Danube Delta Integrated Development Strategy (DDIDS)

Home , Babadag, Ceamurlia de Jos, Ceatalchioi, Chilia Veche, Jijila, Jurilovca

Project co-financed by the European Regional Development Fund through Operational Program for Technical Assistance 2007-2013

REPORT 2.2 Integrated Sustainable Development Strategy

June 2015

This report corresponds to the deliverable "Report 2.2 - Integrated Sustainable Development Strategy" under the Technical Support Services contract on Danube Delta Integrated Sustainable Development Strategy between the Ministry of Regional Development and Public Administration and the International Bank for Reconstruction and Development.

Contents

Executive Summary ...... ix

I. Introduction ...... 1 1. Context for the Strategy ...... 1 2. Coordination with EU and National Policies, Strategies and Documents ...... 4 3. Methodology ...... 16

II. History ...... 23 1. Diagnostic Analysis ...... 23 2. Vision for the Danube Delta Region ...... 29 3. Needs Assessment ...... 29

III. Strategy ...... 36 1. Main themes and directions ...... 36 2. Spatial Distribution ...... 47 3. Summary of Sector-Specific Priorities and Cross-Sectoral Synergies ...... 51

Pillar I: Protecting the Environmental and Natural Resource Assets ...... 52 Biodiversity and Ecosystem Management ...... 52 Energy Efficiency ...... 61 Climate Change ...... 64 Disaster Risk Management (DRM) ...... 68

Pillar II: Improving the Economy ...... 72 Tourism ...... 72 Fishery and aquaculture ...... 79 Agriculture and Rural Development (ARD) ...... 84

Pillar III: Improving Connectivity ...... 93 Transport ...... 93 Information and Communication Technology (ICT) ...... 99

Pillar IV: Providing Public Services ...... 102 Water supply and sewerage systems (WSS) and integrated water management (IWM) ...... 102 Solid Waste Management (SWM) ...... 108 Healthcare ...... 114 Education ...... 121 Social Inclusion and Protection ...... 126

Pillar V: Promoting Efficiency, Affordability and Sustainability...... 130 Administrative Capacity and Program Management ...... 130 Implementation of the agreements and the M&E mechanism...... 138

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IV. Annexes...... 150 Annex 1. Definitions of the Areas ...... 150 Annex 2: Applying the Participatory Approach ...... 152 Annex 3: Application of the Prioritization Principles – Example for Illustration Purposes Only ...... 154 Annex 4: Integration tables between the OPs and the axes within the OPs ...... 156

Figures Figure 1: Current functional structure of the Danube Delta Region ...... ix Figure 2: The vision motivates the strategic objectives, which cascade down to the Five Pillars...... xi Figure 3: Estimated job growth in the nature-based tourism and recreational fishing industries is expected to reach 42 percent, in a best case scenario...... xiv Figure 4: Estimated annual gross revenue per fisher and cherhana in the Danube Delta...... xiv Figure 5: While mobile phone penetration level is relatively high, access to internet and computer ownership are low ...... xv Figure 6: A large proportion of the households' income is spent on public services ...... xvi Figure 7: Polycentric perspective of the Danube Delta Region ...... xviii Figure 8: Comparison of yearly GDP growth among Tulcea and neighboring counties ...... 24 Figure 9: Formal Sector Employment by Locality (2013) ...... 25 Figure 10: The core Delta has much lower access to basic services than the Study Area and the rest of the country ...... 27 Figure 11: Tourism and accessibility were the most frequently raised issues by communities among the crowd-sourced project ideas answering questions such as "where do you want your community and the Delta to be in 2030" and "what are the opportunities and constraints" during the visioning exercise. ... 29 Figure 12: The Strategy is Structured into Five Vertical Pillars and is Guided by Five Strategic Principles.40 Figure 13: Functional structure of the Danube Delta Region ...... 48 Figure 14: Polycentric perspective of the Danube Delta Region ...... 51 Figure 15: Current floods situation ...... 68 Figure 16: The current tourism situation ...... 75 Figure 17: The current fisheries situation ...... 80 Figure 18: The current agricultural situation ...... 87 Figure 19: Transport Networks in Tulcea County ...... 94 Figure 20: The current situation of water supply, sanitation and integrated water management ...... 104 Figure 21: The current solid waste management situation ...... 109 Figure 22: The current situation and proposals to modernize the health system in Tulcea ...... 116 Figure 23:Institutional Agreements ...... 140 Figure 24: Key evaluation criteria within the project Log frame matrix ...... 144 Figure 25: Map of the Danube Delta Biosphere Reserve (DDBR) ...... 150 Figure 26: The Danube Delta Area ...... 151

Tables Table 1: Prioritization Criteria ...... 18 Table 2: The Vision informs the Strategic Objectives, which cascade down into the five Pillars ...... 30 Table 3: Summary of Key Needs by Sector ...... 31 Table 4: Examples of proposed approaches and action plans for sustainable development of the Danube Delta region, based on the integration of the main themes and guiding principles ...... 41 Table 5: Biodiversity and Ecosystem Management: Types of Priorities and Justification ...... 54 Table 6: Energy Efficiency - Priority Types of Intervention/Justification ...... 63 Table 7: Climate Change: Types of Priorities and Justification ...... 65 Table 8: DRM - Priority Types of Intervention and Justification ...... 69 Table 9: Pollution emergency: - Types of Priorities and Justification ...... 71 Table 10.Tourism: Types of Priorities and Justification ...... 75

Table 11. Fishery and Aquaculture: Types of Priorities and Justification ...... 80 Table 12. Agriculture and Rural Development: Type of intervention and Justification ...... 87 Table 13. Transport: Type of intervention and Justification ...... 94 Table 14. ICT: Type of intervention and Justification ...... 99 Table 15. Water supply and sanitation systems: – Type of intervention and Justification (according to the prioritization made under the PNDL) ...... 104 Table 16. Solid Waste Management: Type of intervention and Justification ...... 110 Table 17. Healthcare – Type of intervention and Justification ...... 116 Table 18. Education: Type of intervention and Justification ...... 122 Table 19. Inclusion and Social Protection: Type of intervention and Justification ...... 127 Table 20. Administrative Capacity and Program Management – Type of Intervention and Justification 132 Table 21: ITI IDA responsibilities ...... 141 Table 22. Section 1 – Relevance ...... 145 Table 23: Phase 2 – Feasibility ...... 146 Table 24: Efficiency ...... 146 Table 25: Phase 3 – Utility ...... 147

Boxes Box 1: The Study Area in Numbers ...... xii Box 2: Territorial Integration Crosses Administrative Boundaries: the Four Constanța communes...... 39

Abbreviations and acronyms WSS Water Supply and Sanitation WBA Water Basin Administration DA Diagnostic Analysis CDA Community Development Association CDA - ITI Community Development Association - Integrated Territorial Investment ARD Agriculture & Rural Development PHC Primary Health Care NA Needs Analysis NARW National Administration Romanian Waters PAFR Preliminary Analysis of Flood Risks DDBRA Danube Delta Biosphere Reserve Administration TA Technical Assistance EC European Commission TCC Tulcea County Council MBW Municipal Biodegradable Waste NR National Road PHD Public Health Directorate EE Energy Efficiency EVT Education and Vocational Training PEC Preschool Education and Care SEA Strategic Environmental Assessment EAFRD European Agricultural Fund for Rural Development EAGF European Agricultural Guarantee Fund ESFRI European Strategy Forum On Research Infrastructures FLAG Fisheries Local Action Groups GHG Greenhouse Gases FWG Functional Working Groups TRACE Tool for Rapid Assessment of City Energy SME Small and Medium Enterprises NIHWM National Institute of Hydrology and Water Management ESI Emergency Situations Inspectorate ITI Integrated Territorial Investments LLL Lifelong Learning MARD Ministry of Agriculture and Rural Development MRDPA Ministry of Regional Development and Public Administration SWM Solid Waste Management MEF Ministry of European Funds MEWF Ministry of Environment, Waters and Forests DRM Disaster Risk Management DMO Destination Management Organization CAP Common Agricultural Policy ESDP European Spatial Development Perspective EIP European Innovation Partnerships NRDP National Rural Development Program OP Operational Program

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ITI OP Integrated Territorial Investments Operational Program LIOP Large Infrastructure Operational Program ROP Regional Operational Program PPP Public-Private Partnership DDBR Danube Delta Biosphere Reserve LEER Local Energy Efficiency Recommendations LCCR Local Climate Change Recommendations UAA Utilized Agricultural Area CC Climate Change DDISDS Danube Delta Integrated Sustainable Development Strategy WWTP Wastewater Treatment Plant FS Feasibility Studies GIS Geographic Information System(s) IDMIS Integrated Disaster Management Information System IWMS Integrated Water Management System SMURD Mobile Emergency Service for Resuscitation and Extrication (Serviciul Mobil de Urgență, Reanimare și Descarcerare) WTP Water Treatment Plant ICT Information & Communication Technology VAT Value Added Tax EU European Union PIU Project Implementation Units UNESCO United Nations Educational, Scientific and Cultural Organization SRA Specific Restriction Areas

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Executive Summary

The proposed strategy strikes a balance between protecting the unique natural and cultural assets of the Danube Delta Biosphere Reserve (DDBR) and meeting the aspirations of the region's inhabitants to improve their living conditions and seek better economic opportunities.

Figure 1: Current functional structure of the Danube Delta Region

The Strategy was developed through a systematic technical analysis and a participatory process. In 2013, the Government of Romania - through the Ministry of Regional Development and Public Administration (MRDPA) - requested the World Bank to provide advisory services to assist in elaborating an integrated sustainable development strategy for the Danube Delta and its neighboring area (the Danube Delta Region)1, with horizon 2030, and to prepare an action plan to implement such a strategy2.

1 Danube Delta (DD) is the area referred to as: Danube Delta Biosphere Reserve (DDBR). It covers: (i) the Core Delta (the area between branches Sf. Gheorghe and Chilia of the Danube river); (ii) Razim-Sinoe-Babadag lagoon complex and the surrounding areas; and (iii) the area along the Danube river, west of the Tulcea city, towards Galați. The study area - called the Delta Danube region - covers DDBR and its surrounding areas; the study area includes Tulcea municipality, four towns (Babadag, Isaccea, Măcin and Sulina) and thirty-two communes (the total number of communes in Tulcea is 46). Four communes (Corbu, Istria, Mihai Viteazu and Săcele) being part of the territorial-administrative unit of Constanța County, all four being adjacent to the Razim-Sinoe lagoon complex. See ix

The strategy development started with the preparation of a Diagnostics Report with initial consultations, analyzing the current situation, opportunities and constraints. The report pointed to the dual challenge of protecting the environment and improving livelihoods in the region.

A vision and strategic objectives were defined subsequently. A vision for the Region was derived through additional consultations with the local communities and authorities, as well as representatives of central government units and other stakeholders and NGOs. Consultative workshops were held in eight locations in the region, with a total of more than 300 participants from communes and towns/city across the region. These were followed by two similar workshops in Bucharest, one with young people who had left the Delta for education or jobs, and one with technical representatives of the Inter- institutional Committee for the program. Special attention was paid to balancing "bottom-up" and "top- down" views.

The Vision for the Danube Delta Region (2030) was defined as: an attractive area - with precious biodiversity and vibrant business environment, with small/medium scale economic activities both in traditional and modern fields - where people live in harmony with nature; integrating economies of tourism, farming and fishery; and supported by urban service centers. This was derived from the following visions defined for the two sub-areas of the region - the biosphere reserve and the neighboring area - due to their different characteristics. Vision for the Danube Delta (the Biosphere Reserve area): a "living delta" (an area where people live and work), with balanced support for the environment and the community; a healthy, sustainable local economy - mainly based on nature and culture tourism; and with an inclusive planning process (residents, governments, businesses). Vision for the Neighboring Area: a vibrant agricultural and business area, with a network of urban service centers and a tourism sector that is integrated with the attractions of the area and the Delta.

Two strategic objectives were derived from this agreed vision:

(1) conserve the unique environmental assets through scientifically-guided environmental management, and by empowering local communities to be proactive guardians of this unique global heritage; and (2) develop a green and inclusive local economy3, based on sustainable consumption and protection, resource efficient, capitalizing on the area's comparative advantages, supported by improved public services. The vision and the strategic objectives provided direction for the preparation of this Strategy Report,

Annex I for maps. 2The World Bank team developed the draft strategy in close collaboration with all stakeholders; it was further discussed with MRDPA and the other relevant institutions and it was revised following the comments received. This final version is planned to be submitted for approval by Government Decision. An overview of the expected results and timetable for advisory services is shown in Annex II. 3 An economy that results in improved human well-being and social equity, while reducing environmental risks significantly and preventing the loss of biodiversity and ecosystem services. A green economy can be considered of as one which is low in carbon, efficient in terms of resources and social inclusion. (UNEP Green Economy Initiative) x

building on a comprehensive Needs Assessment by sectors, which defined the needs for physical investments, policy and regulatory reforms, institutional development, and technical assistance. The Strategy has five pillars, derived from the strategic objectives. They correspond to the five pillars4 under which the sector analyses in the earlier needs assessment were grouped. Examples of recommended priority interventions from the study are indicated under each pillar below.

Figure 2: The vision motivates the strategic objectives, which cascade down to the Five Pillars.

Vision: an attractive area with precious biodiversity and vibrant business environment, with small/medium scale economic activities both in traditional and modern fields - where people live in harmony with nature;

integrating economies of tourism, farming and fishery; supported by urban service centres. Strategic Objective no. 1: Conserve the Strategic Objective no. 2: Develop a green and unique environmental assets through inclusive local economy, based on sustainable scientifically-guided environmental consumption and protection, resource efficient, management and by empowering the capitalizing on the area's comparative local communities to be proactive advantages,Pillar II: supportedPillar byIII: improvedPillar public IV: guardians of this unique global heritage. Improving the services.Improving Providing Economy Connectivity Public Services Pillar I; Protecting the Environmental and Natural Resource Assets

Pillar V: Promoting Efficiency, Affordability and Sustainability (including Administrative Capacity of Local Authorities and Technical Assistance for Program Implementation

4 A fifth pillar "Promoting efficiency, accessibility and sustainable development" is transversal and it was adopted as one of the guiding principles for the development of the strategy. xi

Pillar 1: Protecting the environmental and natural resource assets. The region's main comparative advantage is its environmental wealth. While posing a constraint to some economic activities, it also provides opportunities for bringing greater prosperity to the region, through income generation based mainly on non-consumptive use of the living natural resources and preservation of local cultural traditions. Restoring the natural environment and improving the management of the environmental and natural resource assets represent a critical first step. Over the longer term, sustainability will depend on local residents playing an active role as guardians and managers of the Delta's environmental and cultural assets in partnership with the Danube Delta Biosphere Reserve Administration (DDBRA). Reducing the threat of unsustainable resource consumption, including fishing, needs to rely on cooperative solutions that provide incentives to residents to safeguard the local assets. This generally means providing some level of "ownership rights", accompanied by responsibility and accountability5. All activities promoted in the Danube Delta Region need to be in harmony with the guidelines to be laid out in a strategic environmental assessment and the rules governing the biosphere reserve, as well as to address threats from climate change proactively.

Example suggested interventions: hydrological modelling; de-silting; ecological restoration; dredging; flood protection; signage; energy efficiency initiatives; monitoring system; and institutional reform and strengthening.

Box 1: The Study Area in Numbers

Population (Census 2012) Tulcea County 201,500 Study Area (Danube Delta Region) 184,000 Of which in the Core Delta 10,700 In the neighboring area: 173,300 Within the Study Area: Tulcea City 73,700 4 towns (Babadag, Isaccea, Măcin and Sulina) 4,000 – 9,000 29 communes in Tulcea county (of 46) 500 – 5,900 Of which in the Core Delta (7 communes) 500 – 2,100 in the neighboring area 1,100 – 5,900 4 Communes in Constanța County 2,100 – 5,700 Area Tulcea County 8,499 km2 of which

5 Granting "ownership rights" to residents must be accompanied by institutional structures that provide opportunities and mechanisms for their participation in making decisions with an effect on them. This will apply in addition to the environmental management. xii

Study area 7206.6 km2 Total Biosphere Reserve (the Delta), including sea area 6,250 km26 of which in Romania 5,800 km27 in Ukraine 450 km2 Neighboring Area (about 50% of the Study Area)

Distances Tulcea City - Bucharest 267 km Tulcea City - Constanța 125 km Tulcea City - Sulina 67 km (on water)

Pillar II: Improving the economy. The environmental and cultural richness and diversity of the region bring economic opportunities to the tourism industry, with co-benefits to local fisheries and aquaculture, agriculture and small business such as handicrafts. With more diversified attractions and nature programs, not only the number of tourist, but also the duration of their stay, will increase and provide revenue to local residents, both within the Biosphere Reserve (particularly in the core Delta) and its neighboring cities/towns and communes. Preservation of the region's tangible and intangible cultural heritage assets - traditions, arts, cuisine and cultural sites and events - can add to the distinctive positioning of the region as a travel destination and product branding. Special efforts are needed to further integrate minority groups in the society and preserve their related cultural heritage. To address affordability constraints, economic opportunities and jobs need to be generated, with support ranging from skill development and in-job training to small grant schemes for microenterprises, including small agricultural and fish processing supporting tourism. Advisory services will guide farm consolidation and modernization and prepare small pension/hotel owners to cater to higher-end tourism. Incentives to small pilot businesses can be provided, including an appropriate evaluation framework to enable learning and replication.

Example suggested interventions: visitor infrastructure; beautification efforts; small grant facilities; tourism training; destination management organization; support for rural infrastructure modernization; support for aquaculture, recreational fishing, and small scale fish processing (canning, smoking); support for the development of business in non-agricultural areas (e.g. tourism, handicraft/craft products, renewable energies).

6 Of which the Tulcea County (87.73%); Constanța County (12.13%); Galați County (0.14%) 7 2.5% of Romania xiii

Figure 3: Estimated job growth in the nature-based Figure 4: Estimated annual gross revenue per fisher tourism and recreational fishing industries is and cherhana in the Danube Delta. expected to reach 42 percent, in a best case scenario.

Source: Authors' estimation formed from field research in Notes: Assumed approximately half of the estimated 10,000 the Study Area, as well as using 2011 Census Data, million ton total catch by recreational and family fishing. * Eurostat and Independent Studies 1,488 Licenses; ** Less First Sale Value; *** 50 Cherhanas. Source: Authors' estimation from field research. Pillar III: Improving connectivity. Improved connectivity to enhance movement of people, goods and information will bridge the divide between cities and remote locations and lagging and leading regions (e.g. Constanța, one of the country's growth poles) as well as within the region (e.g. between the Core Delta and the surrounding areas). An improved ICT infrastructure and a more rapid movement will support tourism development. It will also improve business opportunities by connecting sellers to markets and create opportunities for more innovative service delivery in health and education.

Example suggested interventions: upgrading of roads (various county and communal roads); modernization of Tulcea port and airport; improved transport on waterways; increased access to broadband internet.

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Figure 5: While mobile phone penetration level is relatively high, access to internet and computer ownership are low

Source: WB, Study Area Household Survey

Pillar IV: Providing public services. Access to basic urban services (water, sanitation and waste disposal), health facilities and schooling in the region is uneven as is their respective quality. Addressing these and other service gaps will support tourism development, and improving the services will, partly by the use of ICT, be essential to improve health and social mobility. Basic services need to be provided at the lowest cost, which will require innovative approaches. For health, it will mean reliance on preventive "doctors-on-visit" (medical caravan) health provision, and ICT-based consultations and shelter next to the hospital. For education, it means consolidation of schools, as applicable, with commensurate transport options and virtual classrooms for remote locations. For water and wastewater, it entails low- cost easily maintainable and affordable technologies, for which there is clear demand and willingness to pay. As cost-recovery regulations move to more market-based principles, appropriate social safety nets need to be established to safeguard the well-being of the disadvantaged segments of the population. In terms of social inclusion, integrated interventions will be considered to address issues related to education, health, social work, housing and employment, particularly for disadvantaged areas, with a high percentage of Roma population. Example suggested interventions: rehabilitation of water supply systems; low cost collection and treatment of waste water; enhanced waste management system supporting waste separation/selection; improved access and response capacity in health sector; telemedicine; support for lifelong learning, vocational schools linked to labor markets, and early childhood education and care; distance learning; ensuring access of underprivileged sections of the population to education, health, housing and employment; development of social enterprises.

Pillar V: Promoting efficiency, affordability and sustainability. Further empowering local authorities to develop and oversee public service delivery is an essential factor that would help the development of the Study Area. The alternatives to local authorities (concessions, outside institutions etc.) are less accountable to the beneficiaries from these investments. If neither households, nor local governments can sustain the level of local services in the area, the supplemental finance through targeted subsidies needs to be provided by the central government, or services need to be tailored to affordable levels. Not only local authorities, but the capacity of all institutions to administer the type and scale of projects envisaged needs to be strengthened. Limited budgetary resources and challenges in retaining staff in remote areas (e.g. in the health and education sectors) has put stress on the administrative systems. The need for effective coordination of interventions will present additional administrative demands on beneficiary institutions, and some new organizations are proposed to be established (for example, a destination management organization for the tourism sector). A comprehensive program on capacity building and technical assistance will need to be administered, that is supportive of future functions, incentives and accountabilities. Example suggested interventions: technical assistance for administrative capacity improvement, technical assistance for program management, design of household subsidies, development of online services.

Figure 6: A large proportion of the households' income is spent on public services

Source: WB, Study Area 2014

The proposed Draft Strategy will guide the territorial integration of the Danube Delta Region. The five strategic pillars demonstrate complementarity. The tourism potential will remain constrained unless urban services (water, sanitation and waste collection) and tourism infrastructure are improved.

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Services such as health and education will rely increasingly on virtual communication tools (ICT). More tourism benefits will emerge, once more attractions and recreational fishing, aquaculture, organic farming, guided tours, etc. are developed. Since the natural and cultural assets are the key attraction of the region, restoring, protecting and enhancing them is of utmost priority. Beyond integration and synergies across sectors through the broad-based planning process, links between physical investments, policy and regulatory changes, and institutional development and technical assistance enhances benefits and sustains assets. The Strategy defines key types of interventions/projects within each sector, and how they complement and enhance each other as an integrated territorial development program. The projects are linked to financial resources allocated by the government through the ITI instrument and to other sources of funds. As the proposed development will require unprecedented efforts and an ability of residents and local authorities to reinvent themselves, sizeable technical assistance needs to be provided.

A number of trade-offs were made, the main one being to provide directions for economic development without causing undue impact on the environment, particularly in the Delta. More specifically, for example, facilitate tourism, fishing and water transport by dredging and other works, while enhancing the biodiversity assets in the wetland by bringing it back to more natural flows; improve access for the population in the Delta by rehabilitating existing roads (not building new ones); seek affordable water and sanitation solutions for villagers with financial ability for local authorities to operate and maintain; limited strategic emphasis on commercial fishing versus transition towards higher-value recreational fishing; and more focus on support for improvement of existing accommodations than new ones as part of the proposed small-scale nature-and-culture based tourism, until the demand will warrant expansion. Additional trade-offs (prioritization) due to investment funding constraints may need to be made during the forthcoming preparation of action plans.

Many interventions contribute to further spatial integration across the region, through transport improvements, further economic integration (tourism, agriculture, fishery) and some centralized service provision (e.g. proposed telemedicine, distance learning, operations and maintenance of water and sanitation services). Specifically: (i) the DDBR draws visitors to the whole region (tourism destination), while the neighboring area supports the DDBR with its stronger economies; (ii) the main urban/service centers will be more connected; and (iii) and the urban-rural linkages will be strengthened, particularly through the tourism-induced economic integration mentioned above, and through service integration (accommodation facilities, signage, guided tours, etc.). All areas of the region will be represented in a destination management organization/mechanism for the continued tourism development.

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Figure 7: Polycentric perspective of the Danube Delta Region

The Vision and Strategy with target 2030 provides a framework for an ITI Proposal and Action Plan for implementation by 20208 - but all defined needs cannot be fully addressed by 2020. While the defined vision and the outlined strategy have the horizon 2030, it will initially be used as input for a proposed ITI investment program and an even broader action plan for implementation through 2020. To be realistic, this will require significant prioritization and sequencing of interventions, taking sustainability and affordability considerations into account. The Draft Strategy will be complemented and "vetted" by a Strategic Environmental Assessment , and followed by a detailed ITI Proposal with an action plan for phased implementation of eligible investments (details at priority projects level, with dedicated funding from the OPs). A full Action Plan will then be prepared, including interventions that are not eligible for ITI funding. These plans will describe prioritized projects further and help operationalize their implementation with further specification of sequencing, implementation arrangements, and monitoring and evaluation systems (including indicators).

8 Possibly until 2022, if the EC will grant an extension similar to that given in the previous programming period. xviii

I. Introduction

1. Context for the Strategy In September 2013, the World Bank was contracted to provide advisory services to the Government of Romania for the preparation of a strategy for the Danube Delta and its surrounding communes9. The main objective of the ongoing services is to assist in planned and environmentally-sensitive development of the Danube Delta Region, an ecologically rich but also economically challenged region of Romania. This strategy will contribute to the protection and the sustainable development of the Danube Delta, a region of global conservation significance. The Delta hosts extraordinary biodiversity and provides important environmental services. It is the largest remaining natural delta in Europe and one of the largest in the world. The Danube Delta is the second largest delta and the best conserved delta in Europe, featuring an impressive diversity of habitats and life forms (wildlife) which it hosts. Danube Delta is included, since 1992, in the list of UNESCO World Cultural and Natural Heritage, being the only delta with biosphere reserve status in the world. Danube Delta Biosphere Reserve encompasses the delta itself (2,540 sq km in Romania), Razim-Sinoe lake complex, marine waters up to the 20 m isobath, the Danube riverbed between Cotul Pisicii and Isaccea and the Danube floodplain between Isaccea and Tulcea, with a total area of over 5,000 square kilometers. NATURA 2000 network at the Delta level includes: - Danube Delta SPA site and Razim-Sinoe complex (ROSPA0031), which hosts over 250 protected bird species, of which 97 are contained in Annex 1 of Directive 79/409/EEC, 151 are contained in the Annex to the Bonn Convention on Migratory Species and 17 globally threatened species; - Black Sea SPA site (ROSPA0076) - is also an attractive habitat for many species of (sedentary and passage) migratory birds, being an important migration corridor for the herds in Northern Europe; - Danube Delta SCI site (ROSCI0065) - has an unique deltaic ecosystem in Europe and even globally, by the diversity of biotypes and resources, influenced by the Danube water and its deposits. This also stands out thanks to the ethno-cultural diversity (Romanians, Lippovan Russians, Ukrainians, Roma, Greeks, Turks, Bulgarians etc.), by traditional crafts and by the length of residence in the territory.

9 Danube Delta (DD) is the area referred to as: Danube Delta Biosphere Reserve (DDBR). It covers: (i) the Core Delta (the area between branches Sf. Gheorghe and Chilia of the Danube river); (ii) Razim-Sinoe-Babadag lagoon complex and surrounding areas; and (iii) area along the Danube river, west of the Tulcea city, towards Galați. The study area - called the Delta Danube region - covers DDBR and its surrounding areas; the study area includes Tulcea municipality, four cities (Babadag, Isaccea, Măcin and Sulina) and thirty-two communes (the total number of communes in Tulcea is 46). Four communes (Corbu, Istria, Mihai Viteazu and Săcele) are part of the territorial- administrative unit of Constanța County, all four being adjacent to the Razim-Sinoe lagoon complex. See Annex 1 for a map of the region.

The most significant physical and ecological feature of the DDBR is its vast expanse of wetlands, including freshwater marsh, lakes and ponds, streams and channels. Only 9% of the area is permanently above water. Life for the 10,000 residents of the core Delta is challenging and access to essential social and economic services is limited. Water transport is often the only option to reach and travel from destinations in the core Delta. The area also has lower access to basic services, such as piped water and sewerage, than the neighboring rural areas. Health and education services are also constrained by inaccessibility and decreasing population. An extensive diagnostic analysis of the prevailing situation with respect to access to basic services, opportunities for job creation and growth, and constraints to development was carried out. The diagnostic analysis was complemented with findings from participatory consultations with local residents and stakeholders on their vision of how a future Danube Delta Region would look like. Issues discussed at the meetings were compiled in the Vision. In the Needs Assessment Report, the necessary changes to be made in order to achieve the strategic goals established and to turn the vision into reality were identified. This Strategy is the next step in the process of planning interventions in the Danube Delta Region, presenting key development directions (objectives, measures, types of intervention). The Needs Assessment (NA) identified measures and interventions to achieve the overarching strategic objectives and underlying sector-specific objectives. The Strategy identifies the recommended priority areas of intervention and key projects from the study, within each sector based on criteria of expected impact towards the strategic objectives, geographical breadth, level of preparedness, and financial and administrative sustainability. It suggests links to financial resources allocated through the ITI instrument. The Draft Strategy builds towards the Vision, which was elaborated through an extensive consultation process.

Vision for the Danube Delta (the Biosphere Reserve area): A "living delta" (an area where people live and work) with balanced support for the environment and the community; a healthy, sustainable local economy - mainly based on nature and culture tourism; and with an inclusive planning process (residents, governments, businesses).

Vision for the Neighboring Area: A vibrant, modern agricultural and small enterprise area, with a network of urban service centers and a tourism sector that is integrated with the attractions of the area and the Delta.

Together, they form the Vision for the Danube Delta Region (2030): An attractive area - with precious biodiversity and vibrant business environment, with small/medium scale economic activities both in traditional and modern fields - where people live in harmony with nature; integrating economies of tourism, farming and fishery; and supported by urban service centers.

Vision Statement and Strategic Objectives, Danube Delta Region (2030) Two strategic objectives were derived from this vision: Strategic Objective no. 1: Conserve the unique environmental assets through scientifically-guided environmental management, and by empowering the local communities to be proactive guardians of this unique global heritage. Strategic Objective no. 2: Develop a green and inclusive local economy, based on sustainable consumption and protection, resource efficient, capitalizing on the area's comparative advantages, supported by improved public services.

2. Coordination with EU and National Policies, Strategies and Documents Coordination with EU Policies, Strategies and Documents At EU level, territorial cooperation and flows of technology, goods and capital are critical aspects of development and key factors for supporting sustainable development. The article 3 of the Lisbon Treaty (2009) highlights that EU promotes economic, social and territorial cohesion in response to the challenges of globalization, climate changes, demographic changes, safety and energy. The EU objectives defined in the Europe 2020 Strategy for smart, sustainable and inclusive growth can only be achieved if the territorial dimension of the strategy is taken into account, as the development opportunities of different regions vary. Europe 2020 targets assumed by Romania and to which it must contribute are:  employment rate of the population aged 20 to 64 years of 75% (RO 70%);  level of investment in research and development of 3% of the European Union GDP (RO 2%);  20/20/20 target on energy and climate change: - emissions of greenhouse gases 20% below the level recorded in 1900 (RO 20%) - 20% of the energy produced coming from renewable sources (RO 24%) - 20% increase in energy efficiency (RO 19%)  early school leaving rate below 10% (RO 11.3%)  proportion of young people aged 30 to 34 years, graduates of tertiary education, of at least 40% (26.7%)  decrease in the number of people exposed to poverty by 20 million (RO 580,000).

Under this Strategy, seven initiatives were proposed as working instruments:  An "Innovation Union" is aimed at reorienting research, development and innovation policy towards major challenges, while closing the gap between science and market launch, so that inventions could be turned into products. This initiative aims to improve framework conditions and access to finance for research and innovation, so as to ensure that innovative ideas can be turned into products and services that create growth and jobs;  "Youth on the Move" is aimed at increasing the international quality and attractiveness of Europe's higher education system, by promoting student and young professional mobility. As a concrete action, vacancies in all Member States should be more accessible throughout Europe, and professional qualifications and experience should be recognized properly. This will enhance the performance of education systems and will facilitate the entry of young people into the labor market;  "A Digital Agenda for Europe" is aimed at providing certain sustainable economic and social advantages through a digital single market based on ultra-fast internet; all Europeans should have access to high speed internet by 2013. Thus, the focus is on accelerating the development of high-speed internet services and on capitalizing the benefits offered by a digital single market to households and companies;  "A resource-efficient Europe" is aimed at supporting the shift towards an efficient use of resources, with low carbon emissions. Europe must maintain the "20/20/20 targets" in terms of production and consumption of energy and energy efficiency. The initiative allows the detachment of economic growth from resource use, to support the transition to a low 4

carbon economy, to increase the use of renewable energy sources, to modernize the transport sector and to promote energy efficiency;  "An industrial policy for the globalization era" is aimed at supporting the competitiveness of the EU industrial base in the post-crisis world, promoting entrepreneurship and the development of new skills. Thus, there will be an improvement in the business environment, especially for SMEs, the development of a strong and sustainable industrial base able to compete globally will be supported and millions of new jobs will be created;  "An agenda for new skills and jobs" is aimed at creating the conditions for modernizing labor markets, and the provision of a greater autonomy to people, by developing their skills throughout their life, in order to increase labor participation and to have a better match of labor supply and demand, including through labor mobility. The purpose of this initiative is to increase the employment rates and to ensure sustainability of the European social models, given the retirement of the "baby-boomers";  "European Platform against Poverty" provides the appropriate framework to ensure economic, social and territorial cohesion, so that the benefits of growth and jobs to be distributed fairly, and people experiencing poverty and social exclusion be given the opportunity to live in dignity and to play an active role in society.

The formulation of the strategy for the Danube Delta Region (the Region) subscribes to the principles and priorities of EU policies, which create the framework for a regional territorial policy aimed at the sustainable development of the Region. The following documents represent the EU context for the development of the Danube Delta Integrated Sustainable Development Strategy (DDIS). Territorial Agenda 2020 ‐ Towards an Inclusive, Smart and Sustainable Europe of Diverse Regions: highlighting territorial cohesion as common goal for a harmonious and balanced development. In line with the Treaty on the Functioning of the European Union (Art. 174 and 175), all policies and actions of the Union should contribute to economic, social and territorial cohesion. Therefore, those responsible for the design and implementation of sector-specific policies should take the principles and objectives of the Territorial Agenda into consideration. The coherence of EU and national policies is of utmost importance for territorial cohesion. Most policies have significant territorial impacts, influencing the development opportunities of territories in different ways. Co‐ordination of different sector-specific policies, to optimize territorial impact and maximize coherence, can significantly increase their success, and help avoid, at all territorial levels, negative effects from conflicting policies. This has been a focus of the development of this Strategy. Balance of sustainability, competitiveness, and social cohesion can be realized through such integrated territorial development. Investing in Europe's future - the fifth report on economic, social and territorial cohesion (November 2010): The 5th Cohesion Report is the first report adopted under the Lisbon Treaty, which added territorial cohesion to the twin goals of economic and social cohesion. The report: (i) analyses the territorial dimension of access to services; (ii) pays more attention to climate change and the environment; and (iii) considers how the territorial impact of policies can be measured. The Cohesion Policy is the EU's main instrument for pursuing harmonious development across the Union. It is based on a broad vision, which encompasses not just the economic development of lagging

regions and support for vulnerable social groups, but also environmental sustainability and respect for the territorial and cultural features of different parts of the EU. As also mentioned in the EU budget review, the following areas must to make progress: concentrating resources on the Europe 2020 objectives and targets; committing Member States to implement the reforms needed for the policy to be effective; and improve the effectiveness of the policy with an increased focus on results. The explicit linkage of the Cohesion Policy and Europe 2020 provides an opportunity to: (a) continue helping the poorer regions of the EU catch up with the more developed regions; (b) facilitate coordination between EU policies for the entire EU, while addressing social challenges, such as an ageing population and climate change. The DDIS, built on five pillars, addresses equally the environmental protection issues and the socio- economic needs, through the provision of basic services, employment opportunities, connectivity and accessibility. It responds to the cohesion policy, and also takes into account the priorities of EU Strategy for the broader Danube Region. The 6th Report on Economic, Social and Territorial Cohesion was published in July 2014. It shows that EU Cohesion Policy is delivering on the growth goals of the Europe 2020 Strategy by creating jobs and reducing disparities across Europe. Looking ahead to 2014-2020, the report outlines how investments will be focused on key areas like energy efficiency and climate change, employment and social inclusion. For the benefit of citizens, SMEs will receive a large part of these investments. The Report analyses the state of cohesion of the Union and highlights the challenges faced by national, regional and local authorities in overcoming the impact of the financial and economic crisis. In particular, it finds that Cohesion Policy has cushioned the dramatic decline of public investment, injecting much needed investment resources in many Member States and creating vital financial stability which serves to attract private investment. Cohesion Policy investments from 2014-2020 will make Euro 38 billion available to support the shift to a more environmentally-friendly economy, through investments for energy efficiency and renewable resources. Around Euro 33 billion will be allocated to increase the competitiveness of European SMEs. EU Strategy for the Danube Region (EUSDR) approved by the EC in December 2010 and adopted by the European Commission in 2011: Discussed and approved at the community level, this document defines the core of regional development in the Danube Region. The four priority axes of this EU Strategy are connectivity (intermodal transportation, culture and tourism, energy networks), environmental protection (management of water resources, biodiversity protection and risk management), building prosperity in the Danube region (education, research, competitiveness) and improved governance (institutional capacity and internal security). They are also reflected in this strategy for the development of the Danube Delta Region. Danube Transnational Program 2014-2020: This program supports the integration policy in the Danube Region in selective fields under the Common Provision Regulation (CPR)/European Regional Development Fund (ERDF), linked to the EU Strategy for the Danube Region (EUSDR). The intended "integration policy" is below the EU-level (i.e. efforts are not duplicated in the integration policy at the EU-level e.g. TEN-T in the transport sector), but above the national level in the respective field. Transnational projects should influence national/regional/local policies. To achieve a higher degree of territorial integration of the heterogeneous Danube region, the program addresses common challenges and needs where transnational cooperation is expected to deliver the best results (development and implementation of policy frameworks, tools, services and concrete pilot 6

investments). Strong complementarities with the broader EUSDR are sought. Priorities are related to improving the quality of policies and their delivery, improving institutional frameworks for cooperation, and delivering solutions through concrete investments and pilot action. The Danube Delta Biosphere Reserve Administration (DDBRA) is coordinating with Ukraine in this regard. The following documents support the objectives to increase mobility in the Danube Region, and make the best use of the river and maritime networks: WHITE PAPER: Roadmap to a Single European Transport Area – Towards a competitive and resource efficient transport system (EC, 2011): Building on lessons learnt, the Roadmap takes a global look at developments in the transport sector and its future challenges and policy initiatives that need to be considered. The Commission's transport vision is presented together with key measures to achieve a transformation of the European transport system. One of the initiatives focuses on the European Maritime Transport Space without Barriers, to be further developed into a "Blue Belt" of free maritime movement in and around Europe, with waterborne transport to be used to its full potential. EC Integrated Maritime Policy - Blue Growth: The "Blue Growth" Strategy is the long term strategy to support sustainable growth in the marine and maritime sectors as a whole. Seas and oceans are drivers for the European economy and have great potential for innovation and growth. It is the maritime contribution to achieving the goals of the Europe 2020 strategy for smart, sustainable and inclusive growth. Connecting Europe initiative: is aimed at accelerating long-term investments in roads, railways, energy networks, pipelines and high speed broadband networks.  Improving transport links - investment in infrastructure projects meant to facilitate the transport of goods and passengers, particularly between western and eastern Europe. Investments will focus on green and sustainable modes of transport.  Connecting energy networks - making connections between EU countries, to facilitate the supply of energy - both the traditional one and energy from renewable sources.  Supporting high-speed digital networks - creating broadband networks and delivering pan- European digital services. Grants will be allocated for creating the necessary infrastructure to introduce digital identification services and electronic services in public procurement, health, justice and customs operations. The money will be used to ensure connection and interoperability of national services.

The spatial development of the Danube Delta Region is based on the following EU documents of general planning principles for territorial development, urban or rural, to ensure a democratic process and a balanced, sustainable development: European Regional/Spatial Planning Charter - Torremolinos Charter (adopted on 20 May 1983 in Torremolinos, Spain): The Charter argues that regional/spatial planning should be:  Democratic: be conducted in such a way as to ensure the participation of the people concerned and their political representatives.  Comprehensive: to ensure the co-ordination of the various sector-specific policies and integrate them in an overall approach.  Functional: to consider the existence of regional consciousness based on common values, 7

culture and interests, sometimes crossing administrative and territorial boundaries, while taking account of the institutional arrangements of the different countries.

 Long-term oriented: to analyze and consider the long-term trends and developments of economic, social, cultural, ecological and environmental phenomena and interventions. Regional/spatial planning seeks at the same time to achieve the following fundamental objectives:  Balanced socio-economic development of regions  Improvement of the quality of life  Responsible management of natural resources and protection of the environment  Rational use of land

European Spatial Development Perspective (ESDP) - Towards a Balanced and Sustainable Development of the Territory of the EU (agreed at the Informal Council of Ministers responsible for Spatial Planning, in Potsdam, May 1999): The aim of these spatial development policies is to work towards a balanced and sustainable development of the territory of the EU. In the Ministers' view, it is important to ensure that the three fundamental goals of European policy are achieved equally in all regions of the EU: (1) economic and social cohesion; (2) conservation and management of natural resources and the cultural heritage; and (3) more balanced competitiveness of the European territory. Leipzig Charter on Sustainable European Cities (2007): This Charter sets common principles and strategies for urban development, recommending: (1) making greater use of integrated urban development approaches, and (2) that special attention is paid to disadvantaged neighborhoods within the context of a city as a whole. European Rural Heritage Observation Guide (CEMAT, Ljubljana, September 2003): The CEMAT Guide helps implement the Recommendation of the Ministers responsible for fostering the development of rural areas as life settings for both economic and recreational activity, and as natural environments. It seeks to help restore the town-countryside balance and to promote the rural world's resources as a development factor. It is essential to put these principles into effect and to promote sustainable rural planning, combining economic growth and protection of heritage assets inherent in both natural and cultural landscapes. It contributes towards achieving independent development of rural areas for living and economic and recreational activities, and as physical regions, and provides guidelines regional/spatial planning for management of the heritage. Common Agricultural Policy for 2014-2020: CAP is a bridge between the expectations of EU citizens regarding agriculture and the expectations of farmers in countries facing economic and environmental challenges. This sector is considered to be strategic in terms of food security, environment and economic growth in rural areas. In accordance with developments and CAP reform for 2014-2020, it will focus on three main pillars: ecology and efficiency in agriculture, ensuring healthy food at affordable prices and revitalizing rural areas and communities. Rural development policy for the period 2014-2020: RDP focuses on three strategic objectives in the long term, which are in line with Europe 2020 strategy and CAP objectives. Rural development policy aims to boost the competitiveness of agriculture, ensure sustainable management of natural resources and fighting climate change and to promote a balanced territorial development of rural economies and communities, including creating and maintaining jobs. 8

Funds allocated under the CAP and rural development programs of the Member States will be directed towards the following objectives: increasing the competitiveness of European agriculture at global and national level, conservation of farming systems diversity in the EU states and adapting agricultural production to new environmental challenges related climate change and natural resource protection. Common Fisheries Policy: CFP aims to ensure sustainable fisheries and aquaculture are ecologically, economically and socially sustainable and that they provide healthy food for EU citizens. It also aims to support a dynamic fisheries sector and to ensure a fair standard of living for the fishing communities. However, it stresses the need to ensure that fishing practices do not affect the reproductive capacity of fish populations, by adopting a cautious approach, which recognizes the impact of human activities on all ecosystem components. In aquaculture, the preservation of an economically viable sector, the guarantee of food safety and animal welfare, environmental problems solving and research fostering are considered to be a priority. EU Tourism Policy: aims to maintain Europe as a first destination and, at the same time, to maximize industry's contribution to growth and employment and to promote cooperation between Member States, in particular through the exchange of best practices. Under the European Commission's communication "Europe, the world’s No 1 tourist destination — a new political framework for tourism in Europe", four priority actions were identified: boosting competitiveness in the European tourism sector, promoting the development of sustainable, responsible and high quality tourism, strengthening Europe’s image as a collection of sustainable and high quality destinations. Considering Danube Delta's special status of a UNESCO site, the DDIS development subscribes as well to international conventions and strategies that cover specific requirements for the protection and conservation of natural heritage: Seville Strategy for Biosphere Reserves (1995): This document identifies the specific role of biosphere reserves in developing a vision of the relationship between conservation and development. It provides recommendations for developing effective biosphere reserves and sets out conditions for the appropriate functioning of the World Network of Biosphere Reserves. It includes recommended implementation indicators, i.e. a check-list of actions that will enable all involved to follow and evaluate the implementation of a strategy. Convention concerning the Protection of the World Cultural and Natural Heritage (Paris, 1972) adopted in Romania by Law no. 187/1990: The goal of this convention is to ensure international protection of the world cultural and natural heritage, by establishing a system of international cooperation and assistance. EU energy policy for the period up to 2020: is based on three main objectives: Durability - stresses EU's concern for climate change by reducing its emissions of greenhouse gas (GHG) to a level that would limit global warming effect to just 2 °C above the temperatures of the pre-industrial era; Competitiveness - aims to ensure an effective implementation of the internal energy market; Safety of energy supply - aims to reduce EU's vulnerability on energy imports, disruptions in power supply, possible energy crises and uncertainty regarding future energy supply. EU climate change policy: proposes as long-term objective (2050) to reduce emissions by 80-95% as compared to 1990. Making Europe an energetically efficient economy and with low carbon emissions will lead to economy improvement, creating jobs and strengthening competitiveness. EU 9

strategy on the adaptation to climate change includes measures such as: the use of smaller amount of water, adapting regulations on construction, constructing flood defenses, development of crops adapted to drought conditions.

The White Paper on multilevel governance: the document is part of a proactive political approach to "Building Europe in partnership" and sets two main strategic objectives: encouraging participation in the European process and reinforcing the efficiency of Community action.

Cross-Border Issues The significant cross-border issues in achieving common environmental objectives between the DDBR in Romania and the Danube Biosphere Reserve in Ukraine are well recognized in international conventions. The Danube Delta Biosphere Reserve in Romania and Danube Biosphere Reserve in Ukraine are recognized as "Cross Border Danube Delta Biosphere Reserve Romania/Ukraine" within UNESCO MAB Program and cross-border RAMSAR site. Several cross-border cooperation projects have been implemented or are currently under implementation in the Region. The first Global Environmental Facility (GEF) project in Romania was implemented from 1995 through 2000 aimed to further enhance Biodiversity in Danube Delta Biosphere Reserve and included activities for supporting the cross border cooperation between the two biosphere reserve authorities. The next important projects were to (i) identify the joint management objectives for biodiversity conservation and sustainable development within the Danube Delta Romania/Ukraine and Lower Prut River in the Republic of Moldova (2001-2002); (ii) elaborate the joint monitoring program (2004-2006); (iii) catalog, assess and remedy the anthropogenic sources of pollution in the Lower Danube Region of Ukraine, Romania and Republic of Moldova (2013-2015); (iv) consolidate the network of nature protected areas for biodiversity protection and sustainable development in the Danube Delta and Lower Prut River (2013-2015). An important document was published in 2004 entitled "Transboundary cooperation in the nature protected areas in Danube Delta and Lower Prut - Management Objectives for Biodiversity Conservation and Sustainable Development", financed by the EU Tacis Programme CBC (TSPF 0302/0044). Coordination with National and Regional Strategies At national level, the following planning documents and national strategies, as well as regional and county specific planning documents, provide the general framework and background for the DDIS. Partnership Agreement between European Commission and Romania 2014-2020 is meant to create coherence in the use of structural funds by Romania in its efforts to reach the Europe 2020 goals for smart, sustainable and inclusive growth. The document provides a strategic plan with investment priorities for the use of the European Regional Development Fund (ERDF), the European Social Fund (ESF), the Cohesion Fund (CF), the European Maritime and Fisheries Fund (EMFF) and the European Agricultural Fund for Rural Development (EAFRD). The Romanian Partnership Agreement is organized around five national challenges: 1) competitiveness and local development; 2) people and society; 3) infrastructure; 4) resources; and, 5) administration and government. The defined goals will require efficient collaboration of the public and private sector, as well as mobilization of further funds. The National Territorial Development Strategy 2035: This strategy is in progress (in the public 10

consultation stage). It is the instrument for the implementation of the spatial planning system in the country - regional development plans and general urban plans - supporting operationalization of investment programs to 2035. Five objectives were identified: - Ensuring a functional integration of the national territory in the European area by supporting effective interconnection of energy, transport and broadband networks; - Improving life quality through the development of technical and urban infrastructure and public services in order to ensure quality, attractive and inclusive urban and rural areas; - Developing a network of competitive and cohesive localities by supporting territorial specialization and forming of urban functional areas; - Protecting natural and built heritage and valorization of territorial identity elements; - Strengthening the institutional capacity to manage territorial development processes. Also, measures, actions and examples of projects were defined for urban, rural, mountain, cross- border and coastline areas. The Spatial Plan of the National Territory (section 1: Transport Network; section 2: Water, section 3: Protected areas; section 4: Human settlements network; section 5: Areas of natural risks; section 8: Tourist areas): It represents a spatial basis for strategic sectoral programs, determining the scope and priorities for the country's territorial development in relation to EU policies. National Strategy for Climate Change 2013-2020 is the guiding document for national climate action aimed at reaching the Europe 2020 goals - 20% reduction in GHG emissions, 20% improvement in energy efficiency, and 20% increase in the use of renewable energy sources. The strategy points out sector-specific challenges and recommends appropriate sector-specific adaptation and mitigation policies. It will be followed by an action plan and a refined strategy by 2015, developed with the technical assistance of the World Bank. The Strategy and the available findings from the World Bank Technical Assistance, have provided a starting point for this Study.

Romania's Energy Strategy 2007-2020: implements Directive 2006/32/EC on energy end-use efficiency and energy services. The strategy has components for energy efficiency in industry, transport, public and residential consumption and renewable energy. The overall objective of the energy sector strategy is to satisfy energy needs both now and in the medium and long term, at a price as low as possible, suitable for a modern market economy and a decent living standard in terms of quality, safety in supply, by observing the principles of sustainable development.

The Master Plan for Romania's national tourism 2007-2026 (a project of the National Tourism Authority, in cooperation with the central government, local authorities, protected area managers, civil society) has the following strategic directions: administrative structures, planning and physical infrastructure, human resource development, improving tourist products, information services, statistics and research, destination marketing and natural environment.

The National Strategy for Ecotourism Development in Romania: has the general objective to create conditions for the development of ecotourism in the protected areas and their adjacent areas, aiming to achieve a competitive ecotourism product at the national and international level. The strategy focused on the following areas: institutional and associative framework, tourism infrastructure and spatial planning, education and awareness, human resource development,

business development and local development, nature conservation and protection, marketing and promotion. The Sectoral Strategy on Culture and Cultural Patrimony for the period 2014-2020: defines the following strategic and cross-sectoral objectives: protecting national cultural heritage (immovable heritage, movable national cultural heritage, intangible cultural heritage), supporting and promoting contemporary cultural and artistic creation, education and cultural intervention, strengthening institutional capacity and developing cultural infrastructure. Report of the Presidential Commission for Built and Historical Heritage and Natural Sites: presents the measures on legislation, institutional and administrative framework, protected areas, identifying and protecting cultural landscapes, archaeological heritage, artistic components, historic environment and climate change, and natural heritage. Multi-annual National Strategic Plan on Aquaculture: focuses on the following areas: administrative simplification, in particular for evaluation, impact assessment and licensing; legal security of aquaculture operators in relation to access to waters and space; establishment of indicators for ecological, economic and social sustainability; evaluating other potential transnational environmental effects in neighboring countries. National Rural Development Program 2014-2020: It represents the commitment by Romania towards implementation of Pillar II of the EU-Common Agriculture Policy reflected in the EC Regulation 1305/2013. NRDP is an opportunity to approach the weaknesses identified in the SWOT based on enforcement of the strengths and use of the available opportunities. A special attention would be devoted to making full use of the lessons learned and progress achieved through implementation of the previous NRDP when the basis for promoting the continuous and sustainable use of agricultural and forest land have been laid, creating thus the fundamentals for maintaining the natural and cultural patrimony, and conservation of the high natural values of rural areas. NRDP was developed in full accordance with the principles and objectives set through international agreements and EC directives concerning conservation of biodiversity and natural habitats, protection of wild flora and fauna as well as sustainable management of natural resources. Strategy for Development of the Agri-food Sector in the Medium and Long Term (2020-2030 horizon): The document provides a long-term vision of the development of agriculture and rural space aiming at smart and sustainable valorization of the agri-food potential and development of non-farm economy towards establishing a right balance between economic development and the environmental impact of agriculture. The strategy is the result of a systemic sector-specific approach, which considers the interlinks of economics, society and environment while recognizing the need for social cohesion, equality of chances, indiscrimination and diversity. National Competitiveness Strategy for 2014-2020: provides a comprehensive and horizontal approach with regard to development policies in the following sectors: industrial competitiveness and RDI, clusters, regional smart specialization, SMEs, eco-innovation and green industries, creative industries, business environment. Investment priorities are concentrated in those areas where Romania has competitive advantages. The strategic priorities set out in the strategy are: improving the regulatory environment; partnership actions between public and private environment; support factors and services; promotion of 10 future sectors (tourism and ecotourism, textiles and leather, wood and furniture, creative industries, automotive and component industry, information and 12

communication technology, food processing and beverage, health and pharmaceuticals, energy and environmental management and bio-economy (agriculture, forestry, fisheries and aquaculture), biopharmaceutics and biotechnology; preparing Generation 2050 and societal challenges. The National Strategy for Research, Technological Development and Innovation 2014-2020: focuses on areas where Romania and Romanian regions have competitive advantages, smart specialization, sectors of excellence. The general objectives are aimed at: increasing competitiveness of the Romanian economy through innovation; increasing the Romanian contribution to the advancement of border knowledge; increasing the role of science in society. Romania Transport Master Plan: The Master Plan analyzes the major objectives of the national transport system. Therefore, it is a strategic tool for planning major interventions (projects and other actions) that are significant to transport objectives at national level. Road, rail, port and waterway, air and multi-modal transport is envisaged. The National Strategy for Digital Agenda for Romania: the principle underlying the National Strategy is to create a competitive environment that will encourage and attract citizens and businesses paying taxes, which, in turn, will provide long-term sustainable growth. The 4 action areas of the Digital Agenda for Romania 2014-2020 are: e-Government, Interoperability, Cyber Security, Cloud Computing, Open Data, Big Data and Social Media - increasing efficiency and reducing costs in the public sector in Romania by modernizing the administration; ICT in Education, Health, Culture and e-Inclusion intervenes in social challenges at sector-specific level and will ensure that ICT investment will create a positive impact in the social context; e-Commerce, Research, Development and Innovation in ICT - are based on the comparative advantages of regional Romania and support private sector economic growth; Broadband and Digital Infrastructure Services - ensure social inclusion and enable benefits in all areas of action. National Waste Management Strategy 2014-2020 and The National Plan on Waste Management: NWMS aims to turn Romania into a "recycling society" by: prioritizing efforts in waste management in accordance with the waste hierarchy; encouraging waste prevention and reuse for a greater resource efficiency; developing and expanding separate waste collection systems in order to promote high quality recycling; developing/implementing recycling technologies/facilities and/or obtaining high efficiency of extraction and use of raw materials from waste; support energy recovery from waste, where appropriate, for waste that cannot be recycled; minimizing waste amounts disposed of in landfills. Health Strategy for 2014-2020: The overall objective of the strategy is to facilitate access to better and safer health services, especially for vulnerable groups, and it covers four pillars: Health infrastructure; Health information technologies - e-Health; Extensive research in health; Public health services and medical care. Strategy to reduce early school leaving: The measures provided in the strategy are intended to promote and support the integration/reintegration into the education system and also include an efficient system for collecting and analyzing data and information on all aspects of the education system. National Strategy for Lifelong Learning: The strategy aims to create a strategic framework to encourage and increase participation in lifelong learning. Strategic objectives are to increase participation in lifelong learning, improving the relevance of education and training for the labor 13

market and fostering lifelong learning in close collaboration with social partners and all relevant stakeholders.

Educational Infrastructure Development Strategy: involves outlining a map of educational and training infrastructure. National Poverty Reduction Strategy 2014-2020: The strategy aims to reduce poverty through active labor market inclusion of marginalized people. This strategy will constitute the main strategic framework for social inclusion and poverty reduction, developing strategic objectives and priority actions up to 2020. There will be separate Action Plans on social inclusion and combating poverty in terms of social services, protection of the elderly and active ageing, child protection and protection of persons with disabilities. The National Employment Strategy towards 2020: ensures a better coordination of the employment policy priorities, taking into account the Europe 2020 strategy targets. The main objective of the strategy is to ensure a sustainable level of employment in Romania, supported by economic competitiveness, social inclusion and sustainable development. The strategy includes specific objectives and measures aimed to integrate into the labor market categories of people experiencing employment difficulties (young people, elderly, people with disabilities, long term unemployed, Roma etc.). Strategy for strengthening public administration 2014-2020: proposes the following general objectives: adapting the structure and mandate of government to citizens and the real possibilities of financing; implementing a performing management in public administration; de-bureaucratisation and simplification for citizens, businesses and administration; increasing local autonomy and strengthening the capacity of local authorities to promote and support local development; increasing quality and access to public services. The following sub-national (regional, local) documents, relevant for Danube Delta, are also taken into consideration:  Regional Development Plan for the South-East Region 2014-2020: This plan identifies the development needs of the region where Danube Delta is located. The RDP proposes 10 development priorities: Integrated Sustainable Urban Development; Development of regional transport infrastructure; Improving the competitiveness of the regional economy, in the context of promoting smart economic specialization; Improving the quality of tourism at the regional level; Conservation and protection of the environment; Improving energy efficiency and the use of renewable resources; Improving quality in education, health and social inclusion; Better use of resources in rural areas and modernization of the rural economy; Improving human resources at regional level in the context of regional smart specialization; Promoting cross-border and interregional cooperation.  The Climate Change Adaptation Strategy and Action Plan for the Danube Delta Region has been developed by the WWF in collaboration with other institutions for the EU Commission. Although the EU-funded regional study focuses primarily on Moldova and Ukraine, the work presents an overview of the trans-boundary state of the Danube Delta and assesses the possible impacts of climate change on the natural as well as socio-economic systems in the DD region. DD resilience to climate change impacts on natural and socio-economic systems is investigated. It contains sector-specific policy proposals aimed at improving the

adaptation capacity of the Danube Delta basin and is useful to developing the integrated sustainable development strategy and ITI investments in the Study Area.  The Integrated Urban Development Plan for Sulina: it identified 4 strategic lines of action: urban development, human resource development, economic development, and protection, development and valorization of the natural and built heritage.  Spatial Development Plan for the Danube Delta (SDP Danube Delta, URBANPROIECT, 2008): This document is a plan providing analysis of the current situation, trends and problems. It includes a development strategy with vision, specific objectives and development measures.  Spatial Development Plan for the Black Sea coast (SDP Black Sea coastal area, URBANPROIECT, 2010): This document is a plan providing analysis of the current situation, trends and problems. It includes a development strategy with vision, specific objectives and development measures.  Local development strategies 2012-2016: drafted at ITI DD communes level within the Regio Delta Plan project.

The report "Competitive Cities" - prepared by the World Bank in 2013, proposes a strategy for sustainable and inclusive development of Romania, by promoting the country's main economic engines - the most important urban centers. The report "Identifying project selection models for ROP 2014-2020" - prepared by the World Bank in 2014, proposes a number of models for the selection of projects to be financed under ROP 2014- 2020, to improve efficiency of investments supported by this program. The report "Improved prioritization criteria for NLDP projects" - prepared by the World Bank in 2015, proposes a methodology for prioritizing projects to be financed by NLDP, based on clear and rigorous criteria, avoiding duplication of investments made with government funding with those with European funds. The report "Diagnosis and policy recommendations to support the inclusion of Roma in Romania" - prepared by the World Bank in 2013, comprises a thorough diagnostic analysis of housing conditions, education, health and employment for the Roma population, based on quantitative and qualitative methods, and proposes a set of measures to improve quality life.

3. Methodology The Strategy Development Process The Strategy process started with the Diagnostic Report, which outlined opportunities and constraints for the study area. The next step was the Vision report, which captured a forward- looking ideal of where the community wants to be and what the region has the potential to be. Based on these inputs, the strategic objectives were derived. The Needs Assessment (NA) identified measures and interventions to achieve the overarching strategic objectives and underlying sector- specific objectives. The NA lists the needs for physical investment, policy and regulatory reforms, institutional development, and technical assistance (TA) by subject. Prioritization and an action plan are to be done at later stages of the Strategy development process. The list of needs can be endless and further prioritization, based on available human and financial resources will be necessary. This step, the Strategy, includes recommended priority projects from the study of this stage, and links them to financial resources, mostly the ones allocated through the ITI instrument. The following steps: the Strategic Environmental Assessment, the ITI Proposal and the Action plan will further describe, prioritize and help operationalize the proposed projects under the Strategy. Project Prioritization Approach Establishing a clear and understandable prioritization process can help the public and stakeholders better understand how and why investment decisions are made. Prioritization frameworks that capture a broad range of social, environmental and economic objectives are helpful in engaging broader and deeper participation. The prioritization process establishes criteria to ensure that all projects support adopted goals and can help cultivate an inherent level of trust that the selected projects will deliver most benefits. It is important to use a mix of quantitative and qualitative tools and analysis in a meaningful prioritization process. The resulting score for a project is only as valuable as the quality of data and assumptions that go into the calculations. Some types of projects, such as livability projects and projects to reduce greenhouse gas emissions may not score well in quantitative analysis because it can be difficult to accurately measure the costs and benefits. It is therefore important to also apply qualitative factors in the prioritization process by providing supplementary information.

Project prioritization approach and corresponding prioritization criteria need to be defined in the context of the specific development circumstances. In the case of the Danube Delta Region, with a preliminary ITI allocation for all relevant OP Axes, the main objectives of the prioritization are to indicate the degree of expected impact a project will have on the two strategic objectives defined in the strategy for the region, and, to some extent, to guide the sequencing of project implementation10. Based on a fairly large allocation in all OP Axes (possibly with the exception of the OP Axis for environmental improvement projects; this is addressed separately below), the

10 A high level of priority does not mean a project should be implemented first, but if there are no other sequencing factors, this criterion can be used. Sequencing of projects will be approached in the following ITI proposals and within the Action Plan. 16

prioritization will not be done due to significant funding constraints11, if any (i.e. if a project can be implemented or not due to availability of funds). The projects do not "compete" with each other across OP Axes. In the Danube Delta region case, prioritization will not be made to know whether, for example, a transport project is more important than an education project (although, currently, prioritization is used for this purpose). Projects in different sectors will only "compete" in case they would be eligible from the same OP Axis, which is expected to be rare, if at all. As mentioned above, the defined environmental projects will need to be dealt with separately, since their total estimated costs most likely will exceed the allocated ITI funding to date for such projects. They should go through the same prioritization process, but rather than choose which discreet interventions that should or should not be implemented within the available OP Axis funding allocation for the Danube Delta Region, it may be more appropriate to adapt the scope (ambition) of the set of projects as a package to the available funding12. i.e., allocate a certain amount to each project (preferably not all) to fit the available funding (this needs to be done by a group of environmentally knowledgeable people). The suggested prioritization approach and criteria are kept simple. In the Danube Delta Region case, it is a project's contribution to the two strategic objectives (reflected in criteria no 1 and 2) which should mainly determine a project's priority. This is reflected in the higher weights given to those two criteria. Adding more criteria doesn't necessarily strengthen prioritization. More details raise the risk of "double-counting"; i.e. indirectly (unintentionally) giving something a higher weight than intended. Approach The suggested prioritization approach is quite straightforward. Five main criteria are used. Each main criterion is assigned a weight (the total adding up to 100). Each criteria is given a score from 1 to 10 (low to high) for a project. These scores are then multiplied by the respective weight. The resulting five main scores for the project are added up to arrive at the project's total score. To help the thought process (judgement) to arrive at the five main scores, a set of sub-items (as reminders) is included in the description of each criterion. For the two main criteria (No 1 and 2), these sub-items have been formalized as sub-criteria with assigned weights (also adding up to 100), providing an option to arrive at those two main scores through a calculation. In that case, each of the sub-criteria is first given a score from 1 to 10 (low to high). They are then multiplied by their respective sub-criteria weight. The total of these sub-scores then becomes the score for the project for that main criteria (No 1 or 2). Since the assessment of projects against the criteria represents judgements, the most adequate project scores tend to be achieved by consolidating the scores done individually and independently by a number of people that are reasonably knowledgeable about the development area and the

11 However, local partners funds may be restricted, which will influence the sequencing. Projects with a low priority level may not be implemented, due to the lack of funds of our partners. 12 An example for illustration: at some point, the marginal benefit of the project "Restoration of natural water circulation and key habitats" could be less than the efforts for the program "Investment to support local action to reduce pollution by nitrates". 17

project matters (e.g. appointed as a "prioritization group").13 These individual scores are then consolidated (an average calculated for each project based on the scores of the individuals). Proposed Criteria The following prioritization criteria are suggested and should be used for projects proposed in ITI Proposal and Action Plan. The prioritization (scoring) should be done for essentially all projects in each "sector" or subject (tourism, transport, etc.). 14 The same criteria will be used for all "sectors"/subjects.15

Table 1: Prioritization Criteria Criteria Weight 1. Environmental Strengthening - anticipated impact towards Strategic 35% Objective 1 2. Economic Development - anticipated impact towards Strategic Objective 2 35% 3. Geographical breadth, number of beneficiaries 10% 4. Level of difficulty and long-term financial sustainability 15% 5. Level of readiness (status of preparation for implementation) 5%

Criteria Description 1. Environmental Strengthening - anticipated impact towards Strategic Objective 1 (35%)

This criterion represents the impact that the project is expected to have on the first strategic objective defined in the Danube Delta Integrated Sustainable Development Strategy (2030). Conserve the unique environmental assets through scientifically-guided environmental management, and by empowering the local communities to be proactive guardians of this unique global heritage. The emphasis is on the positive environmental impact in the development area, reduction of environmental risks, preventing loss of biodiversity and ecosystem services, environmental management, and empowerment of local communities. The unique natural environment is considered critical for the development of the Danube Delta Region. Projects that help maintain or improve the quality of the natural environmental and its biodiversity, and/or reduce the stress on the same, should get a high score. Projects that decrease the environmental value of the region, or pose risks of this over time, should be rejected or at least get a low score. In case the breadth of the criteria causes difficulty in making one, overall judgement to define the score for a project, judging a set of sub-items (sub-criteria) may help an evaluator arrive at the score. NOTE: Sub-criteria can be used as follows: (a) as a reminder in the thought process in coming up

13 An approach that relies less on a thought process, and more on the cost-benefit ratio of each project and on a comparison of net values. The thought process about estimated costs and quantifying anticipated benefits must be taken into account in such an approach. 14 There can be no need to make the score of a project smaller with a well-defined purpose. 15 .If projects in several sectors/subjects are eligible for funds from the same OP axis, further reassessment will be required, especially if funding is not sufficient for all programs. If needed, a number of criteria can be defined that should distinguish between different weights for the appropriate sectors/subjects.

with the score for the project; or (b) for detailed calculation of the score, using weights and assigning scores for each sub-criteria (see Attachment for an illustrative example). Suggested sub-criteria and weights: Weight (%)

 Project has positive environmental impact in the development area 30  Project reduces environmental risks over time 10  Project prevents loss of biodiversity and loss of ecosystem services 30  Project strengthens environmental management 15  Project empowers local communities 15

2. Economic Development - anticipated impact towards Strategic Objective 2 (35%)

This criterion represents the impact that the project is expected to have on the second strategic objective defined in the Danube Delta Integrated Sustainable Development Strategy (2030). Develop a green and inclusive local economy 16 , based on sustainable consumption and protection, resource efficient, capitalizing on the area's comparative advantages, supported by improved public services. The emphasis is on economic development which is sustainable and socially inclusive. Tourism is an important element in the Danube Delta region development. Therefore, projects that enhance the region as a destination and will contribute to attracting visitors should get a high score. High scores should also be given to projects that create synergies (between environment, tourism, fishery, agriculture, small business, services, etc.) and improved basic services (transport, water, sanitation, etc.) for the economic development and for improved quality of life. The criteria also covers a project's contribution to resource efficiency, particularly energy efficiency, and low carbon emission, as applicable. Note: Some aspects associated with "green" economy (particularly the reduction of environmental risks and preventing the loss of biodiversity and ecosystem services) should have been taken into account under the first criterion, and their impact should not be "double-counted" here. Suggested sub-criteria and weights: Weight (%)

 Project enhances DD image as destination and will attract visitors to the region 40  Project improves quality of life through improved services 40  Project contributes to synergies17 for the development of the region 10  Project promotes energy efficiency / low carbon emissions 10

16 An economy aimed at strengthening human well-being and social equity, while significantly reducing environmental risks, prevents the loss of biodiversity and ecosystem services. The economy can be considered ecological if it reduces carbon emissions, promotes resource efficiency and is socially inclusive (UNEP Green Economy Initiative) 17 Synergy means a connection between the projects that adds value (it can be a potential effect of 2 + 2 = 5). Other relations between projects should not be treated preferentially in scoring.

3. Geographical breadth, number of beneficiaries (10%) This criterion should reflect the scope of impact that a project is expected to have, in terms of (a) the number of communes or urban areas (towns, city), and (b) the impacted population in the region (the number of people that will benefit from the project). For this scoring, it may help classify projects on these two dimensions, as follows. A project of type A should get a high score, while a project of type D should get a low score on this criteria. By this criteria, a larger breadth of a project in and of itself, will be considered a positive.

Geography Beneficiary Scope Scope Project type A High High For example, promoting the region as tourism destination B High Low C Low High E.g. urban development of Tulcea city D Low Low

Note: For people who will be negatively affected by a project, compensation arrangements should be developed and implemented, as per government regulations.

The goal of this approach of evaluation is its simplicity, a cornerstone of any prioritization exercise. A more quantitative approach, such as the proposed criteria by ADI ITI "population or tourists targeted by the project" could create unintentional complications and a risk for inconsistent scoring. Coming up with numbers and trying to get consensus on them among the evaluators would probably not add any value compared to simply making a judgement call regarding the high / low weight.

Although one area of the Danube Delta Region is not more important than any other, the Delta is however highlighted to some extent as particularly significant in the region based on its strong relationship with the criterion and strategic objective no. 1. Also, Danube Delta, by its fishing and touristic potential, is of considerable importance in relation to the strategic objective criterion no. 2. In general, project packaging (based on various aspects, including efficiency and economy of the procurement approach) should be done before the prioritization. However, the Danube Delta Region projects have some particular characteristics to take into account. As per the process with the OPs, each project is supposed to be associated with a Beneficiary (local government or private entity) responsible for its implementation. Thereby packaging for procurement and actual implementation purpose may be done as "a second step" by various communes joining together. Improved sanitation across many communes provides an example. Although an individual sanitation project defined by commune will be getting a very low score on criteria 3 (breadth), it should get a high score on both criteria 1 and 2. So even though a larger, packaged investment project, addressing all the communes with sanitation needs, would get a much higher score on criteria 3, scoring this as one project or individually by commune, may not matter significantly.

4. Level of difficulty and long-term financial sustainability (15%) This criterion is intended to capture differences in project complexity and the risks and uncertainties regarding long-term financial sustainability.

NOTE: The higher the complexity, the lower the score; and the higher the risk or uncertainty is for long-term financial sustainability to be achieved, the lower the score.

Example of factors to consider when assessing this are:  Technical complexity (e.g. what is the risk of unexpected complications or surprises? Will we apply a "new" plan or a different technology? "Have we done it before or not" in this region?)  Institutional complexity (e.g. are many local governments involved or not? Is project implementation dependent on actions by the county or national government entities? Do all interested parties agree on the project approach? Is the main beneficiary ready and well prepared to assume its responsibilities for the project?)  With regard to demand-driven project activities (e.g. agricultural initiatives), are required mechanisms and staff in place to meet the demand?  Procurement complexity (e.g. are experienced and reliable contractors available? Will the contracts be reasonably simple and straightforward, or be complex? Is beneficiary staff capable to manage the contracts / supervise the works properly?)  To what extent will weather conditions be a factor for project implementation?  What level of contingency planning would be advisable for the project? (to be prepared for "what could go wrong")  Will required local funds be readily available or not for the project implementation?  What is the risk or uncertainty that the required level of funding for adequate future operations and maintenance (O&M) will not be available?  Other complications, risks or uncertainties?

5. Level of readiness (status of preparation for implementation) (5%) In principle, full readiness of a project should not make it more important per se from a prioritization perspective. However, since the Danube Delta Region projects will mainly be funded by EU ITI funds, within a fixed period of time, the challenge of absorbing these EU funds justifies a limited premium for such projects. Therefore, projects which are, at the time of the prioritization exercise, more advanced in their preparation and readiness for implementation than others, will get a small preference (the 5% weight). It reduces various uncertainties and risks; e.g. regarding later unexpected preparation difficulties, timely absorption of funds, etc.

Examples of readiness factors, as applicable (they may differ by type of project), are:  The scope and objectives of the project are clear  Main beneficiary (local government or private entity) defined, committed, ready to proceed  Required local project funding is committed (available)  Pre-feasibility study, full feasibility study, and/or engineering design documentation exist, and these are not more than three years old  Project implementation arrangements (responsibilities / "who will do what") are defined and accepted by involved parties  Key project implementation staff are in place  Project procurement plan exist 21

 Initial procurement documents drafted (ready to be issued)  Land ownership questions are clear  Any required land acquisition is well advanced  Local public consultations have taken place

In addition, any conditions or other constraints for start of project implementation should be determined and assessed when giving a project its "readiness score". For example, the risk of procedural complications during the final project approval processes; the level of dependency on other project implementations (risk of delay); and the quality of some of the project documents may need to be reassessed (risk of later additional work) and taken into consideration.

II. History

This section provides a summary of three prior reports based on which the Strategy was developed: the Diagnostic Analysis (DA), the Vision Document and the Needs Assessment (NA).

1. Diagnostic Analysis A dual challenge for the sustainable development of the Danube Delta is the conservation of its ecological assets and improvement of the quality of life for its residents. The Delta hosts extraordinary biodiversity and provides important environmental services. It is the largest remaining natural delta in Europe and one of the largest in the world. It is also the only river delta that is entirely contained within a Biosphere Reserve. Established as a UNESCO Biosphere Reserve and a Ramsar site in 1990, the Danube Delta is one of the continent's most valuable habitats for specific delta wildlife and biodiversity. The most significant physical and ecological feature of the Delta (DDBR) is its vast expanse of wetlands, including freshwater marsh, lakes and ponds, streams and channels. Only 9% of the area is permanently above water. Life for the less than 10,000 residents of the core Delta is challenging and access to essential social and economic services is limited. Water transport is often the only option to reach and travel from destinations in the core Delta. The area also has lower access to basic services, such as piped water and sewerage, than the neighboring rural areas. Health and education services are also constrained by inaccessibility and decreasing population.

Economy: While fishery and agriculture will remain important for employment, nature- based tourism has development potential. Sustainable economic development requires access to markets, infrastructure, a workforce and some scale economies. Strong human resources, urbanization and connectivity have been important determinants of growth within Romania (WB Competitive Cities report, 2013). In contrast, the core Delta remains - by nature - an isolated, inaccessible area, and - by choice of its residents - a region with a declining population. Out-migration, both to other counties and out of Romania, is one of the highest in the country, and has resulted in a steady population decline from about 14,000 in 2002 to about 11,000 in 2012. Moreover, the population is ageing with a median age of 47 in the study area versus 44 in the country. Furthermore, this small population is dispersed across a wide area, which presents significant constraints to infrastructure development. There are few jobs in the formal sector in the core Delta. In 2013, there were only 10.9 formal jobs per 100 working age adults18, half of the rate in the overall study area. Tulcea County contributes only 0.84% to the country's GDP19. Its GDP is just short of qualifying Tulcea as a lagging region.

18 Lista Firme, 2013, working-age adults are 18 to 62 years old. 19 Census 2010 23

Figure 8: Comparison of yearly GDP growth among Tulcea and neighboring counties

20 Tulcea Constanta 10 Braila Ialomita 0 2007 2008 2009 2010 -10

-20

Source: Authors' calculation based on an Eurostat study

Nature-based tourism has potential for development in the Delta, and ensuring that local communities benefit from this would be a priority. The remoteness and low density, a constraint for development of other sectors, is an asset for nature-based tourism. While fisheries and agriculture will continue to be important for employment, these sectors appear to have rather limited economic potential in the long run in the Delta. As a relatively capital-intensive and highly competitive industry, tourism requires the right public sector policies and support to help make the opportunities and benefits available to local stakeholders. The role of the public sector is to ensure effective development of sustainable tourism that is guided by a clear vision and strategic directions, balancing trade-offs. With policy tools and regulatory mechanisms, the public sector can create a favorable environment enabling the running of profitable tourism enterprises that are in line with the vision and strategic directions.

Figure 9: Formal Sector Employment by Locality (2013)

Nr. Jobs Sectors PARDINA* Crop and animal production 10 I C BRATIANU C A ROSETTI* 2 Forestry and logging MIHAI BRAVU 5 LETEA* Fishing and acquaculture CEATALCHIOI* 20 CEAMURLIA DE JOS 12 Mining and quarrying VACARENI SLAVA CERCHEZA 11 Manufacturing MILA 23* 3 MIHAI VITEAZU MALIUC* 46 Electricity gas steam and ac JIJILA 60 ISTRIA Water supply sewerage 42 VALEA NUCARILOR water management and remediation SACELE 52 Construction NUFARU 44 FRECATEI Wholesale and retail trade SMARDAN 190 SFANTU GHEORGHE* 21 MIHAIL KOGALNICEANU Transportation and storage CRISAN* 39 CHILIA VECHE* 50 Accomoddation and food BAIA service 43 SARICHIOI Information and NICULITEL 29 communication MURIGHIOL 48 Financial and insturance LUNCAVITA activities SOMOVA 79 Real estate activities SULINA* 44 JURILOVCA MAHMUDIA 40 Professional scientific and technical activities CORBU 100 ISACCEA Administrative and support BABADAG 115 service activities MACIN 556 Education TULCEA 101 0% 20% 40% 60% 80% 100% Source: Authors' calculations based on the company list database

Quality of life: Providing needed public services in the core delta is a challenge. Poor accessibility has posed significant challenges to improving the living standards of residents in the core Delta. Transport accessibility of the core Delta is dependent on its myriad waterways (616 km). This provides potential for a natural transportation system, but is also a challenge for providing efficient accessibility. While some local all-weather roads may enhance accessibility in some parts of the core Delta, the area will remain reliant on the network of local waterways. Within the core Delta 25

there are some significant constraints to road building both because of physical difficulties and because of environmental and economic constraints. Residents have expressed a need for all- weather accessibility to key social and economic services in Tulcea city. This has to be weighed against financial and environmental feasibility of such developments. Many residents have private boats and there are also subsidized public services, albeit with limited schedules. The public boat service is available over about half of the length of the waterways on five separate routes. For many Delta residents, this is the only means of regular transport. When the waterways are frozen, these services may not run and in medical emergencies a helicopter (one exists in Tulcea) is the only lifeline for some communities.

The health and education sectors are constrained by poor accessibility and low population density. Health care in the core Delta is not only constrained by the generally low quality of services in Romania, but also by inaccessibility. In Tulcea County, one physician is responsible on average for 1,726 inhabitants, and - although lower than the national figure of 1,894 inhabitants per physician - servicing the dispersed population, especially in the core Delta, is difficult. With fewer physicians and a dispersed population, core Delta residents will have to continue to rely on the county hospitals in combination with telemedicine. Telemedicine was piloted in 2012 with some positive initial results. The education sector faces similar challenges in terms of handling the inaccessibility and a declining student population. There are proportionally fewer certified teachers in the Delta (67 %) as compared to the rest of the county (89 %). Several communes have closed their schools because of low student numbers and high operating costs, and transportation to other schools has become a challenge. Moreover, schools struggle with lack of sanitation, heating, and, in some locations, safe water. Poor accessibility and low density constraints are mirrored in the basic public services sectors. In terms of service coverage, rural communes inside the core Delta are much worse than rural communes in the neighboring areas. For instance, 62 percent of rural households in the core Delta have access to piped water while 83 percent of rural households in the study area have such access. Seven villages in the core Delta have no safe water supply while in five villages water supply is currently being set up. Except in Sulina, wastewater management is weak or non-existent in the core Delta. Improved wastewater management is needed in both the core Delta and the neighboring rural areas. The current solid waste management system is also generally inadequate, especially in the core Delta, with low waste collection and recycling rates, and infrequent pick-up and high waste transportation costs to the disposal facilities in Tulcea City.

Figure 10: The core Delta has much lower access to basic services than the Study Area and the rest of the country Water supply

ROMANIA ElectricityElectricity Sewage STUDY

AREA DELTA CENTER

District heating Source: Census 2011.

Investments in basic service provision will need to be accompanied by plans and institutional arrangements for cost recovery as well as operations and maintenance. With EU funds, the local authorities in Tulcea will be able to significantly improve their public infrastructure, but a critical issue is to ensure that new and improved facilities will be designed and operated in a sustainable way. For example, centralized sewage collection may not always be a feasible option; local septic tanks in remote and low-populated areas are likely to represent a more viable solution. In the short term, it is not realistic to expect full cost-recovery from beneficiaries. The population in the core Delta currently receives a 50% user subsidy from the Central Government for water supply and other services. There is a need to strike a balance between the level of service provided, affordability, and level of (targeted) subsidies. Environmental Protection: A complex institutional structure hinders conservation efforts and sustainable economic development Biodiversity is largely maintained by the current protection efforts but ecological systems show decline. The DDBR is largely meeting its objectives for conservation of globally significant biodiversity, especially birds. But the picture is less positive with respect to maintaining the ecological systems and natural resources. These systems underlie local livelihoods and prospects for sustainable economic development such as fishing. This is a result of reduction of wetland habitat, over-exploitation, and the spread of exotic species. Other damaging environmental trends are accelerated siltation and eutrophication along with the associated algal blooms in a number of the deltaic lakes and some adjacent areas in the Black Sea. The environmental decline is due in part to historical factors, such as large-scale habitat transformation. There are also ongoing factors, such as

illegal fishing and unlicensed construction. The pressures leading to these negative trends are expected to continue. The capacity and effectiveness of the DDBR Authority (DDBRA) and other stakeholders needs to be strengthened in order to improve ecological conditions. Strengthening steps could include both technical and institutional aspects. Technical improvements are better data monitoring and analytical tools and models. Institutional initiatives should address building trust and collaboration among different agencies and stakeholders. Mechanisms to identify solutions and to negotiate compromises need to be strengthened. The institutional structure for managing the DDBR territory is complex and insufficiently coordinated which might hinder conservation efforts. This is an obstacle to achieving the goals of ecological conservation and environmentally sustainable development. A number of national and local agencies have significant, and sometimes overlapping or conflicting roles. Most significantly, of the 580,000 ha within the DDBR, about 12.3 % is owned by the Tulcea County Council and 5% by the Local Councils. This includes the poldered areas that are leased to private concessionaires for agriculture, aquaculture and forestry use. These overlapping roles can make it very difficult to agree upon and implement important management decisions such as identifying areas for ecological restoration. The DDBRA itself has a wide range of responsibilities and functions. These are: (a) regulation (issuing of environmental permits); (b) land administration (for DDBR areas not under county or local jurisdiction); (c) conservation planning and protection; and (d) ecological education. In practice, local residents primarily notice DDBRA's role in setting and enforcing restrictions on access and resource use. Successful management of protected areas requires close collaboration with local stakeholders. Unlike the situation in many Biosphere Reserves and other protected areas, the DDBRA is subordinated to the Ministry of Environment, Water and Forests rather than being directed by a multi-stakeholder Board. DDBRA also frequently relies on financial and political support from environmental NGOs and other national and international bodies. As a result, DDBRA is often viewed by Delta residents - as the "agent" of external, nature-focused interest groups with little regard for local needs and quality of life. Based on wide international experience, the management of protected areas is most successful when there is a combination of enforcement and collaboration with local stakeholders. This requires both building trust among the parties and concrete positive incentives for cooperation. Typically, this means: (a) a meaningful role in management; and (b) a direct stake in the sustainability of the natural resources for the local stakeholders.

Finding a balance between conservation and improving livelihoods will be critical. The core objectives for the sustainable development of the Danube Delta are the conservation of its ecological and biodiversity assets, and improvement of the quality of life for its residents. Achieving sustainable livelihoods and economic development in the core Delta presents many challenges. Residents are few in number; dispersed over a wide area; relatively old on average (and the population as a whole is likely to continue to age as young people continue to leave); and predominantly rural with livelihoods dependent on direct exploitation of the natural resources. The diagnostic analysis identified both opportunities for development and possible threats.

2. Vision for the Danube Delta Region A vision statement is one of the elements needed to form a forward looking strategic framework that gives stakeholders a long-term-comprehensive perspective. Community visioning is the process of developing consensus about Figure 11: Tourism and accessibility were the most what future the community wants. Vision frequently raised issues by communities among the statements/descriptions are typically crowd-sourced project ideas answering questions such as crafted through a collaborative process "where do you want your community and the Delta to be that involves a wide variety of community in 2030" and "what are the opportunities and constraints" during the visioning exercise. residents, stakeholders and elected officials. The vision for the Danube Delta Region (2030) is: "An attractive area - with precious biodiversity and vibrant business environment, with small/medium scale economic activities both in traditional and modern fields - where people live in harmony with nature; integrating economies of tourism, farming and fishery; and supported by urban service centers" The vision statements presented in the Introduction is based on a series of 10 consultative workshops, involving over 370 residents and stakeholders. A variety of interest groups were represented at the workshops. About 43 percent of the Source: Consultations during the vision exercise participants were women, and stakeholders from all key sectors (local government, tourism, fishing, agriculture) participated. Emphasis was placed on including the voices of marginalized populations, such as the unemployed and housewives. Special attention was paid to balancing bottom-up and top-down approaches in the elaboration of the vision statements by including relevant representatives of the central government as well as technical views of experts. Many vision statements were collected and woven into one vision statement for the Danube Delta Region (2030) based on common themes and using the exact words and phrases of the participants. Two over-arching strategic goals were defined based on the vision statement: (1) to conserve the unique environmental and natural resource assets through scientifically-guided environmental management, and by empowering the local communities to be proactive guardians of this unique global heritage; and (2) to develop a sustainable, green local economy, capitalizing on the area's comparative advantages, supported by improved services.

3. Needs Assessment The Needs Assessment builds upon the vision and its strategic objectives for the Danube Delta Region. It focuses on the types of changes and results that are needed across a number of economic and social sectors in order to achieve the two strategic objectives. The identified needs include physical investments, policy and regulatory changes, institutional development and technical assistance.

The sector-specific assessments were organized under five pillars: (i) protecting the environmental and natural resource assets; (ii) improving the economy; (iii) improving connectivity; (iv) providing public services; and (v) promoting efficiency, affordability and sustainability. While the needs were mainly defined along sectoral lines, the assessment also highlights common threads and cross- synergies that were later integrated and captured in this comprehensive sustainable development strategy. The linkages between the vision, objectives, pillars and sectors are shown in Table 2. Key needs are summarized in Table 3.

Table 2: The Vision informs the Strategic Objectives, which cascade down into the five Pillars

Vision for the Study Area: A "living delta" (an area where people live and work) with balanced support for the environment and the community; a healthy, sustainable local economy - mainly based on nature and culture tourism; and with an inclusive planning process (residents, governments, businesses).

Strategic Objective no. 1: Conserve the unique Strategic Objective no. 2: Develop a green and inclusive environmental assets through scientifically- local economy, based on sustainable consumption and guided environmental management, and by protection, resource efficient, capitalizing on the area's empowering the local communities to be comparative advantages, supported by improved public proactive guardians of this unique global services. heritage.

Pillar I: Pillar II: Pillar III: Improving Pillar IV: Protecting the environmental and Improving the connectivity Providing natural resource assets economy 20 public services

Disaster Risk Climate Water Supply Environment, Management Tourism Change and and Sewerage Biodiversity, (DRM), and Fishery and Transport Energy Solid Waste Forests Pollution Aquaculture Efficiency Management Emergency

Education Agriculture & Information and Health Rural Communication Social Inclusion Development Technology (ICT) and protection

Pillar V: Promoting efficiency, affordability and sustainability (including Administrative Capacity of Local Authorities, and Technical Assistance for Program Implementation)

Responding effectively to the defined needs will be challenging for the authorities. The local authorities in the Study Area have limited administrative and financial capacity for implementation of new and rehabilitated investments, and for their future operations and maintenance. Therefore, a need for substantial capacity building and support through technical assistance was emphasized in the report.

20 Formulated as "Seizing Economic Opportunities" in the Needs Assessment. Updated here for consistency with the text. 30

The defined needs will be further prioritized and an implementation action plan prepared in later stages of the process. The sector-specific needs assessments made a ranking of the needs within the respective sector. This strategy prioritizes them further. In addition, implementation will need to be carefully phased. This will be done for the ITI Proposal (due in May 2015) and the Action Plan (due in June 2015).

Table 3: Summary of Key Needs by Sector Institutional Development & Physical Investment Needs Policy and regulatory needs Technical Assistance Needs

Pillar I: Protecting the environmental and natural resource assets

Environment, . Biodiversity conservation and . Revision to the DDBR Law . Monitoring and evaluation of Biodiversity, restoration . Enhancements to other laws the conservation status of Forests . Hydrological modelling tools . DDBR policy enhancements species and habitats . De-silting works and other . Monitoring and modelling of hydrological improvements sedimentation dynamics . Ecological restoration, including . Modernization of Info Points reforestation . Organizing . Building monitoring and information/awareness information facilities campaigns on biodiversity and . Reducing solid waste pollution in environmental protection natural areas . Establishment of the . Investments to control and International Centre for reduce the nitrates pollution of Advanced Studies for waters biodiversity conservation . FS and TP for projects aimed at restoring damaged natural habitats. DDBR functional review

Energy . Investments in improving EE in . Developing local policies and . Performing energy audits of Efficiency (EE) public buildings, public lighting, EE monitoring, including buildings and Climate households incentives . Drafting mobility plans in Change (CC) . EE improvements in heating, . Developing local policies and transport water, waste, and public procedures to monitor GHG . Building planning capacity of transport sectors local councils in the areas of EE . Developing a program for and CC promoting the use of renewable . Organizing public education energy sources and awareness campaigns . Establishing a local climate change fund for residents, SMEs . Measures for mitigation of and adjustment to climate change

Disaster risk . Developing the necessary . Elaboration of a methodology . Developing an Integrated and emergency infrastructure and purchase of for risk assessment Disaster Management and management in boats, vehicles, to increase . Introduction of a regulation Information System (IDMIS) case of response time on boats monitoring . Risk assessment for floods, pollution . Flood protection works . Studies related to earthquakes, coastal erosion . Pollution monitoring equipment environmental liability and and forest and reed fire pollution incident-related data . Developing contingency plans sharing for disasters . Organizing training and public awareness actions

Pillar II: Improving the economy Tourism . Improvement of access (roads . Drafting guidelines and . Developing distinct brand for

around attractions, signage, standards for transport, tourism and related products paths, docks) and services destinations, hospitality . Creation of transport providers . Development of tourism facilities and services association infrastructure (info-kiosks, . Ensuring safety, security and . Establishment of strengthened signage, resting places / health policy frameworks for visitor centers and local hotel panoramic views, information tourism associations centers upgrading) and . Developing policies that . Ensuring institutional restoration of cultural sites allow and support the collaboration with upper and . Development of accommodation development of SMEs and lower levels (national, local); infrastructure (modernization of entrepreneurship intra-sectoral facilities, camping areas) . Destination management . Development of destination . Workforce development policies/guidelines management mechanism (training centers for hospitality, . Ensuring links to national . Development of a system for guiding, agriculture, crafts, level policies and plans data collection, analysis and fishing) . Review of tax collection dissemination . Facilities for attractions/visitor system . Design of trails, water routes services etc. . Restoration of cultural heritage . Drafting guidelines for . Development of cultural centers accommodations for the intangible heritage . Performing market analysis / promotion and conservation access strategies . Functional reconversion of industrial sites and revitalization of urban centers, mainly in Sulina . Supporting SMEs in tourism, in terms of sustainability, quality and durability

Fishery and . New fishery shelters that offer Reduce/eliminate VAT on . Hydrology/sedimentation Aquaculture optimal conditions for temporary commercial fishery (revised tax modelling housing and mooring collection system) . Fish stock assessment . Artificial reproduction stations . Implementing DDBRA . Ensuring and monitoring water . Arranging recreational / sports Monitoring, Control quality in aquaculture fishing areas Surveillance reform plan . Dredging of waterways and lakes . Renaturation of agricultural polders . Fisheries Zoning . Increasing the added value and competitiveness of fishery and aquaculture

Agriculture and . Modernizing facilities for . Concession of land to young . Fostering local community Rural production / collection / farmers involvement in LEADER Development processing / marketing of . Enlarging access to vocational . Fostering producer groups produce education . Advisory service and training . Rehabilitation of irrigation . Modernizing agricultural for farmers/rural workforce infrastructure quality control systems promotion and marketing of . Diversification, increasing added natural and cultural (movable value and competitiveness of and immovable) heritage, in agricultural (including eco- rural areas agriculture) and non-agricultural activities (cane, renewable energy, traditional sectors / crafts) and supporting entrepreneurship / SMEs in these fields . Fostering consolidation and strengthening the economy of small farms .

. Conservation and valorization of local natural and cultural heritage, including traditions

Pillar III: Improving connectivity

Transport . . Drafting of policies for . Feasibility studies . Rehabilitation of various county transport concessions, . Support for public-private roads including procurement partnership (PPP) transactions . Improvement of inland processes waterways and ports . Drafting regulations for small . Development of the water businesses to transport clients sports infrastructure (marine and mooring docks)

. Tulcea airport modernization Mobility in urban centers . Encouraging private initiatives in transport and logistics

Information & . Modernization / expansion of . Open data policies . Facilitation of ICT use Communication ICT infrastructure across the . Development of local e- . Development of digital literacy Technology study area government services programs (ICT) . Purchase of equipment for . Creating an E-portal Public Access Points to Internet (PAPIs) Support for investments made by SMEs in ICT

Pillar IV: Providing public services

Water Supply . Expansion/rehabilitation of . Review of subsidy policies . Feasibility studies (FS) and and Sewerage water supply and wastewater designs of investments collection and treatment systems . Capacity building of operators (new or rehabilitated systems) . Preparation of service across the study area to improve contracts quality and efficiency of services

Solid Waste . Development of systems for . Updating national and . Institutional collaboration, and Management selective handling of waste regional waste management inter-city/ community . Establishment of waste programs cooperation collection points and transport . Enhancing regulation, . Study on financial facilities in tourist areas inspection and enforcement in sustainability . Purchase of equipment for the sector . Waste composition studies collecting floating waste . Drafting subsidy policies . Development of public . Increasing the recovery degree awareness programs of waste collected from households and businesses

Education . Providing access to quality . Support for enrolment and . Plans for access to education primary and lower secondary retention in ECEC . Improved school, after school education for all . Approaches to ensure programs & student counselling . Providing an increased access to qualified teachers in all . Improved vocational training Early Childhood Education and locations . Partnerships between Care (ECEC) . Approaches to bring early employers and education / . Creation of virtual classrooms school leavers back to school training providers for remote locations (ICT . Incentives for participation in . Support to Community investments) for distance learning lifelong learning programs Permanent Learning Centers . Providing increased access to technical and vocational education

Health 21 . Rehabilitation of buildings; . Review the provider payment . Feasibility studies and designs . Purchase of lab and IT system for primary care . Capacity improvements at equipment; vehicles22, boats for services in rural and remote local Public Health Directorate emergencies; and shelters near areas (PHD) hospitals . Review the legal framework . Building diagnostic . Supporting infrastructure for for ambulatory care within the laboratories telemedicine public hospitals . Training of emergency . Modernization of sanitary . Linking national telemedicine response staff facilities in schools policy with standards and . Building skills in public health . Building multifunctional centers protocols laboratory management in Babadag, Sulina and Sf. . Incentives for medical staff . Information/education Gheorghe using the telemedicine system campaigns . Improved, integrated facilities at . Ambulatory services, long term Tulcea Emergency County care and palliative capacity Hospital development . Rehabilitation of Măcin hospital building, equipment provision, and a palliative center

Social Inclusion . Development of early childhood . Implementation of measures . Involving parents in early (Needs from (0-6 years) institutional in the sectors of education and childhood education World Bank, infrastructure in communities health, housing, employment partnerships Roma Report with high share of Roma . Community grants as part of . Implementing formal and non- (2014)) population educational intervention formal education measures . Making schools more friendly for . Regulating housing beyond school hours all children ownership rights (cadaster) . Increasing participation of . Establishment of integrative and Roma girls at all levels of multifunctional community education centers . Developing human capital . Urban regeneration of among Roma women disadvantaged neighborhoods . Information / education (integrated interventions on the campaigns (civic spirit), access of population in these including in development areas to education, health, planning housing and employment) . Social and youth housing . Development of social enterprises in disadvantaged areas

Pillar V: Promoting efficiency, affordability and sustainability (including Administrative Capacity of Local Authorities and Technical Assistance for Program Implementation)

Affordability of . Development of subsidy . Improving household access to Households policy public services . Promoting a strong sense of ownership on the processes and outcomes of interventions among the beneficiaries

Sustainability . Formulating (O&M) operating . Review of O&M requirements, and maintenance policies responsibilities and capacity

Administrative Development of facilities, . Improving overall project . Technical assistance support Capacity purchase of vehicles, office management capacity for priority administrative equipment . Strengthening the functions, including (but not coordination between the limited to) updating/completing public institutions in various territorial management biodiversity conservation and instruments, such as

21 Revised from the Needs Assessment original report 22 Medical caravan, off-road vehicle with a high capacity for epidemiological situations, boat for surveillance of the public health system and vehicles equipped with cooling system for transportation of vaccines 34

ecological reconstruction of town/village plans, the Danube Delta urban/village data banks, . Facilitating public access to cadaster and land book etc. information and public services and increasing transparency of public services (e-government)

Program Development of facilities, . Promoting an effective and . Technical assistance support, Implementation purchase of vehicles, office efficient implementation and including for (but not limited to) equipment monitoring/control system project administration (drafting . Providing specific support general documents; technical measures relating to documents; procurement; investments within each accounting; environmental Operational Program assessment; construction supervision etc.)

III. Strategy

1. Main themes and directions This section outlines the pillars and strategic principles for the development of the Danube Delta region, with a horizon 2030. The strategy strikes a balance between protecting the unique natural and cultural values of the DDBR, and meeting the aspirations of the region's inhabitants to improve their living conditions and seek better economic opportunities.

Five Pillars

The five pillars stem from the two strategic objectives of environmental protection and economic development. The pillars vertically cascade down the objectives to the sector-specific interventions as exemplified in Table 2. The pillars were identified in the Needs Assessment stage and are an aid to structure the report. The pillars reinforce each other strongly and are very tightly interwoven.

 Pillar I: Protecting environmental and natural resource assets

At the center of the region's comparative advantage is its environmental wealth. While posing a constraint to some economic activities (that are not being promoted within or near the Danube Delta Biosphere Reserve), it also provides significant opportunities for bringing greater prosperity to the region if carefully harnessed, through income generation based as much as possible on non-consumptive use of the living natural resources and preservation of local cultural traditions. Restoring the natural environment, partly destroyed by man-made activities over the past 50 years, and improving the management of these environmental and natural resource assets, is therefore a critical first step. Over the longer term, sustainability will depend on local residents playing an active role as guardians and managers of the Delta's environmental and cultural assets in partnership with DDBRA.

 Pillar II: Improving the economy

The environmental and cultural richness and diversity of the region bring economic opportunities to the tourism industry with co-benefits to local fisheries and aquaculture, agriculture, and SMEs such as handicrafts, boat making, and tools for fishing, etc. With more diversified attractions and nature programs, not only the number of tourist but also the duration of their stay will increase and provide revenue to local residents, both within the Biosphere Reserve (particularly in the core Delta) and its neighboring cities/towns and communes.

 Pillar III: Improving connectivity

Improved connectivity to enhance movement of people, goods and information will bridge the divide between cities and remote locations, and lagging and leading regions (e.g. Danube Delta Region and Constanța, one of the growth poles of the country). Improved ICT infrastructure and faster travel both within and between regions will support the tourism development. It will also improve business opportunities by connecting sellers to markets 36

and create opportunities for more innovative service delivery in health and education. Accessibility to critical service points, especially among core Delta locations, will be improved by road, boat transport, and better internet services.

 Pillar IV: Providing public services

Access to basic urban services (water, sanitation, and waste disposal), health clinics and schooling in the region is uneven as is their respective quality. Improving these services, partly through more cost effective and innovative approaches using ICT, will be essential to improve health and social mobility. Addressing major service gaps, especially with respect to water and waste, will also support tourism development.

 Pillar V: Promoting efficiency, affordability and sustainability.

Further empowering local governments to oversee the public service delivery is an essential factor that would help the development of the Study Area, since the alternatives (concessions, outside institutions, etc.) are less accountable to those that are presumed to benefit from these investments. If neither households, nor local governments can sustain the level of local services in the area, the supplemental finance through targeted subsidies needs to be provided by central government, or services need to be tailored to affordable levels. Not only local authorities, but the capacity of all institutions23 to administer the type and scale of projects envisaged needs to be strengthened. Limited budgetary resources and challenges in retaining staff in remote areas (e.g. in the health and education sectors) has put stress on the administrative systems. The need for effective coordination of interventions will present additional administrative demands on beneficiary institutions, and some new organizations are proposed to be established (for example, a destination management organization for the tourism sector). A comprehensive program on capacity building and technical assistance will need to be administered, that is supportive of future functions, incentives and accountabilities. These five pillars are not only providing direction, but also demonstrate complementarity. The tourism potential will remain constrained, unless urban services (water, sanitation and garbage collection) and tourism infrastructure are improved. Services such as health and education will have to rely increasingly on virtual communication tools, as practiced in other remote locations in the world. Increasing the speed and access of ICT services will enable better provision of health services and schooling. More tourism benefits will emerge, once more attractions and services - from aquaculture, recreational fishing, and organic farming to guided tours - are developed. The natural and cultural assets of the Danube Delta Biosphere Reserve are the key attractions of the region and will drive its sustainable development - restoring, protecting and enhancing these assets is therefore of utmost priority.

Five Cross-cutting Strategic Principles

23 The main institutions benefiting from EU funds investments in the analyzed area are Tulcea County Council, 40 local authorities (including Tucea city and 4 other cities), DDBRA and other central government entities located in the region. In addition, it is estimated that there will be beneficiaries from the private sector. 37

In order to achieve the improvements outlined under the five pillars, investments, technical assistance, capacity building, regulatory and policy definitions, as outlined in the sector summaries, are guided by the following cross-cutting strategic principles.

 Principle A. Empowerment of inhabitants

Protecting environmental and natural resource assets and reducing the threat of unsustainable resource consumption, including fishery, need to rely on cooperative solutions that provide incentives to residents to safeguard the local `commons', rather than relying on command-and- control regulations that have high cost and limited effectiveness. This generally means providing some level of `ownership rights' accompanied by responsibility and accountability Inhabitants will be economically empowered through the opportunity to acquire better-paid skills that move them towards higher-value-added, non-consumptive use of the environmental resources. This transition will also involve moving away from an expectation of and reliance on government subsidies to increasing self-reliance through developing business opportunities and choosing service providers. As the proposed adjustments will require an unprecedented ability of inhabitants to reinvent themselves, sizeable technical assistance needs to be imparted to help in this transition and to assist structured learning.

 Principle B. More transparent, accountable and inclusive institutions

Empowerment needs to be accompanied by institutional structures that provide opportunities and mechanisms for people to engage in decision-making processes that affect them. As the key governing bodies in the area, DDBRA and local governments need to develop more effective platforms for public participation and cooperation and to become more accountable and transparent, in order to gain greater respect and support from residents and resource users. Transparency will also be important in ensuring effective competition and efficient use of instruments, such as concession agreements and extraction permits to provide local governments and residents with the maximum economic value from the use of public resources.

 Principle C. Making services affordable by enhancing efficiency

Basic services need to be provided at the lowest cost and in adherence to the standards required under EU or Romanian law. Due to low economies of scale in many localities of the Study Area, this will require, for some sectors, to devise more innovative approaches to deliver the same outcomes. For health, it will mean reliance on preventive health provision by medical caravan, ICT-based consultations, using medical doctors in training (resident doctors), and developing shelters to avoid unnecessary hospitalization. For education, it will imply consolidation of schools, as applicable, with commensurate transport options to schools to enable the consolidation, and virtual classrooms for remote locations. For wastewater, it entails low-cost easily maintainable and affordable technologies at the household or village level, depending on the population size, and for water it will engender low-cost collective solutions for which there is clear demand and willingness to pay. In essence, inefficiencies translating into increased cost - triggered by either choice of technology, approach, or administration - should not be passed on to households or government.

 Principle D. Affordability through income generation

Generating economic opportunities and jobs is the best solution to address affordability constraints. A menu of assistance - from specific skill development, in- job training to small grant schemes to jumpstart micro businesses, such as guided tours, flake ice for fresh fish and other food storage, small agricultural and fish processing, and other businesses - will be designed to generate income within the tourism, fishery and agricultural sectors. Advisory services will guide strategic decisions on farm consolidation and modernizations, and prepare small pension/hotel owners to cater to higher-end tourism that would bring more revenue. All income generation activities will be based on market principles, but incentives to small business pilots can be provided, with an appropriate evaluation framework to enable learning and replication. Moreover, as cost-recovery regulations move to more market-based principles, appropriate social safety nets need to be instituted to safeguard the well-being and minimum consumption of the poorer or disadvantaged segments of the population.

 Principle E. Territorial integration Box 2: Territorial Integration Crosses Administrative Boundaries: the Four Constanța communes. The region encompasses human and natural habitats, some with high The territorial integration promoted under this ecosystem values in need of protection. Strategy crosses administrative boundaries. The four Comprehending the region as an integrated Constanța communes - Săcele, Istria, Mihai Viteazu territory that offers location specific and Corbu - hold the same importance as any other opportunities is important to meet location in the study area. They will benefit from any conservation objectives without study area wide interventions (e.g. improving the compromising on economic development economy) as well as demand-driven projects (e.g. or living standards. It will set the stage for a projects with private sector participation). In polycentric and balanced settlements addition, these four communes are addressed in the system, with high quality urban functions, water, tourism and transport sections with targeted that would extend services to their rural actions. hinterland.

Applying the cross-cutting Strategic Principles to each Pillar

The five pillars (environment, economy, connectivity, services and efficiency) structure the analysis "vertically" by grouping the relevant sectors under their headings. The Strategic Principles, on the other hand, are cross-running "horizontally" and motivate interventions in all pillars. Examples of how the Strategic Principles are applied in each Pillar are presented in Table 4. For example, "Strategic Principle A. Empowerment of inhabitants" implies that within the "Pillar II. Environment”, the role of local residents in managing DDBR is consolidated, while in the "Pillar II. Economy" it would suggest the ownership of the fishery resource instead of the current cherhana system. In "Pillar III. Connectivity", local residents are empowered through better connection to markets and ideas. In "Pillar IV. Services", local residents are informed and empowered consumers rather than recipients of subsidies.

Figure 12: The Strategy is Structured into Five Vertical Pillars and is Guided by Five Strategic Principles.

Table 4: Examples of proposed approaches and action plans for sustainable development of the Danube Delta region, based on the integration of the main themes and guiding principles

Five Pillars Pillar I: Pillar II: Pillar III: Pillar IV: Pillar V24: Protecting the Improving the Improving Providing Promoting Five Strategic environmental economy connectivity public efficiency, Principles: and natural services affordability resource assets and sustainability Increase local Services: inhabitants' role Services: ICT: will connect Affordable and in the planning Fishery: allocate Informed and people better to sustainable and fishing and fish sale empowered markets, ideas, and solutions Principle A. implementation rights to resident consumers of services to provide the Empowerment of the fishermen (property services, as empower them to inhabitants with management of rights) instead of opposed to of inhabitants carry out economic access to DDBR and its current cherhana recipients of activities services without living natural system subsidies reliance on resources subsidies

Agriculture and Fishing: regulate Rural Strengthen formal fishing through area Development: Principle B. role of local and season-based Inclusive Accountability More residents and permits, not Transport: Road process of local promotes transparent, other stakeholder through measuring planning benefits consultation in financial and groups in DDBRA catch; tax fishers' from community selecting, accountable administrative planning and income through involvement ranking and and inclusive sustainability institutions management sales receipts, not implementing processes by restricting whom small rural they can sell to. infrastructure projects Wastewater: Principle C. Transport: Enable Improve DDBRA Tourism, Fisheries: promote use of Making low-cost and revenues through increase business flood tolerant This pillar and this services frequent transport an efficient park fee management and low cost principle have the solutions to service affordable by collection operations capacity of technical options same objectives points (accessibility) enhancing mechanism local business owners in low density efficiency population areas Income ICT: Improved generation Job generation affordability of empowers Higher for Tourism, Fisheries, Principle D. services and inhabitants to economic environmental Agriculture: Affordability products directly afford the activity means management, Facilitate through through ICT access services, better both in private development of and indirectly which are revenues and income and public sector small/micro through income themselves thus better generation (clean up, waste enterprises generation from designed with sustainability recycling, other) better connectivity affordability as a goal Strengthen the Tourism: develop rich Increase connectivity Connect less Water supply: Principle E. regional identity and portfolio with of the region with densely Through maintain the natural different but national, European populated areas territorial Territorial and cultural diversity complementary and other to service integration, local integration by conservation and tourism attractions international centers and water supply development throughout the region territory markets solutions are

24 Pillar V: Providing Efficiency, Affordability and Sustainability has transversal implications, as evidenced by Table 2. 41

intervention. (e.g. core Delta vs Assure equal made more adjacent communes) access to public affordable infrastructure and knowledge

Integration and Synergies Significant synergies are achieved by the integrated approach to the strategy development. By the integrated planning, the resulting strategy and projects are closely integrated. The strategy aims to achieve the two overarching strategic objectives. Each sector-specific objective supports the overarching objectives. The interventions designed in each sector are thus strongly oriented towards the overarching objectives and bring synergies through the integrated design. Higher quality nature- based tourism and strengthened environmental management reinforce each other and are supported by a transition towards recreational fishing and improved services. Integration at the spatial, functional and implementation level is expected to contribute to high synergies. Spatial integration will strengthen the linkages between urban and rural areas, for instance. Functional/ sectoral integration is necessary as well because sector-specific problems frequently turn out to require multi-sectoral solutions. This study has a sufficiently broad technical focus to resolve such issues. One example would be that seismic, energy efficiency and façade improvements to buildings should all be done together for maximum return on investment. Implementation planning will ensure appropriate sequencing of interventions, for instance water and sanitation improvements may be done in conjunction with road rehabilitation. The table below shows schematically sector-specific objectives as defined for each pillar.

Protecting the Improving the economy Improving connectivity Providing public services Promoting efficiency, environmental and natural affordability and resource assets sustainability Biodiversity and ecosystem Tourism Transport Water supply and sewerage Administrative management systems and integrated capacity and program water management management  Developing of the  Developing and promoting • Increasing territorial connectivity • Providing potable water to  Providing efficient planning and biodiversity DD as an integrated to ensure access to markets in meet quality of life and cost-effective and ecosystem tourism destination, with a Tulcea, the rest of Romania and standards and economic public services management capacity rich portfolio of sustainable the European Union; equal development objectives,  Improving evidence-  Preserving, protecting and tourism products and connectivity of enterprises, subject to demand, based strategic and capitalizing the natural services, by capitalizing the individuals, and goods in the DD financial feasibility, and budgetary planning heritage and natural and cultural territory, taking great care to operation and across all levels of combating/reducing the heritage protect the existing maintenance constraints governance in the impact of polluting  Establishing a local environmental heritage • Supporting the collection of DD region in order anthropic activities destination management • Increasing accessibility in the wastewater in a centralized to support  Developing research, mechanism that is based core DD area to support manner (subject to environmental and education and training in on active participation and development of tourism and demand, financial economic objectives biodiversity and natural ownership of local fisheries, and the mobility for feasibility, and operation  Increasing heritage protection fields stakeholders residents in sparsely populated and maintenance participatory  Supporting eco-friendly  Encouraging local areas. constraints) and moving decision-making in SMEs population to run small • Improving health and protecting away from the current use synergy with the tourism businesses that the environment by minimizing of pit latrines which environmental and meet quality and emissions and the consumption constitute a health hazard economic objectives sustainability standards, of resources (including energy) in prone to flood areas and that are economically by the transport system • Adopting treatment viable methods of centrally- collected waste water either in a conventional or a more low-cost way Energy efficiency Fishery and aquaculture ICT Solid waste management 43

 Increasing the energy  Correcting the ecological • Providing full access to broad- • Improving the recycling efficiency of the study area imbalance among predator band internet network rate so as to achieve the in economic, residential and prey fish species, and • Supporting widespread private, corresponding EU target of and public buildings and restoring environmental business and public use of ICT 50% which Romania is public service provision quality. • Ensuring synergies with other committed to fields  Increasing the economic sectors to promote transfer of • Implementing of waste  Increasing the use of value of capture fisheries knowledge, services and reduction, reuse and renewable energy sources and aquaculture. economic development recycling in local within the study area  Increasing quality job communities in order to  Improving local expertise, opportunities in the fishing assure efficient and information availability sector. sustainable waste and energy efficiency management, resource awareness saving, environmental protection, and tourism destination development • Management of floating waste material • Increasing the capitalization degree of waste collected from households and businesses Climate change Agriculture and rural Health development  Developing a climate  Promoting integration of  Improving the access to friendly and resilient area agri-food producers primary health care (PHC) by integrating climate (especially organic) into the services based on prevention change into local public value-chain and early detection and treatment of chronic diseases policies and planning  Supporting diversification  Supporting an effective  Promoting development of agricultural and non- control of epidemics, early towards a low carbon farm activities for job warning and coordinated economy through targeted creation by encouraging response, and risk factors adaptation measures and active involvement of local surveillance,

by reducing GHG communities  Improving health emissions  Promoting young farmers' infrastructure for primary,  Developing partnerships access to land to enable secondary and tertiary health and financing instruments improved revenue flows to care, and the related service delivery system adjusted to in the field of climate the local population modern technologies change  Preserving, protecting,  Raising the awareness of capitalizing and promoting the population and the natural and movable businesses on climate and immovable cultural change adaptation heritage, , in rural areas  Improving the local population/farmers' access to information regarding the possibilities of tapping CAP funds - create a special agriculture extension team for the Danube Delta Disaster risk management Education  Reducing vulnerability to  Providing lifelong learning all risks, while improving opportunities to create the quality of emergency labor skills for the 21-st services, based on national century economy and county risk  Supporting secondary and assessment, and develop vocational education that and maintain an adequate prepare students for the response capacity global knowledge economy  Assessing the main risks, and for the specificities of elaborating risk maps for the local economy earthquakes and floods,  Increasing the quality of and implementing projects the primary education and to reduce these risks early-education systems  Elaborating a County

Integrated Information System for the Management of Emergency Situation as part of the National Information System for Disaster Management Pollution emergency Social inclusion and protection  Developing an advanced  Reducing labor related and information management human capital disparities system for hazardous among Roma people by wastes which may cause a providing improved pollution spill and integrated services in all represents a threat to the dimensions and aspects of DD exclusion (education,  Reducing pollution risks health, housing, and the response time by employment) developing a prevention  Preserving the cultural plan, providing adequate heritage of the ethnic equipment and training of minorities in the study human resources area.  Improving social outcomes by making social protection programs more relevant and effective in the study area

2. Spatial Distribution 2.1 Introduction The objective of this chapter is to present the spatial structure of the Study Area (Danube Delta Region) and the distribution of investment needs between the Delta (DDBR) and its neighboring areas. Section II. 3 Summary of Sector-Specific Priorities and Cross-Sectoral Synergies presents the distribution of interventions by sector, with brief indications of location (area). The study area represents a mix of inhabited areas, with large demographic, density and socio- economic disparities. Communities are dispersed inside the Biosphere Reserve (particularly in the core Delta) and outside (neighboring areas), most areas having high ecological value. Key area characteristics considered in the development program are: (a) Urban areas with diverse economic activities (Tulcea city and four towns) (b) Areas in peripheral locations, with spatial isolation and limited accessibility to Tulcea city and the towns; (c) Areas in demographic decline (depopulation); (d) Areas with low economic activity (low employment opportunities, and increasing poverty); and (e) Areas with unique natural heritage, with environmental sensitivity, and high potential for biosphere research and tourism development. The spatial development considers the role of cities/towns and their relationship with the rural areas and protected areas. The proposed strategy and the related list of priority projects focus on: (a) protection of the ecological value of the DDBR; (b) increased competitiveness of both the major built up areas (Tulcea city and the four towns) and the agriculture sector in the rural areas (particularly in the neighboring area); (c) enhanced linkages between the urban areas; and (d) support for spatial urban-rural cohesion, including through public infrastructure development. 2.2 Functional structure The Danube Delta Region has a mixed functional structure with different economic activities taking place in different sub-areas. The overall economic profile is characterized mainly by tourism, fishery and agriculture, linked to the natural resources, with more diversified functions in the urban centers, where most industrial and service sector activities are located. Four main sub-areas can be identified (see map 1): (a) areas with significant urban functions - the corridor Măcin - Isaccea - Tulcea - Babadag, along the national road DN 22, continuing southward to Constanța; (b) areas with mainly agricultural functions - located in the northern part of Tulcea County (Pardina, Chilia Veche, Ceatalchioi, Maliuc, Somova, Niculițel, Frecăței, Văcăreni, Mihail Kogălniceanu, Luncavița, Grindu, Slava Cercheză, Sarichioi, Baia, Beștepe, Jurilovca, Mahmudia, Mihai Bravu, Murighiol, I.C. Brătianu, Jijila, Smîrdan); (c) areas with mainly fishery activities - around the Razim lake, along the waterways of the core Delta, and on the Black Sea Cost); (d) areas with significant tourism activities (mainly in the Delta, where diverse tourism products

are provided)25: rural tourism (Sf. rural tourism (Sf. Gheorghe, Crișan, Caraorman, Murighiol, Mahmudia, Chilia Veche, Periprava); recreational tourism - sports and sailing (Sulina, Crișan); recreational fishery tourism (Razim lake, Caraorman, other communes and on the Black Sea coast); and sea-side tourism (Sf. Gheorghe, Sulina, Perișor-Portița).

Figure 13: Functional structure of the Danube Delta Region

2.2.1 Urban areas and their surroundings The urbanization degree of the region is low, considering the demographic and the economic indicators. The city/town network contains one city and four small compact towns, each with their own character and profile. The urban network has Tulcea city26 as a focal point, connected on land with the towns of Babadag, Isaccea and Măcin27, and on the Danube River with the town of Sulina28. The highest demographic density is found along the corridor Babadag - Tulcea - Măcin, of about 50 inhabitants/km². Opportunities exist for urban-rural cooperation based on the settlement specific economies, culture and nature. Tulcea, Babadag, Isaccea and Măcin attract the surrounding communes, creating small, incipient interconnected areas, capitalizing on land reserves and tourism attractions. Sulina is the gate city from the Black Sea, connected with Tulcea through the core Delta by the Sulina channel.

25 There is significant tourism potential in other areas too, e.g.: Măcin National Park, Razim-Sinoe lagoon complex etc. 26 Tulcea is a medium-sized city with an estimated number of 90,000 inhabitants 27 Cities have between 5,000-10,000 inhabitants. 28 The corridor serves an area with a very low density, less than 5 inhabitants/km² 48

The development of the region is particularly influenced by the social and economic network of the existing city/towns. It will aim to strengthen the urban system and its hinterland through a package of measures. Proposed investments support each other to assure coherence of the development. Anticipated continued urbanization is supported by a variety of measures, such as increasing connectivity and mobility in the region, and enhanced accessibility to/from Constanța and Galați/Brăila. From a livability perspective, investments in basic urban services, healthy housing conditions, good and safe environment, and attractive public space will be addressed. For economic development of the urban areas, public investments will enable job creation and sustain local budgets. 2.2.2 Rural areas The Danube Delta Region (the study area) is mainly rural, with dispersed communes. In the neighboring area, they are easily accessible from one another via the road network, while in the core Delta they are in most cases only connected by waterways. The majority of communes have between 2,500-3,000 inhabitants, only four of them having more than 5,000 inhabitants, being close to the towns of Măcin and Babadag. In the core Delta, the communes have only 500 - 2,000 inhabitants, usually distributed between 2 to 4 villages. The rural space is complementary to the urban areas, offering valuable landscape and natural conservation and recreational assets. In these areas, the diversity and identity of the landscape need to be protected, and investments need to add value to the existing rural fabric; for example rehabilitation of tangible historical and architectural assets, and conservation of ecological infrastructure. Investments in public infrastructure are needed to improve the living standard for local communities and for tourists. Such investments will also support the rural economies - mainly fisheries and agriculture. 2.2.3 Natural conservation areas and buffer zones The DDBR is sparsely located, along the Danube channels, around the Razim-Sinoe lake system, and on the Black Sea coast. The area is mainly State public domain, administered by the Danube Delta Biosphere Reserve Administration (DDBRA). Only 19% of the territory belong to local public administrations and private owners. The typology of the area includes fully protected areas (50,904 ha), costal buffer zones (103,000 ha), deltaic buffer zones (119,996 ha) and ecological reconstruction areas (101,695 ha). As a World Heritage site, the DDBR requires investments for conservation of biodiversity and landscape; water and land protection; monitoring and improvement of water quality; and for risk management. 2.3. Spatial development The territory has two major development axes. The North-South development axis, connects major urban areas - Constanța (national growth pole) and Tulcea, Brăila, Galați (national development poles) assuring connectivity with the national territory, and increasing the accessibility from the extended TEN-T corridor - Constanța-Varna (Bulgaria). The East-West development axis has Tulcea city as a focal point and the Chilia Veche, Sulina and Sfântu Gheorghe as major destinations in the core Delta, requiring particularly prudent interventions considering the rich natural resource assets. The spatial development needs to respect the unique profile of the Danube Delta Region and enhance the spatial diversity and coherence of the areas. The European nature policy plan, the EC

Bird and Habitat Directive, and European cultural heritage actions, form a solid framework for protection of particularly sensitive areas of the Delta. The Delta (DDBR): The ecological significance of the Delta requires careful management. The development of the area will integrate initiatives and actions which both preserve the vitality of the ecological system (nature conservation) and create healthy living condition and space for economic activity (particularly in tourism, aquaculture, fishing, and agriculture). The Neighboring Area: This space has historically combined living, working and nature features. The development of the area should sustain infrastructure improvements, the diversity and quality of the space and living conditions, increasing the attractiveness of the area, and sustain social equity. It will distinguish and strengthen the various development centers. In conjunction with energy efficiency improvements, urban development will include measures which increase the attractiveness of the built-up space, promote the cultural heritage, and increase land/space supply for new businesses. Rural area development should be planned for integrated use, taking advantage of the variety of agricultural activities, landscapes, and recreational assets. Settlement network: The future development of the Danube Delta Region reflects a polycentric perspective with concentration of people and activities (see map 2). The model has three levels of centers that play important roles in the territory: 1. Urban centers of regional importance - Tulcea City (having a metropolitan and service center influence on the neighboring localities, and playing a very important regional role through its airport, river terminal, and railway in terms of access to the Region as a tourist destination) 2. Urban centers of county importance - Babadag, Măcin, Isaccea, and Sulina (acting as transport/service nodes, and locations for various economic activities) 3. Rural centers of local influence - including Sf. Gheorghe, C.A. Rosetti, Chilia Veche and Luncavița, Murighiol, Sarichioi, Jurilovca, Baia, Mihai Viteazu, Istria, Săcele, Corbu.

This settlement network offers opportunity for development of both built up and rural areas, enhancing the economic and social connections. The neighboring area should be planned for further spatial integration, with necessary transport connections to facilitate operations at regional scale, including for the tourism sector.

Figure 14: Polycentric perspective of the Danube Delta Region

3. Summary of Sector-Specific Priorities and Cross-Sectoral Synergies This section presents the rational for the suggested development interventions, presented by pillar and sector, while discussing important cross-sectoral linkages. Each sectoral summary starts with the relevant sector-specific objectives, which support the two overarching strategic objectives, followed by motivation for the intervention and a table of several priority projects, programs or interventions. More technical details for each sectoral summary extracted from the Needs Assessment stage of the Strategy development process are presented. Further technical justification can be found in the Needs Assessment report.

Pillar I: Protecting the Environmental and Natural Resource Assets This sub-section identifies the needs for a better management of the environmental assets in the study area and of existing risks linked to potential pollution incidents that could have major negative impacts on the ecosystem. The management and restoration of environmental assets is seen as a mean for balancing conservation with sustainable use, and the promotion of economic development. This section also identifies the need to promote climate change mitigation and adaptation actions. These actions are expected to contribute to the conservation of a global public good (climate) and to the prevention/mitigation of risks linked to an increase in the frequency or scale of natural hazards (in particular linked to floods). The improvement of energy efficiency in some of the municipalities in the study area is presented as one of the major needs and win-win action for climate change mitigation.

Biodiversity and Ecosystem Management Sector-specific objectives  Developing of the planning and biodiversity and ecosystem management capacity (including monitoring)

 Preserving, protecting and capitalizing the natural heritage and combating/reducing the impact of the anthropic polluting activities  Developing research, education and training in biodiversity and natural heritage protection fields  Supporting eco-friendly Small and Medium Enterprises (SMEs)

The DDBR's status as a Biosphere Reserve means that priorities for action are based on the need to achieve a sustainable balance between the equally important and inextricably inter-connected objectives of protecting biodiversity and natural ecosystems and processes on the one hand, and meeting the social and economic needs and aspirations of its residents, on the other. Due to the legacy of past actions such as construction of canals, deforestation, over-fishing of valuable species and introduction of invasive alien species, management challenges include not only maintenance, but also restoration of key ecosystem elements and functions.

The first priority in this "sector" is to achieve the best possible understanding of the complex and dynamic delta ecosystem, based on accurate and up-to-date data for use in "state of the art" predictive models, particularly with regard to hydrology and sediment flow. Such models are essential for anticipating the system-wide impacts of interventions such as dredging and removal or construction/restoration of canals, dykes and dams in particular areas, for purposes such as maintaining or enhancing navigation and access, restoration of aquatic habitat and flood management. Flood management provides an excellent example of the management challenges, as seasonal flooding is an essential natural process in a delta ecosystem, yet flooding of some areas must be prevented to protect residents' lives, property and economic infrastructure. While some areas must continue to be protected through physical infrastructure such as dykes, the overall flood management strategy should emphasize a "land management" approach in which flood-prone areas are maintained in a natural state, or in land uses that tolerate and help to contain flood waters.

Equally important are accurate data and effective management approaches for key species of flora and fauna, including endangered and threatened species of national, regional and global

conservation significance as well as the valuable and naturally abundant "living natural resources" upon which the area's economy is based. While DDBRA has the primary responsibility to plan and implement "science-based" management of the DDBR, this can only be achieved in the long term with the cooperation and support of local residents and resource users, who in turn must have the information, understanding, economic opportunities and appropriate incentives to support ecological and biodiversity protection and sustainable natural resource management.

Priorities for ecosystem and biodiversity management overlap and provide important synergies with key economic sectors such as tourism and fisheries. The area's unique natural environment and biodiversity and cultural heritage are recognized as the main attractions on which a modern sustainable tourism industry can be developed. Improving the aquatic ecosystem and water quality is essential for restoring healthy populations of fish, including the large predatory species that are the basis for commercial and recreational fishing and cage-based aquaculture. Strong synergies also exist with sectors such as climate change adaptation (e.g. sustainable flood management), and basic service provision (e.g. improving and maintaining water quality, solid waste management, etc.)

Based on all the above, priority actions for this "sector" include: (i) financial and technical support for monitoring/data collection and system modeling, and for implementation of essential management activities such as targeted dredging, infrastructure management (including both maintenance and selective removal for re-naturalization of key wetland and deforested areas), and protection and sustainable management of species of conservation and/or economic importance; (ii) supporting development and ecological management of sustainable tourism, e.g. through demarcation of zone boundaries (e.g. for exclusive core protected areas) and improvement of visitor information services; (iii) policy, regulatory and institutional reforms and capacity building to provide greater incentives, better platforms, and the necessary knowledge and institutional structures for residents, resource users, DDBRA and local authorities to become more effective and supportive partners in the DDBR management (both planning and implementation); (iv) urgent "territorial management" actions such as local urban development planning and cadastral registration of public buildings of national interest; and (v) enhancing DDBR facilities to support national and international research and education in river delta ecology and biodiversity conservation and sustainable use (e.g. development of proposed International Center of Advanced Studies on Danube - Danube Delta - Black Sea).

Table 5: Biodiversity and Ecosystem Management: Types of Priorities and Justification

Source of Type of intervention Location Justification funds This intervention meets the need identified in the Needs Assessment Report to support the goal of preservation and restoration of the natural environment and globally significant biodiversity.

Removing some of the obstacles to water circulation that have been put in place over the past 50+ years in order to bring closer as much as possible the current model of water flows throughout DDBR to the natural pattern that existed before the dam and drainage works carried out in the last century is expected to

improve water quality and natural terrestrial

LIOP and aquatic habitats by lowering turbidity and eutrophication. It mainly involves dredging / Purchase of equipment Priority Axis #4 The whole excavation works to reconnect facilities / needed for physical DDBR (except for agriculture / aquaculture / forestry polders that interventions to restore territory dredging are no longer used for their initial purpose (re- natural water circulation which is a naturalization), to the natural hydrological and key habitat areas. maintenance regime, desilting clogged / closed ponds, activity) channels and lakes in the Danube Delta. Restoration of water circulation in the agricultural polder in the I.C. Brătianu area would reduce water pressure on protection dykes, allowing Danube flood waters more space in which to spread out. There are several locations (Sinoe-Istria-Nuntași, Razim-Sinoe etc.) where it is clear that de-silting is urgently required and should be initiated or continued based on existing information. Hydraulic works are included for the restoration of the brackish regime of the Sinoie Lake in the Razim-Sinoie lacustrine complex

This intervention meets the need identified in Tulcea, the Needs Assessment Report to support the Sulina, goal of preservation and restoration of the Restoration of ecosystems Sfântu natural environment and globally significant and natural habitats within Gheorghe, LIOP biodiversity. the "Natura 2000" network Pardina, Reversing some of the obstacles to water , by ecological restoration Priority Axis #4 Ceatalchioi, circulation that have been put in place over the works in the lakes of the Chilia past 50+ years in order to bring closer as much natural lacustrine Veche, as possible the current model of water flows complexes affected by Mahmudia, throughout DDBR to the natural pattern that alluvial processes caused Murighiol, existed before the dam and drainage works by human intervention C.A. carried out in the last century is expected to improve water quality and natural terrestrial Rosetti, Maliuc, and aquatic habitats by lowering turbidity and Crișan eutrophication. It mainly involves dredging / excavation works for desilting some lakes in the natural lacustrine complexes: Gorgova-Uzlina, 54

Source of Type of intervention Location Justification funds Sontea-Fortuna, Matita-Merhei, and Rosu-Puiu, affected by the rapid silting processes due to human intervention in their operating mode. There are necessary priority interventions for the restoration of affected ecosystems and habitats as well as for the restoration of populations of affected species. Extending water habitats for fish and birds species could be achieved rather easily through wetlands restoration. According to DDBRA, a decrease in the populations of these species was noticed, and therefore, previous protection/ conservation programs (implemented insufficiently due to lack of funds) should be continued and intensified. Necessary physical investments are, for example, for securing and improving the conditions of reproduction in the breeding sites, and for ensuring good protection of the colonies of these species; in parallel with soft interventions like an integrated monitoring system for the entire area.

This intervention meets the need identified in the Needs Assessment to support the goal of preservation and restoration of the natural environment and of the globally significant biodiversity. This intervention aims at restoring natural habitats affected by dams and drainage works done in abandoned fisheries and agricultural Reconstruction/restoration facilities, that are no longer used, in whole or of natural habitats affected LIOP partially, with the purpose for which they were Whole area by the non-environmental Priority Axis #4 built (A.P. Stipoc, A.P. Murighiol, A.P. Perisor, activities in agricultural, of DDBR A.P. Periteasca, A.A. Sireasa, A.A. Pardina, etc.) fishery and forestry polders and involves reconnecting them to the natural flooding regime through dredging / excavation works, based on established solutions stemming from documented feasibility studies and the results of the research carried out for this purpose. Improving the identified solutions for habitat restoration will improve both the quality and the quantity of creatures living in or near these restored natural habitats. Restoration of ecological This intervention meets the need identified in systems and natural LIOP the Needs Assessment to support the goal of Whole area habitats within the “Natura Priority Axis #4 preservation and restoration of the natural 2000” network for species of DDBR environment and of the globally significant of European conservation biodiversity. concern, by ecological Reversing some of the obstacles to water 55

Source of Type of intervention Location Justification funds reconstruction works to circulation that have been put in place over the improve the hydrological past 50+ years in order to bring closer as much and hydrochemical regime as possible the current model of water flows in the natural lacustrine through DDBR to the natural pattern that complexes of the DDBR, existed before the dam and drainage works along with the carried out in the last century is expected to development of an improve water quality and natural terrestrial integrated performant and aquatic habitats by lowering turbidity and monitoring system eutrophication. It mainly involves dredging / covering the whole area of the Danube Delta excavation works to improve the drainage Biosphere Reserve system of ponds and primary, secondary, and (including cross-border tertiary channels in the natural lacustrine areas) complexes: Gorgova-Uzlina, Sontea-Fortuna, Matita-Merhei, and Rosu-Puiu, including restoring the brackish regime of the Sinoie lake of the Razim-Sinoie lacustrine complex and restoring the water flow in I.C. Bratianu agricultural polder. Priority interventions are needed to restore damaged ecosystems and habitats as a result of poor water supply from the river, based on the hydrological, sedimentological, and hydrochemical mathematical model development and implementation and to restore affected populations of species. Expanding aquatic habitats for fish and bird species can be accomplished quite easily by optimizing the hydrological regime of lakes and related floodplains. According to DDBRA, a decrease in the populations of these species was observed and therefore previous programmes for protection and conservation (insufficiently implemented due to the lack of funds) must be continued and intensified. The required physical investments are, for example, to ensure and improve conditions for reproduction in breeding facilities and to ensure adequate protection of the colonies of these species; indirect interventions, such as an integrated monitoring system for the entire area, are also needed. Restoration of ecological This intervention meets the need identified in systems and natural the Needs Assessment to support the goal of habitats within the “Natura preservation and restoration of the natural LIOP 2000” network for species environment and of the globally significant of European conservation Whole area Priority Axis #4 biodiversity. concern, by degraded of DDBR This category includes interventions deemed thicket sanitation works, implementation of necessary to restore and/or improve the measures for invasive quality of the natural habitats affected by: species management, - overgrowth of reeds that led to the 56

Source of Type of intervention Location Justification funds sanitation of natural degradation of thicket and the impairment of ecosystem, management of the specific natural habitats; abandoned domestic - enlargement of the areas occupied by invasive animals, implementation species (Amorphous fruticosa, Carasius of measures to protect the carasius, etc.); affected species, including - poor management with regard to domestic a monitoring station for animals abandoned into the wild (horses, migratory species and cattle), which affect the natural habitats, facilities to support especially forests, and also with regard to populations of the flora supporting the populations of species that are and fauna species that are declining or are affected by human intervention declining or affected (Dalmatian pelican, the pygmy cormorant, (nesting platforms, European mink, sturgeons, etc.), specimens of artificial nests, treatment injured fauna or fauna affected by various center for sick or injured illnesses or disease outbreak. animals, etc.)

The first marking and signaling works in the DDBR were made in the first part of the 90s. Over time, these works proved insufficient and ineffective. As a result, at present, an integrated approach is needed for marking and signaling activities in order to increase management efficiency in the DDBR by increasing the visibility of these works and by Works for ensuring an covering all functional areas categories: strictly effective protection and a protected areas, buffer zones, sports and good management in the recreational fishing areas, camping and parking DDBR by marking and LIOP areas, access and sightseeing routes, including signaling the limits of the Whole area Priority Axis #4 the establishment and development of functional areas of the of DDBR traditional non-mechanical craft trails DDBR; developing access routes for visiting DDBR (fisherman rowing dinghy, canotca, etc.) or with minimal impact on ecologically powered ones (electric, natural habitats photovoltaic, wind, etc.). Development and improvement of the existing infrastructure is also needed: extension of the DDBRA office, introduction of green technologies for electrical power supply, heating and domestic hot-water production, implementation of a monitoring and security system, especially in the strictly protected areas or other areas of particular interest (isolated colonies, protected habitats, etc.). DDBR This intervention meets the need identified in the Needs Assessment Report to support the Reforestation of areas Along the goal of preservation and restoration of the where the natural forest channels GOVERNMENT natural environment and globally significant vegetation has disappeared and in OF ROMANIA biodiversity. or been degraded. several

former Deforestation of natural forest vegetation on

agricultural the branches of natural channels in the delta is and noticed in around 200 km of such channels. fishery/fish 57

Source of Type of intervention Location Justification funds farming The area to be afforested along the channels is polders approximately 400 ha; in polders for agriculture and fish farms, it is about 5,000 ha.

Whole area This intervention meets the need identified in of DDBR the Needs Assessment Report to support the goal of preservation and restoration of the natural environment and globally significant biodiversity.

Natural ecosystems are affected by the amount of solid waste (especially plastic materials) carried downstream from the wider Danube Development and LIOP basin (particularly during floods) or some implementation of generated locally by residents and tourists. measures to reduce solid Priority Axis #4 waste in natural areas. Required measures include establishment of collection points, equipment, and operating costs for collection and disposal (ideally including recycling of recoverable materials such as plastic bottles). It also includes removal of debris and general ecological restoration of degraded and abandoned industrial land, particularly any such areas located near strictly protected areas. This intervention meets the need identified in the Needs Assessment Report, to support the goal of preservation and restoration of the natural environment and globally significant biodiversity.

National Rural Such physical investments and measures relate Development to Romania's obligations under the EU Nitrates Program Directive, and are made more urgent by the (NDRP) recent decision to declare Romania's entire territory as potentially vulnerable to nitrates The whole Measure #6 Investments to support pollution. Most communes outside the core DDBR local action to reduce 6.1 & 6.3 (by Delta have substantial populations of livestock, territory nitrate pollution of the individual mainly at the household level, with no waterways from actions) measures in place to prevent manure from agricultural and livestock entering surface waters. The first step would be rearing activities. Measure 19 LEADR (local an inventory of the existing livestock and actions) definition and assessment of other criteria to identify the areas where investment is most needed (e.g. due to a high number of contaminated wells; most individual wells have polluted water, with high concentration of nitrates due to improper manure management). For the core Delta, other more practical solutions for manure management could be considered, adapted to the respective 58

Source of Type of intervention Location Justification funds conditions. In our expert opinion, this intervention is strictly needed in order to improve the capacity of DDBRA and associated institutions in executing proper actions for de-silting the channels, dragging and managing sediment deposition. DDBR is a complex hydrological system combining flow in channels and over floodplains. The water carries a heavy sediment load collected from the Danube River basin upstream. These sediments contribute Large important nutrients to the delta ecosystem, but Developing and Infrastructure can also cause undesired physical and OP, PA # 5; ecological changes, such as blocking of access implementing a The whole Ministry of channels and eutrophication in areas with modern/efficient DDBR restricted water flow. Some of the problems monitoring system and territory Environment predictive a model for related to sediment deposition are due to sedimentation dynamics in artificial channels that were built perpendicular the Danube Delta to the direction of natural water flows. There is a strong demand among DDBR residents and users for dredging of channels and lakes to maintain access routes and fishing areas. This is also included in the DDBRA's annual work plan. However, any changes in the speed or direction of water flow and sediment deposition in one part of the Delta can have impacts everywhere downstream of that site. Therefore, it is essential for DDBRA to have the best possible information and tools to predict impacts before large scale dredging, placement or removal of dykes, or any other activities that would alter water flow. Technical assistance for This intervention meets the need identified in an in-depth institutional the Needs Assessment, to support the goal of analysis (functional direct protection and preservation of the review) of DDBRA natural habitats and DDBRA fulfilling its main aiming to improve functions. The whole management DDBR The institutional framework for management of performance and territory OP TA legislative framework the DDBR is complex and sometimes ambiguous, with a number of different national governing DDBR area and local institutions with diverse and and to ensure the direct sometimes overlapping responsibilities and access of population to legal mandates, some at parallel levels within services and natural the government hierarchy and some resources subordinated to others. Development of an Whole area LIOP This intervention meets the need identified in International Center of of DDBR the Needs Assessment, to support the goal of Advanced Studies Danube - Priority Axis #4 direct protection and preservation of the Danube Delta - Black Sea natural habitats. for biodiversity 59

Source of Type of intervention Location Justification funds preservation This center will carry out research on the key processes influencing river - delta - sea systems and develop sound solutions for the sustainable management of them, using a multi-disciplinary integrative approach, combining fundamental and applied research. This is aligned with the (2013) EU Green Strategy developed by the EC to conserve and enhance natural capital and to achieve the Europe 2020 objectives. It is also consistent with Europe Horizon 2020 key priority 3, Societal Challenges - priorities and actions for Danube - Danube Delta - Black Sea biodiversity preservation. The center, which is part of the European Strategy Forum on Research Infra- structures (ESFRI) Program, will facilitate partnership among national and international research organizations (in Romania, Germany, Hungary, etc.), including the use of their existing facilities. The concept calls for a "hub" facility in the DDBR. Development of the infrastructure is envisaged in three phases, with EU funds for Phase 1 and subsequent phases with other international support. A site on the St. Gheorghe arm, at Murighiol, has been selected for its easy access to the delta, and the coast. Murighiol Local Council has allocated three hectares of land for this Hub.

For the 2030 horizon, the following activities are proposed: - The rehabilitation of the „Natura 2000” eco-systems and natural habitats and the development of an integrated monitoring system, which will cover the entire Danube Delta. - The reforestation of areas where natural vegetation has dissaperead or is degraded. - Measures to prevent the dumping of solid wastes in nature protection areas. - The development of an International Advanced Research Center for the Danube – Danube Delta – Black Sea area, with the aim of preserving biodiversity.

Energy Efficiency

Sector-specific Objectives  Increasing the energy efficiency of the study area in economic, residential and public buildings and public service provision fields

 Increasing the use of renewable energy sources within the study area  Improving local expertise, information availability and energy efficiency awareness

Action for energy efficiency is complementary to most other interventions and need to be a guiding principle for local development. In terms of public lighting, for example, the use of energy efficient technologies can reduce public costs considerably and make investments more sustainable. However, these types of investments are highly specific and localized. Therefore a Tool for Rapid Assessment of City Energy (TRACE) study was performed in order to identify the energy efficiency of Tulcea city. The timeline did not allow for the same to be done throughout the study area. In consultation with local authorities in Tulcea and based on sector analyses performed in the six public utility areas, the sectors with the highest energy savings potential where the local government has a significant degree of control are: district heating, municipal buildings, potable water, public transportation, and solid waste. Changes in practices and equipment used could help the city significantly increase the energy efficiency of public utilities, while also delivering better services and improving the quality of life for locals, particularly through using an efficient co- generation plant. Creating local benchmarks while retrofitting public buildings will also play an important role for the efforts of local administrations to control and manage the performance of implemented measures. The recommended approach is to create local energy efficiency benchmarks and expertise employing the Local Energy Efficiency Recommendations (LEER) before physical investments are made. It is also essential that this is backed by a transparent process of learning and dialogue between public authorities and the public sector, to also seize economic opportunities. For example, one of the area's comparative advantage is the large amount of reed that is now under-used and could be employed as isolating construction material or as biomass. The area has large construction and financial sectors that could enhance their expertise to create near-zero energy buildings and perhaps even act as energy services companies. There is a legal requirement to retrofit public buildings to a near zero-energy standard that will require more than thermal insulation, but also a change in practices and types of energy used. On the other hand, projects meant to aid private residence owners retrofit their homes need to become more limber and carry less administrative burden, particularly since state owned buildings represent just 1.17% of the buildings surface area in the study area. The need for retrofitting and the types of necessary measures will need to be evaluated at the local level, which is why, complementary to any national initiatives, programs to help finance energy efficiency retrofits and encourage renewable energy use for the residential sector will also need to be accompanied by local guidelines and market studies and on the spot evaluations to make sure that consumers make informed choices. This will require an increase in the capacity of local administrations as well as the private sector in order to

strengthen to ensure that both will be able to offer the necessary support. Many residents and private businesses have already made efforts to retrofit their homes, and these types of efforts need to be encouraged through public policies - lower local taxes for example for owners who retrofit their homes are already in place in much of the study area. The focus of efforts in the energy efficiency sector will be to help the private and public sectors move towards the European standards of energy efficiency, while helping the local economy grow along low carbon sustainable pathways.

Table 6 presents a selection of priority projects and interventions in the area of energy efficiency. The investments proposed in the energy efficiency of buildings, both public and private, have had equivalents in the previous financial period, but had lacked efficient implementation mechanisms and results monitoring. These investments therefore require a solid knowledge base and level of expertise as well as market studies in order to ensure cost efficiency as well as a broader understanding of the benefits of energy efficiency improvements. The investment in energy efficient public lighting will also lead to a decrease in public cost and an increase in public safety and quality of life. In addition, the construction sector is significant in the study area and these investments will ensure that local companied will be stimulated to grow and build their energy efficiency expertise. An energy services company approach, where emissions reductions are compensated and taking advantage of scale economies, is recommended. The increased investments in renewable energy use may allow for a reduction in costs. It may also lead to a diversification of the types of renewable energy used since wind farms are now the only sources used extensively, as discussed in the Diagnostic Report. Diversification will stimulate the local business and perhaps lead to innovation in the use of local resources, such as reed as biomass. All energy efficiency investments proposed here have multiple benefits: reducing public and household energy costs, as well as carbon emissions while stimulating the local economy and moving it towards a more proficient, knowledge based and green version of itself. In that sense it moves on the pathway towards the Europe 2020 goals of a 20% increase in the use of renewable energy and a 20% increase in energy efficiency. At the same time these initiatives concur within the overall goals of the strategy to protect the environment as well as the people of the Danube Delta.

Table 6: Energy Efficiency - Priority Types of Intervention/Justification29

Type of intervention Location Source of funds Justification

Improving the energy The whole The energy efficiency directive efficiency of public DDBR ROP, Thematic objective no. 4: requires that 3% of public buildings (schools, territory Supporting transition towards buildings with over 500m2 be hospitals, administrative a low carbon economy, Priority rehabilitated yearly, and the buildings, etc.; list of axis 3.1. surface limit decrease to 250m2 buildings to be developed until 2015. in due course) Extending and improving The whole ROP, Thematic objective no. 4: the energy efficiency of DDBR Supporting transition towards public lighting territory a low carbon economy,) The whole In order to reach its goals, DDBR Romania must reduce emissions territory by 3 kg CO2/ (m2*year)30. Support for improving ROP, Thematic objective no. 4: In the study area a well-planned energy efficiency of Supporting transition towards energy efficiency investment households a low carbon economy, program can help stimulate the local economy and reduce the energy costs of households. Large Infrastructure OP, Promoting the use of The whole Priority axis 6 This measure is aimed the Europe renewable energy DDBR ROP, Thematic Objective no. 4: 2020 goals and at diversifying the sources territory Promoting renewable energy local economy. use

For the 2030 horizon, the following activities are proposed: - The extension and improvement of the public lighting system - Promoting energy efficiency measures among households - Promoting the use of renewable energy

29 Subsequent interventions are suggested in Needs Assessment Report, in TRACE recommendations and in the table Energy Efficiency Needs Assessment. 30 Implementing nearly Zero-energy Buildings (nZeB) in Romania – towards a definition and roadmap, 2012, Bogdan Atanasiu, BPIEș http://bpie.eu/documents/BPIE/publications/Romania_nZEB/EN/EN_full_report.pdf 64

Climate Change

Sector-specific objectives

 Developing a climate friendly and resilient area by integrating climate change into local public policies and planning  Promoting development of a low carbon economy through targeted adaptation measures and by reducing GHG emissions

 Developing partnerships and financing instruments in the field of climate change  Raising the awareness of the population and businesses on climate change

Climate change (CC) has both global and local impacts. It may very likely induce higher risks of natural disasters such as floods, droughts, and wild fires which will threaten local communities and the economy of the Study Area. The EU is firmly committed to tackling climate change and requires that at least 20 percent of the European funds in 2014-2020 be spent on climate change-related actions, both mitigation and adaptation to climate change. The actions addressing climate change should be specifically included and integrated in the proposed ITI activities for the Danube Delta. Pursuing a low carbon and climate resilient growth is also in the best interest of local communities in the Study Area. In the long run, the Study Area will aim to become a low carbon and climate resilient society. It should try to be one of the first few regions in the nation to meet the national targets of GHG emission and energy consumption reduction, and use of renewable energy, which is part of the national commitment to the Europe 2020 Strategy.

Climate change is cross-cutting and the majority of mitigation and adaptation measures will be sector-oriented. For example, GHG mitigation measures are mostly from the energy, transport and industrial sectors, such as the efforts to promote energy efficiency, as specified in the Local Energy Efficiency Recommendations (LEER), the use of renewable energy in the public and private sector, the investments in developing waterway transport and other low carbon transport modes, and efficiency improvement in industrial entities and public utilities. Reforestation, in turn, is proposed in the biodiversity sector. CC adaptation measures are also mainly sector-based by nature, and need to be well integrated into sector-specific activities, such as flood protection in both urban and rural areas, and adopting climate resilient agricultural and fishery practices.

Despite various sector-specific measures, there is a general need to strengthen the local capacity of planning, financing, and implementation and raise public awareness in the Study Area. First of all, the Local Climate Change Recommendations (LCCR) needs to be formulated based on a solid scientific basis and studies of the local situation. A Climate Change Partnership (CCP) will be established, which will provide support through: (1) a community micro-loans program for climate adaptation that will target low-income families. (2) micro grant or loan mechanism to help SMEs to acquire low carbon technologies; and (3) facilitating partnerships between research institutions and private companies. A portion of the ITI funds needs to be earmarked to be part of the CCP, which will be applied in both urban and rural settings and will be complementary and integrated into the relevant sector-specific initiatives and investments, by recommending certain standards or practices. However, the CCP is not standalone, it is meant as a focusing and coordinating tool, which upholds

national climate change policies as well as overall local priorities. Investments recommended in the agriculture or tourism sections for SMEs, for example, would potentially be part of the CCP if appropriate. Indeed, all CCP investments serve the overall goals described in this strategy with the added benefit of providing climate change mitigation or improving adaptation capacity.

Education and communications efforts will also be needed and in synergy with broad educational and training efforts in order to raise the awareness, and ensure that climate change and low carbon technologies become integrated into local public and private sector planning.

To effectively coordinate and implement climate change-related activities, a unit with a clear mandate to address climate change issues, with a small number of dedicated and knowledgeable staff, and capable of working cross-sector should be in place for coordinating with the public and private sector and guiding them in their efforts of addressing climate change issues. The small unit will, when needed, work with experts in developing the guidelines and possibly work as part of the ITI administration ensuring that CC investments are well targeted, coordinated, administrated, monitored and evaluated, and that practitioners and the general public are well informed on the impacts and potential benefits of CC. Considering that the methodologies for assessing CC impact will be part of a significant part of investments and that expertise is quite limited in the study area, this unit is essential, even if it contains only one or two employees.

Many of the investments that will help make the study area more resilient to climate change and help reduce its emissions, are sector-specific, and therefore coordinating and monitoring mechanisms will be required in order to observe progress. The current awareness of threats and potentials of climate change is low in the public as well as the private sector. There is lack of actions addressing climate change concerns. The funding proposals take a targeted and pragmatic approach to create local knowledge and to spark new green initiatives and partnerships within the study area. The proposed investment are complementary to sector-specific investments and aim to ensure that climate change mitigation and adaptation actions are well monitored, are based on a coherent cross- sectoral scientific data, and promote well informed policy making and sustainable low carbon growth. The climate change unit will ensure that climate actions are developed with and for local authorities, communities and businesses. The multiple types of instruments to be employed ensure that the benefits of climate change related investments are shared and that innovation will be enhanced. The multiple sources of funding available for the subject can combine to create a concerted effort to involve the business community in low carbon innovation and adoption of new technologies, and also ensure that low income families can lower their energy bills or reduce their exposure to climate change risk.

Table 7: Climate Change: Types of Priorities and Justification

Type of intervention Location Source of funds Justification Create a CC partnership LIOP, PA 7: Promoting clean Although designed to fund platform, including a energy and energy needed mitigation and community-driven climate The whole efficiency in order to adaptation measures, this adaptation fund targeted at DDBR initiative has many side benefits support a low-carbon low income families, a territory for the socio-economic micro grant or loan economy; development of the study area mechanism to support ROP: PA 2 Improving small (construction, commerce, 66

SMEs, and a partnership and medium enterprises’ industry etc.). facility to promote private competitiveness (for Additional funding sources and public collaboration for increased productivity) could be found (such as from innovative climate actions. ROP: PA 5 Improving urban EBRD). environment and the sustainable conservation, protection and capitalization of the cultural heritage (for local authorities only) ROP: PA 7: Diversifying local economies through the sustainable development of tourism COP, PA 1: Research, technological development and innovation (RDI) in support of economic competitiveness and business development The unit can be part of the ITI administration. It is essential in order to ensure that CC investments are well targeted and monitored, and that applicants and the public are well informed. Create or designate a unit It will coordinate with the with a clear mandate to public and private sector and address climate change ACOP, PA 1 guide them to address climate The whole issues, with a small number Effective public change. The small unit will work DDBR of dedicated and administration and legal with experts in developing the territory knowledgeable staff, and system guidelines and work as part of capable of working cross- the ITI administration ensuring sector. that CC investments are well targeted, coordinated, administrated, monitored and evaluated, and that practitioners and the general public are well informed on the impacts and potential benefits of CC. The guidelines will provide a LIOP, PA 5: Promoting the basis for public and private initiatives and for the funding of Develop clear and easy to adaptation to climate The whole the CC partnership platform. It use local guidelines for changes, risk prevention DDBR will require that personnel be climate change and energy territory and management; trained to employ and use efficiency programs. HCOP, PA 6: Education and them, both within local Skills administrations and the private sector.

The following intervention should be considered for the 2030 horizon: Create a CC partnership platform, including a community-driven climate adaptation fund targeted at low income families, a micro grant or loan mechanism to support SMEs, and a partnership facility to promote private and public collaboration for innovative climate actions.

Disaster Risk Management (DRM)

Sector-specific objectives  Reducing the vulnerability to all risks, while improving the quality of emergency services, based on national and county risk assessment, and develop and maintain an adequate response capacity;

 Assessing the main risks, elaborating risk maps for earthquakes and floods, and implementing projects to reduce these risks  Elaborating a County Integrated Information System for the Management of Emergency Situations as part of the National Information System for Disaster

Management

The development policy, programming and investments in the Study Area should be based on risk assessments. The measures in this field aim to: (1) promote multi-stakeholder national and local disaster risk governance systems and plans, supported by effective regulatory frameworks and coherent institutional capacity-building efforts; and (2) integrate disaster preparedness for relief and recovery with development programs that reduce disaster risk and build resilience. Interventions will include: (a) "soft investment" and technical assistance, particularly for: (i) risk assessment for floods, earthquakes, coastal erosion and forest fire; (ii) elaboration of an Integrated Disaster Management Information System (IDMIS) for the Study Area; and (iii) disaster response plans including resource allocation, based on disaster scenarios using the IDMIS; and (b) investments in infrastructure, including (i) provision of special machinery and equipment for disaster intervention; (ii) construction and rehabilitation of specialized centers for management of emergency situations; and (iii) infrastructure to prevent and mitigate the effects of natural disasters due to earthquakes and floods.

Figure 15: Current floods situation

Table 8: DRM - Priority Types of Intervention and Justification

Source of Type of intervention Location Justification funds The current level of management for Provision of special emergency situations at different types of machinery and LIOP disasters is inadequate in relation to the risks IES Delta equipment for Priority Axis #5 identified for each locality. Tulcea interventions by IES and Performance criteria established by law SMURD in disaster require adoption of measures to improve the situations disaster response capacity of the entities involved. The main weaknesses of the intervention system relate to a lack of cars/vehicles and Modernization, inadequacy or lack of multidisciplinary rehabilitation and IES Delta Large training centers for emergency situations. A construction of Tulcea Infrastructure large part of IES Delta's fleet of vehicles is Inspectorate for Măcin OP outdated, about 75% being more than 10 Emergency Situations Crișan Priority Axis #5 years old, and almost 60% more than 20 (IES) infrastructure Babadag years old. Investments 2007-2013 cover only facilities in TULCEA 30% of the needs. Development of a training system for professionals involved in emergency situations is another critical need for the study area. Flood risk management is provided mainly by the Ministry of Environment, Water and Forests (MEWF), the central National Administration "Romanian Waters" (NARW), and the National Institute of Hydrology and Water Management (INHGA). According to national legislation, assessment of flood risk Works for the LIOP (PFRA) is the responsibility of MEWF and The whole prevention, protection Priority Axis #5 NARW (the Water Basin DDBR territory and mitigation of floods. Administration(ABA)'s and INHG) and is done in three steps: (1) Preliminary Flood Risk Assessment (PFRA) (March 2012); (2) Preparation of hazard maps and flood risk (March 2014); and (3) Planning flood risk management (March 2016) The mentioned localities for flood protection works were identified based on these activities.

The following intervention should be considered for the 2030 horizon: works for the prevention, protection and mitigation of floods.

Pollution emergency

Sector-specific objectives  Developing an advanced information management system for hazardous wastes which may cause a pollution spill and represents a threat to the DD  Reducing pollution risks and the response time by developing a prevention plan, providing adequate equipment and training of human resources

As an area with precious environmental and biodiversity values, the Danube Delta should implement high environmental management standards and be well protected from any pollution disasters such as chemical spills by ships or point sources inside the Delta or upstream. The situation analysis shows that there is much room for improvement in the coordination and collaboration among government agencies responsible for pollution emergency response and prevention and the accessibility to some parts of the core Delta, especially given the trend of growing economic activities and waterway traffic as seen in the traffic study commissioned by the World Bank for the Study area. Although the County Emergency Committees is the main local coordinating body, the agency that takes lead on the ground depends on the location and scale of pollution incidents occur. Inland waterways are sometimes difficult to monitor and reach, particularly off the main channels. The responsible agencies will need to continue improving their level of preparedness considering the growing risks of water pollution disasters inside the Delta. The first response units do not own enough properly equipped vessels for handling water pollution incidents in some parts of the Core Delta, and the response times to disasters inside the Delta are estimated to be three to eight hours, which is deemed inadequate. As a result, more efforts will be needed to ensure the Study Area free of pollution disasters. The focus of actions will be on improving response times and inter-institutional coordination and monitoring when pollution incidents occur. An inter-agency Pollution Emergency Response Team needs to be created for improving the coordination among various agencies. Coherent and comprehensive pollution emergency response and prevention plans, covering both water and land as well as both mobile and fixed sources of pollution, need to be prepared. Local authorities have estimated that at least two additional properly equipped small vessels and equipment will be needed to improve pollution emergency response times to an adequate level in the Core Delta. Technical support is also required to improve pollutant inventory, monitoring, and inter-agency data-sharing and coordination as well as evaluation. Data-sharing in particular will require ICT support so as to ensure that pollution monitoring of potential sources by different institutions is centralized in an inter-agency and cross-sector database and easily accessible in case of pollution disasters. This will also require improved data-sharing mechanisms between institutions. Knowledge of international best practices in pollution emergency response and awareness of pollution risks by relevant government agencies and business entities will be further improved through skills training and awareness raising programs.

Table 9: Pollution emergency: - Types of Priorities and Justification

Type of intervention Location Source of funds Justification Requested according to Purchase of equipment Large Infrastructure OP commission led by RNA and to enable the first The whole PA 5: Promoting the adaptation necessary to reduce first response response team to quickly DDBR to climate changes, risk time and increase capacity of a access pollution incident territory prevention and management of first response team to contain sites in the Core Delta risks pollution incidents. Necessary to ensure that a Create and maintain an comprehensive view of pollution inter-institutional Administrative Capacity OP emergency risk exists at the local environmental liability The whole level. PA 1: Effective public data-base for data DDBR The tool can also be used to administration and legal sharing and better territory increase general inter-institutional coordination across system coordination, help increase public agencies awareness, and reduce public costs. Drafting complete The whole The plan will increase the coherent and DDBR consistency of emergency comprehensive pollution territory Administrative Capacity OP response policies, and look for emergency response and ways to decrease all pollution PA 1: Effective public prevention plans, emergency risk. The Danube is administration and legal covering both water and part of the TEN-T network. land, and both mobile system Increased economic activity is and fixed sources of expected in the study area, pollution justifying thus increased vigilance. The whole The inter-institutional team will DDBR administer and maintain the Create an inter- Administrative Capacity OP territory database and the plan, take part institutional Pollution PA 1: Effective public in interventions, and coordinate Emergency Response administration and legal local pollution emergency Team system prevention, under the authority of the Local Emergency Committee.

These investment proposals are meant to enhance the capability of the local government agencies, especially the first response teams, to quickly and effective respond to pollution incidents, i.e. develop an effective pollution emergency response and prevention mechanism in the study area. Investments in boats would decrease reliance on third parties and help reduce response times, particularly in the core Delta, which is the most important ecological asset and the most difficult to reach by response teams. The creation of an inter-institutional pollution emergency team is central to the functioning of the mechanism, since it will ensure consistency and continuity. The members would train together in the proposed emergency center, lead awareness campaigns, and form a cohesive and effective unit. The formation of the team will necessitate updating of inter-institutional co-operation procedures, with an increase in data-sharing and internal procedural alignment. The proposed database would ensure that all forms of pollution emergency risks are monitored across relevant agencies. It would also contain best practices and information about associated public risks and costs. The following intervention should be considered for the 2030 horizon: maintain an inter-institutional environmental liability data-base for data sharing and better coordination across agencies.

Pillar II: Improving the Economy The interventions presented under this pillar all aim at enhancing the economic prospects of tourism, fisheries and agriculture respectively. The improvement of infrastructure services (Pillar 4) is expected to remove some of the obstacles to the development of tourism, but this is not enough. Specific tourism infrastructure – from paths to accommodation units and guided tours – needs to be developed to attract tourists during the different seasons of the year, and the marketing of the area's environmental and cultural attractions needs to be more aggressively pursued. An initiative advocated in the assessment of the fisheries sector – supporting recreational fishing – will be implemented along with developing attractive tourism activities.

Tourism Sector-specific objectives  Developing and promoting the Danube Delta as an integrated tourism destination with a rich portfolio of sustainable tourism products and services by capitalizing the natural

and cultural heritage  Establishing a local destination management mechanism based on the active participation and ownership of local stakeholders  Encouraging local population to run small tourism businesses that meet quality and

sustainability standards and that are economically viable

On the basis of the diagnostic phase of the project, the Danube Delta region holds significant potential for the development of sustainable nature- and culture-based tourism. Tourism in the region remains underdeveloped, providing opportunities for growth. Given the sensitiveness of the natural and cultural resources – the main assets for tourism – the development of tourism must be based on careful planning and on understanding the gains and losses related to tourism activities. A significant opportunity is that the type of tourism that fits the character of the region corresponds to the type of tourism that is growing and will make progresses in the future31. Tourism based on experiencing nature and exploring local culture is also associated with longer length of stay, higher average spending and more responsible behavior towards local communities and biodiversity32. According to a recent study of the European Commission and the Council of Europe on the impact of cultural tourism on small and medium enterprises, cultural tourism holds significant potential for stimulating innovation and strengthened competitiveness of local businesses and entrepreneurs33. Cultural tourism is essential to ensure that the natural and cultural offers are coagulated in the Danube Delta economy and benefit the communities and businesses in the area. The diagnostic findings are the defined vision for the Danube Delta region, serving as the basis for three development objectives for the tourism sector.

31 In a recent summary of trends and statistics, the Center for Responsible Travel (CREST) highlights that there is a sustained and proven interest among the travelers around the world for the products and services that protect the environment and respect local cultures. 32 2013 Industry Snapshot, Adventure & Trade Association 33 The European Commission and the Council of Europe (2012): European Cultural Routes impact on SMEs innovation and competitiveness 73

These objectives led to the identification of a list of needs, which were organized around seven intervention areas:

 Access and Transport relate to the overall need to improve the connections between the Danube Delta and the rest of Romania, as well as to the improvement of mobility within the region.  Visitor Infrastructure and Information Services relate to the importance of light physical infrastructure supporting the development of activities such as hiking, biking, horse-back riding, and water sports as well as the exploration of the rich cultural heritage of the region. Information services relate to the need to have basic information for visitors as well as interpretation programs34 that tell the stories of the region and reveal its authentic culture and characteristics. Visitor infrastructure and information programs are important for environmental protection and for the protection of cultural sites as well because they serve as tools for the management of visitor flows and patterns. They are also an important element for the development of an attractive portfolio of cultural attractions, which is essential for the Danube Delta region.  The interventions related to accommodation are associated with improving the overall quality of existing accommodation facilities rather than investing in new ones. The occupancy levels in the region are extremely low and this leads to poor profitability. Investments in new accommodations are necessary only if they are implemented for the development of low-impact facilities, such as camping areas, which will diversify the existing offers rather than simply increase capacity.  Health, Safety and Security relate to the importance of meeting international standards/norms in these service sectors. This is important for any destination that aims to compete on international markets.  Workforce Development needs are grouped in two major groups. First, there is an overall need to improve the capacity and skills of the employees in tourism companies to enable them to deliver higher quality services. Second, there is a need to improve the management and business operation, in order to enable company owners and entrepreneurs to run their business more effectively.  Economic connections address the potential for tourism to generate increased socio- economic benefits by connecting with other sectors. Tourism needs to be better grounded in the local economy and linked in a profitable manner to agriculture, fisheries, transport and other sectors, particularly through SMEs. There are specific economic opportunities which hold great potential for job creation and for enhancing the quality of the tourist attractions in the DD Region. These include local arts and culture, traditional cuisine and traditional crafts.  Destination management and market access are associated with managing the Danube Delta region as an integrated tourism destination. Due to the complexity of the sector and the

34 Interpretation is a way of making known the tourist attractions and activities. It is based on sharing knowledge that is new to the tourists (experience through learning) in a way that would attract them emotionally. Interpretation involves producing information materials, installing signs, providing information services and most importantly, guide services. Efficient interpretation involves the planning and design of the interpretation programs and the special training of the guides and other tourism service providers.

involvement of multiple stakeholders, there is a need to develop a local destination management mechanism that will engage local stakeholders in a participatory manner. A Destination Management Organization (DMO) will be responsible for the management of the Danube Delta brand and its effective positioning and marketing on international markets.

Addressing these needs will take time and will require a carefully phased set of interventions. Tourism is highly dependent on multiple socio-economic sectors and involves a complex network of stakeholders. Taking this into account, the efforts for investment and planned development designed to promote tourism in the DD region should gradually build the local physical and human capacity, as well as the economic connections networks and the connections between various stakeholders. The success of the interventions highlighted in the tourism sections of this document depend on the schedule and success of the interventions in other sectors, such as transport (for improved access and accessibility), education (for workforce development and skill training), healthcare (for improved safety and social services), agriculture and fisheries (for improved economic connections). These complexities justify the importance of a local destination management mechanism (a local DMO) that has been proposed. One of the essential roles of a DMO is to coordinate the relationship with other public, private and non-governmental entities that operate in relevant socio-economic domains. The institutional design and functional scope of the DD DMO should consider the importance of this coordination function. An important aspect of the development of the DD as a competitive tourism destination is the strong advantage associated with the distinctive character and culture of the region. Nature is clearly the asset that will be at the core of the DD product and attraction portfolio. At the same time, the distinct local culture represents another particularity that can be a key ingredient for the positioning of the DD destination on international markets. It is recommended that the priority intervention for the development of the Danube Delta product and portfolio focus on developing the offers around the rich variety of tangible cultural assets, such as cultural, historical and religious sites, but also around the intangible cultural heritage: local arts and crafts (including music, arts, souvenirs, etc.) around the traditional economic activities (reed, thatched roofs, etc.), local cuisine (not only restaurant dishes, but also cooking demonstrations, cooking classes, etc.) and traditions and celebrations, etc. The visitor infrastructure, the interpretation and product development should contribute to the improvement of the attraction capacity of the area in the form of experiences in cultural and religious places (museums, churches, monasteries and important historical places and sites, etc.). Another important aspect of this strategic approach specific to tourism development in the DD is the focus on grounding it in the local economy. This is possible only if joint actions create a favorable environment and support the mechanisms for local micro, small and medium enterprises, and especially social enterprises35 to help build a green local economy. An analysis of tourism enterprises

35 Social enterprises are commercial and market-driven enterprises which maximize improvements in human and environmental well-being, rather than focusing exclusively on monetary profits. Their business models are based on selling goods and/or services along which they solve social or environmental problems, and improve the overall quality of life in their community.

in the DD region identified a number of opportunities for people with entrepreneurial initiatives and who wish to develop the existing local businesses.

Figure 16: The current tourism situation

Table 10.Tourism: Types of Priorities and Justification

Type of Location Source of funds Justification Intervention The development and setting up of Regional OP visitor infrastructure in the Danube Axis 7: Diversifying Delta is extremely important in the local economies development of sustainable nature- and through the culture-based tourism in the area. First sustainable of all, travelers interested in nature- development of based experiences seek to engage in The establishment tourism active exploration of nature through and development The entire activities such as hiking, biking, of tourism DDBR territory horseback riding, water sports, etc. infrastructure These activities require paths and supporting infrastructure. Second, the National Rural routes and trails that enable easy Development movement throughout the DD region Programme: will allow the tourists to enjoy the Priority 6: different parts of the destination and Promoting social will encourage visitors to stay longer inclusion, poverty and visit more places. Third, non- 76

Type of Location Source of funds Justification Intervention reduction and motorized movement is associated with economic low impact on biodiversity and development in ecosystems. rural areas Fourth, visitor infrastructure enables access to cultural heritage sites and Large Infrastructure facilitates the meaningful experiencing OP: of local culture. Priority Axis 2: Visitor infrastructure is an essential Developing a component of developing the DD's quality, sustainable portfolio of attractions and products. and efficient For example, the signage, the benches, multimodal the walking paths, etc. can transform a transport system small church that does not attract visitors into a point of interest for tourists. Also, the signs, the benches and the walking paths can transform an empty meadow into an important stopover for nature lovers.

The institutionalization of a DD Destination Management Organization (DMO) is necessary to coordinate the management of the region as a travel destination. This project would involve the development of local leadership and management capacity in tourism policy Administrative The development, strategic tourism planning Capacity OP Headquarters and tourism destination management, Priority Axis 1: The of DMO can including the management of the local Effective public institutionalization be in Tulcea DD destination brand. administration and of a Danube Delta but it can One of the important roles of the DMO legal system Destination have offices is also to plan and implement the Priority Axis 2: Management throughout integrated product development and Accessible and Organization the marketing of the destination. This transparent public (DMO) destination. means that the DD DMO will take lead in administration and the development of the region's legal system portfolio of attractions and region- specific products to ensure that it offers numerous opportunities for exploring and enjoyment in the DD and for becoming familiar with the specific culture and traditions of the region. The DMO is also the owner and manager of the DD brand. The design and The entire Regional OP The character of the DD region as a implementation of DDBR territory travel destination will depend on the a destination-wide Axis 7: Diversifying richness and distinctiveness of the program for local economies products and attractions it offers. A product and through the destination-wide program for nature - 77

Type of Location Source of funds Justification Intervention attraction capacity sustainable and culture - based product and development development of attraction development should include a tourism detailed assessment of the existing tourist attractions and locations, which can be transformed into new tourist National Rural offers. The region's natural and cultural Development assets offer an opportunity for the Program: development of a multitude of outdoor Priority 6: activities and experiences, as well as Promoting social enabling people to enjoy the features of inclusion, poverty the local culture and traditions. The reduction and product and attraction capacity economic development should place special focus development in on the development of tourist offers rural areas based on local events, on traditional cuisine, on the cultural heritage and on historical sites and places. Special focus should be placed on highlighting the tangible cultural heritage assets in the region (cultural, historic and religious sites) as well as the intangible cultural heritage of the region. While the development of tourism products and attractions is a predominantly private- sector activity, the public sector and the local DMO have an essential role in setting the framework and instilling the right incentives for development that fit an overall destination management strategy and character. Human Capital OP To maximize the economic potential of Priority Axis 1: “Jobs sustainable tourism development in the The for Youth” DD region, it needs to be grounded in implementation of Priority Axis 2: the local economy. This is possible only a support Improving the if there are relevant and sufficient mechanism for situation of young support systems that facilitate the innovative and The entire people with a NEET establishment and growth of innovative sustainable nature DDBR territory status and sustainable micro, small and - and culture- medium enterprises that offer nature- based tourism by Priority Axis 3: and culture-based tourism offers in creating MSME's Jobs for all order to build a green local economy. and social tourism Priority Axis 4: The DD region needs a proactive effort enterprises36 Social inclusion and to promote and encourage combating poverty entrepreneurship in natural and cultural

36 Social enterprises are commercial and market-driven enterprises which maximize improvements in human and environmental well-being, rather than focusing exclusively on monetary profits. Their business models are based on selling goods and/or services along which they solve social or environmental problems, and improve the overall quality of life in their community. 78

Type of Location Source of funds Justification Intervention Priority Axis 5: tourism areas and the development of Education and local enterprises, including social skills enterprises. In addition to the basic tourism services (such as lodging and ROP – Axis 2 food services) there is significant Improving small and potential for local entrepreneurs and medium other businesses to develop due to the enterprises’ DD areas promoting the distinct local competitiveness culture: traditional food, arts and crafts, guiding and interpreting services. An important component of this potential effort to encourage the development of local MSMEs is the improved local business environment, as well as the availability of flexible financing options for the local entrepreneurs and businesses, micro, small and medium- sized enterprises. Regional OP Axis 5: Improving urban environment and the sustainable The conservation, Making towns and villages more implementation of Tulcea, protection and welcoming and beautiful throughout the a comprehensive Sulina, capitalization of the Danube Delta region will contribute to program for the Crișan, Sf. cultural heritage an increase in the competitiveness of beautification of Gheorghe, The National Rural the Danube Delta tourism offers and will settlements and Chilia Veche Development create a favorable environment for local the revitalization and others Program (NRDP) entrepreneurs to offer tourism services. of urban centers Measure #7: Basic services and modernization rural areas

The following interventions should be considered for the 2030 horizon: - The establishment and development of tourism infrastructure - The implementation of a support mechanism for innovative and sustainable nature - and culture-based tourism by creating MSME's and social tourism enterprises - The implementation of a comprehensive program for the beautification of settlements and the revitalization of urban centers

Fishery and aquaculture

Sector-specific objectives  Correcting the ecological imbalance among predator and prey fish species and restoring environmental quality.  Increasing the economic value of fishing and aquaculture activities.  Increasing quality job opportunities in the fishing sector.

The productivity and profitability of fisheries and aquaculture are at present far below the expected standards. Both activities are suffering from weak management and lack of technical training. In the case of fisheries some alien species, like Gibel Carp, are disturbing the system which is also a subject of continuous environmental change. Heavy silting of the lakes is making the waters very turbid, with a high level of eutrophication. This has caused a loss of breeding habitat, especially for some high value species, like pike and zander, which could have controlled the alien species in a better environment. If we consider biological reasons and fisheries as the main reasons for the decline of valuable species, we can justify the assisted artificial reproduction37 as it improves the possibilities to develop recreational/sports fishing and traditional fishing.

There are also anthropogenic factors causing problems in the fisheries. The monopolistic fishery (cherhana) marketing system seems to reduce profits for fishers and that has led to decreased availability of good quality fish in the local market. It is generally perceived that professional fishing is becoming a less attractive profession, as it implies hard work. Therefore, the ecotourism venues should be improved to better accommodate local and international recreational fishers. Household and village level fish processing (small scale canning and improved smoking) would add value to the catch and enhance the connection with tourism. The removal or reduction of VAT in the case of fishery products could help fishers to continue their difficult profession in the area for some more years. Relocating or increasing the number of fishermen involves building specific infrastructure.

There is a need to review the existing concessions to seize the potential for sustainable and profitable aquaculture, especially by combining it with sport fisheries. This requires the identification of funding sources dedicated to the modernization and operation of aquaculture facilities. The elimination of the access and fishing tax should be reconsidered as an incentive for the development of aquaculture in the area. It is important to ensure that no more alien species are introduced in the aquaculture areas and that the wastewater leaving the fish farms meets all EU nitrate and phosphate standards.

37 Such assistance could include man-made nests in a lake where pike and zander could put their eggs in these "baskets" and the prey (Gibel carp, etc.) will be lower than in the more open spawning areas. This type of assistance for reproduction is common in Hungary (for zander) and Finland (for pike and perch). 80

Figure 17: The current fisheries situation

Table 11. Fishery and Aquaculture: Types of Priorities and Justification

Type of intervention Location Source of funds Justification Large Infrastructure The entire request of the TCC, OP: worth EUR 122 million for the PA 4- desilting of the lakes, is too Environmental expensive (a recurring cost of EUR Multiplying fish habitats, protection 10 million per year) and is not reducing sedimentation in through Fortuna and consistent with the Natura program most lakes by installing measures for the Uzlina Lakes and with the DDBRA conservation stop locks and dredging conservation of (initially) objectives. All interviewed parties major lakes to restore biodiversity, air agree that a sustainable water depth quality dredging/desilting program cannot monitoring and be built on the existing hydrological decontamination data. of historically

polluted sites

The Core FMA OP The TCC does not see recreational Diversifying the activities of Delta, (Fisheries and fishing as a viable alternative to fishermen who practice focusing on Maritime Affairs industrial fishing. Our data indicates commercial fishing by the north Operational that the potential of recreational

Type of intervention Location Source of funds Justification providing services for part of the Programme) fishing far exceeds any foreseeable durable recreational/sport Sulina improvement in industrial fishing, fishing channel suggesting that it is more - improving ecotourism compatible with ecotourism and venues to accommodate nature conservation objectives. the needs of sport fishers - establishing a restricted area for recreational/sport and traditional fishing in the Core Delta - increasing the fishing license fees and capture monitoring - promoting and providing training in sustainable recreational/sport fishing (catch-and-release fishing, etc.) - regulating or eliminating uncontrolled fish camping Improving Aquaculture - surveys on existing concessions to establish if they can be made The current plans are to revoke profitable, including non-performing aquaculture through recreational/sport concessions and “renaturate” them. fishing This approach involves certain costs - applying FLAG to support Existing without any obvious benefit and aquaculture concession FMA OP Aquaculture would do little or nothing for the investments Concessions local economy. While some - providing technical concessions are not viable, low- training in sustainable intensity aquaculture/recreational aquaculture and fish fishing would not negatively affect processing in farms in wildlife or water quality. order to gain added value - offsetting taxes by eliminating access and fishing taxes - Supporting small scale There is potential for exploiting the fish processing Gibel carp, which is currently a low- - Diversifying household value species from the traditional and village level fish fishing for small scale canning (with processing by introducing spices and herbs) and improving the small scale canning units The Core local smoking systems, in order to FMA OP for Gibel carp and Delta produce local delicacies. This would improving smoking contribute to creating local tourism systems, smoking bags or offers, particularly in the Core Delta. small electric smokers; Gibel carp fishing should be allowed mainly to produce even during the closed seasons. This delicacies for tourists requires changes in the legislation. 82

Type of intervention Location Source of funds Justification Fishery shelters with berthing facilities to The Core Supporting the transition to FMA OP support traditional Delta recreational fishing will lead, on the commercial fishing activity long term, to the sustainable Breeding station for local development of fisheries areas fish species to sustain and through improved access to jobs, restore populations of The Core the active involvement of the local FMA OP declining wild species Delta community and greater territorial (perch, pike, wild carp, cohesion crucian carp, etc.) Supporting the artificial reproduction of valuable species like pike and zander and building The TCC and the DDBRA agree that wharves in case of an there is a need for an artificial increase in the number of reproduction of valuable species fishermen Competitiveness and for some additional wharves. - Improving the OP collection and analysis of Priority Axis 1: They also agree with the need for data relating to fisheries Research, collecting data on fisheries and - Improving the fish technological understanding some defects in the The Core collection system in the development cherhana system, but credible Delta and Danube Delta and innovation alternatives require additional Razim Lake - Strengthening the (RDI) in support study. analytical capacity of the of economic DDNIRD (the Danube Delta competitiveness The removal or reduction of VAT in National Institute for and business fishery products could help to Research and development improve living conditions. The Development) authorities agree on this. - Improving research and development activities within research institutes, public institutions and fishermen associations.

The following interventions should be considered for the 2030 horizon: - Multiplying fish habitats, reducing sedimentation in most lakes by installing stop locks and dredging major lakes to restore water depth - Diversifying the activities of fishermen who practice commercial fishing by providing services for durable recreational/sport fishing - Supporting small scale fish processing - Supporting the artificial reproduction of valuable species like pike and zander and building wharves in case of an increase in the number of fishermen

Agriculture and Rural Development (ARD)

Sector-specific objectives  Promoting the integration of agri-food producers (especially organic products) into the value-chain in order to help them benefit from the advantage of being close to external markets and from the tourism opportunities in the area

 Supporting diversification of agricultural and non-farm activities for job creation by encouraging active involvement of local communities  Promoting young farmers' access to land to enable improved revenue flows to the local population  Preserving, protecting, capitalizing and promoting the natural and movable and immovable cultural heritage in rural areas  Improving the local population/farmers' access to information regarding the possibilities of tapping CAP funds - create a special agriculture extension team for

the Danube Delta

Agriculture and the rural development sector hold a very important place in Romania's economy. With almost 30% of the population employed in the primary sector and an important share of the population living in rural areas, farming activities play a central role in the life of many Romanians. Just like in the rest of the country, agriculture has always been an important economic activity for the residents of the study area and is expected to remain an important source of income for most of them. As mentioned in the Diagnostic Report, agriculture and forestry account for one third of the total workforce in Tulcea County, followed by fisheries, industry and services. The structure of production in the study area is largely dominated by field crops. More than 95% of the total area is cultivated with field crops, mostly cereals (67%), followed by sunflower (21%), forage (7%) and vegetables (3%). Vineyards cover only 3% of the total cultivated area with the output mainly going for wine production, while orchards are totally absent, reducing the possibility of having higher agricultural revenues. The productivity of the main crops in Tulcea County is lower than the national and EU15 averages. The average yields for wheat in Romania are 2.8 t/ha, less than half of the EU15 average, while in Tulcea County the quantity is even lower: 2.2 tons/ha. In the case of corn, the situation is similar – the national average is a third of the EU15 average (3.4 tons/ha vs. 9.5 tons/ha), while the average in Tulcea is only 2.9 tons/ha. The average numbers are for the 2006-2011 period38. The differences in yields are explained by the particularities of the Core Delta: the low quality of the soil (sandy, with high humidity) and the unfavorable climate conditions (high temperatures and low rainfall). Farm duality is another structural challenge in the study area, and even more in the Core Delta. In the Core Delta, only 1% of the total holdings were over 100 hectares, but they used 93% of the total utilized agricultural area (UAA), while 82% of the total number of holdings that have less than 1 ha have less than 2% of available land. The gap between large and small subsistence farms is thus more pronounced in the Core Delta than in the rest of the county.

38 Statistical data were provided by the Tulcea Department of Statistics and the Department of Agriculture 85

The Core Delta is facing severe limitations in terms of agricultural productivity as a consequence of the low quality of soil resources and of the harsh climate conditions and low population density. As a result, it was declared a Significantly Disadvantaged Area under the 2007-2013 National Rural Development Program (NRDP) and farmers consequently benefited from specially tailored forms of support. Agriculture is expected to remain an important economic activity for the residents of the Danube Delta (DD) and the surrounding areas. The DD-ARD strategy needs to be aligned with the Medium- and Long-Term Strategy for Development of the Agri-food Sector (2020-2030) developed by the Ministry of Agriculture and Rural Development (MARD) in 2014. Moreover, it needs to align with the overarching objective of this MARD Strategy: to set the path for reaching an “Export-driven, high value-added and climate-resilient agriculture, with rural living conditions more closely aligned to urban standards”. Given the particularities of the study area, due to which the Core Delta is facing severe limitations in terms of agricultural productivity, the development of agriculture and rural space need to be driven by the following strategic objectives:

Promoting the integration of agri-food producers (especially organic products) in the value-chain in order to help them benefit from the advantage of being close to external markets and tourism opportunities in the area. Market and value chain integration are important for most of the agri-food producers in the Delta and the surroundings areas (the study area). The access to information and credit lines as well as market penetration are hindered by the fragmentation of the supply, with tremendous implications on the development of many subsectors. Better market and value-chain integration of agri-food producers could be achieved by giving priority to: (i) the diversification of crop and livestock production, especially of economic activities; (ii) investments for farm modernization and for the development of the food industry (including brands and certification of products) outside the strictly protected areas; (iii) fostering the establishment of producer groups, while (iv) developing short supply chains for the benefit of tourism activities.

Supporting the diversification of agricultural and non-agricultural activities for job creation while encouraging the active involvement of local communities. Tulcea County's economy is highly dependent on agricultural activities; other production and commercial activities only have a marginal role. Due to the lack of employment opportunities, the low incomes from semi-subsistence agricultural activities and the lack of entrepreneurial culture, the rural areas in the Danube Delta region are facing tremendous challenges. More efforts are needed to establish a healthy business environment, to develop basic infrastructure, to set-up processing units, and to diversify non- agricultural activities such as tourism, manufacture, logistics, services, etc. Strategic consideration should, thus, be given to: (i) supporting non-agricultural activities in the area, including the protection and promotion of the cultural heritage; (ii) fostering bottom-up initiatives for local development; and (iii) improving the access to adequate infrastructure and basic services.

Promoting young farmers' access to land to enable improved revenue flows to the local population. Subsistence farming is a common activity in the study area. The land and farm fragmentation, the lack of access to finance and investment, the low level of skills and information among farmers, and an aged rural population are obstacles to the modernization and increased competitiveness of the agriculture sector. Even more significantly, the study area is affected by the fragmentation of private land ownership – in small, subsistence households – and a large share of land publicly-owned by the

County Council (formerly under state-owned agriculture and fish farms) turned into large, commercial farms. The local communities can be the main drivers for a sustainable development of the area as they seek to identify sources of growth, but they need incentives and a stimulating environment to be able to do so. Enabling access to public land for young farmers will be a key factor in this process. Consideration will be given to: (i) land release through concessions by Tulcea County Council; (ii) providing opportunities for new farmers; and (iii) providing viable options for solving the issues of old farmers and for the transfer of goods/assets. (More details in Annex 7 – Strategic Objective 3.)

Improving the local population/farmers' access to information regarding the possibilities to tap CAP funds – creating a special extension team for the Danube Delta. Poor accessibility and low population density have had a significant impact on service delivery in the study area and have led to a low level of education and skills among the population involved in farming or other activities. In agriculture, knowledge and information have become critical factors in conducting a profitable business and farmers are now, more than ever, aware of the need to be connected to the latest information, technologies and developments. Poor access to knowledge, innovation and research results has had a strong impact on the farmers in the study area, with small holdings being the most affected due to their lack of resources and networks. This has contributed to a general gap in modern farming know- how and has had negative effects on the competitiveness of these small farms. In order to facilitate the access of farmers and rural population to knowledge, guidance and information, specific attention should be given to: (i) improving the access to extension services and other networks for both farmers and rural population (through a special extension team); (ii) extending the access to training and vocational education; and (iii) improving the access to the ICT infrastructure in order to attract businesses and the younger population. (More details in Annex 7 – Strategic Objective 5) Horizontal issues to be addressed: The strategic ARD objectives and the subordinated lines of action will be difficult to achieve in the absence of a series of policy instruments which need to be pursued at national level. These include the following:

 Solving the land ownership deficiencies to ensure a smooth transfer of assets through an active land market;  Promoting a stimulating social package for elderly farmers willing to retire from farming and to release their land (complementary to the land reform and assets transfer);  Implementing a predictable fiscal framework in agriculture in order to incentivize further private investments and confidence in the sector; and  Pursuing nation-wide efforts for the training of farmers and rural inhabitants by reforming the advisory, research and innovation systems and by encouraging the farmers' enrollment in the European Innovation Partnerships (EIP).

Figure 18: The current agricultural situation

Table 12. Agriculture and Rural Development: Type of intervention and Justification

Source of Type of intervention Location Justification funds A. Physical Investments The modernization of the collection and processing facilities for agricultural products is highly needed in the study area, as these products are either used for own consumption or sold directly on the market. The products National Rural The modernization of facilities processing and marketing activities Development for the The entire would favor the development of DDBR Program collection/processing/marketing the local economy and would territory (NRDP) of agricultural products create strong connections among Measure #4 agri-food producers, tourism operators and consumers. The intervention addresses the need identified in the Needs Assessment Report, Pillar II, Section 3, and helps achieve the Strategic Objective #1. The modernization of the rural The entire NRDP The poor status of the rural 88

Source of Type of intervention Location Justification funds infrastructure (water, DDBR Measure 4. infrastructure hinders the sanitation, roads, schools, territory development of the study area and dispensaries etc.) ROP/NRDP maintains the rural-urban gap. The (for the modernization and expansion of activities not the infrastructure related to water funded by the supply, sanitation, local roads and NRDP) schools are key to improving the living conditions of the rural communities in the Delta and the surrounding areas. An adequate infrastructure and basic services are also prerequisites for foreign capital inflows and for enhancing the attractiveness of the area. The intervention addresses the need identified in the Needs Assessment Report, Pillar II, Section 3, and helps achieve the Strategic Objective #2. The entire Agriculture plays a DDBR disproportionate role in the socio- territory economic fabric of the study area. With limited jobs in other economic areas and most of the rural population employed in subsistence and semi-subsistence farming, the younger generations are leaving the Delta in search of better opportunities elsewhere. While agriculture will remain one The diversification of non- of the most important activities in NRDP farming activities (including rural areas, the diversification of Measure 6 crafts) non-agricultural activities towards tourism, services, handicrafts, logistics, etc. will be of the outmost importance for providing additional income to the rural population and absorbing the workforce from the subsistence farming activities. The intervention addresses the need identified in the Needs Assessment Report, Pillar II, Section 3, and helps achieve the Strategic Objective #2. The study area's economy depends NRDP almost entirely on small farming All Job creation Measure 4 activities related to crop and communes Measure 6 livestock production, while the incomes and opportunities in other 89

Source of Type of intervention Location Justification funds sectors are scarce. There is therefore a high need to create new job opportunities in other economic sectors so as to absorb the workforce currently enrolled in subsistence agricultural activities and to create new income opportunities. New job opportunities could be created by investing in the creation of off- farm activities such as crafts, manufacture or even processing activities. The intervention addresses the need identified in the Needs Assessment Report, Pillar II, Section 3, and helps achieve the Strategic Objective #2. The entire Climate change and more intensive DDBR agriculture have put at risk the territory agricultural activities in the area and the sustainability of water and soil resources. Incentives for the use of environmentally-friendly farming practices, technologies Initiating actions to protect, NRDP with a minimum impact on soil, improve and promote natural Measure 10 adequate facilities for manure and cultural resources ROP Axis 5 storage, etc. are therefore needed in order to maintain the landscapes and protect the environment. The intervention addresses the need identified in the Needs Assessment Report, Pillar II, Section 3, and helps achieve the Strategic Objective #1. The entire The incomplete reform of the real DDBR estate market and the unfinished territory registration of properties pose severe constraints to the ROP development of the ARD sector in National The completion of land the study area. In addition, it Program of restitution and land book affects the access to financial Cadaster and registration for land/farms resources and contributes to a Systematic consolidation climate of insecurity. The Registration in intervention addresses the need the rural area identified in the Needs Assessment Report, Pillar II, Section 3, and supports the resolution of the main horizontal issue. Support for environmentally- The entire NRDP A sustainable development of the 90

Source of Type of intervention Location Justification funds friendly agricultural activities DDBR Measure 10 protected areas, especially of within Natura 2000 sites territory Natura 2000 sites, is of the utmost importance for the Delta. Farmers located in these areas need adequate support to continue their farming activities in harmony with the environmental protection objectives. The intervention addresses the need identified in the Needs Assessment Report, Pillar II, Section 3, and helps achieve the Strategic Objective #2. Human capital development through training and vocational education is critical for the sustainable development in the rural areas and for occupational diversification. The evolution and NRDP specialization of the agricultural Measure 7 sector requires an appropriate HC OP Extending the access to level of technical and economic The entire (Human vocational education for DDBR vocational training, as well as an Capital agriculture territory increased capacity to access Operational knowledge and information, Programme) including through information Axis 6 dissemination actions. The intervention addresses the need identified in the Needs Assessment Report, Pillar II, Section 3, and helps achieve the Strategic Objective #2. With the development of market opportunities in the area (including through short supply chains to tourism facilities), enhancing the quality control of crop and livestock products becomes critical. Farmers and agro-processors The modernization of quality would need to invest in technical The entire NRDP control systems for agricultural DDBR facilities in order to comply with Measure 4 products territory the national and European standards imposed by the European legislation. The intervention addresses the need identified in the Needs Assessment Report, Pillar II, Section 3, and helps achieve the Strategic Objective #1. Risk management at farm level The entire NRDP The agricultural production is 91

Source of Type of intervention Location Justification funds DDBR Measure 17 strongly dependent on climate territory change, a situation imposing the farmers' access to specific funds to (partially) compensate the losses caused by natural disasters or other adverse events and to allow for the restoration of the damaged assets. The risk management schemes should be able to cover the damages caused not only by adverse climate events but by plant and livestock pests and diseases, and environment incidents as well. Such schemes should provide general protection to farmers facing a disruption of the activity and/or production losses. The intervention addresses the needs identified in the Needs Assessment Report, Pillar II, Section 3, and helps achieve the Strategic Objective #1. Improved awareness and adequate information on existing and future EU, national and local funding opportunities among farmers, rural NRDP dwellers, public authorities and Organizing information events Measure 1 other stakeholders are essential on local and European All Administrative needs in order to speed up the financing, including preparation communes Capacity OP absorption capacity. The projects intervention addresses the need identified in the Needs Assessment Report, Pillar II, Section 3, and helps achieve the Strategic Objective #2. Consulting and training activities are necessary for farmers in order to increase the economic viability and performance of their holdings and to gain access to the latest NRDP developments, innovations and Providing consulting and The entire Measure 2 technologies. The agricultural training for farmers/rural DDBR Administrative consulting services would support workforce territory Capacity OP small farmers, young farmers, other individuals willing to start non-farm rural activities and producers' groups in developing and managing the implementation process, as well as in drafting the 92

Source of Type of intervention Location Justification funds business plan for the development of market-oriented agricultural holdings. Nevertheless, the advisory services should inspire rural actors to practice sustainable and environmentally friendly farming in accordance with the specific requirements of the area. The intervention addresses the need identified in the Needs Assessment Report, Pillar II, Section 3, and helps achieve the Strategic Objective #2.

The following interventions should be considered for the 2030 horizon: - The modernization of facilities for the collection/processing/marketing of agricultural products - The diversification of non-farming activities (including crafts) - Job creation - Initiating actions to protect, improve and promote natural and cultural resources - Support for environmentally-friendly agricultural activities within Natura 2000 sites - Extending the access to vocational education for agriculture - Organizing information events on local and European financing, including preparation projects - Providing consulting and training for farmers/rural workforce

Pillar III: Improving Connectivity The efficient transport of people, goods, services and ideas is a critical condition to bridge a gap with a leading region. As outlined in the previous two chapters on transport and ICT infrastructure, addressing investment requirements and policy constraints in both sectors will generate opportunities, not only for the production sectors (Pillar 2), but also for more innovative education and health services, to help them overcome the lack of economies of scale or the lack of viable transport alternatives (Pillar 4).

Transport

Sector-specific objectives • Increasing territorial connectivity to ensure access to the markets in Tulcea, the rest of Romanian and the EU; equal connectivity for entreprises, individuals, and goods in the DD territory, taking great care to protecting the existing

environmental heritage. • Increasing accessibility in the Core DD area to support the development of tourism and fisheries, and the mobility for the residents of sparsely populated areas. • Improving health and protecting the environment by minimizing emissions and the consumption of resources (including energy) by the transport system

The efficient transport of people, goods and services is a critical condition to bridge a gap with a leading region and there are two overarching objectives for transport development in the study area. The first objective is to increase the territorial connectivity and to ensure access to markets in Tulcea, in the rest of Romania, and also in the EU. The second objective is to increase accessibility in the Core Delta to support the development of tourism and fisheries and the mobility for sparsely populated areas. The connectivity objective requires a modern infrastructure system that reduces the time spent for people and goods to move to and from the Delta. Given the availability of a natural transport resource in the waterways, it is essential to develop this mode of transport by protecting the channels (particularly bank protection works along the Sulina channel), to develop the ports (particularly Tulcea Port) and to promote multi-modal transport. A key part of the transport strategy is to promote the waterway transport, as it is cost effective, although environmentally sensitive, and through modal shift contributing to the reduction of carbon emissions. The transport strategy also envisages the modernization of the airport, an improved road to Constanța and building a bridge in Brăila, to better connect with the North of Romania, with Moldova and Ukraine. The accessibility objectives will also focus on the use of the waterways, with targeted dredging of the channels in line with the requirements imposed in the fisheries and tourism sectors, and – equally important – through improved and more regular ferry transport services. There are a number of existing ports (particularly along Sulina channel) which need to be modernized in order to facilitate local movements but also to promote tourism. Outside the Core Delta, improved county roads will facilitate the access of local communities to key social and economic facilities. In the Core Delta, an improved road from Tulcea city to Chilia Veche will benefit a number of communities. This 94

will have to be done taking into account some key environmental safeguards. Infrastructure alone will not be sufficient to improve the transport systems in the Danube Delta. There is a need to revise the regulatory framework for the provision of transport services. Changes are required that will promote greater mobility while at the same time protecting the environment. Mobility studies are required to review the urban traffic situation in Tulcea city and to assess the capacity and traffic management issues. There is a key role for the private sector in operating some of the transport and port facilities in the Danube Delta, and for the public sector to develop an enabling environment for the development of the private sector. The following map shows the location of the identified transport projects: national and county roads, ports, airports, railway, roads and bike roads.

Figure 19: Transport Networks in Tulcea County

Table 13. Transport: Type of intervention and Justification

Type of Source of Location Justification Intervention funds The main port for the Danube Delta is in Tulcea. There are plans to develop this port in order to improve inter-modal connections and to Tulcea, develop logistics platforms that fulfill the need Sulina, The LI OP for road transport to neighboring regions. There Măcin, modernization Priority Axis is also a potential for tourist development, Isaccea, of ports #2 including cruise ships and pleasure boats. The Mahmudia port of Tulcea is the main gate to the Danube and Chilia Delta and is part of the TEN-T comprehensive secondary network. In order to ensure normal traffic conditions for 95

Type of Source of Location Justification Intervention funds freight and passengers, Tulcea Port Administration has identified the following modernization works: 1. The elimination of alluvial deposits in the Danube River, by performing hydro technical works for the adjustment of the Danube currents, by constructing breakwaters for the elimination of alluvial deposits on Mm 41 - Mm 42 on the left bank, resulting in the elimination of alluvial deposits downstream (Industrial Port, Commercial Port, the Seafront Area). 2. A terminal for petroleum products in Tulcea Port: the project involves an investment plan in Tulcea Port Mm 36, concerning an industrial site consisting of an oil terminal. 3. A terminal for cereal products in the port of Tulcea: the project involves an investment plan in Tulcea Port Mm 35, concerning an industrial site consisting of a grain terminal. 4. Necessary dredging works for Tulcea Port in 2014 – 74.000 m3.

Tulcea Port – Central Industrial Port Overhaul works on the river quay; creating a 320 meter-long docking frontline at the technical operation level of -7 at low water level, for technical works linked to the general cargo/vessel-related operations in Tulcea. Tulcea Port – Central Commercial Port Rehabilitation of the railway company in the Commercial Port (specialized cargo vessels mooring operations for the localities in the Delta). Overhaul works at the sloping quays and turning them into vertical ones (-3.50 technical operation level at low water level in Tulcea) for general cargo and vessel-related operations; Tulcea Port – Central Construction Company (IEAMC) Repair works and works for the transformation of sloped quays into vertical quays for containerized freight operations. The endowment with equipment for the transshipment of the containers, the building of a platform for multimodal transport and the rehabilitation of the access roads to the port platform, and the connection to the Tulcea county belt; Tulcea Port – River front 96

Type of Source of Location Justification Intervention funds Expanding the walking area of Tulcea city by building a suspended platform of approximately 100 lineal meters of pillars along the fenced area with the possibility of creating parking spaces for recreational vessels. Repair works and works for the transformation of sloped quays into vertical quays for river and maritime operations and for subsidized transport for Delta residents; A permanent video monitoring system (24 /7) for security. Tulcea – MARINA Port The modernization of the existing port for recreational boats – in the south-eastern part of the Tulcea port. Tulcea Airport facilitates the rapid movement of people and perishable goods, boosting trade and cargo shipments. An airport with low-cost The services offered by operators will facilitate the development Tulcea LI OP development of tourism in the region. and county in M. Priority Axis The airport in Tulcea is currently handling modernization Kogălniceanu #2 relatively few passengers, all of which are using of the airport commune chartered services. The airport can support the infrastructure Danube cruise industry but airlines are reluctant at the moment to use the airport because of the small space for parking and turning the aircrafts. Sulina Channel, which is maintained for maritime navigation, takes approximately 19% of the Danube water flow. It has a length of 64 km, a maximum width of 250 m, a maximum depth of 18 m and a minimum depth of 7.32 m. The rehabilitation of the banks is required to ensure the proper conditions for navigation and the protection of the Sulina channel banks The against erosion through: rehabilitation LI OP • Technical works to achieve river bed and Sulina Priority axis stabilization, fairway restoration and the modernization channel #2 protection of Sulina Channel banks, to reduce of the Sulina water flow and the amount of alluvia entering Chanel the channel at the junction with Sf. Gheorghe channel; • The optimization of dredging works to ensure the minimum navigation depths at the mouth of the sea, the arrangements for retaining alluvia upstream of Sulina bar and directing the currents into the sea; The necessary works will complement previous and ongoing works, as follows:

Type of Source of Location Justification Intervention funds - “Bank protection on Sulina Channel – Stage I” started in 1986, - “Bank protection on Sulina Channel and topographic measurements and signaling system on the Danube river” - “Hydro technical works to restore, strengthen and defend the right bank of the Sulina Channel in the localities: Maliuc – Gorgova – Vulturul destroyed by floods in March-April 2000, Tulcea County.” The transport infrastructure must ensure the flow of persons, goods and services between different areas, regions and countries; it must improve comfort and reduce costs. Harsh weather often leads to the disruption of traffic on gravel or earth roads. Such roads are often the only connection between a community and the emergency services. In the Core Delta there are some significant constraints to road building both because of physical difficulties and because of environmental and economic constraints. However, there is a social need to provide an all- weather road connecting the north part of the Core Delta, from Chilia to Tulcea, in order to The provide the residents with access to key social Regional OP and economic facilities. rehabilitation of Axis 6 county roads Improving The modernization of the county road DJ229E, The entire and urban road Sections I and II, NICULIŢEL – intersection with DDBR territory mobility infrastructure the national road DN22 – ZEBIL – SARICHIOI support of regional (INT. DJ222), KM 3+300 - 54+795, L = 51,495 km. importance This will enhance the economic potential of the following localities: Niculițel, Valea Teilor, Alba, Izvoarele, Iulia, Nicolae Bălcescu, Turda, Mihai Bravu, Satu Nou, Zebil and Sarichioi, with a total of 17,313 inhabitants, providing them access to the TEN-T network (Constanța – Tulcea – Brăila – Galați) The modernization of county road DJ222N, Tulcea-Pardina-Chilia Veche, Km 0 – 66 km. In contrast to the residents of the neighboring areas, the people living in the Core Delta do not have access to a network of roads. This rehabilitation will provide access to basic services in Tulcea in difficult weather conditions and will enhance tourism in the north part of the Core Delta (in the Chilia Veche, Pardina and

Type of Source of Location Justification Intervention funds Ceatalchioi communes) with a total of 3,252 inhabitants, providing them access to the RTTE network (Constanța – Tulcea – Brăila – Galați).

The following interventions should continue until 2030: - the modernization of ports - the rehabilitation of county roads and urban mobility support.

Information and Communication Technology (ICT)

Sector-specific objectives • Providing full access to broadband internet network • Supporting widespread private, business and public use of ICT • Ensuring synergies with other sectors to promote the transfer of knowledge,

services and economic development

The development objective of the proposed intervention in ICT is to increase the benefits of citizens and businesses through an accelerated participation in the information society and in the economy. The intervention will be based on a three-step approach with specific objectives: first, to provide internet connectivity to underserved communities and improve citizen and business community access to ICT through Local Community Electronic Networks (LCeNs, with access points in schools, public administration, public libraries and public point of access points (PAPIs). Second, improving digital and other competencies of individuals to increase their participation in the information society. Third, developing and enhancing the quality and benefits of ICT usage in schools, businesses and public administration by providing e-content and value-added services that address local needs. Two priorities which will contribute to the highest extent are:

 Increased access to broad-band internet/ultra-fast internet for green tourism  ICT Support for businesses through the e-portal and by facilitating the obtaining of a grant

Physical investment needs are connected to the increased access to broadband internet, including the equipping with PAPIs, particularly in the Core Delta. While there are physical challenges to provide affordable broadband internet access in the Core Delta, this is the area that will benefit the most from the extended access. This could be done by creating Local Community Electronic Networks (LCeNs) with multiple internet public access points (PAPIs), as done elsewhere in Romania, rather than by the more costly option of providing every household with broadband internet. The access of the business community to knowledge can be facilitated through an e-Portal and through a grant facility. A portal could promote e-commerce and business networking, providing SMEs with relevant information and advice for their businesses, business tools, training, references, etc.; a facility to disseminate knowledge, to establish contacts for the commercialization of new products, and to develop supply chains. A grant facility could be established especially for SMEs, for self-employed persons, for family associations and enterprise consortia in order to accelerate the e- business adoption process.

Table 14. ICT: Type of intervention and Justification

Sources of Type of Intervention Location Justification funds COMP OP Axis 2 This intervention meets the needs Increased access to (The identified in the Needs Assessment Report, broadband White Competitiveness Section III.2.4 and supports all three sector- internet/ultra-fast spots Operational specific objectives, including improving the internet for green Programme will access to information. tourism only finance 500 Justification: The physical investment needs

100

Sources of Type of Intervention Location Justification funds PAPIs at must increase the access to broadband national level internet, including equipping PAPIs, and will target particularly in the Delta. While there are larger physical challenges in providing internet communities, access in the Core Delta, this is an area that particularly would benefit a great deal from the disadvantaged extended access. This could be done by communities) creating Local Community Electronic Networks (LCENs) with multiple public access points (PAPIs), as done elsewhere in Romania, rather than by the more costly option of providing every household with an internet connection. The intervention meets the needs identified in section III.2.7 of the Needs Assessment Report, and supports the 2nd and 3rd COMP OP Axis 2 sector-specific objectives. (Action 2.2.2 Justification: Business access can be will only finance facilitated through an e-Portal and through the funding centers. A portal could promote e- ICT support for development of commerce and business networking, businesses through The entire a monitoring providing SMEs with relevant information DDBR the e-portal and infrastructure and advice, tools, training, references, etc. territory funding centers for on-line for their businesses; a way to share transactions and knowledge, establish contacts for the will support the commercialization of new products and to certification develop supply chains. A funding center procedures) could be established for SMEs, self- employed persons (SEPs), family associations (FAs), and company trade unions to accelerate e-business adoption. The entire This intervention addresses the needs DDBR specified in section III.2.5 of the Needs territory Assessment Report and contributes to sector-specific objectives 2 and 3. Justification: Open data connected to the Formulating and Administrative environmental and economic management implementing open Capacity OP Axis will be the cornerstone for enhancing data policies 2 participatory decision-making and will contribute to transparent benefit-sharing in the Danube Delta Region. The availability of local data will allow for the development of the knowledge-based economy, as well. The entire This intervention addresses the needs Improving e- DDBR specified in section III.2.6 of the Needs Administrative government services territory Assessment Report and contributes to all Capacity OP and local public sector-specific objectives. Axes 1 and 2 monitoring systems Justification: Local public authorities have made some effort to increase their internet 101

Sources of Type of Intervention Location Justification funds presence, and most of them maintain a website, though these are not always updated, nor do they generally offer any online services. They should apply an open data approach, increase the amount and quality of the e-governance services they offer, and be integrated into the LCeNs. Local public data monitoring systems should be able to inter-connect and provide comprehensive information.

The following interventions should be considered for the 2030 horizon: - Increased access to broadband internet/ultra-fast internet for green tourism - ICT support for businesses through the e-portal and funding centers - Formulating and implementing open data policies - Improving e-government services and local public monitoring systems

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Pillar IV: Providing Public Services This sub-section covers the following basic service needs assessments: water supply and sanitation, solid waste management, education, health and social inclusion. The outlined investments and programs are based on the assessed needs but the specific technical options and alternatives for the improvement of services needs to be further studied to assess their feasibility and sustainability.

Water supply and sewerage systems (WSS) and integrated water management (IWM)

Sector-specific objectives • Providing drinking water in order to meet the quality of life standards and the economic

development objectives, subject to demand, financial feasibility, and operation and maintenance constraints • Supporting the collection of wastewater in a centralized manner (subject to demand, financial feasibility, and operation and maintenance constraints) and moving away from

the current use of pit latrines which constitute a health hazard in prone to flood areas • Adopting treatment methods of centrally-collected wastewater either in a conventional or a more low-cost way Across the study area and more critically in the rural areas in the Core Delta, WSS access gaps are significant. Regarding IWM, it is vital that the water bodies achieve a good ecological and chemical status, in order to protect human health, water supply, natural ecosystems and biodiversity.

There are still small villages – especially in north-east of the Core Delta – without access to the drinking water network. Water supply is a service indispensable to human settlements and their economic development, with major impacts on human health, the environment, tourism, agriculture transport and disaster risk management. Furthermore, in most of the localities equipped with water supply systems, the condition of the infrastructure and the quality of services have deteriorated over the past decades due to a chronic lack of maintenance activities. The main objective is therefore to achieve universal access to services within the study area, and to ensure a quality of services consistent with national and EU standards: the individual connection of households to the water supply network, adequate levels of water and wastewater treatment, collective sanitation systems or individual sanitation in smaller villages. The infrastructure design should take into account the specific technical challenges in the study area (the population density, increased levels of groundwater, the lack of adequate groundwater resources, etc.), and apply – where necessary – low cost and low complexity technical solutions (in particular for wastewater collection and treatment). On-site treatment could be used for smaller agglomerations, using raised pit latrines or septic tanks to be emptied regularly. Due care should be given to the use of centralized sanitation systems which need a certain self-cleaning flow and are prone to clogging if such flow is not ensured. Although it could sound appealing to connect all households to sanitation systems, it should be kept in mind to avoid replacing the diffuse pollution caused by pit latrines with a high degree of pollution caused by the blocking of a sanitation system in the middle of the village, due to the absence of a self-cleaning flow. A more expensive solution could be re-pumping the sewerage or through vacuum sewerage systems, both with their advantages, but definitely with high maintenance costs which could push any such project over the affordability 103

threshold. In case there is enough flow and load for a conventional centralized sewerage system, this has to be connected to a wastewater treatment plant, which could use a constructed wetland system as secondary step, taking advantage of the vast areas with reed and using their filtration capacities for treating the biological load for small communities. The selection of appropriate treatment for sewage between: a) a conventional 2-stage approach, b) modular containers c) constructed lagoon platforms or d) a mix of the abovementioned solutions, will be performed in the feasibility stage, when an independent analysis of the local conditions and a costs and benefits analysis will be carried out. The type of technology chosen for water/wastewater treatment will be decided at the stage of the feasibility study, the next step in this investment program. However, the technologies to be used for water/wastewater treatment are relatively known and limited. The main issue in the DD area is the transport and distribution of the treated water and of course, the collection and transport of wastewater to the wastewater treatment plant (where applicable). Based on the level of groundwater and on the degree of dispersion of the villages, proper solutions for the transport and distribution of treated drinking water (most probably using a central water tower and then supplying the residents with the help of gravity) and collection of wastewater (either by re-pumping or by vacuum sewage) will be used. In the case of villages with very scattered population, the individual wastewater collection and treatment might be considered for a household or for a group of households. The prioritization of investments should take into consideration the affordability of paying for improved services as well as the economic potential of the area and the degree of readiness of the future beneficiaries, in terms of feasibility studies/technical design already prepared for future investment needs. The financing of the proposed investments could be covered by two major EU Operational Programmes: Large Infrastructure Operational Programme for communities larger than 2000 population equivalent (P.E.) and the National Rural Development Program for smaller communities. As Romania's priority is to comply with the Urban Wastewater Treatment Framework Directive in terms of compulsory treatment of wastewaters in communities larger than 2000 P.E, the EU funds will need to be targeted with priority to those communities. The financing of wastewater collection and treatment for the communities smaller than 2000 P.E. could be done on an exceptional basis from the National Program for Rural Development or from the national budget – through the National Plan for Local Development. As the EU funds are strictly targeted towards public services, there is no room for private involvement in the water sector. The regionalization of services, partially achieved in the county, should be followed up further as it represents the only opportunity to achieve the completion of the required WSS infrastructure and the provision of high quality, sustainable services in small localities. Based on current constraints and challenges in the villages in the Core Delta, the incorporation of all communes as members of the Water IDA is strongly recommended. Beyond the physical investments in water and sanitation networks or in treatment plants, it is anticipated that the strengthening of the technical capacity of the Regional Water Operator might be necessary. This could be achieved by establishing a Regional Dispatcher's Center for the monitoring of the water supply and sanitation service, where all relevant technical data are monitored in real time, allowing for a faster decision-making process. Further on, energy efficiency improvements for the WSS systems and the full coverage by water meters for all consumers can be taken into consideration as well.

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In the Core Delta, the water utility bill (for both water supply and sanitation) is 50% subsidized. Although the measure is meant to support the living conditions of the poor population in the area, this subsidy could lead to wastage in the form of treated water being used for irrigation, for which non-treated water sources could have been a more cost-effective alternative. Due to its “territorial” coverage, this subsidy also covers hotels and tourist pensions, which would not normally enter in the category for which the subsidy was designed. Therefore the subsidy will be reviewed as part of an overall review of subsidies, in order to ensure affordability for the poorer segments of the population. An important aspect which could help in providing affordable water supply and sanitation is to use photovoltaic panels for the power supply of small and medium size treatment plants, in order to reduce the power consumption from the central grid. This will also have a beneficial effect on climate change resilience.

Figure 20: The current situation of water supply, sanitation and integrated water management

Table 15. Water supply and sanitation systems: – Type of intervention and Justification (according to the prioritization made under the PNDL)

Source of Type of intervention Location Justification funds The extension and Tulcea, LI OP Axis 3 In the latest survey rehabilitation of the water and Babadag, + conducted at the wastewater infrastructure in Măcin, The request of the World the Danube Delta ITI IDA Sulina, Environment Bank in 2014, the territory Isaccea, Fund and the connection rate to 105

Greci, PNDL water supply systems Văcăreni, has now reached 95% Somova, of the total Maliuc, population, the most Sarichioi, important issues Chilia being reported in C.A. Veche, Rosetti and Crișan, Ceatalchioi Smârdan communes. + Sanitation is provided I.C. in villages mostly Brătianu, based on individual Grindu, schemes and the Jijila, connection to Luncavița, centralized systems is Mahmuhia, irrelevant in many Niculițel, cases due to the low Slava density of the Cercheză population. The Danube Delta is the most deficient area in terms of access to drinking water. Groundwater can be found at depths of 2-5 meters, but because of the sedimentary nature of the Danube Delta soil, the water is rich in many substances generated by decomposing sediments, such as sulfides, in the Ceatalchioi area, for example. In this context, the residents of the areas lacking quality water fountains will consume untreated water directly from the Danube, after boiling it. This applies to 17% of the residents of the areas without running water. In the areas with no centralized water supply system, 106

schools and municipalities have their own deep wells with variable water quality. In another respect, the discharge of untreated or insufficiently treated wastewater from rural localities into the Danube and other adjacent rivers and the infiltrations from the old sanitation networks existing in the cities are a threat to the Danube's water quality and to the biodiversity in the area. In addition, Tulcea city has not had a wastewater treatment plant until recently, wastewater being discharged directly into the river, but the investments must continue in order to ensure that all wastewater gets into one main collector to transport it to the treatment plant. In 2015, the city wastewater treatment plant operates at 45% of the designed capacity, the remaining volumes being discharged directly into the Danube.

Even in the (mainly urban) localities that have centralized water supply and sanitation, there are problems concerning the old age of the 107

pipes, leading to leaks in the network, soil infiltration, frequent interruptions of supply, low pressure etc., along with residential areas that have no utility networks and where the owners have improvised temporary solutions on their own. The project for the expansion and rehabilitation of the water and sanitation network, focused mainly on urban and rural agglomerations of more than 2,000 inhabitants, will significantly improve the quality of life and the health of the population and the protection of the Danube Delta resources and biodiversity.

The prioritization of projects in the water supply and sanitation sector: The water supply, sanitation and wastewater treatment needs of the people living in the study area are numerous, and these topics have been addressed in the Needs Assessment Report. They can be categorized in the following domains:

- New water treatment plants with a transport and distribution network for communities with no drinking water supply - Improving the water source/equipment used in the existing water treatment plants in order to improve the quality of the supplied drinking water - Improving the water distribution network by replacing old pipes in order to reduce leakages and interruptions in the water supply service - Sewerage collection and treatment for communities higher than 2000 p.e. - Local solutions for sewage collection and treatment for smaller communities.

The needs analysis shows that each community has needs in one or more of the abovementioned categories. The following criteria were used for project prioritization.

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- All communities should have a water supply service compliant with the national standards (a priority would be to finance water treatment plants and water distribution networks for the communities where there is no current drinking water supply) - The existing water treatment centers should be rehabilitated in order to increase the quality of the water supplied - The degree of readiness for launching the investment (communities which have drafted feasibility studies covering their needs were given priority) - The local economy and tourist potential were taken into consideration, as the economic/tourist potential are signs of sustainable development - Based on the abovementioned criteria, a score was calculated and a hierarchy of communities was developed and they were classified into two groups: (a) Communities with a population greater than 2,000 inhabitants (to be financed under the EU “Large Infrastructure OP”); and (b) Communities with a population of less than 2,000 inhabitants (to be financed under the EU “National Rural Development Program”).

The extension and rehabilitation of water and wastewater systems should continue through 2030 for localities that are deemed eligible in the Regional Water Masterplan.

Solid Waste Management (SWM)

Sector-specific objectives • Improving the recycling rate so as to achieve the corresponding EU target of 50% to which Romania is committed • Implementing of waste reduction, reuse and recycling in local communities, in order

to assure efficient and sustainable management, resource saving, environmental protection and tourism destination development • Management of floating waste material • Increasing the capitalizationdegree of waste collected from households and

businesses As a vital center for biodiversity in Europe and a recognized world natural heritage area, the government and local communities in the study area need to make concerted efforts to prevent pollution and ensure environmental protection. Across Romania, the incomplete coverage of household waste collection and separation services, especially in rural areas, has been highlighted by the European Commission39. The current municipal SWM system in the study area has a low waste collection rate, especially in the Delta (DDBR) villages, with insufficient and costly waste transportation services between Tulcea and the Core Delta, and a low recycling rate. In Tulcea City, for example, the recycling rate was estimated at 6-7% in 2013, probably above the national average but still far below EU standards (over 50% recycling rate is already achieved in Germany and the Netherlands). Waste floating down the Danube from upstream areas is another problem in the Danube Delta and should be addressed through investments and the operation of adequate collection and processing facilities. There is much room for improvement in SWM, in order to have a well-protected world natural heritage along with local economic development.

39 European Commission (2011) - Roadmap for Romania, 070307/2011/606502/SER/C2.

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Romania must comply with the EU Waste Directive and achieve the EU target of 50% recycling of municipal solid waste by 2020. The study area should aim high and strive to become a national role- model and promote sustainable solid waste management by: (i) achieving the EU target of 50% recycling rate (which Romania is committed to); and (ii) demonstrating the effective application of the principle of the 3Rs (waste reduction, re-use and recycling) in the local communities for sustainable waste management, resource-saving, and environmental protection. A functional integrated solid waste management system is essential to improve the level of waste collection and separation, both at source and in a centralized manner, across the study area. The specific waste targets imposed by the national and EU legislation (the obligation for selective collection and sorting for at least paper, metal, plastic and glass) cannot be reached unless the study area continues to take action in strengthening its solid waste management system. Particularly, the area needs to: (i) improve the household waste collection rate, especially in the rural areas, by providing reliable and financially sustainable waste collection and transportation services during the next EU budget installment; (ii) enhance waste separation at source by improving awareness-raising and by changing the behavior of local residents and tourists; (iii) minimize the amount of waste disposed of in landfills by promoting recycling by other waste treatment means; and (iv) collect and eliminate the floating waste in the Delta.

The local authorities in the study area are committed to addressing the SWM issues and make efforts to establish an integrated SWM system. A series of recent investment programs in the region have improved the situation. An on-going investment program to develop an Integrated Waste Management System in Tulcea County, with an EU grant of over 20 million Euros for the 2014-2015 period, is expected to significantly improve recycling rates and address many waste flow problems in the county. It is expected to become fully operational by 2016. However, up until recently, there were no significant efforts in the study area to aim at promoting waste separation at source, at household level – into (at least) recyclable materials, organic waste, and other waste/garbage.

Additional physical investments will be necessary in order to further minimize waste disposal and achieve recycling targets for packaging waste even though the ongoing investment program foresees extending the selective collection of recyclable waste from the population, companies and institutions, in both urban and rural areas.

Figure 21: The current solid waste management situation

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Such investments should target waste separation at source and the development of sustainable facilities for the separate collection of waste, its transfer, sorting and transportation. This would include the provision of different-colored plastic bags for households, or smaller or colored bins, for different waste types at household level, and the design and construction of additional facilities for selective waste collection management and recycling. Specifically, additional investments should target: (i) SWM systems for handling sorted solid waste from households; (ii) composting bins for rural households to process organic waste; (iii) collection equipment/facilities for the floating waste in the Delta; (iv) treatment and disposal facilities for construction and demolition waste; and (v) educational and awareness programs on waste management.

Table 16. Solid Waste Management: Type of intervention and Justification

Type of Source of Location Justification intervention funds

Investments in The Additional physical investments will be necessary in SWM Systems entire order to further minimize waste disposal and achieve DDBR for the separate recycling targets. Investments should target waste territory separation at source, the development of waste treatment of Large collection, transfer, sorting, and transport methods. waste (waste Infrastructure This process can first be piloted in a few communities separation at OP, Axis 4 source, for a period of 2 or 3 years and gradually be expanded collection, (4.2.1 + 4.2.2) to the entire study area. A feasibility study, good sorting and planning and design will be needed. Specific activities transportation include the provision of different-colored plastic bags facilities). for households or smaller different colored bins for separating waste and the design, provision, and 111

Type of Source of Location Justification intervention funds construction of new centers for waste separation and recycling. The Romania has to reduce its landfilled biodegradable entire municipal waste (BMW) to 35% of that produced in DDBR 1995, by 2020. BMW from households is currently territory disposed together with all waste types; there is no separate method for the collection or treatment of waste in landfills. Home-composting is an efficient way to divert biodegradable waste and can be done The purchase pf with limited costs, at a small scale, in the backyards of composting bins Large many rural households in the study area. More for rural Infrastructure outreach to rural households and local tourism households to OP, Axis 4 business entities is needed, as well as additional process organic (4.2.1 + 4.2.2) composting bins for rural households, to ensure that waste the process is carried out in every household and to encourage the use of the compost in agriculture. This could be achieved gradually, starting from local tourism and business entities and gradually reaching home-composting, eventually covering the entire study area. Later on, urban specialized centers for composting waste could also be established. The Waste floating down the Danube River from upstream entire represents a problem in the Delta and should be DDBR The collection Large addressed through investments in and operation of territory of floating Infrastructure adequate collection and processing facilities. The waste in river OP, Axis 4 cleaning of floating waste in the DDBR should be done channels (4.2.1 + 4.2.2) by boats, using waste collection equipment. The waste collected by boats should be taken to the shore, sorted and further recycled (e.g. plastics, wood, etc.) or sent to the landfill. The Waste producers and the authorities of the local entire public administration have the obligation to recycle DDBR 70% of the construction and demolition waste till Investments in territory 2020, in line with Article 11 of Directive 2008/98/EC treatment and Large and with the Romanian Law No. 211/2011. Currently, disposal Infrastructure there is no center for the treatment or reuse of facilities for OP construction and demolition waste in Tulcea county; construction Administrative this type of waste is left at the landfills. In addition, and demolition Capacity OP only part of this waste is taken into account, the rest waste being deposited in unauthorized public areas. Public authorities at county level should ensure the treatment and disposal of construction and demolition waste by promoting recycling and reuse. Developing The A sustainable waste management practice cannot be programs for entire Administrative achieved without behavior changes by local residents educating the DDBR Capacity OP and tourists towards waste separation and recycling. population and territory Public education (including educational programs for 112

Type of Source of Location Justification intervention funds raising kids) and awareness-raising are essential to induce awareness on behavioral changes in local residents as well as waste visitors. management Although in recent years new selective collection points have been established for PET and plastic or paper and cardboard waste (31 SMEs are authorized to this purpose), the recovery of recyclable materials is done to a very small extent. In 2013, were recovered only 511 tons of plastic, 204 tons of glass, 386 tons of cardboard, 12 tons of metal, 9 tons of wood. One reason for this situation is the lack of processing units of this type of waste at local level (the existing SMEs deal exclusively with the collecting, sorting, pressing, baling, chopping, shredding, Recovering transport, delivery of waste, etc.), which is why the waste collected The sanitation operators in the area are forced to ship from entire LI OP selectively collected waste to processors in other households and DDBR areas of the country. economic territory agents Given that at county level is being implemented a project for the implementation of an integrated waste management system, worth over 100 million Lei, co- financed from SOP ENV 2007-2013, that will involve, inter alia, the construction of new plants for waste transfer and treatment, the purchase of specialized transport vehicles, the establishment of recyclable waste pre-collection points and the endowment with containers, a dramatic increase in the degree of selective collection is expected, which will also attract the development of private waste recovery enterprises.

As a vital center for biodiversity in Europe and a recognized world natural heritage area, the government and local communities in the study area need to deliver concerted efforts to prevent pollution and ensure environmental protection. In the long term, the study area should aim high and strive to become a national role-model on sustainable waste management by: (i) achieving the EU target of 50% recycling rate (to which Romania is committed); and (ii) demonstrating the effective application of the principle of the 3Rs (waste reduction, re-use and recycling) in local communities for sustainable waste management, resource-saving, and environmental protection. The current system has a low waste collection rate, especially in the villages in the Danube Delta Biosphere Reserve (DDBR), a low recycling rate and insufficient and costly waste collection and transportation services between the Core Delta and the landfill in Tulcea. There is room for improvement in the SWM in the Danube Delta Biosphere Reserve (DDBR) in order to protect the world natural heritage adequately along with the local economic development. Particularly, the area needs to: (i) significantly improve the waste collection rate, especially in the rural areas, through the

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provision of efficient waste collection and transportation services during the next EU budgetary cycle; (ii) enhance waste separation at source by raising awareness and by changing the behavior of residents and tourists; and (iii) minimize the amount of waste disposed of in landfills by promoting waste recycling and by other waste treatment means.

The following interventions should be considered for the 2030 horizon: - The collection of floating waste in river channels - Developing programs for educating the population and raising awareness on waste management - Recovering waste collected from households and economic agents

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Healthcare

Sector-specific objectives  Improving the access to primary health care (PHC) services based on prevention and early detection and treatment of chronic diseases  Supporting the effective control of epidemics, early warning and coordinated response, and risk factors surveillance  Improving health infrastructure for primary, secondary and tertiary health care,

and the related service delivery system adjusted to modern technologies

Several constraining factors that need a specific approach. The aim is to improve local health outcomes, to increase equity, effectiveness, efficiency and the local health system's sustainability, through the sector-specific objectives.

Several constraining factors that need a specific approach. Poor road conditions, the lack of transportation and communication means, the unavailability of health services providers in remote areas, and costs not covered under the insurance schemes may impede access to primary care services for the rural population. To meet the health needs of rural communities more emphasis is needed on comprehensive primary care (which would effectively incorporate health education, preventive and curative services, and palliative care for all, regardless of age, sex or clinical condition), a higher availability of labs and diagnostic capacity locally, and better coordination between hospital and emergency care services. The sustainability of services is a major concern which is determined by the limited availability of health care workers in the selected rural settlements, by the inadequate physical infrastructure, and by the absence of incentives to motivate effective and efficient performance. Social factors, the access to education, the living conditions and the economic development – all contribute to difficulties in the health services delivery. Therefore, the challenges in the provision of primary care can only be tackled through a multi-sectoral and integrated approach, supported by relevant national and local policies.

To address these constraints and to strategically move towards meeting the sector-specific objectives, three priority projects have been identified. The first project is improving the access to primary health care (PHC) services by focusing on preventive measures, early detection and treatment of chronic diseases. The second project matches these measures with physical investments in the health infrastructure for primary, secondary and tertiary medical care, and the related service delivery system. The public medical infrastructure available to patients in Tulcea County is old and far from modern standards. The County Emergency Hospital operates in 4 buildings, one main block building for 20 medical specialties, and 3 buildings for these departments: mental care, pneumology and TB, infectious diseases and dermatology, respectively. The departments in the main building of the hospital are in a poor state and inadequately arranged, thus hindering the functional circuit and the patients’ access pathways. This situation has a severe negative impact on the quality of the provided healthcare services. It is not possible to use the available resources in an integrated and efficient way. It is possible, however, to reorganize the available infrastructure at unit level and at general level, in order to provide affordable accommodation services (for instance, to mothers – while their children receive medical care or for patients who live in remote areas). There is an important opportunity for creating such a shelter by

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reorganizing the pneumology and Tuberculosis center40 into a sheltering model (such as a residential social center) allowing the access of the population from rural and isolated areas and providing affordable accommodation services (for instance, to mothers while their children receive medical care, or for the patients who live in remote areas). At the same time it is recommended to create the necessary conditions (through legislation and adequate infrastructure) for the development of ambulatory services in a network integrated with the hospital departments (higher service volume – lower cost – quality), subsequently leading to increased efficiency of services by reducing the duration and number of hospitalizations. Municipal Hospital Măcin needs works for the rehabilitation of the building, medical equipment, furniture, and a palliative center. The hospital has good capacity – 65 beds for continuous hospitalization and 20 beds for day-care. The ambulatory care within the hospital with 8 specialties was developed through European Structural Funds. There is sufficient space for a palliative center to be established on the top floor of the hospital building. Through these improvements, Măcin hospital can provide higher level medical services. Thirdly, supporting the effective control of epidemics, disease monitoring, early warning and coordinated response are essential. Ensuring the availability of critical strategic epidemiologic information is essential by strengthening the Public Health Directorate. Given the central role that strategic epidemiologic information plays in the effective functioning of health systems, more attention needs to be paid to building the local institutional capacity for generating and integrating data and managing these systems. The decrease in resources for the health sector, both locally and nationally, and the specific geographical risk for the emergence of infectious diseases (cholera, West Nile virus, Boutonneuse fever, avian influenza) makes the strengthening of the Public Health Department an important priority. The data estimating the risk of diseases, tracking vital statistics, evaluating behavioral risk factors and other underlying determinants, monitoring and evaluating the impact of health interventions, provides vital information and ensures that the investments in health are cost-effective and that government policies that support health efforts are grounded in the best available information. Studies and research about environmental risk factors, exposure and effects are also needed. Certain national legislative regulations need to be revised in order to make the health sector in such areas function effectively. In order to ensure a proper planning of human resources, there is a strong need to improve the quality and organizational capacity and accessibility of family medicine. Such interventions could include contracts with resident physicians, fixed salaries for the medical staff working in isolated areas, incentives for medical personnel using the telemedicine system, as well as a system of financial incentives for primary care in areas considered unattractive by medical professionals. Also, in order to create an appropriate mechanism to improve the ambulatory system within hospitals, specific legislation is recommended allowing greater flexibility for contracting services.

40 The Tuberculosis Center in Tulcea Emergency Hospital is highly inappropriate due to the high risk of contamination and also in contradiction with the aim of reducing hospitalization rates. 116

Figure 22: The current situation and proposals to modernize the health system in Tulcea

Table 17. Healthcare – Type of intervention and Justification

Type of intervention Location41 Source of funds Justification 1. The rehabilitation of the - To strengthen the capacity of health infrastructure and its Regional OP – the local public health endowment with modern Axis 8: Health surveillance system and the early equipment and vehicles and and social warning and coordinated boats infrastructure response. development - To ensure the availability of critical strategic epidemiologic information - The preparedness and response The entire to public health emergency DDBR situations, natural and man-made territory disasters, the detection and control of infectious disease outbreaks, and unusual clusters of non-infectious diseases (such as toxicity events) - In consistency with the National Health Strategy draft, with the recommendations of the World Bank in the 2011 Functional Review of the Health Sector and

41The areas proposed for civil works are specified in the needs assessment report. 117

Type of intervention Location41 Source of funds Justification with the objectives of the WB Project for Health Reform 2. The CA Rosetti, MRDPA To strengthen the quality of rehabilitation/modernization Letea, Regional OP – health services at primary care of family medicine cabinets Ceatalchioi, Axis 8: Health level and their endowment, Chilia Veche, and social including providing Crișan, Mila infrastructure houses for the doctors’ 23, Partizani, development families in the Danube Delta Maliuc, localities Isaccea, Ceamurlia de Jos, Frecăței, Cataloi, Greci, Grindu, Mihai Bravu, Turda, M. Kogălniceanu, Rândunica, Sf. Gheorghe, Somova, Mineri, Văcăreni, Niculițel, Slava Rusă, Camena, Plopu, Sarinasuf, Valea Nucarilor, Nufăru, Mahmudia 3. Modernization and Tulcea, Măcin Regional OP – Investments to achieve purchase of equipment in Axis 8: Health integrated and functional order to organize a and social facilities functional circuit at Tulcea infrastructure The tuberculosis center within Emergency Hospital development the Tulcea Emergency Hospital is (including the ambulatory being considered for department) as well as for transformation into a center for the Măcin Hospital social housing (residential care) to provide accommodation, for example, to mothers while their children receive medical care, or for patients who live in isolated areas. 5. The creation of Babadag Regional OP – To enhance the needed services multifunctional centers, the Sulina Axis 8: Health in a low cost way, by using rehabilitation of the closed Isaccea and social existing assets buildings infrastructure development 118

Type of intervention Location41 Source of funds Justification 6. The entire Competitiveness To create communication Ensuring the interoperability DDBR OP – facilities for the provision of of information systems at territory Axis 2: service, as a response to the the level of medical Information and unavailability of human resources healthcare (telemedicine Communication in isolated areas and e-health) Technology (ICT) for a competitive digital economy 7. Providing technical Ministry Of Administrative - The hospital payment assistance to increase the Health Capacity OP mechanism needs to be adjusted profitability of the - Axis 1: in order to incentivize: the public government/administration Effective public ambulatory system, family sector (hospital payment administration doctors in remote areas and the mechanism for stimulating and legal system use of telemedicine by medical public ambulatory services, - Axis 2: staff family doctors and Accessible and - In consistency with the National telemedicine systems) transparent Health Strategy draft, with the public recommendations of the World administration Bank in the 2011 Functional and legal system Review of the Health Sector and HC OP – PA 4 – with the objectives of the WB Social inclusion Project for Health Reform and poverty reduction 8. Organizing information, The entire Administrative Improved public knowledge is education and DDBR Capacity OP – needed on these subjects communication campaigns territory Axes 1 and 2 on a healthy and hygienic HC OP – PA 4 – environment Social inclusion and poverty reduction 9. The purchase of specific The entire Regional OP – The Delta area has special equipment to improve the DDBR Axis 8: Health characteristics as far as capacity and the quality of territory and social emergency situations are the service provided by the infrastructure concerned: Inspectorate for Emergency development - many of the settlements are still Situations exposed to the risk of flooding, such as the floods that occurred in 2010, which resulted in the breaking of one dam on the Chilia branch, or such as those which frequently afflict the Ceatalchioi area; - the livestock farmers’ practice of setting the reeds on fire, made worse by the high wind speeds in the area, results in protected and inhabited areas being exposed to 119

Type of intervention Location41 Source of funds Justification fire hazards; - interventions in the area are made very difficult by the marshland and the lack of fast rescue boats; - the increased number of tourists and accommodation units have led to a rise in calls for intervention, as a result of boats sinking, fires and all kinds of other accidents. The Inspectorate for Emergency Situations is poorly endowed. The intervention equipment is old (around 70% should have been already scrapped), some of it dating back to the '70s, and insufficient with regard to the number of requests. The greatest problems are posed by interventions on water, especially in the Danube Delta, given the lack of a fast river rescue boat for fire prevention and firefighting interventions. The existing craft is serviced by 32 workers and is over 15 years old. As such, response time is longer, the safety of the staff is jeopardized, and maintenance costs are very high. On the other hand, the premises which the county departments and brigades have at their disposal are insufficient for the increasing workload of the inspectorate. Last but not least, there is still no center at county level for the coordination of interventions with the other institutions concerned (the County Ambulance Service, the County Police Inspectorate, etc.) and no center to train the population in emergency situations, emphasizing the prevention component. The implementation of the 120

Type of intervention Location41 Source of funds Justification project is crucial for the sustainable development of the Danube Delta area, as it aims to lower the risk of property damage and loss of life – for locals and tourists, as well as the risk of damage to the ecosystem as a result of natural hazards and man-made incidents.

The following interventions should be considered for the 2030 horizon: - The rehabilitation of the health infrastructure and its endowment with modern equipment and vehicles and boats - Ensuring the interoperability of information systems at the level of medical healthcare (telemedicine and e-health) - Organizing information, education and communication campaigns on a healthy and hygienic environment

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Education

Sector-specific objectives  Providing lifelong learning opportunities to create labor skills necessary for the 21st century economy  Supporting secondary and vocational education that prepare students for the

global knowledge economy and for the specificities of the local economy  Increasing the quality of the primary education and early-education systems

A sector-specific objective for the Danube Delta, in accordance with the national educational strategies, is getting a higher quality and efficiency of education for all and providing better skills for residents to support local inclusive smart growth and the development of a green economy. Moreover, in order to better address the demographic and migration challenges specific to the area, it is recommended to improve the cross-sectoral coordination process. The rationale is to contribute to Romania’s inclusive smart growth by reducing the number of people at risk of unemployment, poverty and social exclusion by increasing the participation in lifelong learning and improving the relevance of the education and vocational training systems for the labor market. Six sector-specific priorities are aligned with the national priorities established for Romania. They support the two overall strategic objectives for the Danube Delta Region: 1. increasing participation in lifelong learning; 2. creating an education and training network for students living in remote areas; 3. supporting Vocational education and training (VET) schools; 4. increasing access to early childhood education and care; 5. reducing early school leaving; 6. ensuring better performance of the education system in addressing labor market needs.

The first objective for lifelong learning is a clear priority as this is a region transitioning from dependence on raw natural resources to higher value-added activities. The second object is to create a network of students to solve educational constraints related to poor access and low population density in the center of the Delta. Percentually speaking, there are fewer certified teachers in the Delta (67%) compared to the rest of the county (89%). Several communes have closed their schools because of low student numbers and high operating costs, and transportation to other schools has become a challenge. VET is a national priority as well as very relevant to the sectors being strategically supported under the Strategy. There is an opportunity to improve the facilities for early childhood education and care by converting excess kindergarten facilities, which have become available due to a decline in the number of children. Early school leaving (ESL) has significant social and economic implications. ESL is a contributing factor to involuntary social exclusion later in life. Predictions of future skills demand in Europe suggest that only 1 in 10 jobs will be within reach of an early school leaver. Young people who leave school prematurely are more likely to become unemployed, or to earn lower incomes if they are employed. This generates high public and social costs in the form of health care, justice and social benefit payments, as well as lower incomes and reduced tax revenues. Last but not least, stronger connections between education and labor market needs are essential nationwide but even more so for the Danube Delta Region. 122

Table 18. Education: Type of intervention and Justification

Type of Location Source of funds Justification Intervention 1. The provision Beștepe, Human Capital The intervention meets the needs specified in of relevant, Ciucurova, OP section IV.3.3. of the Needs Assessment accessible and Jijila, PA 6 – Report and supports the sector-specific incentivized Luncăvița, Education and objective 1. lifelong learning Peceneaga, skills Justification: This intervention contributes to (LLL) programs in Ceatalchioi, National Rural Romania’s inclusive smart growth by tourism, Grindu, Development reducing the number of people at risk of agriculture and Jurilovca, Program unemployment, poverty and social exclusion fisheries, in Nufăru, (NRDP)42 and increasing the participation in lifelong Community Topolog learning and improving the relevance of the Centers for education and vocational training systems for Permanent the labor market. The LLL strategy focuses on Learning disadvantaged or underrepresented groups (e.g. the unemployed, early school leavers, Roma and other minorities, women, adults over 40 with low qualifications, young people in transition from school to work, older workers, and the disabled) who will be the main beneficiaries of this program. Besides meeting the national goals, this intervention is also aimed at supporting the transition that this area is undergoing from an economy based on extraction to an economy based on services. Activities will include recognizing the qualifications previously obtained, certified training and VET courses, enhanced curriculum, acquiring life and transversal skills, subsidies for traineeships and job placement, language trainings in the minority languages43. 2. Creating an Communities Competitiveness This intervention meets the needs specified Education and that are OP in section IV.3.3 of the Needs Assessment Training Network isolated or Axis 2 – ICT for a Report and supports sector-specific to ensure the communities competitive objectives 2 and 3. access to quality with less digital economy Justification: The education sector in the primary and than 2,000 Human Capital study area, particularly in the Core Delta, is lower secondary inhabitants OP Axis 6 – constrained by poor accessibility and low education plus Tulcea Education and population density. The education sector city as the skills faces significant challenges in terms of

42 The PNDR provides support for short training courses in agriculture and agri-food (for example, initiation, training), targeting farmers, young farmers, processors in the agri-food industry, farmers with agri- environmental and climate commitments and other topics in a training program. 43 For children, minority language programs are conducted nationally. 123

Type of Location Source of funds Justification Intervention center of the Regional handling the inaccessibility and a declining network44. Operational student population. There are proportionally Program – fewer certified teachers in the Delta (67%) Axis 10 – compared to the rest of the county (89%). Improving the Several communes have closed their schools educational because of low student numbers and high infrastructure operating costs, and transportation to other schools has become a challenge. Moreover, schools struggle with the lack of sanitation, heating, and (in some locations) safe water. 3. The creation of Tulcea Human Capital This intervention meets the needs specified vocational and County OP in section IV.3.3 of the Needs Assessment technical schools PA 6 – Report and supports the sector-specific that are relevant, Education and objective 2. attractive and skills Justification: Vocational and ethnic education inclusive Regional is a national development priority. It Operational addresses both secondary education Program – PA (technology development) and post- 10 – Improving secondary education to create the skills and the educational abilities to provide better access to infrastructure employment opportunities and represents a National Rural starting point for further learning. It is also Development essential that VET programs build the Program (NRDP) knowledge and skills that are needed for the local economy and that correspond to the international standards of natural tourism and recreational fishing. At national level, MoNE doubled the number of places available for VET schools for the 2014-2015 school year. The main challenge is to ensure a quality and relevant VET, with a clear and direct connection either to the workforce or to further education and training. Viable alternatives will be identified for children and young people passing the baccalaureate with very low grades or whose academic results are not good enough to be accepted in the high schools they prefer. Activities will include counseling services, support of partnership with companies through apprenticeships and internships, training and incentives mechanisms and provision of spaces for workshops in VET schools.

44 The national selection phase for e-learning solutions and related educational infrastructure is under preparation at the time of writing this document. The specific communities will be suggested in the ITI proposal when there is clarity regarding the national process. 124

Type of Location Source of funds Justification Intervention 4. The The entire Human Capital This intervention meets the needs specified rehabilitation DDBR OP Axis 6 in section IV.3.3 of the Needs Assessment and endowment territory - Education and Report and supports sector-specific objective of kindergartens skills 3. and nurseries Regional Justification: An important opportunity is Operational offered by the availability of kindergartens to Program – Axis be used and adapted as nursery areas due to 10 – Improving low birth rates. A national priority is the the educational enrolment in and completion of preschool infrastructure education (3 to 5 years of age) by all children National Rural and extending the provision of early care and Development early education for children under three Program years of age. Studies show that access to (NRDP)45 good quality education at an early age facilitates the development of key competences, and that good quality ECEC increases educational achievement and reduces the risk of ESL at a later stage. Activities will include appropriate support for enrolment and transposing the purposes in ECEC, parental education and ensuring the availability of qualified teachers (child care educator) in all geographical locations through financial incentives during project implementation. 5. The The entire OP Human This intervention meets the needs specified in development of DDBR Capital Axis 6 – section IV.3.3 of the Needs Assessment programs such as territory Education and Report and supports sector-specific objective after school and skills 2. Second Chance Justification: Early school leaving has significant social and economic implications. ESL is a contributing factor to involuntary social exclusion later in life. Predictions of future skills demand in Europe suggest that only 1 in 10 jobs will be within reach of an early school leaver. Young people who leave school prematurely are more likely to become unemployed, or to earn lower incomes if they are employed. This generates social costs, lower incomes and reduced economic growth, as well as reduced tax revenues, and higher costs of public services such as health care, criminal justice, and social benefit payments. The target groups of this program are children aged 11-17 but also adults, especially those

45 The PNDR provides for support for the establishment and modernization (including equipment) of kindergartens, only to those outside the school premises, in the countryside. 125

Type of Location Source of funds Justification Intervention from poor economic backgrounds, rural areas, and from Roma and other minority groups. Activities will include improving the conditions and quality of schools and after school programs offered to students at risk of early school leaving, improving the quality of Second Chance programs, materials and teacher training. 6. Creating The entire Human Capital This intervention meets the needs specified partnerships DDBR OP Axis 6 – in section IV.3.3 of the Needs Assessment between territory Education and Report and supports sector-specific objective employers, skills 1. training and Justification: The strategic vision for lifelong education learning in Romania is to provide all providers & individuals, throughout their lives, with research opportunities to participate fully in the institutions economic, social and civic life, and to enable them to fulfill their personal potential. Greater collaboration is critical for the achievement of increased access and improved quality and relevance of LLL. The activities envisaged include coordination, financing, and regulation to help overcome the constraints to LLL -- poor information, weak incentives and low capacity -- and to create effective partnerships between all relevant stakeholders and a change in attitude towards LLL. The partnerships between training providers and firms include contracts for internships and job-specific skills. The measures needed for the practical implementation and expansion of apprenticeships could include, for example, financial incentives (such as tax reductions) for employers to engage in these partnerships.

The following interventions should be considered for the 2030 horizon: - The provision of relevant, accessible and incentivized lifelong learning (LLL) programs in tourism, agriculture and fisheries, in Community Centers for Permanent Learning - The development of programs such as after school and Second Chance - Creating partnerships between employers, training and education providers & research institutions

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Social Inclusion and Protection

Sector-specific objectives  Reducing labor related and human capital disparities among Roma people by providing improved integrated services in all dimensions and aspects of exclusion (education, health, housing, employment)

 Preserving the cultural heritage of the ethnic minorities in the study area.  Improving social outcomes by making social protection programs in more relevant and effective in the study area Social inclusion is closely linked to interventions in the education and health sectors. An integrated approach in solving the problems specific to these fields was used. The integration is reflected in addressing the multiple dimensions of exclusion as well as including solutions for the access to the education and health sectors. The following interventions are envisioned under the strategic principles of the Strategy: 1. Empowerment of inhabitants: supporting (awareness and information) poor and marginalized people's rights and the access to resources, supporting participatory and accountable knowledge and the advisory process, enhancing participation in markets, supporting poor people's participation in policy and governance processes; institute grievance redress mechanisms; LLL for vulnerable groups. 2. More transparent, accountable and inclusive institutions: client oriented activities coupled with information actions in education, health and social services provision. 3. Making services affordable by enhancing efficiency: the integrated approach in providing basic social services (education, healthcare and social assistance) is strongly recommended. The provision of prevention services is less expensive than the provision of protection services (education, healthcare, social protection) and with more sustainable results on well-being. 4. Affordability through income generation: tailored services for enhancing employability, particularly for the poor and disadvantaged and for low-skill jobs. 5. Territorial integration: providing subsidies for the poor living in remote areas in order to ensure access to basic services.

The identified priority interventions in terms of expected impact to these strategic objectives are:  Developing early childhood (0-6 years) institutional infrastructure in communities with high share of Roma and other vulnerable groups  Scaling up school mediators in all schools with high percentage of Roma and other minorities and vulnerable groups  Implementing community grants for educational interventions  Facilitating the regularization of property rights (complete cadaster system)

In line with the proposed educational priorities, the educational interventions targeted at communities with a high percentage of Roma population and other vulnerable groups focus on providing the needed infrastructure and also in extending the successful type of “soft” support such as mediators and grant schemes. Property rights are another priority area for intervention due to their impact on other aspects of life of the Roma and other vulnerable populations, such as the access to services and loans. 127

Further identification of vulnerable groups is envisioned as part of the next steps in the Danube Delta project. Once the specific profile and needs of these vulnerable groups are better understood, specific interventions will be suggested in order to make the national social protection policies more relevant and effective.

Table 19. Social Inclusion and Protection: Type of intervention and Justification46

Type of Intervention Location Source of funds Justification The intervention meets the Developing early Areas with high ROP Axis 10 – needs specified in section IV.5.3. childhood (0-6 years) share of Roma Improving the of the Needs Assessment Report institutional and other educational and complies with all sector- infrastructure in vulnerable infrastructure specific objectives. communities with high groups in the HC OP: Axis 4 – Justification: This is a national share of Roma and entire DDBR Social inclusion and priority. Physical investments other vulnerable territory combating poverty will be combined with other groups support types. The intervention meets the Areas with high needs specified in section IV.5.3. Scaling up school share of Roma of the Needs Assessment Report mediators in all schools and other HC OP: Axis 4 – and complies with all sector- with high percentage of vulnerable Social inclusion and specific objectives. Roma and other groups in the combating poverty Justification: School mediators vulnerable groups entire DDBR have been found to be territory successful. The intervention meets the Areas with high needs specified in section IV.5.3. share of Roma Implementing of the Needs Assessment Report and other HC OP: Axis 4 – community grants for and complies with all sector- vulnerable Social inclusion and educational specific objectives. groups in the combating poverty intervention Justification: Conditional cash entire DDBR transfers have had a lot of territory success around the world. The project aims to increase quality employment opportunities in the fisheries sector for vulnerable groups in Creating jobs for vulnerable groups by the DDBR territory. At the same promoting social HC OP: Axis 4 – time, it supports the The entire DDBR economy development Social inclusion and diversification of agricultural territory in relation with the combating poverty and non-agricultural activities, priority development encouraging the active sectors of DDBR involvement of local communities, as well as the social and labor market integration of vulnerable

46 The identification of other vulnerable categories is expected in more advanced stages of the work. 128

groups. The project’s goal is the development of social economy structures, to support the labor market integration of people from vulnerable groups. The development of the social economy will help creating new jobs and foster local services. The actions will aim at providing the necessary support for the establishment of social insertion enterprises, and at promoting social economy. However, social entrepreneurs, both from start- ups and existing entities could benefit from counseling / mentoring and training in the social field. An integrated intervention will be carried out in the whole territory and with the involvement of all local stakeholders. However, the derelict state of the buildings and the poor endowment of some social centers only allow for a The expansion, ROP Axis 8 Health relatively limited number of rehabilitation, and social services provided to the The entire DDBR modernization and infrastructure beneficiaries (e.g. occupational territory equipping of the social development therapy services for people with services infrastructure NRDP disabilities), while the comfort of the institutionalized beneficiaries is reduced due to the shortage of areas for relaxation and leisure. The intervention meets the Areas with high Regional OP: Axis 11 needs specified in section IV.5.3. share of Roma – Geographical of the Needs Assessment Report Facilitating the and other extension of and complies with all sector- regularization of vulnerable properties and land specific objectives. property rights groups in the registration (funds Justification: A necessary entire DDBR other than through condition for many other territory ITI) interventions

The following interventions should be considered for the 2030 horizon:

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- Scaling up school mediators in all schools with high percentage of Roma and other vulnerable groups - Implementing community grants for educational intervention - The expansion, rehabilitation, modernization and equipping of the social services infrastructure

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Pillar V: Promoting Efficiency, Affordability and Sustainability This section deals with interventions that address the efficient and sustainable implementation of the projects and programs suggested under the Strategy. The Needs Assessment determined that in the DD Region, the demographic and climate conditions impede the investments for economies of scale and services and therefore more innovative approaches to service delivery need to be anticipated, perhaps by making better use of the internet (Pillar III). The cost of services has already reached the affordability limit of several households in the study area, and the fiscal space of the local authorities is equally tight, so that further burdening them with operations and maintenance (O&M) costs that cannot be recovered from the user is not a viable option. The Needs Assessment further argued that the lack of financial means of the households is best addressed by means-tested subsidies, managed under the central government's social protection programs, and – rarely – is it advisable to administer indiscriminate area-based subsidies. Facilitating opportunities (Pillar II) for local residents will be the best medicine to address affordability constraints. All proposed investments need to tailored to be relevant, affordable and sustainable for the community.

Administrative Capacity and Program Management Sector-specific objectives  Providing efficient and cost-effective public services  Improving evidence-based strategic and budgetary planning across all

levels of governance in the DD region in order to support environmental and economic objectives  Increasing participatory decision-making in synergy with the environmental and economic objectives

The Danube Delta Region has high needs for reforms and administrative capacity development because of the particular environmental and economic challenges. Decision making in the DD region needs to be evidence-based especially in relation to the management of the valuable environmental assets. Strategic planning and budgeting for environmental management and tourism development is particularly challenged because of the many layers of government (TCC, Constanța County Council, DDBRA, and LAUs) and territorial units. Furthermore, the management of the biodiversity and ecosystem resources relies heavily on command-and-control mechanisms rather than on more participatory and ownership-driven decision-making. The administrative burdens for businesses and citizens are particularly high in this area driven by DDBRA permits. The entrance fees for the use of the DDBR also incur the high transaction cost of collection and are not optimized. Monitoring and enforcement in DDBRA also carries high costs and inefficiencies and needs to move towards benefit- sharing with the resource users. Public services are under-supplied and are particularly challenging to provide in the DD region due to economies of scale and accessibility, as discussed in the Needs Assessment Report. Public services need to be managed in innovative ways and utilize ICT approaches for education and health. The current utility subsidies need to be reformed as well, as argued in the Needs Assessment. Similar regulation reforms are needed in other sectors to address the needs of areas such as the Danube Delta. Human resources management also faces particular needs in terms of attracting and retaining talent, especially in the health and education sectors. Technical Assistance (TA) for administrative capacity improvement. The main institutional

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beneficiaries are the Tulcea County Council, almost forty (40) other local authorities (including Tulcea City and four towns), and the Danube Delta Biosphere Reserve Administration (DDBRA) and other national government entities located in the ITI area. In addition, various beneficiaries are expected from the private sector. Most of these beneficiaries have limited experience and capacity for implementing the types and scale of projects envisaged under the ITI program, and the need for subsequent operation and maintenance (O&M). Limited budget resources and challenges in retaining staff in remote areas (e.g. in the health and education sectors) has put stress on the administrative systems. The need for effective coordination of initiatives and interventions will present additional administrative demands on the beneficiaries, and some new organizations are proposed to be established (e.g. a destination management organization for the tourism sector). Managing an environmental asset such as the DDBR requires particular skills and sensitivities, for DDBRA and other environmental entities, the local authorities, as well as the communities at large. Hence, there are significant needs to develop efficient, transparent, and accessible government entities. This includes: (a) improving the general project management capacity, both within the private and public sectors, including the preparation and implementation of financing projects (e.g. the development of guidelines for public procurement and control systems, recruitment and management of staff and consultants, technical and economic documentation skills, arranging partnerships, and the integration of ITI-funded initiatives with other activities of the beneficiaries); (b) fostering an efficient implementation system (beneficiary coordination mechanisms and management and control systems), including contracting, financial management, monitoring and control implementation; (c) providing specific support measures related to the investments under each Operational Programme (OP), particularly for the public sector (by function, and as per their mandates). For example, it enables a competitive local business environment (including tourism), education and other public services, and ensures the effective engagement of local stakeholders in the management of ecologically reconstructed areas; (d) enhancing facilities, approaches and tools for easy access by the public to public information and services; and (e) helping foster a strong sense of ownership over the processes and outcomes of interventions among the beneficiaries, preparing them for the related O&M and future continuous improvements. The capacity is anticipated to be strengthened through: (i) advisory services (for operational reviews, development of policies and procedures, etc.); (ii) training and coaching programs, with impact evaluations; (iii) response facilities and web-site development for public information and dialogue; and (iv) office facilities, vehicles and equipment.

Technical Assistance (TA) for Program Management. In addition to technical assistance (TA) needs defined for each sector, and related to the general administrative capacity, the recently established Inter-Community Development Association (IDA) and the ITI beneficiaries will need extensive TA to prepare and implement the ITI-program in a timely and efficient manner, ensure efficient use of financial and economic resources, and disseminate related information. The activities for the training and coaching of the IDA staff and of local beneficiaries will include project preparation, project management, public procurement, contract management, financial management, partnership arrangements and management (with the private sector as well as with civil society organizations), project coordination, and project monitoring and evaluation. Special attention will be paid to the larger projects (e.g. the rehabilitation of three county roads); the application of innovative financial instruments (e.g. for SME promotion; and community engagement in

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environmental management); and coordination mechanisms to ensure the effective implementation of the integrated territorial strategy. Advisory services will be needed for feasibility studies, organizational development, help-desk and web-site development, public information and promotion activities, arranging study tours, and impact evaluations. The IDA will also need office facilities, vehicles and equipment.

Responding effectively to the defined needs will be challenging for the authorities. The local authorities in the study area have limited administrative and financial capacity for the implementation of new and rehabilitated investments, and for their future operations. The continued population decline and ageing in the study area will reduce tax revenues and economies in service provision, adding further stress on the authorities. In addition, the ability of the residents to pay for improved public services is weak. This raises questions about the government's future subsidy policy. The future management of the Delta will also depend upon the ability of the DDBRA to monitor and enforce regulations. Therefore, a need for consolidation and support through technical assistance is emphasized in the report, assuming that the entity (entities) is (are) in charge of the coordination and cooperation with the national authorities on the overall program implementation.

Table 20. Administrative Capacity and Program Management – Type of Intervention and Justification

Source of Type of Intervention Location Justification funds The main institutional beneficiaries are the Tulcea County Council, almost forty (40) other local authorities (including Tulcea City and four towns), and the Danube Delta Biosphere Reserve Administration (DDBRA) and other national government entities located in the ITI area. These authorities have a limited administrative and financial The provision of capacity to prepare and implement new Technical Assistance The entire TA OP and improved investments, and to ensure (TA) for DDBR Administrative effective future operations and administrative territory Capacity OP maintenance. Substantial capacity and capacity support building through technical improvement assistance is needed to develop efficient, transparent, and accessible government entities. Some administrative functions include but are not limited to updating/completing various territorial management instruments, such as town/village plans, urban/village data banks, cadaster and land book, etc. The Management Plan and Operation Rules Management Plan for the Danube Delta Biosphere Reserve The entire Administrative and Operation Rules implies the drawing up of this programming DDBR Capacity OP, for the Danube Delta document established by Law 82/1993 on territory Axis 1 (1.1.) Biosphere Reserve the establishment of the Danube Delta Biosphere Reserve and subsequent

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Source of Type of Intervention Location Justification funds amendments and aims to adapt the management of the DDRB to the EU Community and international rules on the management of protected natural areas in general and those with multiple designation status, in particular: biosphere reserves (MAB Programme – UNESCO, wetlands of international importance – Ramsar), areas of UNESCO Natural and Cultural World Heritage, NATURA 2000 sites. It includes mechanisms for the meaningful participation of local communities and other important decision makers in key aspects of DDBR management, including setting goals, developing plans for area and natural resources management, implementation and monitoring. Adopting a policy and an appropriate legislation in relation to the governance structures of the DDBR and with regard to the residents' access to natural resources, which is crucial to establishing a more cooperative and functional relationship between the DDBRA and local communities. The need for an informatics system dedicated to risk management is justified not only by the DDBR’s importance at the national and international level, but also by the positive impact that such a system would have on the decision-making process of the DDBRA, supporting the DDBRA in Implementation and development of a estimating the impact, the probability The entire Administrative risk management degree of hydro-meteorological DDBR Capacity OP, system in the phenomena with high risk of affecting the territory Axis 1 (1.1.) Danube Delta natural heritage. Biosphere Reserve With a clearer picture in what concerns the impact that the transported sediments and the morphological changes in the area have on natural heritage, DDBRA will benefit from enhanced analisys functionalities, aggregation, and display, as well as from forecasting proposed actions and measures leading to efficient decision making. Revising the Administrative This intervention meets the needs specified regulations for the Central Capacity OP, in section V.1.2.1 of the Needs Assessment improvement of the government Axis 1 (1.1.) Report and supports sector-specific design of household objective 1. 134

Source of Type of Intervention Location Justification funds subsidies to improve Justification: Current subsidy policy is the affordability of inefficient, not targeted towards the poor services, and a more and can generate perverse incentives of efficient targeting resource use. Half (50%) of the total utility and use of financial bill in the Core Delta (including water, and natural electricity and heating, where applicable) is resources. being subsidized irrespective of the income situation of the household. This has generated, for example in the case of water, wastage in the form of piped water being used for irrigation, for which non- treated water sources could have been a more cost-effective alternative. Given the extent of the planned improvements to the services in the area, it will be critical to assure that sufficient user fees can be maintained and that these fees are affordable to its residents. Priority Activities - The review of the existing subsidy mechanisms applied at central government and county level - The performance of existing subsidy mechanisms, including efficient targeting (errors of inclusion and exclusion) - The review of the administrative efficiency of existing subsidies - The recommendation based on institutional origin and means tested criteria for subsidy administration - The preparation of a comprehensive feasibility study including a recovery strategy for the cost of services - Public consultations on tariff reform The synergies will ensure the financial sustainability of (i) water and sewage investments; (ii) waste collection and disposal; (iii) electricity and internet provision; and (iv) transport services. DDBRA Institutional reforms, see section Administrative See section I. Biodiversity and Ecosystem I. Biodiversity and DDBRA Capacity OP, Management Ecosystem Axis 1 (1.1.) Management Climate change See section interventions, see I. Climate Administrative See section I. Climate Change section I. Climate Change Capacity OP Change Institutionalization See section Administrative See section II. Tourism 135

Source of Type of Intervention Location Justification funds of a Danube Delta II. Tourism Capacity OP Destination Management Organization (DMO), see section II. Tourism Reforms to increase the cost- Administrative See section effectiveness of the Capacity OP, IV. See section IV. Healthcare sector governance, Axis 1 (1.1 and Healthcare see section IV. 1.2) Healthcare Improving the decision-making process and the efficiency of public spending at all levels represents one of the development needs identified in the Partnership Agreement 2014-2020. At the same time, “Increasing local government capacity to formulate, sustain and implement local public policies” and “Development, introduction of, and support for the use of management, monitoring, and evaluation systems and tools, for increased performance of institutional and public Improving strategic services and for the change of planning and organizational culture at all levels” budgeting based on represent priorities proposed for funding the development of The entire Administrative under the Partnership Agreement 2014- management DDBR Capacity OP, 2020. systems and tools to territory Axis 2 (2.1.) support economic The same document establishes the main and environmental transversal deficiencies affecting public goals administration: the existence of “inadequate strategic planning systems within public institutions, leading to poor prioritization” or “weak institutional capacity for policy coordination, manifested through unclear mechanisms for monitoring and evaluating the implemented policies focused on rules and procedures, rather than on results and performance”. Finally, by ensuring public access to public administration performance monitoring tools, the project will contribute to 136

Source of Type of Intervention Location Justification funds achieving the specific objective 2.2. ACOP Increased transparency, ethics, and integrity within public authorities and institutions. An integrated intervention will be carried out in the whole territory and involving all local public administrations. For the development of a modern, efficient, and transparent public administration, which is open to citizens and businesses, information technology and communications have an important role, which is to substantiate the technical solution relating to the acquisition, processing, and storage, as appropriate, of the data that are relevant to citizens / business environment in specific matters. Low levels of transparency, consultation, Increasing and involvement of citizens / civil society in transparency in the decision-making that affects them public administration The entire Administrative directly lead to both a mismatch between through developing DDBR Capacity OP, skills and territory Axis 2 (2.2.) their real needs and the priorities of the communication tools administration at a certain time and a in public institutions negative image of the administration in the eyes of the citizens. The overall objective of the action: developing and implementing systems and tools, introduction / extension of the use of mechanisms / tools / procedures for local decision-making and further development of the skills of the personnel working within public authorities and institutions. An integrated intervention will be carried out in the whole territory with the involvement of all local stakeholders. Significant capacity building and financial support is also required for the entity (entities) to be in charge of the The provision of The entire coordination of program implementation, Technical Assistance DDBR TA OP and the related liaisons with the national (TA) for program territory authorities. The recently established Inter- management Community Development Association (IDA) and the ITI beneficiaries will need extensive TA to prepare and implement projects in a

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Source of Type of Intervention Location Justification funds timely and efficient manner, to ensure the efficient use of financial and economic resources, and to disseminate the related information, all for the effective implementation of the integrated territorial approach. The IDA will also need office facilities, vehicles and equipment. Capacity building for project administration with regard to drafting technical and other documents; procurement; accounting; environmental assessment; construction supervision; and other project management functions will be necessary. The institutional system for the administration of the Danube Delta is extremely complex, both vertically and horizontally, through its particular status. Most of these, located at different levels of government, have responsibilities in environment and biodiversity issues. In this context, communication and coordination between different institutional actors is a big challenge and a risk for the protection Actions intended to of the Delta’s natural heritage. Despite ensure the some decentralization measures, the coordination central government remains vital for the between the public administration of the Delta; five ministries institutions dealing The entire have responsibilities in the area, but there with the DDBR TA OP is no central coordination mechanism for conservation of territory the issues of the Danube, which cannot be biodiversity and the compensated by the local cooperation ecological between their various territorial structures. reconstruction of the Also, between the organizations of the Danube Delta central government and those of the county/local government there are several efficiency and legitimacy gaps, the county/local authorities being forced to implement a series of central policies, often without being involved in their drafting, with extremely low administrative capacity, particularly in terms of financial and human resources. In addition, in many cases, different institutional actors have different interests. Currently, about 50% of the people in the The development The entire DD ITI area have access to the broadband and implementation DDBR AC OP network (through different technologies of online services territory such as Wimax, xDSL, FTTP, etc.). However, there are communities lacking the 138

Source of Type of Intervention Location Justification funds necessary infrastructure for this purpose: Baia, Beștepe, C.A. Rosetti, Ceatalchioi, Chilia Veche, Crișan, Frecăței, Jijila, Jurilovca, Luncavița, Maliuc, Mihail Kogălniceanu, Nufăru, Pardina, Sarichioi, Smârdan, Valea Nucarilor, Văcăreni, etc. There are investments for the expansion of the broadband infrastructure through the project RO-NET, in: Baia, Ceatalchioi, Crișan, Frecăței, Jurilovca, Maliuc, Mihai Bravu, Mihail Kogălniceanu, Sarichioi and Smârdan. Also, under the strategy, additional investments are envisaged for the rest of the localities in the current programming period. Although the number of citizens using the Internet is increasing, their access to online public services is still very limited. In 2015, only 5 municipalities provide online facilities for the payment of municipal taxes (Tulcea, Isaccea, Frecăței, Luncavița, Niculițel), while others do not even have their own website (C.A. Rosetti, Maliuc, Sfântu Gheorghe, etc.). In addition, many existing websites have not been updated in recent years and there is no integrated system for information exchange between various local authorities.

The following interventions should be considered for the 2030 horizon: - The provision of Technical Assistance (TA) for administrative capacity improvement - The provision of Technical Assistance (TA) for program management - Actions intended to ensure the coordination between the public institutions dealing with the conservation of biodiversity and the ecological reconstruction of the Danube Delta - The development and implementation of online services

Implementation of the agreements and the M&E mechanism

4.1. Strategy Implementation Arrangements According to the Protocol signed by the Ministry of European Funds, the Ministry of Regional Development and Public Administration, the Ministry of Agriculture and Rural Development, and the DD ITI Inter-Community Development Association, the four entities share responsibilities for the implementation of Danube Delta Integrated Sustainable Development Strategy (DDIS), as follows: 139

(1) MRDPA is the national authority responsible for formulating and monitoring the implementation of the DDIS, and it is also the Management Authority for the operational programmes on Administrative Capacity and for the European Territorial Cooperation Programmes; (2) MEF is the national coordinator of European Structural and Investment Funds 2014-2020, as well as being the Management Authority for the OPs for Technical Assistance, Large Infrastructure, Human Capital, and Competitiveness; (3) MARD is the national authority responsible for coordinating the implementation of the Common Agricultural Policy and of the Common Fisheries Policy, as well as being the Management Authority for the National Rural Development Program (NRDP) and the Fisheries and Maritime Affairs OP; (4) IDA – DD ITI will coordinate the implementation of the Action Plan of the DDIS. The coordination of the activities of the three ministries will be performed through the Functional Working Group (FWG) for the Danube Delta ITI, with representatives from each ministry. The FWG Secretariat will be established by the Department for Analysis, Programming and Evaluation at the MEF. These institutional arrangements are shown in

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Figure 23. The DD ITI IDA is a structure representative of the local authorities in the Danube Delta Region (the ITI area). According to its statute, it supports the local beneficiaries – the local public administrations, the public and private institutions, the members or non-members – in implementing the projects strongly related to the DDIS approved in the Action Plan. Its direct responsibilities in relation to project preparation and implementation are described in Table 21. The local beneficiaries – the local public administrations, the public and private institutions – are the responsible parties for the strategy implementation. They will need to establish Project Implementation Units (PIU) within their organizations responsible for the coordination and implementation of project activities. The project management may be contracted out to specialized companies through applicable procurement procedures.

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Figure 23:Institutional Agreements

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Table 21: ITI IDA responsibilities

Projects The ITI IDA supports the local beneficiaries (LAs, private and public Preparation: institutions, members and non-members) in developing project applications, according to the approved Action Plan: - Extension: It organizes meetings with the DD ITI IDA staff to present and explain to the possible local Beneficiaries the content and eligibility criteria in the Applicant Guide for each OP for the ITI projects. - Capacity building: It develops and strengthens the project capacities in the ITI area by training the staff of the county and local councils (cities/towns and communes). - Monitoring: It creates and distributes to all Beneficiaries the work plan for drafting the ITI project indicating the main milestones to be respected. - Management: It monitors the performance of each Beneficiary during the drafting period, and acts to avoid delays and supports the beneficiaries on demand. - Helpdesk: It provides helpdesk services to the Beneficiaries (information on necessary documents, procedures for public procurement, advice, etc.). The ITI IDA participates in the Technical Committee of the local public administration units. These committees are responsible for the approval of technical studies and project performance indicators. The ITI IDA receives the project applications from the Beneficiaries as per the work plan. The ITI IDA performs the administrative eligibility review of the ITI project proposals, applying the relevant procedures through formal approval of the project, and sends the corresponding report to the ITI Working Group/Secretariat at the MAs. The ITI IDA organizes public meetings during the project formulation stage to ensure the transparency of its activities, keeping open all channels of communication regarding the ITI subject. In compliance with its duties, the ITI IDA offers Beneficiaries clarifications on the technical or financial evaluation process performed by the MA with external evaluators. The ITI IDA supports the Beneficiaries in submitting a project from the reserve list, if the initial application has failed (it was not submitted or rejected). Projects The ITI IDA provides guidance to the Beneficiaries in formulating technical Preparation: specifications, ToRs, etc. for the drafting of ITI projects and in carrying out the corresponding procurement procedures. The ITI IDA encourages and supports the Beneficiaries in getting organized

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for joint procurement and project implementation, as appropriate, in order to streamline processes and achieve savings.. The ITI IDA monitors the project implementation process and submits reports, every 45 days, to the Functional Working Group/Secretariat, and every 3 months to the ITI IDA General Assembly, highlighting results, forecasting delays, risks, etc. The ITI IDA performs random verifications of contracts (through an external expert) or if problems are encountered in project implementation. The ITI IDA ensures the visibility of the projects through permanent public information on project developments. 4.2. Monitoring and Evaluation (M&E)47

4.2.1. Introduction

The monitoring and evaluation has been developed according to the existing institutional framework (quadripartite Protocol), in accordance with the evaluation criteria and the following bibliography: 1. Guide to Cost-benefit Analysis of Investment Projects, European Commission, Directorate-General for Regional Policy, 2008. 2. Project Cycle Management Guidelines, Aid Delivery Methods, European Commission, 2004. 3. Identification of Project Selection Models for the 2014-2010 Regional Operational Programmes, World Bank, 2013. 4. Guidance Document on Monitoring and Evaluation, European Regional Development Fund and Cohesion Fund, for the 2014-2020 programming period, Concepts and Recommendations, European Commission, 2014. The proposed system for monitoring and evaluation connects the projects to the results of the NA document, to the development of the objectives of the Danube Delta Integrated Sustainable Strategy and to the indicators related to each OP. The recommended M&E system focuses on the DD implementation strategy, being based on the quality of the attributes in the program and projects with primary focus on relevance, effectiveness, efficiency and utility/sustainability. The document quality evaluation criteria answer to the comments made by the client providing the following information: the list of evaluation criteria, key questions answering to each evaluation criteria, listing the indicators that measure the evaluation criteria, and the list of the stakeholders involved in the monitoring/evaluation process. In addition, for each criterion are mentioned the envisaged risks which may occur during the strategy implementation process, and the necessary measures to take in order to reduce/solve the potential issues.

47 Reference: Guide to Cost-benefit Analysis of Investment Projects, European Commission, Directorate- General for Regional Policy, 2008. Project Cycle Management Guidelines, Aid Delivery Methods, European Commission, 2004 Identification of Project Selection Models for the 2014-2010 Regional Operational Programme, World Bank, 2013 Guidance Document on Monitoring and Evaluation, European Regional Development Fund and Cohesion Fund, for the 2014-2020 programming period, Concepts and Recommendations, European Commission, 2014 144

The system provides a checklist for the monitoring process in the 3 strategy implementation stages: Monitoring the inception phase, the implementation phase and the concluding phase. The implementation stage is connected to the Action Plan. This system should provide key indicators in line with the specificity of each project. The M&E process should be designed based on the “transparent and accountable management of human, natural, economic and financial resources for the purposes of equitable and sustainable development, in the content of a political and institutional environment that upholds human rights, democratic principles and the rule of law”48. The monitoring and evaluation mechanism supports the DD ITI stakeholders in: (i) analyzing the project implementation process based on project specifications, indicators, and specific OP requirements; (ii) facilitating the continuous improvement of the project preparation and implementation processes; and (iii) improving the existing mechanisms. To ensure an effective M&E system, qualitative assessment criteria for each stage of the project cycle are needed. This chapter outlines an M&E system for the DD strategy implementation, based on the attributes of the programs and projects. The monitoring and evaluation shall be carried out at two levels. At the project level, the evaluation helps the ITI IDA and MAs to keep track of the performance of the projects financed through the ITI mechanism (and also for any other funding sources), and can check to what extent the projects respond to the development objectives of the Danube Delta Integrated Sustainable Strategy 2030 and meet the indicators related to each OP.

 At this level the evaluation focuses on: the project relevance, e.g. as it relates to the sector- specific needs and objectives;  The utility of the project, e.g. the project impact (sustainability);  The efficiency of the project, e.g. the relation between the inputs used for the project and the outputs created by the project;  The effectiveness of the project, e.g. the relation between the project objectives and results.

The Guidance Document on Program Monitoring and Evaluation for the 2014-2020 programming period, Concepts and Recommendations, published on March 2014, presents in its Annex 1, a list of common indicators for project evaluation (indicators for transport, ICT, environment, etc.). At the program level, the evaluation helps the MA to measure outcomes and to what extent the respective OP has an impact in the DD ITI area. The OPs will evaluate the degree of development integration among OP axes.

48 Aid delivery methods, Volume 1, Project cycle management guidelines, EC, 2004 145

Figure 24: Key evaluation criteria within the project Log frame matrix49

The Guidance Document on Program Monitoring and Evaluation for the 2014-2020 programming period, Concepts and Recommendations, presents in its Annex 3 a structure for evaluation focusing on four components, as follows: (a) The activities evaluation process must be appropriately organized and resourced to meet its purposes; (b) The activities evaluation process must be planned in a transparent way so that the evaluation results are available in a timely manner; (c) The evaluation process design must establish objectives and appropriate methods and means for coordinating the evaluation process and its results; and (d) The evaluation activities must provide reliable and robust results. 4.2.2 Quality assessment criteria

The quality assessment criteria (ex post evaluation) support the consistent analysis and decision making based on solid information, key documents, and stakeholders' capacity. The process allows the Management and the DD ITI decision makers and managers to adapt to the criteria in line with the local priorities and with the working environment. The quality framework consists of three main sections. The first section, relevance, checks if the project meets the priority needs based on the following criteria:

 The project was formulated in accordance with the EU, national and local policies/plans.

49 The Logframe matrix consists of: (i) the framework of objectives, indicators and sources of information; (ii) the list of key assumptions to be monitored; and (iii) solid references. (Source 146

 The stakeholders' mechanism is operational.  The target groups have been identified and their problems analyzed.  The main institutional capacity issues are addressed.  The relevant local responsibility is established. The second section, feasibility, assesses the quality of the designed and implemented project in order to meet target group needs based on the following criteria:

 The work plan for the activities is prepared and accepted by all parties in order to assure the coordination, financing arrangements, and support from other institutions and organizations.  The resources and costs are clearly defined in the feasibility study, and the project has positive economic return.  The assumptions and risks are well addressed in the feasibility study and a risk management mechanism is in place.  The project meets technical requirements and standards, it is environmentally and socially sound and locally accepted. The third section, utility, assesses the subsequent benefits and management of the issues during the implementation of the process. This section is more complex and deals with the following aspects:

 The project remains relevant and feasible by the end of the process.  The project objective/objectives is/are being achieved.  The main sustainability issues, such as financial and human resources operating and maintaining the project, are effectively addressed and in place by the end of the project implementation.

4.2.3. Quality assessment criteria – Recommendation for the ITI DD

Table 22. Section 1 – Relevance

Evaluation criteria Key question Indicators Stakeholders involved A. Relevance: Do the strategic The action plan is Signatory Parties to objectives meet the supported by the the IDA Protocol, 1. The project supports problems identified in individual project fiche MRDPA, MEF, MARD, OP objectives the DD region? ITI IDA The approval of the DD 2. The project Strategy by the Inter- responds to a real ministerial Committee problem of the target groups located in the DD region

Risks and similar measures. Risks may occur if the projects listed in the action plan are changed with others which do not meet the strategic objectives. In this case, the DD ITI will inform the Signatory Parties to the IDA Protocol showing: (i) the reasons why the project failed to meet the requirements; (ii) the new project list. The Signatory Parties of the IDA Protocol in consultation with the specific MAs have to approve the new list.

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Table 23: Phase 2 – Feasibility

Evaluation criteria Key question Indicators Stakeholders involved B. Effectiveness Do the project results Project indicators50 Signatory Parties to 3. The projects are meet the sector- specified in the action the Protocol, MRDPA, feasible and expected specific objectives plan of the Strategy MEF, MARD, ITI IDA to realistically achieve formulated in the DD Specific indicators in the OPs and the Strategy? the feasibility studies Project applicant strategic objectives Are the project results and Cost-Benefits (public or private) in line with the OP Analysis51 ITI IDA and MAs objectives? Annual operational reports52

Risks and similar measures. Risks may occur due to the constrains within the operating framework and the capabilities of the implementing agencies, such as accidental vacancies, low skill profile of the staff, and delays in the procurement process. In this case, specific actions are necessary, such as enhancing the communication channels among stakeholders; the human resource development through training programs; and/or the procurement procedures.

Table 24: Efficiency

Evaluation criteria Key question Indicators Stakeholders involved C. Efficiency Have the project ToR requirements Signatory Parties to 4. Projects are results been achieved formulated by the the Protocol, MRDPA, measured by input- within the allocated applicant MEF, MARD, ITI IDA output ratio resources? Indicators in the Project applicant feasibility study: a. (public or private) Technical information Independent project b. Financing items (e.g. evaluator cost/unit) Independent c. Timeframe supervisor (during Annual operational implementation) reports ITI IDA and MAs

Risks and similar measures. Risks may occur due to delays in various stages of the project implementation. These delays may, for example, be generated by the quality of information in the specifications or ToRs prepared by the applicant, by the lack of property information, by unclear statutory planning documents, by an unfavorable climate, by the low accessibility in the project area, or by the lack of coordination among actors involved in the project implementation. Some situations may generate additional costs which according to the eligibility conditions may or may not be

50 Indicators should respond to OP indications, where applicable. The existing Needs Analysis provides relevant indicators for all sectors analyzed. 51 The cost-benefit analysis provides ex ante financial indicators and economic indicators (see Guide to Cost- Benefit Analysis of Investment Projects, European Commission, Directorate-General for Regional Policy, 2008. The World Bank study, 2013, ”Identification of Project Selection Models for the 2014-2020 Regional Operational Programme” presents under Chapter XI - Monitoring and evaluation the performance indicators used for the 2007-2013 programming period. 52 The operational Report includes the location, the activities, the resource schedule and budget. The rate of absorption indicator will also be included. 148

funded from the EU funds. A reasonable level of risk needs to be accepted though, but it needs to be mitigated, for example, by reliable data and information supporting the decision making and project implementation and a project monitoring system applied at each stage of the project.

Table 25: Phase 3 – Utility

Evaluation criteria Key question Indicators Stakeholders involved D. Sustainability Have the problems The existence of Project beneficiary This evaluation refers been solved/situations operators after the Signatory Parties to to the long term improved? project the Protocol, MRDPA, impact in terms of the Are the project implementation MEF, MARD sustainability of the benefits likely to be The existence of Specialized firms intervention sustainable? available funds for operation and maintenance after the project implementation Specific impact indicators for each project Evaluation and Audit reports

Risks during implementation and similar measures. Due to the limited human and financial resources in public institutions, and sometimes due to the low capacity to recover costs from the utility users, some projects run the risk of not being sustainable in the long term. To partly address such situations, projects defined as “major projects”, e.g. with an estimated cost of 25 or 50 million Euros depending on the sector, need to have a full Cost-Benefit Analysis as per EU rules. Operators need to have human and technical resources to provide the utility services in accordance with the national standards. 4.2.4. Monitoring and reporting – recommended checklist for the implementation of the Strategy

Monitoring helps deliver results, it contributes to the overall objectives of the project, it manages available resources efficiently and it reports on progress. Therefore, reporting should be linked to monitoring systems. The monitoring and reporting process encompasses activities focusing on project progress, proposes initiatives and takes remedial actions, keeps the working plan permanently updated. It is an ongoing process performed by the management units at the MAs levels and at the DD ITI level, which deals with inputs, activities and results including the annual absorption rate per project and location. Here is a brief checklist for project preparation, implementation, and start-up phase: 1. Monitoring during the project inception/preparation phase

 Ensuring institutional arrangements, including work relationships and communication channels between stakeholders  Establishing contracting indications and arrangements (according to the legal provisions and guidelines of each OP)

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 Making resources available for the DD ITI (financial, human, logistics)  Preparing a project implementation plan for 2014-202053 and the related M&E system 2. Monitoring during the project implementation phase54

 Deployment of resources for each project (logistics, human and financial resources)  Progress of projects based on a project implementation plan  Revisions of the implementation plan, as required  Periodic operational reporting on progress 3. Monitoring during the early operational stage

 Ensuring that the beneficiary operates project outputs based on proper O&M plans  Ensuring an adequate human resource capacity  Ensuring that the coverage of the recurrent expenditures at the beneficiary level is secured

Indicators for evaluating and monitoring the Danube Delta Sustainable Development Strategy for the 2014-2030 period: In order to monitor the strategy, the use of a minimal set of indicators will be considered, reflecting with priority the impact of the projects proposed for implementation and the contribution of the strategy to achieving the objectives of the EUROPE 2020 strategy: No. Indicator Measure unit Data source 1. The employment rate of the % NIS (the National population aged between 20 and 64 Institute of Statistics), ANOFM (the National Agency for Employment) 2. The percentage of the GDP allocated % NIS to research, development and innovation activities 3. The total volume of greenhouse Equivalent tons ANPM (the National gases emissions Agency for Environmental Protection) 4. The share of energy from renewable % TRANSELECTRICA, resources ANRE (the Romanian Energy Regulatory Authority) 5. The volume of CO2 emissions Equivalent tons Energy audits generated by the residential and public sectors 6. Annual drop-out rate % ISJ (the County School Inspectorate), NIS 7. Share of young population (30-34) % NIS with higher education 8. The number of people at risk of People NIS poverty and social exclusion

53 To be finalized in 2015 after the approval of the Action Plan. 54 This is a continuous phase and will to begin after the approval of the Action Plan (2015). 150

9. The aggregate value of the Local Value World Bank Human Development Index in the Danube Delta ITI territory 10. The aggregate amount of the Value MDRAP Territorial Development Index in the Danube Delta ITI territory * the indicators will be updated in accordance with the changes that will be made to the present Europa 2020 Strategy for the next 10 years ** it is recommended that after the approval of the priority projects, targets are set for each indicator, for 2020 and 2030

It is advisable that the actions for monitoring the strategy implementation should be completed by 2017 and 2019, respectively, in correlation with the performance review process at national level imposed by the European Commission for all Member States (in the context of stipulating, for the first time, a performance reserve).

The selected monitoring indicators, as listed in the table below, should be documented, based on secondary sources: the statistical data provided by the National Institute of Statistics (for example, the TEMPO Online Database) and in the Annual Implementation Reports of the Operational Programmes for the 2014-2020 period, prepared by the MAs/IBs (based on the data from the Single Management Information System for Structural Instruments – SMIS), given that most of the priority strategic projects are proposed for funding from the Operational Programmes.

If it is found that the information available from the existing data sources (the databases of the NIS, the Annual Implementation Reports) are not sufficient to reflect the strategy implementation progress, monitoring questionnaires may also be chosen, for the organizations implementing relevant projects for the measures of the Danube Delta Sustainable Development Strategy for the 2014-2020 period. Nevertheless, one must bear in mind that collecting information from primary sources, based on questionnaires, is a difficult process, and the results can be flawed by the high rate of non-response.

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IV. Annexes

Annex 1. Definitions of the Areas The Danube Delta (DD) is the area referred to as the Danube Delta Biosphere Reserve (DDBR).The DDBR area is shown on the map below. It includes:

(i) The area between the Sf. Gheorghe and the Chilia branches of the Danube river which is called the Core Delta due to its particular socio-economic characteristics; (ii) The Razim-Sinoe-Babadag lake system and adjacent land areas; and (iii) The area along the Danube river, west of Tulcea City, towards Galați.

The Study Area (also called the Danube Delta Region) is highlighted in green and yellow on the map below. It covers the DDBR and its Neighboring Area and consists of Tulcea City, four towns (Babadag, Isaccea, Măcin and Sulina) and thirty two communes. Four of the communes (Corbu, Istria, Mihai Viteazu and Săcele) fall within the administrative boundaries of Constanța County; all four bordering the bay area of Razim-Sinoe Lake.

Figure 25: Map of the Danube Delta Biosphere Reserve (DDBR)

The Study Area (the Danube Delta Region) can be divided as follows:

Area Area

1 The Core Delta: The Delta between the Chilia and Sfântu Gheorghe branches (channels) 2 The southern area, including the lakes/lagoons area, e.g. L. Razim, L. Sinoe, and L. Babadag 3 The area along the Danube, upstream from Tulcea city

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Figure 26: The Danube Delta Area

Area 1 is referred to as the Core Delta (in Yellow), and Areas 2 and 3 (including Tulcea City) are referred to as the Delta’s Neighboring Area (in Green).

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Annex 2: Applying the Participatory Approach Community involvement The communities were involved through workshops and interviews in conjunction with visits by sector teams to various communities, in each stage of the Strategy development process – the Diagnostic report in identifying issues and constraints, the Vision in identifying a preferred development scenario, and in the Needs Assessment through the crowd-sourcing of project ideas. Community involvement in the Diagnostic Report: Between September and December 2013, consultations were held in all communes in the Core Delta (e.g. the area between the Chilia and Sf. Gheorghe channels) and in all the cities in the Danube Delta region (Babadag, Isaccea, Măcin and Sulina). Two meetings were held in each locality, one with the mayor and a few public sector employees (councilors, teachers, nurses, border police, etc.), and one with a cross-section of residents (business people, fishermen, cattle herders, pensioners, service providers, etc.). At the consultations in Babadag, Măcin, and Isaccea, officials from the nearby communes also participated. The meetings had two objectives: (a) to learn about key issues, concerns, development needs, and opportunities in the town/commune/village; and (b) to learn the participants’ opinions about their vision for their town/commune/village and the Delta (“What do we wish the Commune and the Delta to be in 2030?”). The vision for the Danube Delta Region was achieved from an extensive consultation and diagnostic process. Consultative workshops were held in eight locations in the region, with a total of more than 300 participants from the communes and towns/city across the region. These were followed by two similar workshops in Bucharest, one with the young people who left the Delta for education or jobs, and one with the representatives of the government organizations. The Needs Assessment (NA) was made up of crowd-sourced project ideas during the mentioned consultative workshops. The team crowd-sourced close to 800 project ideas to residents during the visioning exercise, which were then considered by the sector-specific experts for the NA. Collaborative work with the Central Government and Local Authorities The Strategy was prepared by sector-specific experts in close collaboration with the respective local authorities and through discussions with key central government experts. Under the umbrella of the Danube Delta Inter-institutional Committee, the team received feedback on previous deliverables. There are strong policy dialogues between the Committee members and the sector-specific experts. In addition, Tulcea County Council had compiled a list of projects from local stakeholders in the preparation for the start of this strategy. This project list was reviewed and is used for the selection of the Priority Projects (see Sectoral Summary). During the team's field visits, needs were further identified and discussed with mayors and local authorities. In order to have a clear vision, special attention was paid to balancing “bottom-up” and “top-down” approaches by carrying out additional interviews with the representatives of the central government.

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Annex 3: Application of the Prioritization Principles – Example for Illustration Purposes Only

1 2 3 4 5 Project Environmental Economic Geographic magnitude Level of difficulty and Level of Total Score Weight Strengthening Development (10%) financial sustainability preparedness (5%) (35%) (35%) (15%) Project A 6.4 (2.2)* 6.6 (2.3) 7 (0.7) 4 (0.6) 3.5 (0.2) 6.0**

Project B Etc. *(weight x score) ** sum of (....)

Calculation of the score for Criteria No. 1 for Project A: a b Score Sub-criterion Weight Score Sub-criterion (1-10) (a x b)

The project has a positive environmental impact in the development area 30% 10 3

The project reduces environmental risks over time 10% 5 0.5 The project prevents loss of biodiversity and loss of ecosystem services 30% 7 2.1 The project strengthens environmental management 15% 3 0.5 The project empowers local communities. 15% 2 0.3 Total 100% NA 6.4

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Calculation of the score for Criteria No. 2 for Project A:

Score n/a b Sub-criterion Sub-criterion (weight) Score (a x b) (1-10) The project enhances the destination and will attract visitors to the region 40% 10 4 The project improves the quality of life through improved services 40% 5 2 The project contributes to synergies for the development of the region 10% 2 0.2 The project has energy efficiency/low carbon emissions impact 10% 4 0.4 Total 100% NA 6.6

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Annex 4: Integration tables between the OPs and the axes within the OPs

OP Priority axes Strategy pillars Pillar I: Protecting Pillar II: Pillar III: Improving Pillar IV: Providing public Pillar V: Promoting the environmental Improving the economy connectivity services efficiency, and natural affordability and resources assets 1. Tourism 1. Transport 1. Water Supply and sustainability 2. Fishery and 2. Information & Sewerage Systems and 1. Environment, aquaculture Communication Integrated Water 1. Administrative Biodiversity, 3. Agriculture and Rural Technology Management Capacity Forests Development 2. Solid Waste 2. Technical 2. Energy Management Assistance for Efficiency and 3. Education Program Climate Change, 4. Healthcare Implementation Disaster Risk 5. Social Inclusion and Management and Protection Emergencies associated to pollution risks ROP PA 2: Improving competitiveness of the small and medium enterprises PA 3: Supporting the transition towards a low-carbon economy PA 5: Improving urban environment and the sustainable conservation, protection and capitalization of the 158

cultural heritage PA 6: Improving the road infrastructure of regional importance PA 7: Diversifying local economies through the sustainable development of tourism PA 8: Health and social infrastructure development PA 10: Improving the educational infrastructure LI OP PA 2: Developing a quality, sustainable and efficient multimodal transport system PA 3: Developing the environmental infrastructure in terms of efficient resource management PA 4 – Environmental protection through measures for the conservation of biodiversity, air

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quality monitoring and decontamination of historically polluted sites PA 5 – Promoting the adaptation to climate changes, risk prevention and management PA 6 – Promoting clean energy and energy efficiency in order to support a low-carbon economy AC PA 1 – Effective public OP administration and legal system PA 2 – Accessible and transparent public administration and legal system OP Priority axes Strategy pillars Pillar I: Protecting Pillar II: Pillar III: Improving Pillar IV: Providing Pillar V: Promoting the environmental Improving the connectivity public services efficiency, and natural economy affordability and resources assets 1. Transport 1. Water Supply and sustainability 1. Tourism 2. Information & Sewerage Systems 1. Environment, 2. Fishery and Communication and Integrated Water 1. Administrative Biodiversity, aquaculture Technology Management Capacity Forests 3. Agriculture and 2. Solid Waste 2. Technical 2. Energy Efficiency Rural Development Management Assistance for and Climate 3. Education Program

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Change, 4. Healthcare Implementation Disaster Risk 5. Social Inclusion and Management and Protection Emergencies associated to pollution risks Competitiveness PA 1 – Research, OP technological development and innovation (RDI) in support of economic competitiveness and business development PA 2: Information and Communication Technology (ICT) for a competitive digital economy HC OP PA 1 – Youth Employment Initiative PA 1 – Youth Employment Initiative (YEI) PA 3 – Jobs for all PA 4. Social Inclusion and combating poverty PA 6 – Education 161

and skills OPTA PA 1 – Strengthening the beneficiaries’ capacity to prepare and implement ESIF funded projects and the dissemination of related information

OP Priority axes Strategy pillars Pillar I: Protecting Pillar II: Pillar III: Improving Pillar IV: Pillar V: Promoting the environmental Improving the connectivity Providing public efficiency, and natural economy services affordability and resources assets 1. Transport sustainability 1. Tourism 2. Information & 1. Water Supply 1. Environment, 2. Fishery and Communication and Sewerage 1. Administrative Biodiversity, Forests aquaculture Technology Systems and Capacity 2. Energy Efficiency 3. Agriculture and Integrated Water 2. Technical and Climate Change, Rural Development Management Assistance for Disaster Risk 2. Solid Waste Program Management and Management Implementation Emergencies 3. Education associated to 4. Healthcare pollution risks 5. Social Inclusion and Protection NRDP M4 Investment in physical assets 162

M 6 –Development of farms and enterprises

M 7 – Basic services and village renewal in rural areas M10 – Agri- environment and climate M 19 – Supporting LEADER local development (CLLD) OP FMA Aquaculture investments Maritime fishery ports/collection points in Sulina, Gura Portiței, Priboina, Corbu Collection points in Murighiol, Jurilovca, Crișan 3 areas for FLAG activities; in Dunărea de Jos; the Delta; Razim-Sinoe Investments in ecological reconstruction in areas with natural reproduction of fish and other related investments (dredging, channels, 163

renaturation).

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