to attract tourist and to be stimulating business environment for cruise related services. Inner City is high enough developed now and development pressure touch already riverbank on West side; port development can benefit from this stabilisation and development. An enormous development pressure of different investment interest groups/functions is recognizable. Planned steering of these trends needed. Priority level high Term for long term, but step for step permanent; each action has to contribute this complex strategic goal implementation Detailed action Overall description a) Cruise guests from Rostock Warnemünde shell enjoy Inner City and its Inner City port area. Inner City is meanwhile worth to be visited because meanwhile from high level heritage and leisure quality and attractive functional mix. Each visitor who vists Inner City takes away the enormous crushes from Warnemünde in high season. The Inner City port is still not recommendable to be visited by international cruise guests without the “Hanse Sail” event-times. Otherwise: this promising area is to upgrade for business and tourists/leisure purposes too. Last functional additions shell cause high urban qualities with maritime flair. The functional and spatial integration between Inner City und Inner City ports is now an urgent task. The NE river bank side has to be put away from strong separation of Inner City.
b) Rostock absolves a successful period of self evaluation of the development between 1990 -2010, essential problems are solved, quality orientated development has to be prepared and implemented. Spatial planning has to be integrated with sectoral planning and integrated development management. Short term investments and their lobby focus to dwelling, offices, restaurants and related services. Public administration has to save public interests in a strategic perspective. An appropriate mix of services related economic functions and real
added value creating economic functions is to ensure for the future. In conflict to the majority of potential investors is to save spatial and economic development potential for maritime businesses, causing, maritime business travel and added value in general. An appropriate urban function mix is key strategy for developments contributing to this aims. Already since early 1990ies is recognizable an enormous investment pressure to attractive plots on the riverbank. Only some of them; like AIDA and harbour terraces investors, represented the needed high quality and got building permissions and public support. Meanwhile is under public discussion to settle ambitioned theatre and museum function at waterfront close by Inner City; already this public plans cause enormous investment and land use pressure. Urban development planning and urban land use and urban grant policy has to set priorities and has to arrange multiple uses of vacant plots. CTUR case study confirms that a business basing on smaller and flat going cruise ships can be a strategy to complete the booming cruise business in Rostock and the Baltic Sea. Following this has to be given those cruisers (also mega yachts or tall ships with cruise function) a high priority in the vacant and strong limited pier’s space. Corresponding functions and buildings and land uses are to link with this prioritized aim.
During the CTUR project were named a lack of economic activities in the Inner City port area. A boat traffic, basing on smaller and flat going cruise ships, cruise business related mega yachts and tall ships seems to be an promising option to reanimate business related traffic. Maritime flair and rivers status as central state waterway can be caused by those type of boats, because other economic water traffic functions were lost with the move of the grain transports into main harbour in Rostock NE. Also Rostock´s Inner City waterway can return its status as waterway with central state importance; precondition for the taking over for its maintenance costs from central state are significant economic traffic.
Preliminary phases Inner City port and riverbank area was separated form community life in the period 1945 – 1990. In the end of 1920ies and beginning of 1930ies was Inner City port anchor place of an Baltic Sea ferry/cruise line operation. Significant developments since 1990 caused a really progress in infrastructure but still not an appropriate community life in this area. The Inner City harbour area’s development got with the settlement of the AIDA cruise headquarter a highlight, the other development knot was established with the developments at the former ship yard fields. The begun development has to be completed in a high quality and has to cause seen able and empiric maritime life in the area. Challenge is to create and cause a unique functional mix in excellent spatial quality too. Implementation The AIDA cruise head quarter area has to be completed, last completing investments will happen. The demand for pier plots is higher than phases plots given, so a priority for some cruise related traffic and anchorage is to define. The implementation phases will be cha nge into a support phases after the decision of City council about a comprehensive Inner City riverbank development plan. In 2011 an international planner and architects competition will take place. Support phases a) Inner City is to advertise for Cruise tourists, therefore has be developed more foreign (especially ferry and cruise tourists) related services and information. b) Because of the complex problem and because of different development levels of singular businesses (urban functions) public support is to focus to a creation of a Baltic Sea smaller and flat going cruises armada and related operators.
Expected outputs causing of interdependencies between both legs of the strategy and step wise self development without significant public support
Planning Rostock´s waterfront development conception is now full in realization (ship yard fields, silo half peninsula, timber half peninsula, fisherman and tanner fields). Land development plans are exist and can be updated, buts not enough to ensure high quality and optimal exploitation of Port areas potentials for community life and urban development. In 2012 shell contribute an international planner competition to new ideas and fresh spirit to design a long term development plan, optimizing all announced functional needs (maritime museum, theatre, leisure, business. gastronomy etc.) Planning conflicts between different high level urban functions shell be solved in a general way; a functional area for smaller cruisers is set as priority for planners task descriptions now. Connected actions riverbank development in general, especially timber peninsula and fisherman’s and tanners area at Warnow river building and community development and tourists integration; upgrading of medieval defence system for public knowledge about this and tourists purposes (URB ACT REPAIR), development of joint strategy for ferry and cruise business; integration of river bank business man community into Inner City trades man association or creation of an compatible association, which act with public and private support in benefit of the targeted area; maritime museum development at riverbank and theatre dev. also; short term preparation of Rostock´s degenerated art collection for cruise tourists
Action management Partner Human resources Technical resources Funding per year / per phase Action leader / Port dev. agency , City admin, Rostock Business dev. agency, Chamber of public and private funds Project manager commerce, private businesses Technical / financial partner 1 Technical / financial partner … Follow-up tools
Follow-up of action progress Indicators: joint meetings in chambers of commerce tasks force, business starter, new jobs, new qualifications, new examinations, special curricula, regional, national, Baltic Sea co operation, Results assessment assessment shell happen annually
Action management Partner Human resources Technical Funding per year resources / per phase Action leader / under lead or moderation of city administration: chamber of commerce, museum and theatre Project manager promotion associations, federal state, trades man association, maritime businesses and industries Technical / financial partner 1 Technical / financial partner … Follow-up tools
Follow-up of action progress its an strategy over about 15-20 years Results assessment annually
Principal ULSG members contact details
University of Rostock and Baltic Institute Managing Authority
Sperling W. Ministry for Labour economy and tourism Research/planning/consultancy Walter Mews [email protected] Ministerium für Wirtschaft, Arbeit und
Breitzmann Karl-Heinz Tourismus Mecklenburg-Vorpommern Research/planning/consultancy [email protected] [email protected]
Chamber of commerce Volkmann Peter Business development/promotion [email protected] AIDA cruises Hensel Tino Human development City of Rostock [email protected] CTUR Partner Andreas SCHUBERT Office for urban planning, development and economy [email protected]
Ralph MARONDE Office for urban planning, development and economy [email protected]
Patrick SCHMIDT Office for urban planning, development and economy [email protected]
Hans Dieter KLUGE Harbour captains office [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 they play in facing increasingly complex societal changes. URBACT helps cites to d evelop 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. URBA CT is 300 cities, 29 countries, and 5,000 active participants. URBACT is part -financed by the European Union (European Regional Development Fund).
www.urbact.eu/ctur