Military Assets as Public Spaces

Integrated Action Plan on the Re-Use of Ex-Military Assets in the City of Serres

Serres, May 2018

Contents

Chapter 1: Assessment ...... 4 1.1 General info ...... 4 1.1.1 Location, history, key demographics, infrastructure, economy and employment ...... 4 1.1.2 Planning, land uses and cultural assets in the city ...... 8 1.2 Vision of Serres ...... 11 1.3 The military camps in Serres ...... 12 1.3.1 Project Area 1: Papalouka former military camp ...... 14 1.3.2 Project area 2: Emmanouil Papa former military camp...... 18 1.3.3 The Legislative Framework ...... 21 1.3.4 The particularities of the military assets in Serres ...... 22 1.3.5 How the re-placement of the camps leads to the re-branding of Serres ...... 23 1.3.6 Collaborating with neighboring municipalities to establish joint promotional and tourist strategies and activities ...... 26 Chapter 2: SWOT Analysis...... 28 2.2 Economic SWOT Analysis ...... 29 2.3 Social SWOT Analysis ...... 30 2.4 Demographic SWOT Analysis ...... 31 2.5 Environmental SWOT Analysis ...... 32 2.6 Climate Change SWOT Analysis ...... 34 2.7 Contribution of MAPS on the issues identified in the SWOT Analysis ...... 35 2.8 Methodology ...... 36 Chapter 3: Actions – Breathing new Life to the former military assets in the city ...... 47 3.1 Hard and soft, indoors and outdoors, temporary and permanent actions ...... 47 3.3 Actions concerning the buildings...... 52 Chapter 4: Stakeholders and Governance ...... 54 4.1 Stakeholders in general ...... 54 4.2 Stakeholders environment ...... 54 4.3 Governance model ...... 54

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4.4 Post MAPS era...... 57 4.5 Communication plan (IAP) ...... 57 Chapter 5: Financial Resources ...... 65 5.1 Relevant Operational Programs ...... 65 5.2 Territorial cooperation Programs ...... 65 5.3 Other European Financing Sources ...... 66 5.4 Private funds ...... 67 5.5 Sponsors ...... 67 5.6 Crowdfunding ...... 67 Chapter 6: Monitoring and Evaluation of Actions ...... 69 6.1 Indicators, evaluation and results ...... 69 Conclusion ...... 71 Instead of Epilogue - Acknowledgements ...... 72

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Chapter 1: Assessment 1.1 General info MAPS is one of the Action Planning Networks funded by the European URBACT III Program that aims at the valorization of the former military heritage as a key element for sustainable urban development, providing solutions in a number of developmental, urban and social issues. The purpose of the program is to transfer know-how and to share experiences on the rehabilitation and viable management of abandoned military areas in the urban area.

One of the main principles of the program is the activation of the local community and its participation in decision-making. To this end, each partner of the network set up an Urbact Local Group (ULG) where it gathers local actors involved in the reintegration and sustainable management of abandoned camps. Through the cooperation of the ULG members and the exchange of experience at an international level - with the other partners of the network - an integrated Action Plan (IAP) was designed which hopes to promote practical and feasible solutions to the former military heritage but also to claim chances of funding.

1.1.1 Location, history, key demographics, infrastructure, economy and employment Serres is a lively city in Northern Greece, some 24 kilometers northeast of River Strymon and 69 km north- east of Thessaloniki, close to the border with Bulgaria. It is the seat of the municipality with the same name and it is also the capital of the homonymous Prefecture and Regional Unit.

The City of Serres Geographic location of Serres Human settlements in the place of the modern city date back to the beginning of the 2nd millennium BC and the land was uninterruptedly populated ever since. The roman era city, Sirra or Sirraion polis knew some prosperity, while during Byzantine times it was an important fortress to guard against invaders from the North. The city met with its first period of occupation, by the Bulgarians, after the 4th Crusade and fell to the Ottomans in 1383. It became the focus of anti-Ottoman unrest in the Uprising of 1903, was captured by the Bulgarians during the first Balkan War, while the Greek Army first entered the city in 1913, during the

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second Balkan War and the land remains Greek territory ever since. It is worth noting that it is the homeland of many noted Greeks, including Konstantinos Karamanlis a prominent politician, who served as prime minister and president. The city of Serres has known many masters over the course of history, each of whom has left their mark, be it physical or cultural.

The city of Serres largely coincides with the Municipal Unit of Serres and had a population of 60,642 according to the 2011 census, while its population grew by more than 17% from 1991 until 2011. It occupies an area of 600 square kilometers and is located on a fertile plain at an elevation of about 70 meters, The aging index, which is the percentage of population over 65 compared to children under 14, was at 1,10, the dependence index, the percentage of people who are economically depended on other individuals for a number of reasons, was 0,49, while the replacement index, which compares those who are about to enter the workforce to those who are about to retire from it, fares a respectable 1,15 (values over 1 mean that more are about to enter then those leaving). However, it must be noted that neither the aging nor the dependence indexes approximate their optimal values. With respect to their level of education: 29.87% have finished or dropped out of elementary education, but know how to read and write; 37.26 have graduated from secondary education and 24,85% have graduated from tertiary education, including those holding post-graduate degrees.

Educational Infrastructure The infrastructure in the settlement of Serres for primary, secondary and tertiary education include: 35 Nurseries & 1 Special Education Kindergarten 4 Public Vocational Training Institutes 25 Elementary Schools and 1 Special Education 1 Private Vocational Training Institute Elementary School 1 Music School 1 First Degree Special Eduation Vocational Training Institute 1 Second Chance School 1 Special Vocational Education & Training Workshop 7 Middle Schools & 1 Evening Middle School The Technical Educational Institute (TEI) of Central Macedonia (with its base of operations in Serres) 6 High Schhols (Lyceum) The Physical Education and Sport Science Department (TEFAA) of Aristotle University of Thessaloniki 1 Vocational High School, offering OAED apprenticeships

The numerous tertiary research/education/training facilities by the TEI in Serres can support the administration, management and economy of the city. The Departments of the TEI of Serres and the great number of its laboratories and workshops in the fields of technological applications, administration and management, the economy, graphic and fine art studies and the Physical Education department of Aristotle University are a significant tool for the area’s development. Let it be noted that besides supporting the

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administration and local economy, the tertiary educational institute in the city offers a noteworthy number of work positions for sciences, researchers, administrative executives and other employees, as well as the potential for continuous education and training and the organization of major conferences, which has a positive impact on conference tourism. Moreover, the sheer number of students expands and reinforces demand in local market. The noteworthy research facilities located in the city, such as the Center for Technological Research, the Agricultural Research Station and the Life-long Learning Institute.

The presence of the educational and research institutes, ATEI and the Sports Faculty of Aristotle University serve as significant tools for development and extroversion of the city. Not only do the strong international student communities of the institutions support local economy, especially the real estate sector (severely hit by the economic crisis) as well as the catering, telecommunications and retail sectors, they also provide a strong base for the foundations of an economy based on innovation and technology, an economy focusing on expertise and one which would be better equipped to face the challenges of the future, where added value ensues as the result of specialization and expertise, innovation and technology.

Other Infrastructure Other notable infrastructure facilities include the new hospital, a race circuit and modern large athletic centers. The many research centers and facilities operated by ATEI in Serres can support the management and economy of the city, while its departments, offering studies in technological applications, management, economics and graphic arts are a significant tool for the development of the greater region and a pole of attraction for international students, whose number has increased in recent years. The presence of such a great number of educational and research institutes has an obvious effect in the economy of the city. Traditionally Serres’ economy rested on the pillars of agriculture and industry. A trade center for tobacco, grain and livestock, Serres benefited from various government-sponsored industrialization incentives during the 80s and developed an industry mostly focused on food processing, textiles and furniture. Below we present the Gross Added Value per sector of the economy on the prefectural level.

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Prefecture of Serres, Gross Added Value per Sector, 2008-2013, (mil. Euro, current values) SECTOR 2008 2009 2010 2011 2012 2013 Agriculture, forestry, fishing 202 201 196 189 187 189 Industry, including energy 226 209 187 182 177 181 Construction 99 76 52 49 40 56 Whole and retail sales, repairs of vehicles 526 513 500 471 416 386 and appliances, hotels and restaurants, transportation and communications Financial intermediation, real estate 48 50 56 43 32 39 management, leasing and business activities Other services & activities 729 766 778 701 700 657 Total 1.830 1.815 1.770 1.634 1.552 1.507

Table 1: Prefecture of Serres, Gross Added Value per Sector, 2008-2013, (mil. Euro, current values). Source: ELSAT (Hellenic Statistical Authority).

It is evident from the table above that the local productive system significantly depends on agriculture, running the risk of being subjected to the new competitive conditions of a globalized market and international competition. The secondary sector is characterized by a long running stagnation and very limited participation in the locally produced product. This comes as no surprise as investments in this sector have been fairly low, especially in the course of the last decade.

The tertiary sector is at a phase of exploiting new opportunities for dynamic development, while a critical element is the need for the development of a strategy for technological Development and Innovation that will capitalize on the presence of such a large number of educational and research institutes in the city. It is important at this point to acknowledge the strategic location of Serres, close to the northern borders with Bulgaria and FYRoM and to Egnatia motorway that may function as the driving force for the promotion of products to new markets as well as for tourist development. Serres is lacking in that last respect, its close proximity to other popular destinations in northern Greece, such as Thessaloniki and Halkidiki, has made its positioning more challenging and it only of late that the city is promoted as a weekend break destination. It is noted at this point that a school of tourist guides recently opened in Serres and that there is great potential in the development of tourism.

The economy of the city of Serres rests mainly on commercial enterprises, since the entire productive base, including the processing facilities for the agricultural produce, was rarely based in the city. The structure of

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trade in Serres constitutes from a multitude of very small to small enterprises, sole proprietorships in their vast majority, characterized by low adaptability to periods of intense economic fluctuations.

From the data on employment for the Municipality of Serres we see that most of the population of the peripheral municipal districts is engaged in the primary sector, while for the city of Serres there is a manifest outflow from the primary and secondary sectors towards the tertiary one. One of the ugliest faces of the economic crisis, unemployment, has hit Serres, where there were 6,028 unemployed people in the 2011 census, with 57% of them being men and 43% women while the most worrying data is the percentage of “Young Unemployed” which has reached 62%. It is imperative that this issue be addressed, through targeted training and specialization programmes and other incentives to reinforce local employment, perhaps, again, capitalizing on the presence and know-how of the tertiary educational institutes in the city.

1.1.2 Planning, land uses and cultural assets in the city

Built and cultural environment and green spaces. According to the data contained in the approved General Urban Plan for the Municipality of Serres, the following are the percentages for basic land uses in the city:

• Cultural functions: 1,3% • Urban green spaces – squares: 3,5% • Periurban green spaces: 0,4% • Tourism – Recreation: 0,4%

Green spaces. It should be noted that the green spaces in the central part of the city are very few and, consequently, that there is a severe shortage in this particular land use. The following have been classified as urban green spaces:

• Municipal Park, at the city centre, expanding over two (2) building blocks and divided by Dorylaiou St. Welfare and Education infrastructure occupies parts of this park, which also houses the open-air theatre used for cultural events. • Papaloukas Camp, which includes an area classified as green space. • Various other green spaces inside the peripheral districts and basd on the city planning expansion surveys.

Cultural inheritance – listed buildings and complexes. For the most part, the cultural inheritance monuments are located in the central and northern parts of the city, wherein the location of the old town. Here one can also see the ancient and byzantine acropolis of Serres and the old town, parts of which have been characterized as historic land.

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The hill of the ancient and byzantine Acropolis is located in the northern part of the city and includes the ancient fortified complex of the city, “Orestes’ Tower”, and the church of St. Nikolas. It has been declared as an archaeological site and is a landmark and point of reference both for the city itself as well as for its residents.

This part of the city is witness to its urban evolution and development through the ages. It includes noteworthy samples of byzantine, post-byzantine and early modern buildings exhibiting elements of neoclassic architecture, while there are buildings exhibiting European architectural styles, such as art nouveau and baroque, all of which exemplify a balance of heights, volumes and open spaces in harmony with the environment.

A total of 47 buildings in the city of Serres have been declared as monuments and listed buildings. Roughly 1/3 of these are located in the old town, while the rest are dispersed along the zone on either side of the El. Venizelou – Meg. Alexandrou axis. The military assets of the city do not date back that long, although there are ottoman-era listed buildings at Em. Pappas camp, including stables, warehouses and sleeping quarters. Aside from this, the reader must appreciate that the historical significance of the buildings in the camps themselves is somewhat diluted in city rife with much older and more historically significant monuments.

Cultural infrastructures – museums. The following museums are located inside the city of Serres: • Bezesteni Archaeological Museum: the area of Bezesteni was a closed-air marketplace dating back to the middle 15th century, while it houses the archaeological museum since 1970. • Natural History Museum, in operation since 2007 and the continuation of the Center for the Protection of the Natural Environment, which was founded by the Municipality of Serres in 1996. • “Georgakis Olympios” Folklore Museum of the Vlachs. This belongs to the Vlach association of the Prefecture of Serres. The museum opened its doors in 2008 at the facilities of the association, the culmination of the efforts that begun in 1995. • Sarakatsani Folklore Museum. The culmination of a twenty five year effort, this museum opened its doors to the public in 1997. • Lyceum Club of Greek Women Folklore Museum, whose main objective is to preserve Greek customs and traditions, dances and songs, dresses, musical instruments and, in general, of every element associated with Greek culture and tradition. • Folklore War Museum, housed on the 2nd floor of the Administration Building for the Regional Unit of Serres, at “K. Karamanlis” hall. • Ecclesiastic Museum of Serres, exhibiting icons and various other ecclesiastic relics from churches in Serres and Visaltia. The museum is housed on the 2nd floor of the Metropolitan Church of the city.

Other cultural infrastructures in the city include the Municipal Library, founded in 1952, the Municipal Regional Theater of Serres, amongst the first municipal theaters established by the Ministry of Culture, the

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Musical-Gymnastic Club “Orpheus”, established in 1905, the Maximian Spiritual and Cultural Center established by the Holy Metropolis of Serres and Nigrita and operating since 1998.

The reader will not fail to observe the number of different folklore museums dispersed in the city, a number too large for a city of this size to support. An argument may, therefore, be raised relating to a possible consolidation of these museums and the establishment of a larger space dedicated to them, perhaps inside a former military asset.

The environmental upgrade of the area is provided for in its recent Urban Plan, so as to offer better living conditions for its residents. With respect to the shortage in green spaces which, based on the quality standards, amounts to 181,5 stremma while the total needs for green spaces for the Urban Complex of Serres amount to roughly 195 stremma, it is provided that such shortage will be covered by utilizing the army camps on the western part of the city, converting them to Communal Areas and Areas for Social Services. There is an imperative and pressing need for more communal and green areas in the city.

Operational Plan for the Municipality of Serres 2014-2019. The Operational Plan is the key tool for planning local actions and the internal development of the Municipality of Serres, as well as defining the basic framework for the determination, direction and coordination of the activities for all administration and services bodies. Its goals include:

a) the promotion of local development; b) the internal development of the Municipality as an organization; c) the development of collaborations between the Municipal and local, regional, national and international players.

Based on European, national and local development priorities, the pursuits and commitments by the Municipal authority, the vision of the Municipality of Serres relates to the “Establishment of a Municipality forceful, dynamic and modern, a Municipality that stands by its citizens with a human face, social welfare and a high living standard”. The ten development axes/priorities shaping the operational planning of the Municipality include the strengthening of research, technological development and innovation, the improvement of access to Communications and Information Technologies; the improvement of competitiveness of medium-sized enterprises, including those in the agricultural sector; the promotion of social inclusion and combating poverty and all kinds of discrimination and the investment in education, training and life-long learning. They also have a strong environmental dimension which includes supporting the transition to a low-emissions economy; promoting the adjustments necessary to tackle climate change on the local level; to prevent and manage environmental risks and to protect and promote the protection of the environment and to utilize all available resources in order to create more green spaces available to its citizens. The military assets in the city figure prominently as important tools towards the pursuit of the

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Municipality’s goals across a number of the priorities cited above, especially those with environmental undertones.

1.2 Vision of Serres

The vision of the Municipality of Serres, based on the local, national and European development priorities, goals and commitments made by the Municipal Authority relate to the “Cretion of a Municipality that is strong, dynamic and modern, a Municipality close to its Citizens. A Municipality with a human face, a distinctive personality, offering social prosperity, uninterrupted economic development and high quality of life”. More specifically, the vision of the Municipality of Serres focuses on: • Upgrading the quality of life for its citizens, guided by the immediate and direct resolution of the most important problems of their daily lives. • Consolidating social solidarity and cohesion, as well as increasing the employment rates for the population. • Implementing the further remediation of the Municipality of Serres, aiming at its financial independence. • Reinvigorating local economy and establishing the economic competitiveness of the area. • Promoting the competitive advantages of the area and, in particular, to support the primary sector (agricultural, stock breeding) aimed at a balanced development between the urban web and the municipal-local communities. The area of the Municipality of Serres possess of the prospects and the boost to reclaim and viably support introvert and extrovert development, a key condition, however, being the well-documented planning and rational management and application of combined interventions across all productive sectors, but also the Municipality’s Services, always adjusted and catering for local needs and potential. The operational planning for the Municipality of Serres moves along the following ten (10) development priorities/axes, as such are set for by the Regional Operational Programme for Central Macedonia 2014- 2020: 1. Supporting and strengthening technological development and innovation. 2. Improving access to Information and Communication Technologies, their use and quality. 3. Improving competitiveness for small and medium-sized enterprises, including those in the agricultural sector, fishing and aquaculture. 4. Supporting the transition to low-CO2 emissions one in all sectors. 5. Promoting the adjustment to climate change, risk prevention and management. 6. Preservation and protection of the environment and promotion of the effective and efficient use of resources. 7. Promotion of viable means of transportation and lifting of obstacles relating to basic networks infrastructure.

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8. Promotion of viable and qualty employment and support of workers’ mobility. 9. Promotion of social inclusion and combating povetry and discrimination. 10. Investments in education and training for the acquisition of skills and life-long learning.

1.3 The military camps in Serres

Four military camps are located in the greater vicinity of the city of Serres, occupying a total area of more than 600.000 square meters. Three of them are located on the two axes leading to the city, two on the axis from Thessaloniki (Kolokotroni and Kleisari camps), one on the axis connecting Serres with Drama (Em. Papas camp), while the fourth (Papaloukas camp) was incorporated in the city after the more recent expansion of the latter. The presence of such a great number of military camps in the city can be attributed to its close distance to Greece’s northern border, with Bulgaria, and the turbulent history of the Balkans, which has been the theater of many wars, several of which took place in the 20th century and indeed between Greece and Bulgaria (1st and 2nd Balkan wars). Of the four camps three have been inactive for the last 15 years and one is still active.

Position of the former military camp in the urban fabric of Serres

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Kolokotroni military camp. Occupying a total area of 260.775 m2 and situated at the west entrance of the city, the Kolokotroni Military Camp dates back to 1925 and belongs to Ministry of Finance. The presence of the military dates back to the year 1925, after the rehabilitation of the refugees from Asia Minor, who erected the permanent installations of the camp, while it was in operation until recently.

Kleisari military camp. Occupying a total area of 62.522 m2, this camp is situated at the west entrance of the city, to the north of the Thessaloniki-Serres motorway and opposite Kolokotroni military camp. It belongs to Ministry of National Defense and is still in commission.

Emmanouil Papa camp. Inactive, area 153.702 m2, situated at the north entrance of the city, dates back to 1927.It belongs to Ministry of National Defense. E. Papa camp is located to the southeast of the city, almost touching on its Urban Plan and to the north of the Serres-Drama National Road. Military authorities commissioned the camp in 1927 (Cavalry Regiment) and operated the camp until its recent decommission.

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Papalouka military camp. Inactive, area 124.759 m2, situated inside the city, dates back in the period of Ottoman Occupation of the area. It belongs to Ministry of National Defense. Recently, thirteen buildings are declared as monuments by the Ministry of Culture and Tourism. The Hellenic Army succeeded the Ottoman military authorities, who operated this camp since early 20th century, in 1913. Several Ottoman buildings survive in the camp.

Leaving aside the camp still in active use, the Municipality of Serres has focused its efforts on Em. Papa and Papalouka military camps, in order to negotiate with one party (the Ministry of National Defense) and where the enacted legislation acted in favor of the Municipality’s case.

1.3.1 Project Area 1: Papalouka former military camp

Fact sheet. The former military area is situated in the centre of the city and it is no longer used by the army. The military camp dating back to the Ottoman occupation of the region. The size of the area is approximately of 124.759 square meters. The owner of the area is the Ministry of National Defence. Recently, thirteen buildings has been declared as monuments by the Ministry of Culture and Tourism.

The area of the former camp The camp in urban fabric of the city

General introduction to the project area. Papalouka former military camp is the only one that it found itself “trapped” inside the urban tissue. It borders with three urban settlements (west, south and north side) and

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one gypsy settlement with permanent dwellings (east side). All the urban settlements are characterized as purely sites for residence and there are not many shopping areas. The buildings are usually with one to two floors and character of neighborhood is quite obvious. The camp touches the Prousis street which is part of the ring road of the city. It is connected with the city center with one of the main roads of the city (Ippikou Sintagmatos and Anatolikis Thrakis streets). It is within walking distance of the city centre, the administrative and shopping center and other retail facilities and mixed use facilities. The houses along Ippikou Sintagmatos street have architectural interest and there is also the Tzitzirli Mosque, a listed monument.

Furthermore, the camp is very close to Agioi Anargiroi Stream, which is part of the Agioi Anargiroi valley. The latter is the most famous leisure and green area in the city where many people visit for walking, jogging, biking or just enjoying coffe or drinks during hot summer. There are also many athletic facilities in the valley such as Swimming pool, Sports Hall and open space fields. It is also a tourist destination for many visitors.

Relation with the local urban planning tools. For the area of Papalouka former military camp the Municipality of Serres has developed an “urban scheme” or layout to activate the regeneration of the area. It is a generic project idea that identifies the building to recover (restore) and which possible functions identify for them. In relation to this, some years ago, the Municipality of Serres has demolished some parts of the boundary (wall) of the former military base, making possible the entrance of the inhabitants to use the site like a public park. This was the first act of the re-appropriation of the site by the inhabitants and the project proposed by the Municipality is aimed to the reinforcement of this act. In addition to this urban project there is a proposal for the development of a Museum in the area starting from the reuse of one of the listed building. The proposal for the urban planning of the Camp was approved by virtue of decision in Government Gazette no. 95/ΑΑΠ/26.5.2016.

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The general layout proposed by the Municipality of Serres for the regeneration of the area. With the blue line, the sector of the listed buildings; with red colour the footprint of a new museum; with the green colour the area of the public park.

State of repair (buildings, open spaces, etc.). Existing buildings in the ex-military camp have been deemed listed by virtue of decision no. ΥΠΠΟΤ/ΔΝΣΑΚ/22272/343/26-3-2012 (OGG 120 ΑΑΠ) by the deputy Minister for Culture and Tourism. Most of these are concentrated in the north-eastern part of the camp’s area. They are buildings erected to cater for the operating needs of the space (sleeping quarters, headquarters, warehouses, etc.). They constitute a rich building inventory that exhibits significant typological, construction and morphological interest. Save for a two-storey building, all other buildings are single floor with a rectangular cross-section while the floor plan in some is “Π” or cross shaped, with spacious and unified spaces. Their roofs are wooden, two- or four-sided paved in roof tiles. Some have been built with carrying masonry, brickwork or stonework, while others are mixed constructions (combination of masonry and support columns). Most bear neoclassic elements on their facades.

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This building inventory undoubtedly needs to be promoted as a historic reference to their original use. The architecture of the buildings, their form (volume, shape, access points), their lay-out and organization all refer back to the original use of the spaces and their history. To accommodate new uses, necessary for the modernization and functionality of the city of Serres, these buildings may be restored for reuse with respect to the character of their original military use.

Combined with the natural environment and high level of vegetation, this space is a green lung for the city. There is also a rudimentary road network, while parts of the compound’s fencing survive in its north- western, northern and eastern boundaries.

The state of repair of the buildings and open spaces within the project area.

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1.3.2 Project area 2: Emmanouil Papa former military camp Fact sheet. It is situated at the north entrance of the city. The presence of the camp in this area dates back to the 1927. The owner of the area is the Ministry of National Defense. The size of the area is approximately of 153.702 square meters.

The area of the former camp The position on the camp in urban fabric of the city

General introduction to the project area. The Emmanouil Papa former military camp is situated 3 km east of the city center, at the suburbs of the city. It belongs to the rural area of a suburb of Agios Ioannis, where many citizens live and commute everyday to the city center for work. It also borders with the national road which connects Serres with Drama, the capital city of the neighbor prefecture.

The area between the camp and the city, according to Master Urban Plan, is characterized as “area to serve urban population” where land uses as retail services, offices, banks, shopping centers, administration services and recreational services are predicted. The area south of the camp, is proposed to be used for dwellings, small - scale rural activities and shops along the length of the road to Drama. In other words, it is an area for the future expansion of the city. At the east side, land uses for large scale cultivations such vegetables for local needs, are present. Just outside of the camp, there is an open central station of local buses, on a municipal site. There are plans this station to be connected with the city center with a park and ride system, in order to eliminate the number of visitor cars entering the city.

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Relation with the local urban planning tools. As for the Papalouka former military camp also for the Emmanouil Papa former military camp the Municipality of Serres has developed a urban design project. In this case the idea is about the renewal of the buildings with public and cultural functions. In the project are identified the functions (activities) to insert in buildings and some changes to the layout of the streets and open spaces. The proposal for the urban planning of the Camp was approved by virtue of decision in Government Gazette no. 110/ΑΑΠ/17.6.2016.

The general layout proposed by the Municipality of Serres for the regeneration of the area.

State of repair (buildings, open spaces, etc.). The area consists of two sectors: one big green open space and one sector where there are the buildings of the former military base. Some of the buildings date back to the beginning of the previous century and others date back to the decade of 60s. Thirteen buildings have been studied by the Ministry of Culture/ local Antiquity Department and have been proposed as listed ones. There is also a road network whose maintenance is quite necessary. The central street is shaded by the branches of the tall trees, situated at its sides, resulting to a marvelous sight. Concerning the green open space, its quality is good because the maintenance is organized by the Municipality of Serres. For the second sector, the state of repair of the buildings, is very low. A significant number of buildings constructed for the needs of the cavalry regiment that used the camp (sleeping quarters, dining hall, warehouses, stables, HQ, etc.) survives inside the camp. The buildings belong

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to two different eras with the older ones having been erected in the Ottoman period, while the more recent ones during the 60s. They constitute a rich building stock that exhibits significant typological, construction and morphological interest. Save for a two-storey building, all other buildings are single floor with a rectangular cross-section while the floor plan in some is “Π” or cross shaped, with spacious and unified spaces. Their roofs are wooden, two- or four-sided paved in roof tiles. Some have been built with carrying masonry, brickwork or stonework, while others are mixed constructions (combination of masonry and support columns). Most bear neoclassic elements on their facades. Thirteen of these buildings was recommended for renovation by the Department for Modern Monuments in its document with protocol number 1702/6.8.2012 and the procedure for them being included in listed buildings has begun. Combined with the natural environment and more specifically the existence of a natural grove, of area 3.447,50sq.m. which was designated as “forest” by virtue of Designation Act no. 20125/10.12.2012 by the Forest Inspector for the Prefecture of Serres and the high vegetation along and on both sides of the central road that crosses the ex-camp, some clusters of trees at the old entrance of the camp were also designated to be “forestland” by the same designation Act, this space is a green lung both for its greater vicinity as well as for all visitors to the city. There is a rudimentary road network and the central paved road with the rows of trees on either side is most impressive.

Figure: The cenrtal road and the rows of trees

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1.3.3 The Legislative Framework In the context of the implementation of Law 2745/1999 and the current legislation on the utilization of army camps, the Municipality of Serres begun investigating how to utilize the army camps in the city. Following consecutive meetings between Municipal Services and the Capitalization and Relocation Service of the Hellenic Army, which belongs to the Ministry of National Defense, surveys on ownership, proposals for the development of Em. Papas camp, recommendations by the work group of the Technical Chamber of Greece, research by the ATEI of Serres, it was agreed by the Municipality of Serres and the Ministry of National Defense for the following to be irrevocable transferred to the ownership of the Municipality of Serres:

• Papaloukas camp in its entirety, a land area of 124.759,40 square meters and the buildings therein. • Lefkonas Artillery Depots in their entirety, a land area of 27.966,00 sqm and the buildings therein. • An area of approximately 108,000 square meters from Em. Papas camp for green spaces and welfare facilities, which a planned area of approximately 45.000 sqm will remain in the ownership of the Ministry of National Defense.

Thus of a total area of 306.427,28 sqm, an area of 260.949,22 square meters will devolve to the Municipality of Serres, namely a percentage of 85,158%, thus satisfying the commitments in Law 2745/99, as these are cited in the decision by the Municipal Council no. 866/2011.

A necessary condition posed by the Ministry of National Defense for the definite concession of the areas above to the Municipality of Serres is the drafting, care of the Municipality, of the required city planning surveys, provided for by Law 2745/99, thus ensuring green spaces as well as spaces for welfare facilities, and their approval by the Ministry of the Environment and Energy.

Between 2012 and 2015 the Municipality of Serres continued its collaboration with the Ministries of National Defense and the Environment and Energy, to complete the procedures for the approval of the city planning surveys for Em. Papa and Papalouka camps, the goal being the materialization of an agreement between the Ministry of National Defense and the Municipality of Serres on the concession to the Municipality of Serres of roughly 270 of the 315 stremma of the three military assets, Em. Papa and Papaloukas camps and the Lefkonas Artillery Depots.

However, according the draft of a new law submitted to Parliament and voted in favor of on July 21, 2016, the will of the new political leadership of the Ministry of National Defense is to lease the camps to the Municipality for a rent that will amount to more than 5% of the rateable value of the real estates. The Municipality of Serres must be excluded from the provisions of this new law, while the agreement attained between the Ministry of National Defense and the Municipality of Serres in the context of Law 2745/99 must be implemented.

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Following a lot of effort and several on-site visits to the Army’s relevant Service in Athens, a positive development on the issue of the camps ensued in January 2017, when the process for the concession of Em. Papa and Papalouka camps to the Municipality of Serres was concluded. The conclusion of the concession satisfied a long-standing request by the people of Serres. It was requested that should there be commercial activities in the camps, the Ministry of National Defense participate with a percentage in the ensuing net profits. With respect to the Lefkonas Artillery Depots, the land of which is utilized by the Horse Riding Club of Serres for many years now, the Club has submitted a request pursuant to which it requests the long term concession of the area against a symbolic price.

1.3.4 The particularities of the military assets in Serres

It should be evident by now that the case of Serres presents certain particularities. Firstly, although inactive now, these camps were in commission some 15 years ago. This means that they were manned, had active guard posts and access to them was restricted to authorized personnel only. Hence the people of Serres perceived the camps as enclosed spaces which while part of the city lied outside their reach. Consider them, if you will, as “black spots” on the map. Secondly, the role of the Hellenic Army itself has been a disputed one in modern Greek history. The country suffered a military dictatorship from 1967 until 1974, where the army acted as the enforcer of the regime and its relations with ordinary citizens rested on fear rather than trust. Hence the physical manifestations of the army, the camps and especially those inside cities, carry negative connotations for many Greeks who remember that era.

These observations lead to the conclusion that before any reuse and inclusion of the camps in the city’s life, there will need to be a “replacement”, people will have to perceive them as part of the city, the black spots becoming lit. They will have to overcome years of habit, to overcome any preconceptions they might have about the military in general. For the goal is not to disassociate these camps from their military past, but to include them and all the connotations carried with them in the city’s landscape and life and in order to do so, these issues must be addressed from the beginning, even before any interventions in the camps themselves have been carried out.

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1.3.5 How the re-placement of the camps leads to the re-branding of Serres

Re-placement and re-branding for the camps and the city are complementary notions, intertwined and interrelated through and by means of identity building and the placement of landmarks that contribute towards the city’s narrative.

Branding has become one of the most important strategic tools since its inception and adaptation. Branding has been applied to all kinds of commodities, institutions, personalities, and places among others due to its effectiveness and contribution to the bottom line. Over a period of time most brands lose its relevance in the eyes of their consumers in particular and market in general. This brings to bear the role of rebranding either the product or organization.

What is a Destination Brand? Buncle (2009, p.6) states that a brand is a “competitive identity, [which] makes a product or destination distinctive and differentiates it from all the others”. Therefore, identification and differentiation are the two main functions of a destination brand (Qu, Kim & Im 2010). It comprises a product or destination’s core (inherited) characteristics, such as landscapes, culture, languages and history, and its manufactured assets. It is also important that the brand is believable and reflects the features of a destination even if they may not be widely known (Vogt & Kaplanidou 2010). On the other hand, a destination brand cannot be created and introduced in the same way as a product brand, as it is composed of for example people, culture and landscapes (Buncle 2009). Moreover, a brand is not only the visual or verbal elements, such as a name, logo or slogan. The destination brand shall be embedded consistently in all the visual elements used throughout marketing communication, but they are not the brand. It is a combination of visual and verbal elements, and the customer perception surrounding it, which makes a brand truly unique. After clarifying what a destination brand is, there follows the question of why branding a destination? Why should potential customers visit destination A, rather than destination B or C? What are the main differences between destinations, and how can they be emphasized? Even though the principle of branding is nothing new in the world of consumer products, destination and place brand strategies have first been applied in the 1990s. Australia, Spain and Hong Kong have been the first countries and cities that approached destination branding on a national level, shortly followed by major cities such as Las Vegas and Pittsburgh. In addition, there is little and only limited knowledge about destination branding, though it gained extensive academic interest. Nowadays people’s expectations about vacation destinations become more and more sophisticated. Selecting a destination that is suitable for compacted vacation time, income, social value, and that also satisfies all emotional needs and wishes, is a difficult undertaking. Morgan and Pritchard indicate that “the battle for consumers in tomorrow’s destination marketplace will be fought not over price but over hearts and minds, and this is how places have moved into territories previously

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reserved for consumer brands”. Destination branding “is not about disingenuously manipulating people’s perceptions or the destination pretending to be something it is not” (Buncle 2009, p.11). For reasons of differentiation, destinations have to highlight their unique assets and point out why they are worth visiting (Buncle 2009). The creation of a clear image in the customer’s mind is, again, crucial to the destinations’ ultimate success. Components of Destination Branding According to Vogt and Kaplanidou (2010), destination branding comprises many components, for example brand positioning, identity, image, equity and loyalty, which form the brand concept. Destination branding is mainly explained by the concepts of destination image and identity. In short, ‘brand identity’ is what the destination marketers and stakeholders (the sender) create and what they want the brand to “be”, whereas the ‘brand image’ is what the customer (the receiver) perceives of the brand and the destination.

Rebranding is basically changing an organization’s name, targeting and repositioning the organization's offer to its customers and other publics. It is usually done to assign new meaning to an existing product or organization. For quite some time throughout rebranding literature (Rodrigue & Biswas, 2004; Simonin & Ruth, 1998), the focus has mostly been at the product brand level because usually the objective is to be able to alter or extend the brand’s existing associations and also align the new image to new associations albeit not always successful. An aspect of rebranding that is of much importance to researchers is identified by Muzellec and Lambkin (2005) who argue that rebranding can be categorized into two dimensions and both dimensions include changes in marketing aesthetics and in the brand position. According to them, Evolutionary rebranding involves a fairly minor development in an organisation’s positioning and aesthetics that is so gradual that it is hardly noticed by outside observers, however, Revolutionary rebranding involves a major, identifiable change of positioning and aesthetics which fundamentally redefines the organization, this change is usually characterized by a change of name and it is used as an identifier for cases of revolutionary rebranding. In both cases, successful rebranding efforts appear to adhear to a set of principles:

Principle #1: Focus on driving stakeholder preference for your brand, not just consideration. The fundamental purpose of branding is to stand out from the rest of the crowd . Yet, many destinations pursue identical brand attributes, leaving audiences with little difference to see. Such is the case with most Greek holiday destinations that stick to the tired “sun-sand-sea” narrative. While such similar-sounding, desirable messages can help the destination to build a strong reputation and drive stakeholders (potential visitors) to consider the destination, they’re not enough to create preference for the destination over its competitors.

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Principle #2: Co-opt stakeholders in brand development to create and sustain meaningful brand differentiation. Who would want their branding efforts to turn into branding disasters? Work in isolation and the result could be something similar. A destination brand is not just the messages sent out from the center, but rather a sum of the actions of leaders, local actors and civic society in general. In fact, as you cede more control to target audiences, the likelihood that the brand will drive destination preference increases.

Principle #3: Create active support of the brand. Engaging passionate and influential local actors as “brand ambassadors” and equipping them with facilitation tools can help quickly bring the destination-brand to life.

Principle #4: Communication is key In this respect, it is smart to consult all stakeholders, internal and external. Any proposed changes should be discussed transparently with local actors via internal training and other engagement activities. Making sure everyone is on the same page and heading in the same direction is vital to successful rebranding. A destination would be wise to keep in mind their current visitors and to avoid uncommunicated actions that might concern suppliers or alienate the existing tourist base. This can be accomplished by an enthusiastic promotional campaign that brings these stakeholders along with the changes, and doesn’t just inflict it on them.

Principle #5: Play to your strengths Sometimes an overlooked strength of a destination is its history, which can be used as part of rebranding to the future. To offer an example from the business world: The long-established British fashion house, Burberry, had found itself with something of an identity crisis in the early part of the 2000s as it became associated with ‘chavs’ and football hooligan culture, a trend attributed to lower priced products and counterfeit versions of their famous pattern. To overcome this unwanted perception, Burberry removed the pattern from all but 10% of its products and enlisted celebrities such as Emma Watson and Kate Moss in its advertising to highlight its luxury fashion pedigree with great success. Staying authentic is an important way to build trust. Accentuating local history will help Serres differentiate itself from other competing destinations and the ex-military camps can help in this direction by shedding light to little-known, anecdotal facets of local history which will support this new narrative.

Principle #6: Successful brands are the result of disciplined, coordinated, well-funded marketing efforts that span years, not months or days.

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To make such commitment, leaders need to understand how the brand contributes to the bottom line of the destination. When an organization has successfully branded itself, it will have access to markets and individuals never imagined by the management of an organization that has not successfully branded itself.

Rebranding is an internal as well as external process. The proposed model will involve the city’s actors as represented in the ULG and its successor schema for all internal purposes. The model commences from environmental stimuli that include the views of the tourist industry as expressed by operators, hotel managers and other professionals as well as the views of local society, as such as expressed by individual citizens, NGOs, local associations etc. The axes for the development of the new identity or ‘brand’ will thus be established following a process as the one outlined above.

1.3.6 Collaborating with neighboring municipalities to establish joint promotional and tourist strategies and activities

But Serres is not alone in its rebranding efforts. In fact with the re-placement and re-use of its ex-military assets it can potential join forces with neighboring municipalities that have similar assets to explore ways for common action. Discussions have already commenced with the Municipality of Sintiki that has 2 prominent fortresses in its vicinity and managerial competence to establish a common approach to the rebranding of the entire region as a place of historical prominence especially with respect to the twentieth century. Their joint efforts can rest on the following directives, as such have been identified in the Sustainable Development Survey & Analysis for the city of Serres: • The need to reinforce the identity (brand name) of the region in the existing target markets.

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• The dissemination of special and alternative tourism options offered by the region. • The dissemination to the target markets of all competitive advantages offered by the region. • The establishment of conditions to attract new target markets. • The establishment of the region as an attractive short-break destination both in the Greek and the Balkan market. • The mitigation of seasonality and the increase of tourist traffic throughout the year. • The expansion and thematic differentiation of the tourist product. Here history and especially military history can play an important role, since it will also open the highly specialized but also high spending niche market of reenactment aficionados, who are already including Fortress Roupel* in their annual itinerary.

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Chapter 2: SWOT Analysis 2.1 Why SWOT Analysis

SWOT analysis as a methodological tool of mixed analysis that results in the modeling of the main findings, which occur from the analysis and recording of the internal and external environment.

A SWOT analysis consists of the following four equally important parameters: a) Strengths, b) Weak Points, c) Opportunities, d) Threats.

This technique is a benchmark for drawing up key sectoral options. In particular, through this analysis we can diagnose high or low interest on our future intervention sector, strategic priorities as well as guiding principles for its development.

In this direction, we provide a SWOT analysis which is been evaluated in regard to five different aspects: Economy, Demography, Society, Urban Environment, and Climate. Τhat helps us to determine not only the needs and challenges of the external environment but also the objectives and the expected results.

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2.2 Economic SWOT Analysis

CHALLENGES STRENGTHS WEAKNESSES OPPORTUNITIES 1. To attract investments and Existence of industrial area Negative balance of business To assume the role of a cross- businesses entries-deletions with the border collaboration center company register Utilization of the geographical 2. Orientation towards extroversive Rise of exports in recent years Lack of connection between the position and size for Balkan activities / in city’s economy and the oriented activities agricultural-nutrition sector of the greater vicinity 3. Structural adjustment of Center to provide services relating enterprises Decreasing costs in most sectors to agricultural activities, transportation and trade 4. Strengthening R&D activities Existence of Academic Institutions Supporting the city’s economy that Collaboration between businesses and scientific personnel rests on commercial very and educational institutions small/personal businesses 5. Dealing with the transfer of Size of city and market catering for Lack of liquidity/investments Exploitation of geographical place private consumption to Bulgaria the greater vicinity and size and orientation of activities towards the Balkans 6. Dealing with the Existence of Academic Institutions Lack of institutions supporting Center providing services to relocation/transfer of businesses to and scientific personnel to provide entrepreneurship agricultural activities, Bulgaria superior workforce transportation and commerce Collaboration between businesses and academia 7. Differentiation of the city’s Existence of tourist/cultural Low level of promotion of Exploitation of passing tourist flows economy towards creative resources in the city and its greater tourism/culture sectors/tourism vicinity 8. For efficient and cost saving Decreased cost of business services Low level of Information Segmental introduction of e- operation of municipal services Technology in municipal services governance solutions and management of assets

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2.3 Social SWOT Analysis

CHALLENGES STRENGTHS WEAKNESSES OPPORTUNITIES 1. Creation of jobs Existence of Academic Limited ability for the Reinforcement of the quality Institutions, Research Facilities workforce to adjust to the characteristics and guiding the and Professional Training changing conditions workforce Centers 2. Support of young Operation of infrastructure High unemployment rates. Motives and incentives to unemployed and sensitive such as the Community Severe unemployment enterprises social groups Centers problem for the youth and vulnerable social groups

Limited interconnection Better coordination between between active employment employment measures and policies and the needs of the social policy labour market 3. Activation of the society of Existence of NGO and trend for Low level of social Establishment of social citizens voluntarism entrepreneurship enterprises 4. Support of vulnerable and Adequate level of health, High percentage of individuals Reinforcement and expansion special population groups mental health, care and belonging to vulnerable groups of infrastructure (Community welfare infrastructure Centers, Centers for the Support of Domestic Violence Victims) Provision for ramps and guides Lack of infrastructure to Sound signals at crossings for the blind on pavements support the autonomous mobility of the disabled 5. Reinforcement of social Existence of social grocery Great number of uninsured Reinforcement and cohesion store, pharmacy, time-bank. and vulnerable population coordination of social Charity handouts groups institutions and bodies fighting poverty

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2.4 Demographic SWOT Analysis

CHALLENGES STRENGTHS WEAKNESSES OPPORTUNITIES 1. Keeping and attracting University students and young Domestic and foreign Creation of an attractive and young people scientists - academics migration of highly skilled lively urban environment and individuals economic activities 2. Creation of a viable and Population size of the urban Trend of aging for the Creation of infrastructure and friendly urban environment for center – increase of populating population and workforce activities that support active the elderly living in the center / and healthy aging urbanization of Municipality 3. Improvement of knowledge Existence of academic Low educational level for Utilization of the educational, and skills of those with lower institutes, research facilities general population training and research levels of education and centers for vocational infrastructure in the city training and life-long learning 4. Strengthening local cultural Important cultural assets, Non unified cultural zones , Creation of new cultural sites product cultural capital of high value lack of art halls like Xenakis’ Museum

5 Valorization of local cultural Historic buildings and Lack of money due to extended Co financing opportunities viA heritage monuments of recent history financial crisis EE programs that can be restored and rehabilitated , active cultural groups etc

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2.5 Environmental SWOT Analysis

CHALLENGES STRENGTHS WEAKNESSES OPPORTUNITIES 1. Decrease of CO2 and SO2 Pedestrian ways network in Increased use of private Deterrence from using emissions the commercial and vehicles in the city cars, especially in the administrative network commercial and administrative center 2. Decreasing noise pollution Bicycle lanes in the commercial Unconnected bicycle lanes Expansion-connection of and administrative center bicycle lanes and pedestrian ways 3. Adoption of alternative means of Favorable ground morphology Insufficient facilities for use Creation of network/ transportation (low inclinations) and assembly outside of connection of lanes Implementation of provisions in bicycle lanes the General Plan on the city’s traffic network University students Unconnected bicycle lanes Provision of alternative means (bicycles) Implementation of the Central spaces for crowd Urban regeneration of 4. Creation of attractive provisions in the General assembly / landmarks with squares, parks and urban environment for Plan on the upgrade of the no aesthetic or functional playgrounds citizens, businesses and center issues visitors, especially in the Existence of cultural and tourist Lacking promotion and Signaling the commercial and assets communication landmarks/monuments administrative center/ Establishing a public information Organization of open spaces service for creative and alternative leisure activities Buildings of high historical and Destruction / degradation of Financial opportunities via EE cultural value such as the ruined buildings of high programs for restoration and former military camps historical and cultural value reuse

Huge open green spaces Αbandoned hazardous areas Financial opportunities via EE around the former military programs for rehabilitation camps Existence of wifi access Lack of coverage especially in Upgrade and expansion of area where the public network and content assembles Bioclimatic regeneration of Low level of green and open Unification and expansion of streets in the commercial and spaces inside the urban web street bioclimatic upgrades administrative center and in central areas in particular Hottest city in Northern Greece

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CHALLENGES STRENGTHS WEAKNESSES OPPORTUNITIES 5. Improvement of the Experience and expertise by Lack of data on the level of the Establishment of body for effectiveness and efficiency of the competent Municipal urban center and on the monitoring and informing on urban development planning Services challenges facing urban urban development development 6. Mobilization and NGOs and the trend Lack of inclusivity and Utilization of voluntarism and sensitization of citizens on supporting voluntarism coordination of solidarity economy urban development organizations/citizens

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2.6 Climate Change SWOT Analysis

CHALLENGES STRENGTHS WEAKNESSES OPPORTUNITIES High maintenance cost Utilization of LED and remote 1. Energy and cost saving Experience and expertise of for the municipal street sensing technologies for urban networks competent Municipal Services lighting grid High maintenance cost for Utilization of LED and remote the traffic control network sensing technologies (traffic lights) 2. Confronting the urban Bioclimate regeneration Hottest city in Northern Unification and expansion heat island phenomenon interventions for streets in the Greece of the streets and public commercial and administrative spaces with bioclimatic center Low levels of green and open features spaces inside the urban web and especially the center 3. Promotional activities for the The Municipality has a guiding Low level of energy saving Electric vehicles sensitization of role in energy saving systems applications in the private citizens/businesses on energy sector and households Energy upgrade of the City Energy management systems saving Hall and schools for buildings 4. Energy saving in municipal Extension of energy upgrade Lack of investments and own Utilization of funding tools buildings and the use of works, utilization of sources and private-public renewable energy geothermic potential and collaboration installation of photovoltaics on roofs 5. Protection from natural Floods and damages caused by disasters Exploitation of suburban Ag. Anargyroi torrent and exurban recreational spaces Implementation of managerial Fire risks in the exurban and administrative measures for forest. Corrosion risks in waste and natural residue the are of Akropolis Hill cleaning

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2.7 Contribution of MAPS on the issues identified in the SWOT Analysis Following the methodologies developed below and through the recommended scheduled actions, MAPS can make substantial contributions to several of the issues identified in the SWOT Analysis.

Specifically, and by taking into consideration the findings of the SWOT and the concept of the reuse of the former military camps, we could define the Needs and Results as following:

Needs Expected Results

Unified cultural zones Creation of unified cultural zones and operation of art halls at places where the historical and cultural heritage of the city will be highlighted, the former military camps Green spaces Valorization of the surrounding green spaces of the former military camps for creative and alternative leisure activities Organized high-value business venues (incubators, Organizing high-value business venues (incubators, conference centers, exhibition halls, product outlets conference centers, exhibition halls, etc.) at the etc.) former military camps Decentralization of city centers’ services Relocation out of center for some city centers’ services of social interest and moving them to former military camps

MAPS has also indirect effects on the issues identified in the Social SWOT, as its provides for the activation of the society of citizens, the creation of a viable and friendly urban environment for the elderly, while the reuse of the former military assets in the ways proposed, will also have a positive impact on the reinforcement of social cohesion as all-inclusiveness was one of the principles that guided this project.

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2.8 Methodology The methodological approach adopted for this project rests and serves the objectives established above and in accordance with the vision of the Municipality. The principal objectives are tourism and culture and we shall focus on these below. 2.8.1 Strategies for the Sustainable Development of Tourism The pillars of intervention in Greece, as set forth by the Tourism Development Strategy 2014-2020, are: 1. Important interventions necessary for the development of tourism infrastructure in the country: Includes infrastructure projects of strategic importance for tourism, such as infrastructure cruise terminal ports in Athens and intermediate ports in other cities, investment exploiting network marinas like Alexandroupolis’ in conjunction with relevant Services, upgrading gateways (airports and ports) of the country and especially in key tourist destinations. There is a need of strengthening research, technological development and innovation tourism interface with Operations Research and Innovation centers and higher education (universities and technical colleges), development of networking (clusters) and intelligent specialization (smart specialization). 2. Infrastructure utilization and protection of parallel 'tourist' natural resources: Interventions in the field of environmental protection measures as energy management of tourist facilities and accommodation, waste management projects and water resources in tourist destinations, environmental awareness actions and training activities that give good practices of synergies in the field of Environment program, especially for the creation of tourist routes in areas of outstanding natural beauty. Developing green infrastructure, subsidies and grants activities for the protection of environment by creating mild infrastructure and exploit alternative forms of energy, in cooperation with European and international organizations on security and energy management. Interventions in the field of culture for upgrading archaeological and cultural interest. Examples of synergies in the field of culture “network of ancient theaters”, "Cultural paths" etc.. 3. Actions that support the creation of businesses These actions include the targeted strengthening of tourism investment through the Investment Law, with the extension, enlargement and improvement of the tourism product. This pillar includes investments in specific forms of tourism development such as Investment in marine, medical/spa/therapeutic tourism, tourism, nature-ecotourism, sports, cultural, convention-exhibition, religious, etc. 4. Actions for the development of human resources: This includes Innovative training programs and employment aid that incorporate new learning methods and skills needed for increasingly higher demands hosting services, particularly in alternative forms of tourism. The actions are targeted at all employees, employed and self-employed people as well as SMEs and entrepreneurs who may also include a development investment in self-employment, micro-enterprises and business creation via integrated programs in the tourism labor market, some of them particularly for young people. It also includes programs that support education and skills acquisition that improves the quality and effectiveness of training in tourism sector.

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5. Infrastructures and development of activities for Networking Special forms of tourism: Establishment and operation of tourism networks (clustering) in order to combine services and create integrated tourist packages. Emphasis will be given in special forms of tourism (agrotourism, spa, sport, religious etc). 6. Spatially integrated operations infrastructure and operations: This Includes actions for regenerating degraded -in tourist interest- areas and removal of old infrastructures (initially with pilot programs and then expansion). Targeted infrastructure projects that enhance the competitiveness of tourism destinations highlighting the important elements eg selected tourist routes tourist kiosks at selected destinations, highlighting local tourism stock (old crafts, monuments, networks of cultural routes), ecotourism infrastructure. 7. Institutional reforms and actions to strengthen the management capacity: Includes both administrative actions and use of ICT especially through the renewed Records Tourism Management and the digitization process of tourist services both for businesses and investors. It also includes modernization of procedures and standards certification of all kinds of tourist services.

2.8.2 ESTABLISHING A NEW TOURIST DESTINATION The contribution of tourism to countries’ economies which are growing from foreign exchange revenues is widely recognized. Tourism is an economic activity of primary importance and significance for many countries. It represents around 35% of the world’s export of services and over 70% in Least Developed Countries According to the 2020 UNWTO’s Tourism 2020 Vision Forecasts; this will generate about 1.6 billion international tourist arrivals worldwide by the year 2020. The recent financial crisis has a deep affect in all tourism enterprises. Throughout past experience (the Gulf War, 9 / 11 terror attacks in the USA, SARS, tsunami, mad cow disease, etc.) the industry of hospitality and tourism proved to be very resilient and it appears that it will continue to grow in the future. Tourism is without doubt a highly sensitive and vulnerable activity and it is not without reason that tourists are described as “shy birds” who can be scared off by any number of real or perceived threats to safety, health and property or financial wellbeing. Tourism, along with recreation in general, exhibits attributes of voluntary behavior. People are free to choose to become tourists and to decide location timing, duration, mode of travel, activities and costs to be incurred. Any one of these attributes can be modified by unforeseen or uncontrollable factors (Boulouta & Ntanos, 2010). Mass tourism has long been the target of criticism. Even its strongest advocates acknowledge that mass tourism creates a wide range of problems, several of which are outlined by Richard Butler (1992, p.33) as follows: price rises (labour, goods, taxes, land), change in local attitudes and behavior, pressure on people (crowding, disturbance, alientation) loss of resources, access, rights, privacy, denigrations or prostitution of local culture, reduction of aesthetics, pollution in various forms, lack of control of destination’s future and specific problems as vandalism, litter, traffic, and low-paid seasonal employment. New forms of tourism have emerged claiming that their impact is less destructive than those of their mass tourism counterpart. As a development option, cultural tourism “has” a positive economic and social impact, it establishes and

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reinforces identity, it helps build image, it helps preserve the cultural and historical heritage (MacDonald, 2004). According to Spilanis & Tsartas 2003, the most important advantages of cultural tourism, compared to other forms of tourism, are the following: • It protects, reveals and utilizes the cultural resources and the general characteristics of the area in which it is been developed. • It is independent of seasonality, as it remains unaffected by almost all climatic conditions. Consequently, it contributes to the lengthening of the tourist season. • It distributes –widely- the touristic wave by introducing new destinations in less developed areas. • It attracts tourists of higher income and educational level, who usually tend to extend their stay in a particular place and participate in more activities. • It is friendly to the natural environment, in contrast to mass tourism, which causes degradation and deterioration of environment. • It creates new job opportunities for skilled workers. • It is one of the main tools of modern strategy revitalization of urban centers (Culture-led urban regeneration). Serres is a city that does not receive not as much of cultural tourists as its historic background offers. That means that despite the historical sites, Serres has yet to be identified as genius locus and thus has not succeeded to become a “tourist destination”, especially for cultural tourists. Within that context the question that first rises here is: what could be the strategic targets of the city that is not among the most common destination that a tourist in Greece might choose to visit? Since our area of interest is neither a European metropolis nor a Mediterranean island, the main targets are considered to be: • Τo enable a change of the dominant image (sun - sand -sea) and the model of mass tourism, by developing alternative forms of tourism, which differentiate the tourism product based on their content and increase the added value of tourism services. The military assets are pivotal in changing the narrating and focusing on history and heritage. • To highlight the comparative and competitive advantages of the region, which would magnify the attractiveness of the region. • To enhance cultural development at local and regional level and invite and involve the population and visitors to cultural, sporting, ecological and educational activities. • To develop and promote cultural resources via new means such as networking, digital technology, etc. • To create "Identity destination” which will improve the image of the region and will help cities to become more recognizable and appealing in the competitive tourism market (Konsola, 2013).

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The main pillars of such a strategic plan would be: • The promotion of cultural resources and the development of information network • The establishing of an identity and brand building effort of the region by using alternative approaches of the site. • The strengthening of actions of culture, sports, education and entertainment such as cultural, educational and sporting events and festivals. It is necessary, at this point, to stress that the assessment of the extent and type of tourist development of a cultural resource is a very complex process that should take into consideration a number of parameters. Various researchers have distinguished those components that convert an element of "potential" tourist resource into integrated tourist attraction. We quote below two of them, whose categories, we try to keep and fulfill in the next chapter that describes the new product. Gunn created a model of integrated tourist attraction consisting of three concentric rings: (a) the "core", which is the resource on which the tourist attraction is based, (b) the "inviolate zone", which gives meaning to the tourist attraction, and (c) the 'accessibility zone", which includes necessary tourist infrastructure projects and information. According to Gunn, every attraction that does not have one of these zones is incomplete and difficult to group. The same scholar in 1993 argued that a cultural resource cannot be termed a tourist attraction (a) if it cannot be visited, (b) if it does not provide information and facilities, and (c) if it is not managed by an operator.

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Pearce on the other hand, established six principles that must be fulfilled for a successful and integrated tourist attraction: (1) the basis of the sight must be a significant natural or cultural resource, (2) there must be efficient facilities and interpretation services so that the public can understand and appreciate the resource, (3) the sight must provide activities that will stimulate the visitors’ imagination, (4) existence of inviolable zone - the tourist attraction occurs in a framework that maintains the resource and allows the visitor to appreciate it , (5) zone support services ( toilets , market , etc ... ) (6) the successful tourist attraction should not be open for the public without any entrance fee (Sarantakou, 2010). Through its participation in the MAPS project, the city of Serres aims to establish itself as a regional tourist destination through the new “products”, namely through the revival of important historic monuments and the revitalization of the historic past. Significance of history Understanding the role of the focal sites in the past is an essential approach to define and respect its identity as much as to promote it in an authentic way. The following management recommendations support the understanding of the significance of cultural history for both the focal sites: • Gather all information already available to study the past of your site. • Assess the importance of the events and historical figures connected to your location: Did they have an impact on the history of your destination? How were they related to the cultural and historical context of their times? • Research further information to enrich the knowledge you have about the past of your site at each level: local/regional/international. Is there any link with key historical figures or events out of your region? Did representatives of neighbouring countries happen to visit the site? Are some events (battle, public gathering) that occurred at your site worth mentioning for international visitors? • Document these researches with as many details as possible, if necessary with the help of history specialists or experts in regional/local culture. • Share with your visitors the importance of culture and history with interpretation material provided on site. Another important step relates to the integration of the sites in the spatial and social web of the city. The first step is to link them, both to each other and to other monuments and places of interest in the city. The creation and promotion of cultural routes has become a trend in the last two decades in cultural tourism development in Europe. Studies has shown that the creation and promotion of cultural routes have achieved a noteworthy impact and progress within cultural tourism and shown enormous potential, not only for regional development in terms of economic growth, but also for SME generation, clustering, networking (intercultural dialogue), and generally promoting the image of the region that chooses to use cultural routes as a mean for tourism development (Council of Europe, 2010). Moreover, it is very important that the promotion of cultural routes involve community participation in cultural activities raising awareness of a common cultural heritage. A cultural route can also constitute a resource for innovation, creativity, small business creation, and cultural tourism products and services

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development. The promotion of cultural tourism is a logical next step in developing cultural routes since this type of tourism builds on the uniqueness and authenticity of remote destinations, local knowledge, skills, heritage and traditions. Cultural routes networks can be very beneficial by providing markets for SMEs’ products and contribute to tourism revenue generation in remote destinations. Each cultural route is unique and results to different economic and social impacts according to its thematic focus, its network and management structures, development approach, geographical dimension, target groups, capacities, and quality standards as regards products and services (Council of Europe, 2010).

2.8.3 AN ANALYTICAL FRAMEWORK FOR CULTURAL DEVELOPMENT CULTURE is not only a “means” of development, but also an important “end”. Creative Diversity provides a comprehensive conceptual framework for describing and analyzing the multifaceted relationship between culture and development. Thus, the framework recognises the dual role of culture both as enabler and driver of development, and acknowledges the multiple roles of culture in development -- as a source of economic and social progress, and also as an object of development in its own right. Sustainability provides an appropriate overarching paradigm for such a framework, allowing a whole systems view of development in which culture plays a role.

Put briefly, this system is made up of the following elements: • There a collection of resources that contribute to the development process; these comprise capital assets in the form of natural capital, human capital, physical capital and cultural capital; • these resources are used to create value in the form of economic value (material and non-material well-being); social value (the benefits of social cohesion, social stability, etc.); environmental value (benefits derived from natural resources and ecosystems); and cultural value (the intrinsic and instrumental benefits • from art and culture that contribute to individual and collective fulfilment); • there are significant cross-sectoral interrelationships between variables and processes within this holistic system; • the process of development can be depicted in terms of one or more sustainable development paths which chart beneficial change in the system’s variables and identify the means to bring such change about. So, for example, a sustainable development path could specify criteria for the sustainable management of each • form of capital, where beneficial change is identified not just in a particular component’s own terms, but also in the interconnections between components of the system. The major features of the framework can be summarised as follows: By placing culture in a holistic development context, the framework allow the links between culture and other sectors to be drawn, serving the objectives of inclusive social and economic development,

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environmental sustainability, and peace and security. The establishment of such links highlights culture’s role as an enabler of development, which, if duly taken into account when designing development interventions, adds impact and effectiveness At the same time, it allows culture’s role as a driver of development to be identified by recognizing the sector’s direct contribution to the generation of economic, social and cultural value, as well as the necessity of sustaining and enhancing cultural capital assets which can themselves be understood as constitutive elements and objectives of development; The framework is explicitly based on the principles of culturally sustainable development, including those related to the long-term management of cultural assets, and the requirements for equity and inclusion in access to cultural life and the safeguarding and enshrinement of fundamental cultural rights. This multi-faceted and holistic system demonstrates a mutually reinforcing and beneficial relationship between culture and development processes. A virtuous circle is created by this symbiosis. Culture shapes the multidimensional people-centred development in many ways, ranging from the fostering of economic growth, creativity and innovation, to the empowerment of communities and the encouragement of a sense of inclusion. In turn, the achievement of such development allows the realisation of key overarching development objectives established at the national and international level, based on the values of equality, human rights and sustainability. The virtuous circle is then completed by this development, the outcomes of which are understood as beneficial change, further reinforcing and improving the environment that allows the sustaining and enhancement of cultural assets for future development. In summary, culture and development cannot be seen as opposite forces, one of tradition and one of change, but rather they must be articulated as parts of one and the same cycle of on-going beneficial transformation, with feedback effects and mutual dependencies emphasised in a holistic development system.

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7 DIMENSIONS Measuring... Economy contribution of the culture sector to economic development and its potential for growth. Education priority given by public authorities to support an education system that offers the broadest possible coverage, values diversity and openness, and promotes a competitive and creative class. Governance public commitment towards creating the conditions to structure the cultural sector, strengthen cultural processes, and promote diversity of views and voice. Social Participation way in which cultural practices, values and attitudes may orient behavior, inclusion, cooperation and individual empowerment. Gender Equality objective and subjective gaps between women and men in their opportunities and rights to take part in cultural social, economic and political life. Communication conditions of access, enjoyment of diverse content and freedom of expression. Heritage public commitment to set up and enforce standards, policies and measures to protect and promote heritage, while ensuring access and sustainability. THE DIMENSIONS OF CULTURAL DEVELOPMENT

2.8.4 Understanding Community Context Helping a community begin to understand its historic, cultural, economic, sense of place. This context includes a variety of community characteristics: population, demographic, and linguistic characteristics; physical and natural resources; cultural history; climate; customs; landscape features; design and architectural elements; local educational institutions; and temporary artistic and cultural exhibits, events, and spaces. A comprehensive reading or inventory of place can help a community begin to develop a voice for its narrative. Understanding and social context is an essential foundation for Community developing and building. The urban planning process plays an important role in assisting residents as they inventory and explore their community context. In this way, the planning process provides a grounding mechanism to ensure that the wealth of information latent in the community is revealed, enhanced, and maintained over time. This allows a narrative about the authentic elements of a community’s talent to emerge and thrive.

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Artistic and cultural inventories allow a community to assess its historic, cultural, economic, and social context. These inventories include the identification, assessment, and mapping of a community’s artistic and cultural resources. Conducting such an inventory allows planners to play a role in revealing the creative assets of a community. This role is strengthened by collaboration with other stakeholders, such as artists or representatives from cultural institutions. Arts, cultural, and educational institutions are particularly skilled at capturing these special qualities and helping citizens understand their community through new eyes. An inventory can often be the first step in community character discovery—or a guided visioning exercise that engages residents from all segments of a community’s population in an interactive, creative process of developing a vision for the future of the community. According to the Culture, Creativity, and Communities Program at the Urban Institute, however, traditional cultural inventories conducted by local governments often overlook nontraditional cultural resources, venues, and activities. Cultural inventories typically focus on cataloging the variety of arts and cultural organizations within a community, analyzing aspects of the natural environment (such as natural and archaeological resources), and describing traditional arts and cultural sites such as theaters, galleries, and other performance or exhibition venues. By expanding the scope of a traditional cultural inventory, planners can better explore the wealth of artistic, cultural, and creative opportunities at the municipal and neighborhood levels. A comprehensive artistic and cultural inventory combines quantitative and qualitative methods and includes a variety of stakeholders—such as artists, residents, and community cultural workers—in community-based participatory research into the artistic, cultural, and creative characteristics of a community or neighborhood. Such a comprehensive inventory may include the following: • population and demographic information • local social and architectural history • languages spoken • food • culture • unique customs • current landscape • scale of existing buildings (residences, as well as commercial, governmental, and institutional buildings) • public spaces • transportation infrastructure • temporary markets and fairs • patterns, colors, and materials of buildings • natural resources • native plants • street, business, and community signage • art forms

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• special places • local educational institutions (schools, colleges, universities) • arts institutions (museums, theaters, historic homes, etc.)

2.8.5 Reinforcing Sense of Place: Celebrating Community Character While an inventory of place provides the initial context for building sense of place and establishing community identity, the combination of context and the reinforcement of the current climate and culture of a place create community character or identity. Reinforcing sense of place therefore requires first a comprehensive understanding of a community’s historic, cultural, economic, and social context, and second a vision for the future that continuously evolves and embraces new ideas while balancing the inherent conflicting nature of past, present, and future community values and culture. Community character is something a community has inherently, not something that can be applied like makeup. It is conveyed by not only grand buildings and public spaces but a whole range of urban elements: residences of all sizes and scale; commercial, government, and institutional buildings; street cross-sections; street furniture and graphics; public places, large and small; ceremonial buildings; informal activities such as street markets and fairs; and the food, language, and personalities that contribute to a community’s narrative. Only through the understanding and reinforcement of its character can a community flourish civically and economically. Planners are uniquely qualified to guide citizens in this process of discovery and celebration of community character.

2.8.6 Local Implementation Framework Artistic and cultural inventories, community visioning processes, arts and culture programming, master plans, and public financial investment in urban design and placemaking are important elements of an overall strategy that planners can use to explore community context, embrace and nurture community diversity and uniqueness, and build upon and celebrate community character. Preserving and enhancing the local identity, uniqueness, and arts and culture assets of a community require that local decision making, planning processes, policies, and regulations reflect and support this community character. Local government programs, policies, and regulations that incorporate the underlying philosophy or identity of a community can provide a framework for decision making, encourage development that is place based, and reinforce the cultural goals and vision of a community. This framework supports the work of civic leaders and community advocates and can help bring new allies, talent, and ideas into the planning process.

2.8.7 Arts and Cultural Programming Arts and cultural programming provides education about the historical and cultural context of a community and opportunities for participation in community life through festivals, events and performances, interactive classes and workshops, and a variety of other activities. Programming initiates conversation about arts and

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culture and establishes a structure of happenings and plans that ensure that these activities will continue to flourish. This deliberate continuity will help strengthen creative ideas, inspire citizens, and offer hope that opportunities exist and matter to the community. This increases the likelihood of not only the implementation of arts programs but also their integration with other community plans.

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Chapter 3: Actions – Breathing new Life to the former military assets in the city

This Chapter will discuss the proposed mix of actions aimed to breathe new life to the former military assets, to rebrand and rehabilitate them. The actions will be organized with an incremental approach that will start from their reuse as public spaces.

3.1 Hard and soft, indoors and outdoors, temporary and permanent actions

The rebranding and reuse of the military assets in Serres will be pursued by actions that can be grouped as follows: • Open-air and Indoors: This relates to where the proposed action will take place, i.e. will it take place in the outdoors spaces of the assets, or will a building be renovated to house the action. This is the principal distinction adopted. • Temporary and Permanent: This distinction relates to whether the action will be open all year round to the public, or if it regards an one-off or seasonal event. • Hard and Soft actions: This distinction relates to the infrastructure required for the action. Actions that need permanent interventions to buildings or other facilities are considered hard, while those that require none to minimal interventions (such as the clearing and cleaning as well as marking and signaling of spaces) are deemed to be soft. • Finally, the actions are also grouped with respect to their nature, i.e. they are grouped into Sports/Education/Entrepreneurship or other. Due to reasons that relate to the ownership of the military camps (and the managerial power said ownership carries in Greek legislation), the time schedule for the hard actions, i.e. those involving infrastructure and construction-renovation is at present unclear. However, this should not be necessarily seen as an obstacle for the development of the core themes of the IAP and even for the implementation of the ‘soft’ actions planned.

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3.2 Actions concerning the open spaces

ECO-FESTIVAL – Annual, soft, cultural, educational and ecological action Site: Papalouka Camp Lead Actor: Municipality of Serres Key Partners: Directorates for Primary and Secondary Education, NGOs, local associations Output: One-day festival Resources: (this event will be relocated to the military assets, resources for the event itself are secured, additional resources relate to the cleaning and signaling of the space) Context: Relocation of the events and happening of the ECO-FESTIVAL to former military camp Papalouka. Time frame: Annual event This action relates to the relocation of the annual ECO-FESTIVAL held in Serres to the area of Papaloukas camp. The ECO-FESTIVAL is organized by the Municipality of Serres together with the Directorates for Primary and Secondary Education, NGOs and local associations. It is a one-day event on all issues relating to Ecology. It is an established annual event attended by schools, students and their families as well as anyone interested in ecology. It’s relocation to the former military camp Papaloukas will help to familiarize visitors with the space of the camp and incorporate the camp in the social web of the city. WORLD MUSIC FESTIVAL – Annual, soft, cultural action Site: Papalouka Camp

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Lead Actor: Municipality of Serres Key Partners: Diavasi Pezon, Serreon Politeia Output: Annual music festival with focus on world music. Resources: Organizing committee, securing funding from Municipality. Seeking sponsors and considering crowd-funding. Volunteers . Context: Establishment of an annual world music festival Time frame: Annual event Aimed to attract visitors and support the development of the city’s cultural profile, this world music festival will take place on an annual basis and will include performances and workshops by traditional musicians from the region and beyond.

TREE PLANTING – Open, permanent sensitization action Site: Both Military Assets Lead Actor: Municipality of Serres Key Partners: Geotechnical Chamber Output: Greening, social mobilization Resources: Layout survey, landscape planning, procurement of saplings and gardening tools in collaboration with local nurseries, volunteers. Context: Citizens will plant trees in organized one-day happenings Time frame: 1 year for the survey and landscape design. Planting events held according to the interest shown. This action is intended to sensitize and mobilize citizens on the beautification and reuse of the military assets. It is intended to bring them closer to the assets and to lend a sense of ‘ownership’ and ‘involvement’. After the relevant surveys and layout have been carried out, groups of citizens (with the initial focus on schools) will be invited to tree planting sessions, which will be complemented by talks on ecological and natural environment issues.

OPERATION: “CLEAN TRAFFIC SIGNALS” Site: Both Military Assets Lead Actor: Municipality of Serres Key Partners: Secondary Education Directorate, Traffic Police Output: Social mobilization, cleaning Context: Students help clean the traffic signs. Time frame: Action already planned to run in the month of April, commencing in 2018. Secondary education students participate in the context of their schools’ environmental programmes to the cleaning of traffic signs in the vicinity of their schools from grafiti, slogans, etc., that pose risks to road safety.

MEMORY BENCHES – Open, permanent sensitization action

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Site: Both Military Assets Lead Actor: Municipality of Serres Key Partners: Technological Educational Institute of Serres Output: Social mobilization. Social offering Resources: Preexisting urban plan. Layout design for the benches, landscape architecture survey, constructors of the benches Context: Citizens donating the cost involved in the installation of a bench that bears a memory label dedicated to a person or an event Time frame: 1,5 year including surveys, design and installation. This action involves the donation of benches for the beautification of the camp and its integration to the social web. This will facilitate visits to the camp, the open air area of which will gradually be transformed to a park for the city. The benches will have one, or more, plaques available to citizens to commemorate the memory of their loved ones. Citizens will be offered the opportunity to assume the cost of the bench (procurement, installation and a lump sum for maintenance).

HISTORICAL TOURS & TREASURE HUNT – soft, temporary, cultural and educational action Site: Both Military Assets Lead Actor: Municipality of Serres Key Partners: Primary and Secondary Education, Architects’ Association, Diavassi Pezon, Serreon Politeia Output: A guided treasure hunt through the historical monument, with emphasis on the military heritage ones Resources: Educators, printing material, minimum funding through parents associations and crowd funding and local sponsors. Context: Principally aimed at students, this action involves a guided interactive treasure hunt. Using cards, maps, photographs, quotes, students are called to learned and play with prominent and neglected heritage monuments. Time frame: 3 months This action relates to the development of an educational program for students. It is aimed to rise awareness of local history and to incorporate the military camps in social consciousness. Groups of students will embark on a guided treasure hunt across historical monuments of the city, including the military assets. Animators and guides will talk about the history of the sites using various props, such as photographs, maps, drawings and text. This effort can be further expanded and explored, by linking the sites and designing cultural routes, by placing information signs all across the routes, by signaling the sites and introducing conducted tours, by creating a website with virtual explorations of the assets, by establishing an organized multilingual bus- tour, by establish info kiosks, by editing brochures with maps and information for the sites. These are only a few measures that could raise the visibility and promote the cultural assets.

SPORTING EVENTS – soft, temporary actions

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It is proposed for several sporting events to include the ex-military camps, either as starting or finishing points, or even to pass through or by them. These events include:

SIRRIS 22.7 SEMI-MARATHON – soft, temporary, sporting action Site: Both Military Assets Lead Actor: Municipality of Serres Key Partners: Diavassi Pezon Output: Sporting event (semi-marathon race) that will pass by or through the former military assets. Resources: Volunteers, First aid responders, supplies for signaling and local sponsors. Context: Tracking a new route where the Semi-marathon Sirris 22,7 km passes by the former military camps. Time frame: Annual event The Sirris Semi-Marathon is an established event. Its course will be redesigned to pass by (or even through) the former military assets with the goal of including them in the spatial awareness of visitors and residents.

BICYCLING IN OUR CITY Site: Both Military Assets Lead Actor: Municipality of Serres Key Partners: Panserraikos Music Gymnastics Club and MACHITIS Bike Riders Club. Output: Bicycling ride in the city of Serres, open to everyone. Resources: Volunteers, First aid responders, supplies for signaling and local sponsors. Time frame: Consideration of marketing and hosting the event on annual basis in October A bicycling tour of the city has been planned in collaboration with Panserraikos Music Gymnastics Club and MACHITIS Bike Riders Club, its aim being to sensitize citizens to use bicycles as an alternative means of transportation. It also aims to familiarize citizens with the bicycle lanes around the city, which will eventually include those around and in the former military assets.

TOUR OF THE CITY OF SERRES Site: Both Military Assets Lead Actor: Municipality of Serres Output: Tour of the city of Serres, open to everyone. Resources: Volunteers, First aid responders, supplies for signaling and local sponsors. Time frame: Annual event, November Context: This is the longest running sporting event in Serres, now celebrating its 32nd year. All citizens are welcomed to participate and they cover a distance varying from 1,5 to 5 km running or walking, while the central motto of the event is “sport is a way of life, sport is everybody’s right”. The 2 camps will feature prominently in this event after the cleaning of the spaces.

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ORIENTATION GAMES Site: Both Military Assets Lead Actor: Students from TEI Output: Orientation games that involve the two camps open to everyone. Resources: local sponsors. Time frame: One-off event, held in April 2018 Context: This event was organized by students of the Technological Educational Institute and involved an orientation run of the city, open to everyone. Taking our que from this event, it is recommended that the municipality establish a communication channel whereby it may be informed and involved in citizen- driven activities.

3.3 Actions concerning the buildings THE XENAKIS MUSEUM – Permanent, hard, indoor cultural action The recently approved proposal in the Cross border operation programme “Greece-Bulgaria” aims to preserve and promote cultural heritage through the creation of two museums, one in Serres and another in Petrich, Bulgaria. One of the buildings (numbered K1) at the former military camp Papalouka will be preserved and converted into a contemporary art museum which will keep the modern art collection 'Konstantinos Xenakis ''. The building will be restored with exemplary provision concerning energy consumption and accessibility. They could be used as examples for other cases in the area.

Before (above) and 3d modeling of after (below)

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OUTLET FOR LOCAL PRODUCE – Indoors, permanent entrepreneurship action Lead Actor: Municipality of Serres Key Partners: Technological and Educational Institute of Serres. Economical Chamber and Technical Chamber Output: Local products outlet Resources: Initially, the surveys and studies, at a later stage, business plan and sustainability survey. Context: Development and establishment of an outlet for local products Time frame: 2 to 3 years. This action relates to the establishment of an outlet for local produce housed in a renovated building of the former military assets. Its goal is to foster small scale business and social entrepreneurship and support collaborative and cooperative schema.

MODELING PARK – Indoors & Outdoors, permanent recreational action Lead Actor: Municipality of Serres Key Partners: Output: Resources: Context: Time frame:

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Chapter 4: Stakeholders and Governance 4.1 Stakeholders in general The stakeholder's analysis provides valuable information about the different views that may exist around a particular subject but also about the implementation of the project and its actions and the diffusion of the information it generates and promotes. These stakeholders / individuals are part of the implementation system and it is not possible to get a full picture of how to implement a project, just by looking at processes and systems.

The actors involved and their assistance helps collect information that is important because they show us the "dynamics" of the implementation system and help us to understand the views of each party involved in a process, reports and expectations. The first step towards identifying and activating stakeholders is to define the stakeholders' environment.

4.2 Stakeholders environment After the in-depth investigation and assessment of the areas of intervention and taking account of the capacities the Municipality has in terms of personnel, equipment, know-how, financing as well as possible existing limitations imposed by certain factors, such as legislation, the environment or shortage of resources the municipal authority is called to set its goals. The priority axes are divided into thematic objectives. The maturity of the actions, relative to the potential for their financing and combined with the required collaborations and monitoring of the outflow and results indexes lead to the attainment of the objectives. The proposed organization sets to stone the brevity of the planning and strategy and is complemented by the monitoring and assessment of what has been done, towards a possible reassessment of the objectives and the feedback of all bodies involved so as to be implement the actions. The stakeholders that the Municipality deems need be actively involved in the rebranding and reuse of the military assets cited above include the following: • Public bodies with an active engagement in cultural affairs • Scientific chambers (Architects, landscape planners) • Commerce chamber • Cultural clubs • Different departments of municipality • Municipal Water and Sewerage Company of Serres • Public Power Corporation S.A., Hellas • The academic institutions and research facilities active in the city • Society of citizens bodies

4.3 Governance model The stakeholders that Municipality has identified to involve in the ULG are:

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Local Chamber of Engineers, Local Architecture Association, Chamber of Commerce, local Technical university (which has the following Faculties: Mechanical Engineering, Civil Engineering and Surveying Engineering and Geo-informatics, Informatics Engineering, Interior Architecture Decoration & Design, Administration & Economics, Business Administration, Accounting and Finance), Aristotle University of Thessaloniki/ Serres Department of Physical Education and Sports Science, local transport agencies, Ministry of Culture/ local Antiquities Department, local cultural clubs, local agricultural cooperatives, local walkers club, local cyclists club, local Consumer Protection Association, Primary and Secondary Education Division, local tourist offices association, Serres Race Circuit, Traffic Police, UNESCO Club of Serres. With regard to the municipality’s departments, it is obvious that the project will involve the Urban Planning Department, the Division of Technical Services and the EU Programmes and Development Department, under the leadership of the mayor and the vice-mayors, who will also participate.

Our purpose is not to form the ULG from the scratch but to build on an existing group, the Municipal Consultation Committee. According to Law 3852/2010, article 76, the Municipality of Serres being a municipality with a population of more than 10.000 people, operates the duly constituted Consultation Committee, which consults the Municipal Council on various important topics. It consists of representatives from 23 local stakeholders and some citizens. The latter become members of the

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committee after public draw. The members meet after invitation of the its president, who is usually the mayor or a vice mayor.

The Municipality of Serres would like to enhance and expand the function of this committee and make it more lively and participatory institution. Having the guidelines of URBACT expert, new representatives from local stakeholders who have been identified as crucial members and haven't been involved yet, will be added. A special group inside the committee having more frequent and focused meetings, can be formed. Then, its results and proposals can be presented to the whole committee and afterwards, to municipal council.

The know-how and expertise with respect to the assessment and selection of actions follows from the experience of both the municipal as well as the other stakeholders and the support by the planning & development and technical directorates of the Municipality.

The investigation and recording of the needs in the area is completed and pursuant to the hierarchy of needs, the maturity of the action but also the potential for its financing, the priority for the implementation of the activities is drawn up, activities which are aimed to cover the needs and solve the problems identified. The participation of collective bodies in the process of planning, consultation and the assessment of actions and the form such participation will assume are among the key objectives probed by the ULG.

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4.4 Post MAPS era After the end of MAPS project, the IAP is expected to be implemented through an action committee, taking into account the principles of inclusiveness, transparency and accountability. The actions that will take place shall have a target audience and the whole programme will be evaluated through output and result indicators. The evaluation process as long as the progress of the IAP itself will give valuable feedback in order for corrections of the plan at first place. The communication plan is a significant tool in order for the IAP to succeed in its purposes. The following figure describes schematically the whole process of the implementation of the IAP.

4.5 Communication plan (IAP) In order for the activities outlined above to have a chance at succeeding in their individual goals and to contribute towards the project’s overall objective, a communication and marketing strategy as well as an overall managerial strategy are needed.

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Selection of target groups

Selection Time Communi of ways schedulin cation and

Identity building and

In general communication has to be based on a strategy that focuses on communicating messages and publicizing activities through certain means, methods and actions. Within that context and prior to that we have to: - Describe our vision -Set aims of actions - Define the expected results - Identify target groups of people and describe the specific ways (means, methods, tools) they can be reached in terms of comprehending our messages. It is managerially important to engage all stakeholders involved and activate their human resources.

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Thus for Serres the main purpose of this communication plan is to ensure a general visibility of the reuse of former military assets -as it is conceived within the context of the implementation of the IAP - to the external stakeholders (local and regional authorities, associations and clubs, citizens, visitors, tourists, etc.). Moreover this communication plan supports the fulfillment of the main communication/promotion specific objectives of the aforementioned reuse in regard to different actions and activities, scheduled in order to” breathe new life to the former military assets” of the city. Those objectives are as following: Defining the historic, architectural, artistic, environmental, social, value of this heritage (Re)branding of the new landmarks and developing a new identity for the city Communicating to stakeholders the goals, aims, and results of the reuse of former military assets. So our communication planning should be able to answer the following questions: • What actions should be undertaken? • What is their purpose and which is their key message? • To whom are they addressed to? • How will they be communicated? • When will they be communicated? • How will we evaluate them? A list like the following could be helpful during communication planning. Other information could be also added like, stakeholders, budget, human resources. For each one of the activities selected a row of the following table should be filled in.

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Activity/Event Purpose Key Target Mean Time Evaluation message Group WORLD To attract Music Young Radio, Start ... End MUSIC visitors and unites/ Many people, internet, ... FESTIVAL support the colours one tourists and local TV, development music local socal pages of the city’s citizens, cultural families, profile various artists, local entrepereur s HISTORICAL History Rise Studens, Internet, Start - End TOURS & learning, awareness teachers, local TV, TREASURE apreciation towards local families, socal pages, HUNT of cultural history/ Re entreprene school heritage/ establish the urs around events integration of military school the former camps in tourism. millitary social camps to consciousnes enviromental s as peace education symbols/ Creation of a Certer of Enviromental Education ......

Different means bring different results to different people. Moreover not all means prove themselves equally succesful in terms of communication (information) and promotion (visibility). Therefore the selection of the mean/way of communication is a key poin to an effective promotion/communication of an activity:  Websites Internet, according to communication experts is the most popular, accessible and effective communication tool of our days. For the general public, but also for specific segments, it is the timely and valid source of information at local and national level. At the same time it is an important source of information for Mass Media

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 Meetings, Communication Events and general group Informative events ensure personal contact with the target groups. Also, these events are extremely useful in the case of information multipliers: Those are the ones that spread the information to wider audiences.  Info points are stands with information material. This measure contributes significantly to disseminating information to the general public.  Direct Mail – Email involves bulk uploads of printed or electronic material to preselected target audiences, for information and mobilization to participate. It is widely used in the case of information multipliers.  Press conferences The holding of press conferences is a tool for informing and mobilizing the mass media as a multiplier of information. Together with the regular activation of the network of journalists, it is a useful tool for creating a climate of trust towards mass media and a "positive" attitude towards the action and the actors involved in its management and implementation.  Road show is used in combination with other means aiming at disseminating information mainly to the general public. It is a highly effective communication tool as it attracts mass media.  Newsletters are a regular periodic source of information for the public and mass media. A website can also host online newsletters where subscribers can subscribe depending on the structure of the portal.  Brochures are produced in a regular and repetitive manner and provide information on the course of implementation of an event to the general public. This is a highly effective action in combination and complementary to other direct communication actions.  TV provides broad information at local or national level based on appropriate advertising planning. In addition to the purely commercial use of television, it is used as a means of communication by attracting journalists to create reports or documentaries or to participate in television broadcasts of dialogue.  Radio See TV above  Press is a tool that provides broad visibility at national or local level. It can be used through entries or even through presentations, interviews and related articles. Also, the use of the sectoral press (economic, periodical press of teachers, engineers, etc.) is highly effective in approaching and updating information multipliers and target groups.  Social media as new means of communication (over the line) gives originality to communication, which fosters a positive climate towards the general public. Social media (Facebook, twitter, Instagram etc) are friendly to mobile media (cell phones, signage of buses, taxis, etc.) and that makes them extremely handy and popular.

The evaluation process also is an important part of the communication plan (and strategy) as it improves the effectiveness of information and communication actions in relation to the achievement of communication goals.

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Communication objectives should be specific, measurable, precise and timedbounded for to allow information and communication actions to be evaluated in terms of effectiveness, plus to be modified if necessary. The objective of the evaluation is a measurable result that supports the communication strategy and links the targeted audience and a proposed change in the communication effect (eg awareness raising) with a specific timetable. Indicative rating indicators are divided into three categories as follows:  Implementation indicators- which record the communication actions (eg number of workshops, printed materials, websites).  Result indicators - which record the effect of the actions on participants or beneficiaries (eg number of participants in a workshop, published press releases, number of unique visitors to a website).  Impact indicators that analyze the impact of the communication actions on the common goal (eg measurable changes in degree of recognition). There are two different assessment methods:  quantitative assessment, is based primarily on measurements and statistics and quantitative surveys of audiences that is been asked questions as a representative sample so their responses can be summed up and provide quantitative data eg. showing specific attitudes, trends or behavior; and  quality assessment, is based on public opinion surveys, with group or individual interviews, questionnaires and other techniques that allow the public to express themselves in their own words and capture their attitude as well as possible questions, suggestions, trends. Various tools and techniques are used to collect information that forms the basis of the assessment (eg interviews, public reasearces etc)

In Serres the ULG explored ways to sensitize and become informed of the views that citizens have on the future of, principally, the two military assets discussed. A first foray into public opinion polls took place in the context of the ULG’s presence at ECO-Festival 2017. Building on the responses to the poll, a Google form was created to further investigate the views of the general public on what they would like to see been done in the camps. Some of the results of the survey (both physical and digital) are presented below:

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Communication activities for assements purposes are bound to specific indicators that not only have to be S.M.A.R.T. but also, for better evaliation, they should be linked to base and target values, as they are set in specific time. Activities Indicators Base Value Aim Value Websites Number of visitors Meetings, Communication Number of campaigns Events number of events/ number of participants Info points Numbers of people asking for help Direct Mail – Email Number of receivers Press conferences Number of participants Road show Number of participants Newsletters Number of receivers Brochures Numbers of items TV Numbers of shows, trailers, broadcasting Radio Numbers of spots, emissions etc Press Number of articles/ number of entries Social media as Followers, likes

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The evaluation of the communication strategy and the successful implementation of the communication plan should be checked along with the evaluation of the outcome of the individual activities and the progress of the overall objective, i.e. the inclusion of the assets in the social and spatial web of the city and their promotion as cultural, educational, sporting and, ultimately, touristic places of interest. For that purpose, a central monitoring and a coordinating system must be established, that will include both, assessment of the management strategy as well as of the communication strategy, following the graphic below.

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Chapter 5: Financial Resources

It is obvious that if there is no financial support, the possibility of implementing a project is zero. In the following chapter we are exploring possible and realistic funding methods: State aid, sponsorships, mixed programs through public and private support and crowdfunding.

5.1 Relevant Operational Programs

Given the economic circumstances, it is expected that the Public Investments Schedule will be significantly smaller and include only co-financed projects. Under this light, Operational Programmes falling under the NSRF 2014-2020 are the key source of financing.

Financing potential is thus focused on the Regional Operational Programme for Central Macedonia, as well as the following sectoral OPs:

OP Competitiveness, Entrepreneurship and Innovation OP Transporation Infrastructures, the Environment and Sustainable Development OP Human Resources Development, Education and Life-Long Learning

5.2 Territorial cooperation Programs

The following Programmes for European Territorial Cooperation are noted:

Bilateral Cross-Border Cooperation Programmes Greece – Bulgaria Greece -FYROM

Multilateral Territorial Cooperation Programmes MED MED ENI CBC Black Sea basin ENI CBC INERREG EUROPE Balkan Meditteranean

Networks INTERACT ESPON 2020 URBACT

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5.3 Other European Financing Sources

LIFE 2014-2020. The financing instrument of the EU for the Environment. LIFE 2014-2020 contributes to sustainable development and the attainment of the goals and objectives of Europe 2020 Strategy, supports the implementation of the 7th Action Plan for the Environment and other strategies and plans by the EU on climate, climate change and the environment. LIFE 2014-2020 finances measures and projects with a European added value for member-states. EREMIE (Joint European Resources for Micro to Medium Enterprises) Initiative aiming to support small and medium sized enterprises and to reinforce entrepreneurship The Programme-Framework for competitiveness and innovation (CIP) whose main beneficiaries are small and medium sized enterprises (SME), Horizon 2020, which is the financing tool for the implementation of the “innovation Union”, one of the key initiative in Europe 2020, aiming to ensure European competitiveness on the international level.

Other EU tools include:

SME INSTRUMENT. Small and Medium-sized Enterprises that are EU-based or established in a country associated to Horizon 2020 can now get EU funding and support for innovation projects that will help them grow and expand their activities into other countries – in Europe and beyond. Horizon 2020 funds high-potential innovation through a dedicated SME instrument, which offers seamless business innovation support under the section Societal Challenges and the specific part Leadership in Enabling and Industrial Technologies (LEITs). Provided with about € 3 billion in funding over the period 2014-2020, the SME Instrument helps high-potential SMEs to develop groundbreaking innovative ideas for products, services or processes that are ready to face global market competition. Available to SMEs only, which can however organise a project in the way that best fits their business needs – meaning that subcontracting is not excluded – the new scheme has opened a new highway to innovation through phased, progressive and complimentary support. During the first two years of implementation (2014-2015), more than 1200 SMEs were selected to receive funding under the SME instrument call; as such, 513 million Euros were invested in the success of innovative SMEs. By the end of Horizon 2020, the SME instrument should have supported some 7500 SMEs to get their innovations delivered onto the market.

FAST TRACK TO INNOVATION. FTI supports projects undertaking innovation from the demonstration stage through to market uptake, including activities such as piloting, test-beds, systems validation in real-world working conditions, validation of business models, pre-normative research, and standard-setting. The maximum EU contribution per project is €3 million (funding rate: 70% for private-for-profit entities; 100% for public, not-for-profit entities). The indicative EU contribution per project is expected to be between €1 million and €2 million. FTI targets relatively mature, ground-breaking new technologies,

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concepts, processes and business models that need final development to be able to shape a new market and achieve wider deployment.

INNOVFIN. InnovFin financing tools cover a wide range of loans, guarantees and equity-type funding, which can be tailored to innovators’ needs. Financing is either provided directly or via a financial intermediary, most usually a bank or a fund. InnovFin is available across all eligible sectors in EU Member States and Associated Countries, under the EU Research and Innovation programme Horizon 2020.

5.4 Private funds

Significant role in the field of private investments will be played by:

• the recent Development and Investment Law (Law 4399/2016), which offers considerable incentives and motives in order to attract investment funds; • the Hellenic Fund for Entrepreneurship and Development (ETEAN SA) which will guarantee loans with small interest rates to cover the financing needs of very small, small and medium sized enterprises.

Finally, Public-Private Sector Partnerships will also offer an attractive financing alternative. 5.5 Sponsors The definition of sponsoring is well known: «Sponsoring is the act of supporting an event, activity, person, or organization financially or through the provision of products or services. While sponsorship can deliver increased awareness, brand building and propensity to purchase, it is different from advertising. Unlike advertising, sponsorship can not communicate specific product attributes». Within that context sponsors could be motivate to support various events taking place in the former military camps. For instances the World music festival could easily find some sponsors not only among the local market. Mobile telephones, coffees, refreshments, could be sponsors of such an event. Also a series of sponsors in kind fee paid could be a supporter (local hotels, restaurants, radios etc). Each event should seek for the possibility of raising the sponsors’ interest and a good Communication plan could be a helping hand towards that direction. 5.6 Crowdfunding Crowdfunding is the practice of funding a project by raising small amounts of money from a large number of people, typically via the Internet. Although similar concepts can also be executed through mail-order subscriptions, benefit events, and other methods, the term crowdfunding refers to Internet-mediated registries. The modern crowdfunding model is generally based on three types of actors: the project initiator who proposes the idea or project to be

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funded, individuals or groups who support the idea, and a moderating organization (the "platform") that brings the parties together to launch the idea. Nowadays young people are quite familiar with crowdfunding, especially in cultural innovative approaches consequently a crowdfunding campaign should always been explored as an alternative funding method for a local event.

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Chapter 6: Monitoring and Evaluation of Actions Evaluation is a process that critically examines a program. It involves collecting and analyzing information about programs’ activities, characteristics and outcomes. Its purpose is to make judgements about a program, to improve its effectiveness and /or to inform programing decisions. The following chapter is about evaluation methods and results.

6.1 Indicators, evaluation and results

A number of indicators will assist in the monitoring and evaluation of results. These will rest on the European Tourism Indicator System. The European Commission launched the European Tourism Indicator System (ETIS) in 2013 with the aim helping destinations to monitor and measure their sustainable tourism performance, by using a common comparable approach. Its monitoring results are based on self- assessment, observations, data collection and analysis by the destinations themselves. ETIS does not set minimum values to be achieved and it does not provide any certification. ETIS is a system of indicators suitable for all tourist destinations, encouraging them to adopt a more intelligent approach to tourism planning. It is: • a management tool, supporting destinations who want to take a sustainable approach to destination management • a monitoring system, easy to use for collecting data and detailed information and to let destinations monitor their performance from one year to another • an information tool (not a certification scheme), useful for policy makers, tourism enterprises and other stakeholders. The ETIS was based on 27 core indicators and 40 optional indicators, subdivided into four categories: 1. destination management, 2. social and cultural impact, 3. economic value, 4. environmental impact.

Employed for the MAPS project will be a cross-section of indicators from all the following categories.

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Conclusion

The IAP was developed on the basis of the guidelines and general objectives set out in the MAPS project -as well as on the latest theoretical and practical developments and proposed practices on issues related to the reuse and exploitation of public spaces attributed to society- as it was developed by the three (3) scientific managers of the MAPS Program and thoroughly discussed by the project partners in the framework of the Transnational Meetings & Workshops, and in the framework of the Urbact Local Group (ULG) meetings.

The members of the ULG have actively contributed to the development of the IAP both through the experiences they have gained from the Transnational Meetings & Workshops which were transferred to the Group, as well as through the ULG meetings where they shared knowledge, point of views and experiences.

The Integrated Action Plan aims to develop a theoretical and documented framework for a holistic approach to the valorization and re-use of former military facilities in the city of Serres, namely the "PAPALOUKA" and "EM. PAPPA " camps which joined the program.

Issues related to the property status of those two camps do not concern the substance of the IAP, although they are mentioned in the text as they are issues that need to be addressed. However, it should be noted that the proposed actions and methodology do not depend on the solution that will be adopted in terms of ownership.

The IAP, took into account the overall Development Plan of the Municipal Authority, its vision, as well as the uses attributed to the sites of the former camps in the relevant Government Gazettes that have been published, and proposes a series of actions divided into permanent and seasonal actions, indoor and outdoor,, actions with infrastructure requirements or soft actions that do not require infrastructure works.

In total, the actions are designed to establish the camps in the collective perception of citizens and visitors of the city as landmarks of the city, but at the same time as functional, multilevel and multifunctional units that will promote culture,improved urban environment social cohesion.

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Instead of Epilogue - Acknowledgements

The Urbact Local Group of Serres (ULG Serres) has been the main lever for the development of integrated and participatory urban policies that have led to the joint creation of our IAP. During many long-hour meetings, the ULG contributed to the transfer of know-how and good practices of other network cities through the participation of its members in the 5 Transnational Workshops that took place during this period.

So, it is safe to be said that, IAP is a strategic document that responds to identified needs, analyzes development problems and opportunities, and finally puts forward viable and feasible solutions in a specific way and timing. IAP is, first and foremost, a modern and useful tool for the developmental planning of the city of Serres, with which Serres can solve a local problem or even improve the situation that exists today in the former camps. At the same time, the rapid reintegration of inactive sites for modern needs, both cultural and social, is facilitated. In this way, the citizens are brought inside and are asked to keep them alive with their active participation. The apparent completion of the process of conceding the former Emmanouil Pappa and Papalouka camps will result in the provision of a significant "public space" in the City and the Citizens of Serres, which Urban Planning needs so much, for the next years.

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