Local Action Plan City of Naples

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Local Action Plan

April 2011

CONTENTS

THE CITY OF NAPLES ...... 3

Key Problems and challenges for the city of Naples ...... 3 Introduction to URBACT Local Action Plan activity of the city of Naples in the framework of HerO and connection with URBACT CTUR Thematic Network (Cruise Traffic and Urban Regeneration) ...... 4 Naples Good-Practice-Examples (1994-2001) ...... 5 Naples Good-Practice-Examples (2009) ...... 9

NAPLES LOCAL ACTION PLAN/1 ...... 11 ELABORATION OF WORLD HERITAGE SITE MANAGEMENT PLAN FOR THE HISTORIC CENTRE OF NAPLES ...... 11

Area of World Heritage Property – the Historic Centre of Naples ...... 11 Governance and management structure ...... 13 Framework for the development of retail trade in the Old Town ...... 13 The involvement of actors and stakeholders: Bottom up process ...... 14

NAPLES LOCAL ACTION PLAN/2 ...... 15 LOCAL IMPLEMENTATION PLAN FOR THE “REGENERATION OF PIAZZA MERCATO” ...... 15

Basic description of the background for the Local Action Plan ...... 15 The context ...... 15 Main aims and objectives of the Local Action Plan ...... 17 Intended Result ...... 17 Work plan for a LAP ...... 17 Steps undertaken from the beginning of the HerO Network activities in 2008 until the end of the project ...... 19 Focus on LSG Outputs: actions as Good-Practices ...... 22 LSG member: Consortium Antico Borgo Orefici ...... 22 LSG member: Consortium Antiche Botteghe Tessili ...... 23 LSG member: S.I.Re.Na. Company ...... 24 LSG member: University of Naples ...... 25 LSG member: Port Authority of Naples ...... 27

Principal LSG members contact details ...... 28

Flagship Projects April 2011………………………………………………………………………...... 29

THE CITY OF NAPLES

NAPLES IS THE THIRD LARGEST CITY OF ITALY, COUNTING ALMOST ONE MILION OF INHABITANTS; IT IS THEREFORE ONE OF THE MOST ANCIENT CITIES IN EUROPE, WHOSE CURRENT URBAN FABRIC PRESERVES THE ELEMENTS OF ITS HISTORICAL STRATIFICATION, AS EXPRESSED IN ITS STREET PATTERN AND IN THE CONTINUITY OF MANY OF ITS URBAN AND SOCIAL FUNCTIONS. NAPLES IS THE CAPITAL OF CAMPANIA REGION AND THE PROVINCE OF NAPLES HAS OVER 3 MILLION INHABITANTS

The historic centre of Naples is a rare example of an historical stratification illustrate the many significant architectural ensemble which illustrates significant influences that came together to create this impor- layers of the city history related to the Mediterra- tant Mediterranean city. nean basin. The orthogonal grid of the ancient For this reason the old town centre of Naples was Greek foundation of Neapolis is still discernible and included in the “World Heritage List” of UNESCO in has indeed continued to provide the basic form for 1995. the present day urban fabric of the historic centre of For further information: http://www.comune.napoli.it Naples. Key Problems and challenges for the city of The urban territory is subdivided in 10 “Municipalità” Naples (Municipalities) which have a wide functional decen- Naples, a large city considering the resident popula- tralization and administrative autonomy. The port of tion, is a little city if we refer to its small territorial Naples is one of the most important ports in Italy surface that stands out as an indicator of one of the and in the Mediterranean basin in terms of goods problems that characterize it, i.e. the record density and passengers traffic and it’s going to become the of about 8315 inh/sq km. most important one for cruise traffic. Revenue ob- Along with this problem there are many others, such tained from tourism and cultural activities is an es- as: the high rate of unemployment (17,8%); the se- sential part of the economy’s growth. Naples is the vere status of the labour market directly linked to the seat of one of the oldest and most prestigious Uni- lack of private activities; the low levels of education. versity of Italy, founded by Federico II in 1224. it has Naples’ challenge for the historic urban landscape is actually almost 100.000 students and it’s structured its sustainable revitalisation (strong rehabilitation in 3 poles and 13 faculties, beside the “Federico II” needs), avoiding gentrification and preserving at the there are four more universities. The origins of the same time the cultural identity of the area. city date back to the VI century B.C. when some Greek colonists, coming from Cuma, founded Key problems and challenges concerning a “Visual Partenope on the little island of Megaride, where integrity” of historic urban landscape are: there is now Castel dell’Ovo, in 470 B.C.they set up - to ensure a qualitative rehabilitation and main- Neapolis. The most prominent architectural forms in tenance of historic buildings and monuments, Naples are from the Medieval, Renaissance and both public and private, which are in decay (low Baroque periods. The Greek-Roman road network quality of housing); was preserved until now in the old town centre and - creation of financial products/instruments the stratification of the following ages enlarged its /programs to stimulate the proper rehabilitation patrimony of many major monuments. Its street pat- of private historic buildings; tern, its wealth of historic buildings and parks, the - to ensure that the design of new developments continuation of many of its urban functions, its loca- (architecture) respects the historic, spatial and tion in the Bay of Naples and the continuity of its townscape characteristics of its setting in a contemporary approach (quality standards).

Key problems and challenges concerning the “Inte- to be validated by the World Heritage Committee. grated revitalization to balance/adapt the uses/ As requested by the HerO Thematic Network, functions of the historic urban landscape with the beside the development of a local action plan different stakeholder needs” are: “Naples Historic Centre World Heritage Site - to secure traditional shops and retail trade struc- Management Plan (WHSMP)” - see LOCAL 4 tures as these ones are struggling to survive ACTION PLAN/1 -, the city of Naples has produced (people shop in out-of inner city shopping in the framework of the above mentioned WHSMP, malls); a Local Implementation Plan which points out - to set up new governance structures for a better concrete actions and projects in support of the coordination of the revitalization activities; sustainable development management. The focused - to improve the precarious environmental condi- area is “piazza Mercato” for HerO projects and it is tions e.g. high level of acoustic and atmospheric connected to an overall URBACT LAP area named pollution due to high level of individual (car) traf- “Città Bassa” included in a whole intervention called fic (lack of good alternative transport means). “The waterfront of the historic centre and port area At a whole urban level the key challenges that the from piazza Municipio to piazza Mercato: a Municipality wants to face are: sustainable development through the improvement - in the northern area: revitalization of public of the cruise tourism impact” , which concerns also building areas; the LAP of the URBACT Thematic Network CTUR - in the western area: the transformation of (Cruise Traffic and Urban Regeneration) leaded by - Bagnoli area from an industrial one into a ser - the City of Naples - see LOCAL ACTION PLAN vice area devoted to recreational activities; /2). - in the eastern area: relocalization of the oil de- posits, land reclamation for investing into new Contacts productive areas and in integrated urban loca- Gaetano Mollura tions and services. Naples URBACT Project Unit Coordinator Potentials gaetano.mollura@comune.napoli.it The city, thanks to its wealthy historic centre and to the beauty of its surroundings, rich both for their Website landscapes and their historical-monumental heri- www.comune.napoli.it tage, can gain an important social and economic www.comune.napoli.it/hero improvement, aiming at the development of the tourism and services sectors, both from the cultural Managing Authority - Campania Region point of view and the leisure. Naples has one of the Danilo Del Gaizo highest percentages of young population (under 15 [email protected] years) in Europe, representing a fundamental source for the economy of the city, that can, through Dario Gargiulo appropriate incentives, encourage the creation of [email protected] new activities linked to the key sectors of its devel- Sebastiano Zilli opment: tourism, environment, services, etc.. [email protected] Finally, facilitating the emersion of “hidden” economy and supporting the strengthening and growth of regular activities, it will be possible an improvement of the labour conditions of the workforce as well as of the employment rate. INTRODUCTION TO URBACT LOCAL ACTION PLANS: activity of the city of Naples in the framework of HerO and connection with URBACT CTUR Thematic Network (Cruise Traffic and Urban Regeneration). Working within URBACT Programme and HerO TN (see Local Action Plan 1) gave the opportunity to the City of Naples to address better the development challenge of the general plan for integrated revitalization of the historic centre, together with the WHS Management Plan, useful to clarify the methodology of the UNESCO Plan for the preservation of the city historic centre heritage site. So during the life of HerO TN the city of Naples defined and approved last December 2010, the above mentioned plan (see Local Action Plan/1) named Management Plan for Naples Historic Centre 1.From the top: panoramic view of Bagnoli area (western zone); eastern industrial area; Demolition of buildings so-called “Vele” World Heritage Site (WHSMP). Currently it is going (northern zone).

Naples Good-Practice-Examples (1994-2001)

•The Urban I Programme and the redevel- the illegal and precarious conditions in which many opment of two deprived areas of the his- artisans and small industrial activities now operate 5 toric centre of Naples in the neighbourhoods involved in the Urban Plan interventions. Background and reason for the project Urban I was the first instance of an integrated Measure 2: Training and local employment programme in Naples, as there is a tradition here of promotion essentially town-planning initiatives, interpreted as This measure was made up of four types of direct the re-structuring of a block. Until Urban, there had intervention aimed at improving social condition never been any programmes aiming to promote through direct prevention and recuperation of youth social and economic activities. Social problems privation with specific interventions in terms of were in some ways privileged by giving the task of safety, prevention of deviation, information and, implementing the plan to the Councillor for Social lastly, the inclusion of the unemployed in the Policy. The adhesion of the municipality at the working world. Urban programme confirms that the resolution of the Measure 3: Infrastructure and environment social problems were one of the first point of the This measure included operations aimed at the im- Mayor’s political agenda, directly elected in 1993 for provement conditions as well as support operations the first time by the inhabitants. for local socio – economic development.

OBJECTIVES The renovation of a public owned building was en- The objective of the Urban Programme was to act visaged for the purpose of housing a structure and as a catalyst for the widespread and uncoordinated for some of the activities provided for in measure 2. initiatives of urban and social regeneration that were Another owned building was restored as a cultural underway in the city and through adequate support centre. unifying them in terms of time, place and action. Maintenance, restructuring and urban fittings were In particular, the intentions were: planned for the squares and main streets of the - to address through an integrated approach the neighbourhoods. problems of a limited area in the city by combin- The last measure was the “Implementation and ing the promotion of economic activity with im- publication of the results”. An information system provement of the environment; was set up to verify and monitoring the actions en- - to define pilot intervention plans aimed at a last- visaged. ing improvement in the quality of life. The transformations that have taken place in life in KEY STEPS AND ACTIVITIES Naples show the serious urban and social decay. A first version of the Urban Plan was formulated be- Considering that this decay is the result of numer- tween 1994 and 1996. Participants included the ous interwoven factors, it is evident that initiatives in “Quartieri spagnoli” Association (which had already favour of urban regeneration have to be included in formed part of the European “districts in crisis” net- a systematic plan for urban and environmental reor- work) and a group of the municipal technical staff. ganisation. The plan should be accompanied by a Centred on four decaying areas in the city, not all of series of measures aiming to increase and improve them in the centre and not including “Rione Sanità”, the services needed to attract economic activity and this first version was rejected by the Ministry of Pub- integrate into the social and economic fabric sec- lic Works. At the same time, a more loosely struc- tions of the population that would otherwise be sub- tured network of local actors in “Rione Sanità”, hing- ject to growing marginalisation. ing on the constituency committee and several pro- The target area covers the “Quartieri spagnoli” fessional people, put forward a proposal for the dis- (15.000 inhabitants) and the “Rione Sanità” (25.000 trict. This led the City Council to concentrate the inhabitants) both dating from the 17 century within plan on “Quartieri spagnoli” and “Rione Sanità”. the historic centre. Both districts show an advanced Having discarded the idea of setting up a special degree of building degradation, extremely high un- Urban Department, the task of implementing the employment levels and particularly low educational plan was given to the Councillor for Social Policy . levels, as well as high rates of dependence on sub- As a matter of the fact, decisions related to the Ur- merged labour and illegal jobs. ban Plan were put forward by different services under various departments and councillors but formally Measure 1: Setting up of the economic activities. signed and presented to the City council by the Support for companies - Interventions were envis- Councillor for Social Policy and, when needed, aged for technical assistance in upgrading enter- countersigned by another Councillor with specific prises, encouraging entrepreneurial self- responsibility. A core group of council staff and improvement and supporting the creation of consor- some outside consultants was set up in the office of tia and co-operatives. the Councillor, and they were joined by those in Recovery of vacant sites - The aim of the second charge of the services directly involved in imple- phase was mainly that of recovering public owned menting the Urban Plan. decaying areas to be used as productive sites for existing enterprises in the area, in this way curbing

The fact that the Councillor for Social Policy was sectors and frequent coordination meetings. directly in charge reinforced the "integrated" nature Integration took place between experts (architects, of the interventions, which could not be of a solely social workers), between sectors (inside and outside town-planning kind (even though the parts for infra- the municipal authorities), between action structures absorbed most of the funds). (economic and social one) and between functions 6 In the case of Naples, the partners themselves fol- (endeavouring first to identify the function and then lowed the initiative (the “Quartieri spagnoli” Associa- to find a container for it, and not vice-versa). tion and the Sanità Constituency Council). The two From the point of view of the inhabitants, there was most innovative aspects of Urban were, in fact, the not a high degree of participation and this often took involvement of local actors (voluntary and coopera- the form of demands. Nevertheless, in many cases tive sectors) and the networking. the citizens realised that the initiatives did not aim to The direction of the project was assumed by two solve the problems of any single individual or family groups: a group coordinated by he the Councillor but to produce a long-term effect on the overall for Social policies and consisting of the directors of socio-economic tissue of the neighbourhood, which the services involved and of the outside experts would also affect the whole area in terms of produc- (consultants for specific or general aspects of the ing better living conditions. executive, implementation and monitoring phases of Urban thus generated a more trusting relationship projects) and a group coordinated by the Head of between citizens and institutions, even though the Cabinet for technical and administrative issues. communication between Municipality and citizens In practice the project was directed by the councillor, was not always fully satisfactory. In the “Quartieri the consultants and some officials from the services spagnoli”, due to the limited surface area involved, directly involved in the economic-social measures the results achieved through Urban were more eas- and from the service for initiatives in the historical ily recognisable than they were in the larger “Sanità” city centre with regard to practical intervention. neighbourhood, thus contributing to create a vicious The longest phase in the implementation stage was circle in terms of participation and trust. overseen by a political chief, a counsellor to the political chief and four coordinators for each measure: small businesses, social projects, infrastructure and social communication. The social offices and job centre (measure 2) were run by social cooperatives, which were involved in the implementation stage but not in the decisional stage. Economic resources allocated for the realisation of the programme (22.838 MEuro) have been divided among all partners as follows: Community contribution 46,20%; Italian State 37,65%; Naples City Council 16,15% .

Urban Programme in Naples didn’t foresee private contributions. In spite of its artisans and traders who got incentives, decided to invest 10-15% of the global sum; so there was, in this way, a sort of private and local co-funding given by “small” and “very small” enterprises. The Integration of different aspects mainly regarding infrastructures with those having a more social bias weren’t always easy to prove. The social programme and the town-planning programme started at different times, with the town planning first. The material actions took up more resources but the social part was fundamental in Naples. The aims were mainly social ones. The two measures were implemented independently of one another. A further difficulty was linked to the fact that Naples decided not to set up an Urban Office and thus had a very informal coordination group at the beginning. Subsequently each part of the programme was dealt with by a sector of the administration with no firm coordination or management structure. In a city such as Naples the budget for Urban was too low to set up an Urban Office. 2. Urban interventions. From the top: Riccardo Dalisi sculptures for “Quartieri spagnoli”; the new market stands for “Rione Sanità”. The lightweight structure set up foresaw a political chief, a coordinator, representatives from four

In terms of the participation by associations, Urban integration of different functions, competencies, pro- experienced a high degree of collaboration and net- cedures and approaches. working by the various actors involved. Initially Two hundred existing small artisans and industrial there was a risk of overlap by the actors, whilst it enterprises were involved (Measure1). The imple- subsequently became clear that they gave their best mentation of this measure took place in two phases. 7 when they were working in a network. Two models The first, lasting one year, mainly involved survey emerged. On one hand that of the “Quartieri spag- work and experimentation with the existing small noli”, characterised by existing local associations artisan enterprises. This consisted of making analy- which were very active and formed the main point of ses in the field in order to identify the production reference for the implementation of Urban. On the ‘vocations’ in the territory and to understand the en- other hand that of the “Rione Sanità” where the as- vironmental conditions in which the enterprises in- sociations and networks gained in consistency volved operated. Further experimentation was con- thanks to Urban itself. Either way the networks ducted on a small sample of small enterprises for were efficient because they allowed the destiny of the purpose of bringing hidden labour into the light the project to be accompanied step by step, action of day and of setting up a legal basis important arti- by action. san activities that are often spontaneous and disor- The risk now is that these initiatives may not be fol- ganised. The survey and experimentation was car- lowed up and remain isolated in time. This would ried out by the Municipality with outside assistance probably decrease trust in the institutions. on the basis of a covenant. On the basis of the sur- As already noted, the participation by citizens was vey results it was possible to define the content of rather slight. As regards the associations, the best the initiative. The enterprises that could benefit from case was that of the “Quartieri spagnoli”, thanks to a contribution granted within the minimum neces- the firmly established “Quartieri spagnoli Associa- sary limits had been selected by public notification, tion”. In “Sanità” associations are far weaker and the criterion for which was decided by the Supervi- mainly of a Catholic matrix. It is no coincidence that sory Committee. the Social Office in this neighbourhood is managed The setting up of two day centres (Measure 2) was by the association “Realizzare la Speranza” which envisaged for the purpose of prevention, providing has its main office in a parish centre. somewhere to go for socially deprived young people Technical operators are technical operators, politi- at risk of deviancy. They have involved around 400 cians are politicians, and people have contacts with minors and 120 families, and information reached politicians and not with technical operators. Urban about 2.000 young people. provided an opportunity for the technical operators The intervention of security and prevention of devi- to come into contact with the people. Not all techni- ancy (Measure2) provided for street educators and cal operators agree here. Many architects believe operators and the carrying out of initiatives able to that it is useless for people to participate and are involve 450 young people in recuperation therapies jealous of their projects, with no desire to share based on education and assistance. them. In Urban an attempt was made to involve The city hall of Naples, with the “Urban Pro- people, asking if they would prefer a square or a gramme”, had attempted, sometimes successfully, football pitch. to achieve a more universal approach, emphasising the provision of good services not exclusively ad- RESULTS AND IMPACTS dressed to the poor. Thanks to the urban renewal projects and the initia- One example is that the traders and householders tives offering new certainties, it was created a strong of the “Quartieri spagnoli” neighbourhood have impetus for social cohesion and local development. benefited from the improvement in the social climate Significance attaches to the investment made by a and the urban fittings in the area. There is obviously private party for the rehabilitation of a former con- the risk of the lower-middle classes being forced vent in the “Quartieri spagnoli” to be used for hotel away and some small signs of gentrification are al- purposes; this investment was made only after that ready visible. the road was completely upgraded by the Urban programme (Measure 3). Particularly the “Quartieri spagnoli” area is con- stantly more and more frequented by tourists whose For the implementation of the programme in Naples induced activity is becoming an important element a joint group of departments and services was mobi- for the changing and the developing of this quarter lised, and looked after the carrying out of the pro- (commerce, handicraft, hotels and bed and break- gramme. The municipality availed itself to a consid- fast). erable extent of external consulting services and there was intense involvement and exchange of ex- This is an important result got by the City Admini- periences with technicians and officials of the ad- stration with the “Urban” program before all. ministrative structure. In spite of the size and subdi- In fact, even if there is still a lot of problems to solve, vision of the municipal enterprise there are elements the quarter is positively changed before all in terms for stating that the implementation of the programme of security: the better environmental liveability (new explicitly took on the value of an opportunity for the commerce activities, equipment, new lighting etc.) involvement of offices and sectors of the administra- having enlarged the sureness of the neighbourhood tion, revealing itself as a new experience even so to become more accessible in the night time. though it was not always possible to achieve a real Furthermore the new positive image of the quarter, promoted also with the communication and informa-

tion scheduled in the Urban Programme on the current changes, has helped to attract out quarter living people and tourists to enter in the area that was “off limits” up to some years ago, to be able to know it and appreciate the richness of its historical, artistic 8 and environmental patrimony. At last the “financial grants” for local businesses scheduled with the “measure 1”, gave very positive results in fact Campania Region has refinanced the enterprise, with about 1200.000,00 US dollars regarding it a “good practice” to repurpose in the neighbourhoods of “Quartieri spagnoli” and “Rione Sanità”.

LESSON LEARNED AND RECOMMENDATION The “Quartieri spagnoli” is a small neighbourhood, well suited to the Urban initiatives. In “Sanità” far higher financing would have been necessary. The ideal candidate is a neighbourhood with the right balance of needs, existing services and the creation of voluntary networks able to cover the territory. These circumstances are particularly significant in the case of initiatives and action addressing weaker subjects. The rigid criteria for accountancy imposed by the EU. The problem of balancing the books became an idealistic issue. The European Union does not take into account the particular features of individual countries. Little attention is paid to the quality of the 3.Urban Project. initiative, whilst costs are emphasized. The ques- tion posed by the EU was not what have you Otherwise it is always necessary to start out again achieved but how much you have spent. The impor- from the beginning. Urban was a positive experi- tant thing was to spend money. The expense indica- ence why the city came into contact with the Euro- tor, which is the exact opposite of integration, was pean Union and became part of an Italian Urban essential; it is well known that the more integration Network, exchanging experiences with other cities. is attempted, the more time is necessary. The Ur- One problem is that EU bureaucracy is rather slow. ban project was composed of different measures The decision-making process is not rapid and it and, in order to do the accounting for the whole pro- takes several weeks to obtain an answer. ject, different offices had to be brought together. In In the programme for Naples, integration has been a small town this may be possible but not in a city conceived in various dimensions. like Naples. It would be too difficult to change the From the standpoint of works carried out, the model structure of the offices, partly because each office adopted is one used also in other cities: the rehabili- also has other tasks to perform. tation of an abandoned building has been accompa- There is too long time lapse between the approval nied by the start –up of new services implemented of the agreements with the social cooperatives and in a first phase using temporary premises and then the arrival of their financing. Financing relates to transferred to the new head quarters in the upgrade specific projects and not to the creation of a long- building. term facility. This means that when the financing Another nexus was the combined measure of the runs out, the facility is no longer provided. This was physical renewal of road and squares (with the re- the case for the Job Centre and the Social Office, making of the sub-services and attention paid to the neither of which is operating at present, both in decorum of public spaces) and the incentives of- “Quartieri spagnoli” and in the “Rione Sanità”. This fered to craftsmen and traders who have submitted is the way to destroy social capital. a credible renewal project often foreseeing, together The duration of financing is too limited to gain a real with the consolidation and /or upgrading of the firm, vision of the results. The operators in the Job Cen- works to renovate and improve the premises. The tre in particular complained that initiatives that had Campania Region has financed about 1.200 000 US started out well had been strangled when financing dollars for repeating a “good practice “of Urban pro- ceased. The ‘exceptional’ nature of the project is ject: providing “financial grants” for local businesses one of its greatest limits. of “Quartieri spagnoli” and “Rione Sanità”. The Urban experiment demonstrated that social The rehabilitation of urban spaces – as in various achievements take longer to come about. Funds other Italian programmes – is guided by a basic are required over a longer period - not more funds. methodological assumption: the pinpointing of roads The need to be a guarantee of continuity for the ini- and squares that can constitute circuits in renewed tiative is essential, as well as not working towards areas (sub-services, paving, urban furniture, new projects but with a view of creating a service. public lighting, renewal of decorum of the “commer-

cial basement”), so as to induce imitative effects by where they wrote: “Special mention Urban Pro- the owners of the buildings overlooking said roads, gramme for the Spanish Quarter in Naples (Italy) for and to attract investments and/or the location of new collaborative planning” and the Urban I Programme social and economic actors, witch – without arriving of Naples selected on the Dubai International Award at actual social replacement – constitutes a useful for Best Practices to Improve the Living Environ- 9 means of urban renewal, by means of representing ment Year 2004 – as a “Good Practice”. social diversification . The transferability of this experience is confirmed by Contacts the fact that Naples City Council received acclaim in Gaetano Mollura the category of the EUROPEAN URBAN AND Naples URBACT Unit Project Coordinator REGIONAL PLANNING AWARDS 2002 by the [email protected] EUROPEAN COUNCIL OF TOWN PLANNERS

Naples Good-Practice-Examples (2009)

• S.I. Re. Na. Città Storica S.C.p.A., Project - 616 interventions on 50% of the works; 396 concluded building yards; for the rehabilitation of the historic urban - - 731 enterprises registered on Sirena Project core List; Background and reason of the project - 1.285 technicians involved in the Project. Municipality assigned to public sector the task to define rules and control methods, identify the strate- Programme data of Sirena Project 3 (2008) gic actions and the incentives formulas necessary to - 573 applications made; let the Municipality interventions become attractive. - 13.5 Mio. € public grants already allocated. This choice advantages were obviously the introduction of an active policy of individuals involvement in OBJECTIVES the historic centre recovery and restoration, the The objectives of the programme are to: spread of a new culture about the urban mainte- - prime a continuous trial of maintenance and to nance, the improvement of urban space with imme- retrain the built heritage, not only of the main diate influences on liveableness and tourist en- historic core but also of the historic cores of the hancement, the start of a business and employment peripheral districts and outskirt fabrics; network really important for the local economy. - provide for an important intervention of the dif- Promote the intervention, connections between Ad- fusion of the urban maintenance culture in the ministration and buildings owners, organize the in- whole city, essential for the improvement of the formation offices and the companies register are all citizens’ safety, of the environmental quality and tasks that have been assigned to S.I.Re.Na., a non- for the exploitation of the urban fabric; profit of both public and private, but mainly public, - activate an economic circle that will bring nota- partnership Company. Moreover, the Company ble advantages for the local economy, for the promoted Protocols of Understanding with sector building sector and for jobs; experts, banks, insurances in order to offer to the - guarantee the diffusion of the culture of legality involved subjects some measures to ease the inter- and the care of the workers in building activities; ventions. The Company also organized workshops - promote the knowledge of the built heritage and and researches concerning historical buildings res- the suitable recovery techniques. toration methodologies, monitored the building sites on works progress and respect of security laws, published a booklet about buildings maintenance. Sirena Project results concerning not only buildings facades but also the structures and ordinary parts are numerically impressive. Since 2003 in the Historic Centre – UNESCO Heri- tage 681 buildings were or are part of Sirena Pro- ject; this means that the owners obtained free grants and made or are making restoration works. The Si- rena Project is a programme to restore the buildings’ common parts in the Old Town areas of Naples and outskirts (~ 3.000 ha on a total of 12.000 ha).

Programme data of the Sirena Project 1 and 2 (2002/03) - 1.083 financed building yards; 4. Part of buildings involved in Sirena Project. - 73 Mio. € public grants already allocated; - 224 Mio.€ total amount of works (financed by public and private funds); - 884 open building yards;

Subsequently the Municipality, through the S.I.Re.Na. Company, judges the applications and builds up a priority list. The applications will be sup- ported along with the priorities till the funds are spent. 10 The funds are allocated according to three different lists: There is a list for the historic core, a list for historic cores of the peripheral districts and a list for outskirt’s fabrics

RESULTS AND IMPACTS The process of rehabilitation avoided loss of residents, gentrification (in a positive sense) and maintained the social diversity. Furthermore the pro-

gramme had the effect to spread the culture of legality in the contractor business. S.I.Re.Na. has indeed set up a special “Open List”, on which the contractors have to register to execute the works financed by the City Council. All the enterprises, which meet the law requirements, without any turnover limit, can register on this List. S.I.Re.Na. takes care to control the safety conditions and the observation of social insurance norms for the workers at the construction sites (which without control are often not met). S.I.Re.Na. has an agreement protocol for the acci- dents prevention finalized to check the safety conditions of the yards.

LESSONS LEARNED AND RECOMMENDATIONS The project success is certainly based on a right 5. An example of historical buildings before and after the restora- specification of fundable works’ typology and on the tion (Dante Square). agency mode of operation. The Company acts in the field of urban regeneration – like a local develop- KEY STEPS AND ACTIVITIES ment agency – above all as an intermediary among Sirena Project Company collaborates with the Mu- citizens, technicians, enterprises and institutions nicipality of Naples for the realisation of the recovery through a global promotion activity, Project divulga- program of the buildings’ common parts of the his- tion and procedures simplification, using media such toric cores in Naples. The project is based on the as the internet and a more traditional daily “informa- disbursement of contributes by the financial partners tion desk” activity, which allows to get in touch with for the refurbishment and maintenance of common building owners and contractors. parts of buildings. S.I.Re.Na. attends to citizens, technicians and en- The non-refundable funds, granted by the Campania terprises from the drawing up of the grant applica- Region and Naples City Council, amount up to 37% tion, to building yard management, from the alloca- of the comprehensive intervention amount. A further tion of the grants without return to the completion of contribution up to 3% is granted to those who edit the building yards process. the Building Maintenance Booklet. The contribution for each building cannot exceed € 130.000/160.000. Contacts Moreover the funds can be accumulated with further Bruno Discepolo, S.I.Re.Na. President incentives and/ or easing grants from other public Bernardino Stangherlin, S.I.Re.Na. General Director authorities. Brunella Como, S.I.Re.Na. Manager The municipality sends out special calls (application Luca Ganguzza, S.I.Re.Na. Consultant form), asking citizens to apply for funding for the [email protected] restoration of their historic buildings. www.sirena.na.it The frequency of calls depends on the municipal budget to support private property owners.

NAPLES LOCAL ACTION PLAN/1

IN THE HERO NETWORK THE LOCAL ACTION PLAN IS DEFINED AS A CONCEPT PAPER THAT DESCRIBES HOW THE PARTNER CITY PLANS TO ELABORATE AN INTEGRATED CULTURAL HERITAGE MANAGEMENT PLAN FOR THEIR OLD TOWN AREA

WORK PLAN FOR THE ELABORATION OF WORLD HERITAGE SITE MANAGEMENT PLAN FOR THE HISTORIC CENTRE OF NAPLES

well as in their spatial, volumetric, and decorative Name of the Organisation, Country features. There is a remarkable continuity in the use City Council of Naples, Italy of materials, all locally derived, and the distinctive visual and material features, such as the basic yel- Area of World Heritage Property low tuff, white marble and the grey piperno. The The Historic Centre of Naples techniques developed for using these materials survive to a considerable degree and are used in resto- The World Heritage property of Naples historic cen- ration and conservation projects. tre includes all the essential elements that contribute

to the justification of its OUV (Outstanding Universal Proposal of a “buffer zone” Value). These includes the historic centre as defined Drafting the Management Plan has been also pro- by the Aragonese walls, as well as significant ele- th vided a proposal of Buffer Zone. ments from the 18 century, including important The new PRG – “Piano Regolatore Generale” (Ur- palaces, the wide palace Albergo dei Poveri, the National Archaeological Museum, the Certosa of ban Development Plan/Masterplan) 2004 widened Suor Orsola Benincasa on the hill of San Martino, the boundary of the historic centre regulated by Villa Pignatelli, as well as for governmental, residen- PRG 1972, including a vast portion of the surrounding urban area which forms a crown from east to tial, University, health and sanitary buildings and west, in which the safeguard regulations of the ur- arts and crafts functions. These buildings and func- ban fabric and the historical and architectural heri- tions represent all the relevant periods of the history tage are extended to everything built before the of Naples, which are in fair state of conservation. second post-war period. The important historical relationship of the city to the The proposal concerns a zone that borders with the sea is maintained through the preservation of ar- WHS and includes, from west to east: chaeological remaining of the Roman period along - portions of the Pendino, Porto and San Ferdi- the sea coast and the rehabilitation of the small boat nando areas that are not included in the harbours found from Castel Nuovo to Capo Posil- lipo. The traditional role of fishing is also maintained UNESCO area; - part of the Chiaia, Vomero and Arenella areas; within property. - part of the San Carlo all'Arena area; The town plan has a high level of authenticity and - the portion of the San Lorenzo area that is not retained considerable evidence of the Greco-Roman included in the UNESCO area; city and the checkerboard layout of the 16th-century - most of the Vicaria area; “Spanish quarters”. - a small part of the Industrial Zone; The typology of the public and private buildings has - the entire Mercato area; been well retained as part of the current city plan, as

- the area under the responsibility of the Port Au- - Manufacturing, Tourism, Trade: support for in- thorities of state property that starts from the ter-traditional socio-economic and cultural pro- Molosiglio gardens to the end of via Ponte della duction. Maddalena. - Transport, Infrastructure and Environment: optimization of land resources and the strength- 12 To this new boundary of A Zone defined Historic ening of the regional perspective of the urban Centre we also add: historical landscape. - the green areas of 2,215 hectares that were de- - Civil society, knowledge production, re- fined in the PRG 2004 as Metropolitan Regional search: improving the quality of life. Park of the Hills of Naples that, with specific In this way raised the choices that characterised the norms, are regulated so to stop any further ex- redaction of the M.P., as well as the principles and pansion; the objectives to be achieved: - areas of more recent construction, classified by - The need of a wider vision aimed at facing the the PRG 2004 as Bb Zone, whose implementing problematic issues on a larger scale (Municipal- regulations stipulate substantial conservation; ity, Province and Region level) according to the areas of archaeological interest classified by the themes and intervention’ axes foreseen under PRG 2004 as Ab Zone; green areas classified the Plan. For each of them (services, viability, by PRG 2004 as E Zone. The size of this area is transports, tourism etc) has been individuated 1350 ha. the area of interest and the actions compatibility The proposal of the Buffer Zone refers to areas of with the other part of the city. the historic centre that fall under general regulation, - Considerable increase in cultural tourism has a in ordinary activities and in initiatives aimed at con- wider territorial dimension than WHS, it is how- trolling and protecting the heritage, promoting eco- ever strongly linked to its development and ex- nomical activities, development and welfare. The ploitation. In the WHSMP the “creativity” theme strategy of the planning and the active implementa- has been specifically approached as urban sys- tion tools in the historic centre obviously regulate tem peculiarity, touristic attraction and im- also these portions of the territory. provement. In addition to the opportunities given The Management Plan after the strong infrastructural railroad intervention carried out at a regional and urban level, The approach to Naples Historic Centre World Her- cultural and tourist offers pertaining to WHS and itage Site Management Plan (WHSMP) has been other UNESCO properties within the Region an integrated one because of its complex structure, (Archaeological sites of Pompei, Ercolano, Op- being Naples a structured and extremely rich land- lonti, Costiera Amalfitana, Cilento Park, with scape resulting from the historical stratification of Paestum and Velia, and Caserta Royal palace) different physical, architectural, archaeological and shall be implemented to create a regional sys- cultural-anthropological levels. tem to manage the UNESCO properties in In the future, this procedure shall be developed to- Campania. gether with other similar historical towns included in - The need of a systemic consideration, that the World Heritage List. The working team guidance means that the cultural resources of the site made possible to define an efficiency picture and a should be considered in their whole; product with good practice characteristics. - The need to foresee a continuity in the process This experience was an innovative one because of of historic stratification that marked the Historic the choice of using the Historic Urban Landscape Centre of Naples, hosting and promoting mani- (HUL) methodology in the WHSMP development, as festations and expressions of contemporary cul- instrument of thinking over the methods and criteria ture; for the conservation and the valorisation of the his- - The need to guarantee the social and functional toric centre. integration through the diversification of the Therefore it seems more important than ever to functions foreseen (housing, production, com- overcome barriers foreordained to develop ideas merce and facilities) and the maintenance of a and projects, not only in terms of conservation, but population also diversified for activities and in- also producing new culture. come, as well as for socio-cultural rank and ori- The Management Plan vision contains protection gin; development, overall improvement of heritage archi- - The need to assure the recognition of the vari- tectural and also social and economic systems; in ous architectonical facies of the city, that repre- particular the quality of life for residents of the an- senting the stratifications, are in their whole and cient centre and the actions promoted in this plan in their diversities an essential value for the ur- will benefit in daily life. This vision refers to the site ban historic landscape, identifying and preserv- in a broader perspective (system planning) and in a ing in all interventions on the building heritage, closer one (local micro and neighbourhood). the typical features that have characterized Objectives of the Historic Centre of Naples Man- them in the different ages; agement Plan (all strongly interconnected): - The elimination of negative values and the im- - Conservation, Preservation and Revitaliza- pact reducing of detractors, intervening on criti- tion: the recovery and preservation of cultural cal aspects (health, pollution, decay and safety) heritage and the continuity of its historical strati- or reducing the vulnerability of different nature fication that can immediately compromise the survival and the vitality of the good.

- The safeguard and the development of the im- port. In this way Port Authority could make possible material resources heritage, that contribute as a real integration between port and old town and indispensable complement, to the definition of create a real opportunity of cultural tourism fruition the “cultural climate” of the historic urban land- of WHS for the cruise tourists. scape, both fixing in the memory of the customs The WHS would promote the intervention both on 13 and of the practices (Documentation centre for public heritage and on private constructions, stimu- traditional holidays, ephemeral installations and late the stakeholders and support the small property equipment, popular music and dialects etc) and private initiative. The intervention to promote the safeguarding artisanal productions or typical ac- requalification and the maintenance of the private tivities through appropriate measures (seals of construction has been for a long time object of the quality and origin labels) and providing them methodology used in the consolidated procedures of with innovative supports in the business design S.I.Re.Na. Company. and marketing; Governance and management structure This is why WHS has been considered as an or- ganic system in which promoting the active interven- In terms of political responsibility, the historic centre tion on public heritage by all the authorities, institu- of Naples is currently entrusted to the Culture Town tions and important stakeholders. As a matter of the Councillorship jointly with the delegation to the fact, the development of the WHSMP involved town Building Town Councillorship, by delegation also authorities and socio-economical stakeholders to technical support for the recovery of the historic achieve this aim and following UNESCO recom- centre. mendations. These meetings, with different groups For the technical-administrative staff, the three of people, were characterised by great interest and specific departments are responsible for the historic involvement followed by proposals and contributions centre. They are: which led to an improvement and optimization of the 1. Valorisation of the Historic Centre Depart- WHSMP. ment. A census on buildings of the Historic Centre was 2. Monumental Buildings Department. carried out in the perspective of involving the most 3. Innovative Financing and European Funding of the UNESCO property stakeholders. This census Department. results highlighted a great ownership fragmentation, During 2010, the three Services have been joined not only referring to public/private sector, but also to by a Project Unit with the specific task of managing the variety of Institutions and Authorities which own the Urban European Integrated Project referred to Historic Centre assets. the historic centre of Naples. These structures, mostly of historical and artistic They have expertise and operational decision- value, are usually deteriorated and not used as they making of the Historic Centre and also Municipalities could be. For these reasons, it is necessary to pro- I-II-III-IV whose territory is included in the UNESCO mote a collaboration between the owners in order to site. promote public heritage usage and management. As above mentioned S.I.Re.Na. Company, with its private - public capital with majority of the City of To help and optimize these initiatives about public Naples, manages private actions on housing in the heritage usage and management it was decided to historic centre. propose some “Agreements”, intended as collabora- The new governance structure of complex organiza- tion instruments where every subject (property tions requires complex decision-making apparatus owners or subjects involved in property regenera- based on a political responsibility of senior institu- tion or protection) roles and duties are defined. tional bodies and a very low number of subjects- Naples will host the Universal Culture Forum in makers hierarchy, giving the role of absolute evi- 2013. The central theme of the Forum is mainly the dence to the WHS as a part of UNESCO site. socio-cultural one and starts from the assumption So considering the administrative structure of the that Naples is a town naturally open to the Mediter- City of Naples, the priorities of the Management ranean area, a strategic place for different cultures Plan on the issue of governance are two: exchanges, a meeting point between conflicts and 4. To refer directly to the Mayor of Naples, the harmony. A comparison among people coming from political responsibility of the centre. the five continents, between different religious and 5. To establish the "Historic Centre UNESCO lay beliefs, between different views about living, will World Heritage" Department. be necessary to build up peace. Naples proposed to The Department will be headed by a coordi- contribute to build up this path with the challenge of nator (called, in this case, "Conservator") ap- re-thinking of itself as a town open to the inter-ethnic pointed by the Mayor, after consulting the and inter-cultural exchanges that have always char- General Director. acterized it, as its history shows. An agreement between Naples Municipality and Integrated vision/concept for the retail devel- Port Authority is also essential for helping cruise opment (recently developed): Framework for companies to develop new interesting aggregation the development of retail trade in the Old Town centre for cruise tourists and coastal inhabitants of targeting at retailers, citizens and city admini- underprivileged areas, combining security theme stration with port permeability. The Port Authority shall dis- The Management Plan for the Historic Centre of mantle the physical obstacles, rationalize port or- Naples has been implemented with some key ganization and improve the passengers’ area of the documents:

The DOS (Strategic Guidance Document) that The aspects of protection and management are also resulted in a Integrated Urban Plan EUROPE for the here summarized. historic centre of Naples (PIU EUROPA). The “DOS” The property included in WHS is managed by a Mu- and the “PIU EUROPA” provide a series of strategic nicipality office specifically created to guarantee the decisions and planning that allow an effective historic centre preservation and enhancement, 14 comparison with the city in all its forms. which uses the Management plan as a planning in- The “Grande Programma UNESCO” (UNESCO strument, guaranteeing at the same time that the Great Programme) for the historic centre of Naples historic centre remains lively. will open up these two documents prepared in the The Management Plan aims are: preserve cultural control room set up to implement the agreement heritage; protect urban fabric stratification; support Protocol among: Campania Region, Naples City traditional social and economic inter-relations, cul- Council, Regional Directorate of MIBAC and tural production and life improvement, preserving Archdiocese of Naples. The intent is to convey all mixed use destinations; improve security and public the actions and the funding provided on a single health; strengthen the awareness and the under- objective: the material and immaterial standing of the citizens about Naples outstanding redevelopment of the historic centre of the city. historical heritage resources. The Campania Region as Managing Authority is The Management plan further aim is to integrate the involved in the way to finance the actions through WHS Naples Historic Centre within the wider terri- the ERDF 2007 – 2013 . tory system composed of Naples metropolitan area, The management plan for the historic centre was Capri and other isles of the bay, Sorrento and Sor- built during the elaboration of various planning rentino-Amalfitana peninsula, Ercolano and Pompei, instruments drawn up in recent years, as the above or rather the historic urban landscape surrounding mentioned documents (DOS, PIU EUROPA and the bay. “Grande Programma UNESCO”, Strategic Plan of Naples). Then it is going to become a tool that aims Contact at realizing the scenarios; its value goes beyond Giancarlo Ferulano technical and legal aspects to get an expression of UNESCO site Manager Historic Centre of Naples the cultural climate of the community in which we live. Website The involvement of actors and stakeholders: www.comune.napoli.it Bottom up process Download Management Plan At a later stage (DOS - PIU EUROPA) the involvement of stakeholders took place through the forum, municipal councils, publication of declarations of interest - adopted by the control room- and their submission, meetings between the various departments of the City of Naples (“Grande Programma UNESCO”). To facilitate and optimize any project related to the use and management of public assets it was necessary to proceed to the conclusion of “agreements”: collaborations between City Council and each authority involved in the process of construction of the management plan, where roles and responsibilities of each stakeholders involved are defined: Regional Office for Artistic and Landscape in Campania – MIBAC; Campania Region; Archdiocese of Naples; Port Authority; Naples Province; the State Property Agency; Local health authority of Naples; The Universities: "Federico II", “Orientale”, “Second University of Naples", "Suor Orsola Benincasa", "Parthenope" at the end, finalized to the approbation by the City Council of Naples. So public meetings were organized to share a first draft of the management plan for the historic centre. Besides the meetings for the whole management plan of the UNESCO historic centre, it has been implementing the URBACT Local Action Plan of an area included in the UNESCO historic centre and in the management plan called “Città Bassa”: Several initiatives have been proposed very useful to obtain a bottom–up/shared implementation of the management plan in one hand and the local action plan “Città Bassa” area in the other hand (see LAP 6. From the top: Roman theatre 2004-2009 WHS of Naples; WHS paragraph below). of Naples panorama towards S.Martino hill; Greek and Roman theatres on Posillipo hill.

NAPLES LOCAL ACTION PLAN/2

THE HERO NETWORK, IN THE FRAME OF WHS, PROVIDES A LOCAL IMPLEMENTATION PLAN WHICH POINTS OUT CONCRETE ACTIONS AND PROJECTS IN SUPPORT OF THE SUSTAINABLE DEVELOPMENT AND MANAGEMENT OF THE HISTORIC URBAN AREA.

LOCAL IMPLEMENTATION PLAN FOR THE “REGENERATION OF PIAZZA MERCATO” IN THE FRAMEWORK OF THE JOINT URBACT LAP “THE WATERFRONT OF THE HISTORIC CENTRE AND PORT AREA FROM PIAZZA MUNICIPIO TO PIAZZA MERCATO: A SUSTAINABLE DEVELOPMENT THROUGH THE IMPROVEMENT OF THE CRUISE TOURISM IMPACT” tourism. The support group is made up of local pub- Name of the Organisation, Country lic and private bodies acting on the territory, as well City Council of Naples, URBACT Project Unit, Italy as the university and some public / private socie- ties. Basic description of the background for the Lo- The Management Plan interpreted the city as a po- cal Action Plan tential engine of growth towards the Mediterranean The dimension of the WHS of Naples is such a posi- area, which relies heavily on formidable strengths tive factor, because it allows revaluating a very ex- such as the local culture (the city centre is the main tensive area of the city, but it also requires a con- area of the Universities with many students inhabi- siderable concentration of economic resources. With tants) and the hospitality of the people (tourism is reference to introduction (page 4), the HerO LAP of one of the main drivers to be improved for a posi- Naples focuses on a limited area of the old town WH tive impact on the Neapolitan economy). So the re- property, the so called "Città Bassa" (Lower City), generation of the “Città Bassa”, the area between which includes the districts of Borgo Ore- the ancient centre and the port area, identified by fici/Waterfront (interested by CTUR TN) and piazza the HerO LAP is a central and strategic issue for the Mercato (interested by HerO TN), closely related to city. the port and the eastern part of the city. It is a useful The context: instrument for the implementation of the WHS Man- agement Plan and has been developing in close The area of “Città Bassa”, despite of having previ- relation with it. ously had a strong commercial character, suffers since the end of the war from relative neglect and The HerO Local Action Plan is a tool that fits into the gradual decay. Some successful initiatives imple- framework of existing instruments (The Strategic mented by individuals (Borgo Orefici Consortium) document “DOS” , the Urban Integrated Plan “PIU with the support of the Municipality of Naples have Europa”, Great Programme Historic Centre shown the possibility to reclassify the land while ob- UNESCO site, Strategic Plan and WHS Manage- taining a positive impact both in the social field ment Plan) and is aimed specifically at the redevel- (creation of business incubators, revitalization of the opment of "Città Bassa", having as main objective context, etc.) and the economic field (Increased the reconnection between old town and harbour and commercial attractiveness of the site, creating new regeneration of the historic neighbourhood through skilled jobs, etc.). In this perspective the develop- also a positive economic impact of a sustainable ment of the LAP tends to maximize the impact of

planned operations in the area by the “Grande Pro- gramma UNESCO” of the Municipality of Naples, incorporating suggestions and proposals from private actors. Relevant data: 16 - The LAP area is 15km far from the international airport “Capodichino”. - Near to the “Garibaldi“ Central Railway Station. - Served by metro stations: Garibaldi, and 3 under construction Municipio station, Università station and Duomo station. - Near to Beverello Quay and Massa Quay. - This historical area was listed by UNESCO as a World Heritage Site in 1995. But these quarters suffer from physical as well as social degradation: - A high unemployment rate with the Mercato district 38.01%; Pendino district 40.37% (Munici- pality 30.21% and Naples 31.39%). - Illegal immigration. The so-called “Città Bassa”, thanks to the initiatives already planned by the Municipality and the public and private stakeholders involved in the URBACT LSG, is able to offer a valid alternative to the normal paths of penetration into the historic centre and a vision of what a high-quality craftsmanship is able to produce.

The most important cultural heritage sites of the LAP area: Borgo degli Orefici (Goldsmith quarter) Since the fourteenth century, the Pendino quarter has been occupied by the craft workshops of Naples' goldsmiths and was recognised as the Cor- poration of Neapolitan Goldsmiths by Joan of Anjou. The marquis of Carpio, assigned the area, still known today as the “Goldsmiths area”, ordering that the profession could only be exercised within its

boundaries. Pedestrian areas have been introduced following the orientations of the Municipality. The area was involved in a “Project of renewal of Borgo Orefici” under 2000 – 2006 ERDF Funds. Piazza Mercato Old market spread until the port, Masaniello’s revo- lution place, a parking space, nowadays piazza Mercato centre is vacant. Only children use this space for playing football. Home accessories and bicycle shops, Santa Croce church, Carminiello Complex (professional institute and mosque) and a school surround it. The “palazzo Ottieri” building represents a wall and emphasizes the break between piazza Mercato and 7. From the top: the clock of St. Eligio Church; St. Maria del Car- the Port. mine Church; ancient view of piazza Mercato. Porta Nolana Piazza del Carmine One of the gates of the ancient walls of the city of A place where we find fireworks shops, car park, Naples, it was built in the Fifteenth century by ruins of the Castel del Carmine, the church Santa Giuliano da Maiano in Renaissance style with a Maria del Carmine which is a splendid example of round arch in marble, incorporated within two towers Neapolitan baroque, founded in the Angevin period. built in piperno stone (named Fede and Speranza) Sant'Eligio Maggiore and a bass relief depicting Ferrante I on horseback. On the western side of piazza Mercato stands the Beside it stands the Renaissance Church of SS. apse of the “Sant’Eligio Maggiore Church”, the first Cosma e Damiano, whose facade is a rare example church of the Angevin period dated 1270, that is of Neo-Romanesque architecture. Nolana place is encircled by “Antiche Botteghe tessili”: textile mar- encircled by a lot of activities as market, shops and ket, drapers, etc. hostels.

The construction of the hospital and the church was The bomb damage during the second world war financed not only by nobles but also by local arti- brought to light the Gothic and Provencal structure sans, for this reason chapels inside the church are and Roman influences. dedicated to the saints who protected the artisans.

17 Main aims and objectives of the Local Action Plan Main Objectives:

1. Requalification of the waterfront monumental area and nearby historic urban area

2. To give new functions to the city and the port heritage for urban regeneration

3. To maximize the economic and social impacts and support the social and economic development of the “Città Bassa” quarter based on historical activities

Intended Result In addition the Campania Region participated to an international seminar of the network. One of the results of HerO LAP in Naples is change in in the way of working that takes into account all The Culture Town Councillorship is in charge of the the stakeholders based in the project area: a bottom political coordination for the Programme. The other up process for the implementation of a regeneration councillors involved are: Building Town Councillor- project. ship, Development Town Councillorship, Liveability The LAP has been and is an important instrument Town Councillorship, and Tourism Town Councillor- that gives a dialogue opportunity between stronger ship. stakeholders of the LAP area such as the Port Au- thority, arts and crafts Private Consortium and the Preliminary activities: • City Council: the integrated approach of the project. To define the political leader of the project. One of the most important outputs is the Pilot Pro- • To connect the local action with the priority of ject for the rehabilitation of the common parts of pri- the City and Mayor Agenda. vate buildings (which, more than monuments, char- • To connect the action plan with ERDF funds acterize the UNESCO city centre of Naples, the so and other resources. called Cultural Landscape) because the main diffi- • Networking the activities of the City Council to culty is how to renovate the private buildings to know the state of the art of the area: Principal avoid “gentrification”: the challenge is to regenerate characteristics of the area and identification of a deprived area preserving the “immaterial heri- the socio-economic problems; Existing policies, tage”. strategies, concepts, plans, activities which are of relevance for the area and its cultural heri- Work plan for a LAP tage. • 3 Thematic Seminars (on physical environ- 1. SET UP A LOCAL SUPPORT GROUP - mental, social and economic development PUBLIC BODIES: January 2009 - July 2009 themes) with the different councillors depart- The LAP started from the idea of the City Council of ments and individualization of the City Council Naples to implement a unified strategy for the re- key stakeholders LSG members. generation plan of the "Città Bassa" district, piazza • Involvement in the meetings of the Managing Mercato and Port area with the involvement of the Authority as LSG member. Port Authority and other key actors. • Several meetings with the Port Authority Key It is very important the presence of the main actors: stakeholder of the LAP (HerO and CTUR). The Consortia "Antiche Botteghe Tessili" and "An- • Involvement in the meetings of the University as tico Borgo Orefici". The involvement of the Univer- LSG member. sity has also secured support from the early stages of the project, identifying the area and its problems, 2. SET UP A LOCAL SUPPORT GROUP - and proposing solutions for them. Finally the in- PUBLIC/PRIVATE BODIES: July - October volvement of private-public companies such as 2009 S.I.Re.Na. and of all the main offices and depart- Main activities: ments of the City Council interested in the LAP • Involvement of public and private stakeholders. buildings, over time ensures the effective achieve- • Involvement of citizens. ments of some actions. • Involvement of two Department of the University The Campania Region, Managing Authority of the of Naples “Federico II” - Architecture Faculty - Programme, participated in the first phase of the prof. R. Amirante and prof. R. Florio – to obtain ULSG meetings. There were separate meetings with two aims: some contacts in the Region to discuss the objec- 1) expertise for the LSG and LAP (donor); tives and criticalities of the project at an early stage. 2) LAP as didactics paths (receiver)/ opportunity of a space of confrontation between students,

University, City Council and Port Authority on the themes of WHS sustainable development and City/ Port Heritage and Cruise Tourism opportunities. • Two grants for two post graduated Architects in- 18 volved in the implementation of the LAP. • 2 Traineeships from September to October (one month) 2009 and 2010 for the students of the Architecture Faculty of the University of Naples.

3. REGULAR LSG MEETINGS: until March 2011 The LSG Meetings (two meetings for each month + four public meetings involving LSG and civil society) were developed during the first and the second phase of the project, in the second phase they were organized into three principal different groups related to the main issues.

8. University trainings. From the top: student at work, October 2010; study visit of students to the Port, September 2009. 4 Public LSG meetings:

th First public meeting: Presentation of the first Traineeship/Workshop of 18 March 2010 the Faculty of Architecture Student University FEDERICO II of Naples

Second public meeting between politicians and inhabitants/stakeholders th of the area to submit the pilot project (S.I.Re.Na./Consortium Borgo Ore- 8 June 2010 fici) activated in the framework of the URBACT LAP International Hero Network Workshop in Naples

Third public meeting: Presentation of the second Traineeship/Work- 15th October 2010 shop of the Faculty of Architecture Students University FEDERICO II of Naples

th Four public meeting: Openday piazza Mercato - Presentation of the 17 February 2011 Consortium activities for piazza Mercato

27 Thematic LSG meetings: The methodology used in URBACT LAP is based on focusing three thematic working groups; each one is related to one “field of action”. MARCH/APRIL JULY/AUGUST NOV/DEC MAY/JUNE SEPT/OCT JAN/FEB 2010 2010 2011

INFRASTRUCTURES 3 meetings 2 meetings 3 meetings Accessibility

HISTORICAL AND CULTURAL HERITAGE 3 meetings 3 meetings 2 meetings Regeneration of Public Buildings and lighting

QUARTER IDENTITY/ ECONOMIC AND SOCIAL 2 meetings 3 meetings 3 meetings IMPACTS Economic development

4. LSG ACTIVITIES EXHIBITION: November 5. PUBLICATION and PRESENTATION of the 2010 (during the HerO WS in Naples) updated URBACT LAP: July 2011 The exhibition of the activities of LSG gathers all the In occasion of the conclusion of CTUR Thematic useful results for the implementation of the LAP. Network will be presented the updated URBACT LAP “The waterfront of the historic centre and 19 port area from piazza Municipio to piazza Mer- cato: a sustainable development through the improvement of the cruise tourism impact”. It will contain the updated joint actions of the two The- matic Networks CTUR and HerO and will be presented during the final workshop of the thematic network CTUR to be held from 7 to 9 July 2011. This will be a valuable tool for the future development of the "Città Bassa". All actions are designed in continuity and according to the Management Plan for the historic centre - UNESCO site.

Summary of the updated URBACT LAP: • Basic description of the background of the Local Action Plan • The context • The main aims and objectives of the Local Ac- tion Plan • The local actors: Local Support Group • The problems • The proposed actions: annex 1 & 2 • Timetable (GANTT): annex 3 • Links to the other E.U. programmes in the Local

Action Plan implementation 9. HerO Workshop in Naples, November 2010. From the top: • exhibition of the activities of LSG; archaeological visit to the An- Conclusions cient Roman Theatre.

Steps undertaken from the beginning of the HerO Network activities in 2008 until the end of the project

Several meetings have been organized with the aim • Port Authority of Naples to connect and share ideas, proposals, problems Study Office and challenges with the members formed the LSG. Tourism promotion The members of Local Support Group are: Technical area – maintenance Coordinators: Public - Private Bodies: • Culture Town Councillorship • S.i.Re.Na. S.C.p.A. • Campania Region - Managing Authority • Terminal Napoli S.p.a. • City Council of Naples - URBACT Project Unit – Private Bodies: Project/Partner • Consortium Antico Borgo Orefici - Goldsmith Municipal Town Councillorship: quarter • Building Town Councillorship • Consortium Antiche Botteghe Tessili - Textile • Development Town Councillorship quarter • Liveability Town Councillorship Consortium executive council • Tourism Town Councillorship Workdesk Antiche Botteghe: X Studio s.r.l Stu- • Second Municipality dio KELLER ARCHITETTURA • Municipal Departments: R.V.M. s.r.l. • Valorisation of the Historic Centre Department Civil Society: • Innovative Financing and European Funding • Citizens Department • Students • Monumental Buildings Department • Property managers • Urban Planning Department • Retailers, Small and Medium Enterprisers • Traffic and Lighting Regulation Department Methodology Public Bodies: One of the most interesting aspects is the clear • University Federico II Faculty of Architecture identification of all the stakeholders to build up the Department of Urban Planning LSG, and the clear methodology of the progression Department of Architectural design of the work. • Office for safeguarding of ALHAE heritage Naples end Province

The involvement of stakeholders that act directly in In the Annexes 1-2-3 there are identified some con- the LAP area allowed a direct participation of citi- crete actions of URBACT LAP that could be realized zens' groups and traders who work and live in the in a brief, medium and long term and with a budget area (activities proposed by the consortium). The based on identified funds involvement of students in primary and secondary There is also in the description of the activities pro- 20 schools of the place (the activities proposed by the posed, a table containing the information related to: Municipality and by the Port Authority) and univer- the objective, the responsible (Institutions sity students (this activity includes proposed by the /authorities in charge), the development phase, the Municipality and the Faculty of Architecture) has estimated cost, the official planning framework, the contributed to the dissemination of contents and source of financing: potential funding already allo- themes and to the creation of a basis for a shared cated and funding and programmes that partners work on the LAP with citizens. In addition, for the can apply for. activities that include private owned property, it is The "Flagship Projects” document attached illus- essential to involve the building managers. (activi- trates all the specific actions related to the area of ties proposed by S.I.Re.Na.). HerO LAP.

10. ULSG members plan

ANNEX 1:

Example TABLE of ANNEX 2:

Objective 3: To maximize economic and social impacts of cruises and support social and economic development of the “Città Bassa” quarter

21 Action 3.7 : Support to the historical activities in the area: gold craft and textiles activities

(Financing funding and Description of Responsible Legal/offici secured) programmes the specific (Institutions/autho Estimated cost al planning potential that partners LAP Action rities in charge) framework funding already can apply for allocated

3.7.1. Incubator of eco- Municipality € 1.000.000 Naples € 1.000.000 E.R.D.F. nomic enterprises of GMP Ambit 2007/2013 Neapolitan Gold- Goldsmith quarter Nr.21 public/private smith/textile economic association fundings hub , called "La Bulla" Great Development of the Textile quarter Programme young enterprises, re- association UNESCO generation of the historic site centre of the city. The idea is to stimulate employment for young people in an excellence field as quality craft, in line with the historical goldsmith tradition of the area Phase 2011

Example Table of ANNEX 3:

GANTT

Implemented activities 2010 2011 2012 2013 Action 2 3.1 3.2 3.3 3.4 3.5 3.6 3.7.1 3.7.2

Main LSG activities/outputs: Impact on local governance: - Pilot Project piazza Mercato: Hypothesis for a One of the result obtained by the local action plan is programme of integrated rehabilitation of piazza to create an impact at local level, in terms of trans- Mercato area: the mapping of ground floors; ferring the knowledge acquired in the URBACT - New management of the areas through new process to local policies, programmes and actors, in tools as “natural” commercial centres (develop- terms of scaling-up some of the action plans at pol- ment of a Town Centre Management Plan): the icy level and integrating them into mainstream ser- first one “piazza Mercato district” and the sec- vices, or in terms of securing funding through the ond one “Borgo Orefici district”; Operational Programmes of the European Regional - Commercial and tourist Itineraries through the Development Fund (ERDF) for their implementation. “Città Bassa”; In addition, the process has also contributed in cre- - Traineeship an workshop of students at the ating new partnerships between different levels of Faculty of Architecture; administrations and the involvement and participa- - Proposal for a New “Market Place” in piazza tion of the private stakeholders to the development Mercato; of the project. - Shuttle in the port area to connect Cruise terminal with the URBACT LAP area.

Next steps: models created by the other URBACT Cities in the The work of the ULSG started in the first phase of framework of CTUR Network) for the development the project will continue until the final stage of the of the “Città Bassa” district and the improvement production of the LAP. The intent is to establish a of the cruise tourism impact (Naples URBACT monitoring local support group for the "Città Bassa" LSG): new management body - public and private - 22 district, presenting the results of the work in the for an integrated regeneration of the city – port area General Assembly of the City Council of Naples and (“Città Bassa”), monitoring the results and the im- proposing a new body, after the URBACT II life, pact and quality of the projects. that could be a new urban observatory (as some

Focus on LSG Outputs: actions as Good-Practices LSG member: Consortium Antico Borgo working together on a global initiative to revive Orefici Naples’ goldsmith district through urban renewal, business incentives and tourism, as part of a Action: Natural commercial centre of Borgo larger project to revitalize the city of Naples. Orefici district - economic and social initiatives • The Consortium plans to promote the Borgo for the traditional historic handicrafts activities Orefici as a gateway to the ancient and historic of the “Città Bassa” quarter (development of a centre of Naples, through the creation of cultural Town Centre Management Plan). walking tours for tourists and other initiatives Naples’ goldsmith district, unique in the world for its aimed at promoting artistic handcrafts. concentration of workshops dedicated solely to the • Today, the Consortium counts among its mem- manufacturing and sale of gold, silver and jewellery bers approximately ninety companies represent- products, is nestled between Corso Umberto and via ing the best of the tradition of Neapolitan gold Marina. and silversmithing. • It provides a prime example of the city’s strong arti- Among its other principal objectives there are san tradition; there are few other places in the world the creation of service infrastructures and providing assistance in carrying out individual and that compare. In fact, Naples’ goldsmith district has been in existence since ancient times, but was not collective projects. In order to accomplish these formally defined until the Angevins ruled Naples in goals, the Consortium has undertaken several the 13th and 14th centuries. Characterized by its nar- partnerships with institutional counterparts row streets, irregularly constructed buildings, and a (Campania Region, Province of Naples, City of large, open “piazza” with a wooden crucifix in its Naples and Chamber of Commerce of Naples) centre, the goldsmith district has always been a fo- in order to avail itself of all of the public and pri- cal point in the everyday life of Neapolitans. vate resources available to aid in the architectural, environmental and municipal recovery of The goldsmiths in this district joined together as a the goldsmith district while, at the same time, guild in the Middle Ages when they were officially helping to breath new life into Neapolitan gold recognized by Queen Giovanna. Although the first and silver business, which constitutes an impor- master goldsmiths were French craftsmen leftover tant industry in the Region of Campania. from the Angevin court, local artisans soon sur- passed foreign ones at their craft, thanks to the in- KEY STEPS AND ACTIVITIES: ventiveness, creativity, and stubbornness which has The Consortium want to preserve and improve Nea- always characterized the Neapolitan people. In the th th politan goldsmith tradition through the creation of 17 and 18 centuries, the goldsmith district was lines of jewels: the site of an incredible creative boom, witnessing • The collection “A Jewel for the Queen” proposes the production of several masterpieces, including an itinerary which flows through two centuries of the famous silver Treasure of St. Gennaro in his the history of goldsmith’s art and Engravers namesake chapel at the Duomo. from the Kingdom of Naples, which created ex- The Consortium of Neapolitan Goldsmiths was traordinary jewels for King and Queens. founded in March 2000, thanks to a project started • The line “Aurea Venus” is the point of arrival of by artisans and business owners working in the so- an effective partnership between the Archaeo- called “Antico Borgo Orefici”, or goldsmith district. logical Superintendence of Naples and Pompei and the Consortium “Antico Borgo Orefici” di- OBJECTIVES: rected to the exploitation of the Neapolitan gold- The main goal of the Consortium is to consolidate its smith’s art. history, grouping together many workshops, artisans • The exploitation of this exceptional resource - and companies which have all contributed to main- you must think about the jewels and the “treas- taining this centuries old tradition. The motivating ures” of silverware coming from Pompeii and factor behind the creation of this association was the from the buried cities by the Vesuvius eruption desire to create a synergy among the more than 350 in 79 AD - is the aim of the project. companies that are currently operating in the gold- • “Hera’a Treasures” is a collection of precious smith district and that employ over 2,000 people. pieces deriving from a collaboration between •The members of the Consortium are currently MIBAC-Superintendent’s Offices for Archaeo- logical Arts for the Provinces of Salerno, Avel-

lino, Caserta and Benevento and the Consor- LSG member: Consortium Antiche Botteghe tium of the Borgo Orefici (Goldsmith’s District) in Tessili Naples. Action: Natural commercial centre of piazza The Consortium’s line has been realised by gold- Mercato district - economic and social initiatives 23 smith masters from the consortium and it presents for the traditional historic handicrafts activities multiple technical and artistic qualities, each piece of the “Città Bassa” quarter (development of a having been inspired from decorative motifs taken Town Centre Management Plan). from the works preserved at Paestum Museum. The Consortium Antiche Botteghe Tessili was established in December 2006 and its purpose is to coor- RESULTS AND IMPACTS: dinate commercial initiatives and programs aimed at Incubator “La Bulla”: urban requalification of the whole area. Incubator “La Bulla” (so called because of the name The Consortium concept starts from the necessity of of a distinctive sign “Bulla” of the young boys born strongly address the problems of the area; the as- free that they brought up to the attainment of the sociates get together in a structure that must repre- virile age in roman period). The “Bulla” also had sent a common platform in which is possible to dis- value of amulet. It has been designed to accelerate cuss ideas and build together a modern business the successful development of goldsmith entrepre- strategy. neurial companies through an array of business support resources and services, developed and or- OBJECTIVES chestrated by incubator management and offered The Consortium “Antiche Botteghe Tessili” brings both in the incubator and through its network of con- together retailers and production activities operating tacts. in the "Città Bassa” intending to: “La Bulla” activities: - to improve the living standards of the neighbor- - Neapolitan goldsmith school: In our classrooms, hood; students can attend vocational courses to be- - to increase the micro-economy of the district by come expert gold masters, training courses in promoting the craft, the trade, the start of new the schools of the historic centre of Naples spe- activities and the employment. cialized in goldsmith’s art and refresher courses To a healthier neighbourhood corresponds a more about the use of new technologies or particular prosperous economy and the other way round. processing techniques. This virtuous cycle generates clear benefits for fami- - Goldsmith Workrooms: Tourists who arrive in lies who live and work there and for tourists. For this the Incubator “La Bulla” can visit workrooms reason, the Consortium is proposed as a unifying where expert gold masters will show them the centre for ideas to finalize the best social economic antique and modern processing techniques. and cultural strategies to achieve the goals. Showroom: Thanks to the exposition of lines of jewels, excursionists have the possibility to live a KEY STEPS AND ACTIVITIES unique experience, discovering the creativity and In the context of the specific topics of the Local Ac- the talent of the exponents of the historical Neapoli- tion Plan, the Consortium promotes the following tan school of goldsmiths. main activities: Contacts 1. Isabella, handmade fashion The historical presence of businesses linked by the Fabrizio Monticelli - Project Manager of the Consor- textile has developed an awareness that the deple- tium “Antico Borgo Orefici” tion of the textile crafts handmade in the neighbour- [email protected] hood generates structural damage to the entire sector. The primary goal is to reconnect the cultural heritage, the craftsmanship, the training, the artistic implementation, the product innovation and the commercial communication with each other. In this context, the Consortium promotes the creation of a textile-fashion pole as a driving force of the textile sector promoting: - the training in all textile sectors; - the incubator for the new crafts activities; - the creation of additional study courses for the existing craft activities; - the technical support activities for the existing handcraft realities that already operate with difficulty or at risk of closure, counteracting the loss of knowledge of the textile tradition; - the coordination between artistic creativity and craftsmanship creating technical and aesthetic innovations; - educational museum paths on the recovery of 11. From the top: jewel inspired to the Roman sign “Bulla”; textile culture and the very high level of Neapoli- craftsmen working at the incubator; “La Bulla”. tan tailoring;

- events and exhibitions to promote the unique- LESSONS LEARNED AND RECOMMENDATION ness of handcrafted design; The Local Support Group, inside the URBACT Pro- - the strengthening and the product marketing of gramme, consolidates this strategy promoting the "handmade fashion"; cooperation between the public institutions, the uni- - platforms for trade. The e-commerce and a "tex- versities, the citizens' associations, the schools and 24 tile itinerary". the churches in the neighbourhood, the private sub- 2. Campo Moricino, the market theme jects, the residents and the Consortium, an expres- The Consortium considers that a rebirth of the sion of local economic activities. neighbourhood inevitably steps to revitalize piazza Contacts Mercato. This square is a huge and neglected space Claudio Pellone – Consortium “Antiche Botteghe of the city offering to the LSG partners an attractive Tessili” "back to the future": the square is an ideal place for [email protected] an innovative exhibition/market dedicated to the consumer corresponding to its e-market.

RESULTS AND IMPACTS Running a detailed analysis of stakeholders and careful monitoring of the urban administrative and commercial spaces, the LSG has involved local authorities (Campania Region, Naples Province, Mu- nicipality, Chamber of Commerce), in order to plan the possible public/private interventions and to revitalize the area through environmental, urban and architectural restoration, as a condition for the re- vival of trade. The investments programme of the "natural" shopping centre is based on the idea of building a unique commercial model of the piazza Mercato area that is connected with the commercial and handicraft systems of the Borgo Orefici and via Duomo. This model involves a deep renewal of the commercial system, that aims to improve liveableness and creativity, getting through the system of single shops and single streets. Furthermore the business system suggested by the Consortium Antiche Botteghe Tessili aims to be in competition and not in rivalry with the shopping malls. One more of the most important result of the activity of the LSG is the identification of attractive itineraries through the “Città Bassa”: - via San Giovanni a Mare: the historical road that touches all the major monuments of the district; - via Savarese: a shortcut for commuters who 12. From the top: piazza Mercato (Market Square) - textile area; come from the Circumvesuviana station; a store of Consortium Antiche Botteghe Tessili - via Duca di San Donato: the focus of the recent changes in the neighbourhood. The street LSG member: S.I.Re.Na. Company where there are: the incubator "La Bulla", two Action: Pilot project. Hypothesis for a pro- hotels, serviced apartments and two restau- gramme of integrated rehabilitation of piazza rants/ pizzerias. Mercato area. The mapping of ground floors. The convenience of the itinerary should be joined by The area close to piazza Mercato, is historically new ideas leading to a more attractiveness and, strong market-oriented. This place was historically above all, strengthening the potential already pre- characterized by the high level of retail, wholesale sent in the area: • and retail trade, for the textile industry. In recent the tailoring Itinerary: one or more roads with a decades there has been a steady withdrawal from high concentration of skilled craft textiles. A walk activities because of the transfer outside the city through the shops, where to buy clothes made to boundaries of most of the merchants and activities measure, strictly hand-made and directly from in a Commercial Centre located in Nola, 40 km far designer. from Naples. • Itinerary of the home accessories: one or more S.I.Re.Na. did an analysis of piazza Mercato area roads specializing in selling home accessories. on the urban texture, building’s which need to be An absent feature in the city centre although it is restored, related to building consistency, noting the an increasingly felt need and proven by the IKEA state of conservation of individual buildings and in phenomenon. particular, on the block between via Duomo, Corso Umberto, vico Cangiani Market, piazza Mercato, via Marina and made a census of the ground floors.

This programme is based on an inventory of the year undergraduate course in Architecture: In the ground floors (facing the street), looking at the con- first one, held in September 2009, the students tried dition of the wing basement of the buildings. The to trace the "path" inside the port area that could analysis covered the business and craft, broken qualify as "crossings" and "connections with the city down by categories, in particular identifying the and were provided for passengers / tourists. In the 25 premises abandoned. second one, held in September 2010, they tried to The data have been collected and processed "turn the spotlight on the Market Square in piazza through a GIS program and show the presence of: Mercato" by proposing innovative methods, based Total of 401 properties (not residential) that means mainly on "temporary architecture issues" to up- 15,600 square metres (not residential) grade the various voids in the market area is made. which are divided in: -165 to 5,890 square metres of unused function METHODOLOGY -107 with the intended use: textile trade The training had a duration of four weeks and is or- amounted to 4,570 sq.m. ganized in two main phases: The most relevant statistics are as follows: The work was divided into lectures, workshop activi- -41% of properties: 38% unused sqm ties in the classroom, reviews with tutors, teachers -27% of properties related to textile trade and revisions with a final illustration of the work to -13% of properties related to non-food trade the presence of local actors and technicians in- -8% of l properties related to arts and crafts volved in the URBACT II thematic networks CTUR (production and service) and Hero in which the town of Naples is involved. -5% of properties related to food and drink re- The students were divided in groups. tails First phase (first and second week) dedicated to a -6% of properties: other first analysis and project main idea, organized through communication to students of the main Contacts themes and tools, the main activities related to the Bruno Discepolo, S.I.Re.Na. President condition of the premises and future perspectives. In Bernardino Stangherlin, S.I.Re.Na. General Director this phase students worked in larger groups; each Brunella Como, S.I.Re.Na. Manager one should give an idea of the overall project Luca Ganguzza, S.I.Re.Na. Consultant (master plan). In this step, we provided students [email protected] with a range of tools for the project, both scientific www.sirena.na.it and disciplinary actions by a number of experts in various fields, and also contributions of stakeholders in the area (urban design, sustainable technologies, set design, lighting, participatory planning, urban history). Second phase: each group was divided into subgroups (two or three students in each subgroup) working on different themes: piazza Mercato: still to be understood as a market place but looking back through a variety of possible forms and varied temporary uses. The project should of course include more than the empty space of the square of the buildings' exedra that defines it, in particular the church of Santa Croce could become one of the seats of antique shops Textile Consortium (gate to the city) as proposed by the consortium in the declaration of interest of the “Grande Programma UNESCO”; palazzo Ottieri: to be understood as a pole of 13. Mapping of census of the ground floors made by S.I.Re.Na.. attraction that can push the tourist flows to the market square, and the slums. We could imagine a LSG member: University of Naples partial emptying of the building working on the "Federico II", Faculty of Architecture ground floor and upper floors and the transformation of the facades and public voids. Action: Re-planning the “market place”: new ideas for piazza Mercato. ACTIVITIES The Faculty of Architecture - University of Naples The area of “piazza Mercato” is considered as a "Federico II", takes part to the URBACT local sup- cruise terminal of the route from piazza Municipio port group with a twofold purpose: to provide scien- and as a "gateway" to the historic centre from the tific inputs and contents in defining the LAP and East side of the city and piazza Garibaldi, where it is building up a relationship with the teaching and re- located in the railway station. The students had search that takes place in the Faculty. measured themselves with the possibility of a real OBJECTIVES transformation, comparing the projects with the ex- The Working Group of the Faculty of Architecture isting planning instruments of the area, with the so- has developed some degree thesis and teaching licitations offered by the goldsmith and textile asso- experiences of two "internal training", aimed at five- ciations active in the territory and by the richness of

urban landscape. The area of the Market Square is in the regeneration of the historic centre of Naples, located between different "things": the historic fabric and to verify the logics and limits of integration with of the porous slums, fragmented monuments, the the historic port area: an integration possible only if dominant building “eco monster” Ottieri. Students respectful of the characteristics of "place of shipping were asked to provide some project proposals, and labour" that should keep the Port of Naples. 26 imagining the process necessary to enable the effective implementation. In particular, we asked them Contacts to think about possible temporary uses (light and Roberta Amirante, University of Naples "Federico II” reversible) for the square, the possibilities of "mini- [email protected] mum" transformation for the palace building Ottieri, Riccardo Florio, University of Naples "Federico II” the revaluation of relationship between different [email protected] spaces in the area project. The two Traineeships Orfina Fatigato, Alma Esposito, University of Naples "Fe- derico II” were organized as workshops during 4 weeks, the [email protected] researches and project works were coordinated by [email protected] the tutors, of the 2009 edition: O.Fatigato (as coordinator), M.L.Nobile, G.Parità, C.Piscopo, P. Scala, A.Sirica, and the 2010 edition: O.Fatigato (as coordinator), D.Buonanno, S.Colabella, A.Esposito, M.L.Nobile, B.Parenti, C.Piscopo.

RESULTS The students prepared six different proposals, one for each working group, very different but full of interesting ideas and suggestions. All groups imag- ined a reuse of the space of functions square to "market" sector, particularly related to textiles, and have presented several solutions for the realization of the exhibitors. One of the most interesting one involves the construction of a cube 3mtx3mt ele- vated (to ensure the enjoyment of the free space of the square) overlaid with the tissues supplied by the many merchants of the village and back light. Some groups have reasoned on the transformation of the main front of Ottieri building linked to the possibility that it is perceived, given its height from the sea. One group envisioned the raising of a floor of the building to place social functions and public spaces in it, used by condominiums, which could be used as a kind of light signal from the sea and an invita- tion to enter the square behind it. One of the most interesting aspects of the work was the analysis of the void of the square. The square has often been viewed as a unique and broad isotropic corresponding to the old market at other times as divided into two parts, a "monumental" internal Exedra Nineteenth century and the other between its back and the urban fabric. The work of the overall training and beyond the different proposals, it was strongly oriented to the Market Square to suggest a strategy for small displace- ments capable of large changes in direction.

IMPACTS The work on the slums of Naples and the port area has enabled the research group of University to implement and upgrading a series of studies developed in the past on the redevelopment of the “Città Bassa” quarter (and in particular on piazza Mercato area) and the reorganization of the port area in view of its greater integration with the city. The special condition that characterizes the interdisciplinary construction of the LAP is a matter of great interest

for the research group that has previously worked in 14. From the top: itinerary plan of LAP area elaborated during the a dimension closely related to studies of urban de- LSG activities; some project ideas for piazza Mercato elaborated sign. In this new condition has been possible to ver- during the University traineeships. ify and confirm the strategic role that slums can play

LSG member: Port Authority of Naples ACTIVITIES Cruise traffic reaches excellent scores: passengers Action: Connecting the Port area with the His- in 2009 have been 1.300.000 in comparison to toric Centre. 1.150.000 in year 2008. The increase is more The Port Authority of Naples has a considerable clearly visible comparing the amount of cruise 27 importance among Mediterranean harbours, con- passengers landed to Naples in 2001 (469.632 pax) firmed by positive trend of commercial traffic regis- with today data, increasing of 130 %. tered over the most recent years. Its strategic loca- It is very important in our LAP to consider the cruise tion between Europe and Asia characterized it as a traffic as an occasion for the regeneration of the transit area of goods; furthermore, it shows a con- “Città Bassa”, so close to the port area. stant increase of cruiser and passenger traffic. The One of the main goal to connect the port area to the commercial area of the port of Naples has a good “Città Bassa” and to reach the Historic Centre is to level of inter-modal connection. It is directly con- provide a free transport service for passengers nected by highways and railroads to other central embarking and disembarking from ships in the port structures. Passenger traffic is still a crucial point in of Naples. the activity of Neapolitan Port, considering the fact that the amount of passengers traffic (including RESULTS cruise passengers, gulf traffic and coastal naviga- The participation of Port Authority to URBACT LSG tion) reaches 9 millions which are the result of the has got an important result: the start up of a free involvement and care of the whole Neapolitan mari- shuttle bus service among the principal gates: time system. Maritime Station area called "Molo Beverello", "Calata Porta di Massa" and "Piazzale Pisacane”. OBJECTIVES The service, round trip, will be completed through The Port Authority of Naples, takes part to the the use of two buses in one hour from 7.00 to 24.00 URBACT Local Support Group with a specific pur- and another from 9.00 to 21 hours. pose: to make possible a real integration between port and old town and create a real opportunity of Contacts cultural tourism fruition of LAP area for the cruise Fiorinda Corradino tourists. [email protected], Barbara Casolla [email protected]

15. Panoramic view of Port area.

Principal LSG members contact details: Political representatives Public Bodies Culture Town Councillor Naples Port Authority 28 (Political Coordinator Naples URBACT Projects) Fiorinda CORRADINO Nicola ODDATI [email protected] [email protected] Barbara CASOLLA [email protected] Urban Planning Town Councillor Sabatino SANTANGELO University of Naples "Federico II” [email protected] Roberta AMIRANTE, [email protected] Buildings Town Councillor Riccardo FLORIO Pasquale BELFIORE [email protected] [email protected] Orfina FATIGATO, Alma Esposito Tourism Town Councillor [email protected] Maria Grazia PAGANO [email protected] [email protected] Office for safeguarding of ALHAE heritage Naples end Prov- Development Town Councillor ince Mario RAFFA Paola BOVIER [email protected] [email protected]

Managing Authority – Campania Region Private Bodies Danilo DEL GAIZO Consortium “Antico Borgo Orefici” [email protected] Fabrizio MONTICELLI, Project Manager Dario GARGIULO [email protected] [email protected] Consortium “Antiche Botteghe Tessili” Sebastiano ZILLI Claudio PELLONE, [email protected] [email protected]

City Council of Naples Departments Public - Private Bodies URBACT II Project Unit Coordinator Gaetano MOLLURA S.I.Re.Na. Company [email protected] Bruno DISCEPOLO, President Bernardino STANGHERLIN, General Director Valorisation of the Historic Centre Department Brunella COMO, Manager Monica VITO, Luciano FAZI, Erisilia NAZZARO Luca GANGUZZA, Consultant Giancarlo FERULANO, UNESCO site Manager [email protected] Historic Center of Naples www.sirena.na.it [email protected] Terminal Napoli S.p.A. Innovative Finance and European Funding [email protected] Department Francesca IACONO; Natalia GAMBARDELLA [email protected] Urban Planning Department Laura TRAVAGLINI; Patrizia Serena VOLLERO [email protected]

Edited by City Council of Naples – HerO Partner URBACT Project Coordinator Gaetano Mollura tel. +39 081 7958932, mobile +39 3395677396 e-mail [email protected]; [email protected] www.comune.napoli.it

URBACT Project Staff Cristina Fato Giovanni Hoffmann Maria Luna Nobile Anna Arena tel +39 081 7958934 - +39 081 7958917 e-mail [email protected]

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