Integrated Ecotourism Development of the Dráva Basin

Southern ,

SYNTHESIS

The Integrated Ecotourism Development project of the Dráva Basin aims at mobilising the Dráva river area’s potential by investing in tourism and nature conservation, and by constructing new facilities for local communities and renovating run-down tourist attractions.

The area along the Dráva River abounds in small villages with populations below 500 inhabitants. This region suffers from a poor communication infrastructure, weak economic activity and high unemployment. Investors are not attracted because of poor infrastructure and a small, rapidly aging, population. The project builds on the area’s indigenous potential which is the richness of its nature in order to develop the region around activities linked to ecotourism.

The project consists of 44 sub-projects and brings together 31 partners. The project leader is the local authority of . The European Regional Development Fund (ERDF) grant covers €3.1m of the total €4.2m project costs. Activities can be grouped under three headings: 1) construction of ecotourism-related community facilities along the Dráva river; 2) integrated nature conservation and 3) integrated promotion of the area.

The direct beneficiaries are the local authorities, local small firms and the local community. The results of the project are both tangible (new facilities, new and renovated buildings, etc.) and intangible (improved environment; conserved natural habitats; new opportunities for cultural and nature exploration; raised awareness about natural attractions; intensified networking of the project participants, etc.). The expected overall impact is higher value-added and revenue generating activities; the creation of new infrastructures and services and improved tourist attraction potential. The project will thus contribute to the strengthening of a regional identity and to maintaining a young, educated workforce in the region by offering them additional employment possibilities.

The main innovative element of the design phase was the concept of the project that emphasised both tourism development and sustainability aspects, that is, aspects that focus both on construction of small infrastructure and on conservation and preservation of the natural environment. Additionally, the planned involvement of the local communities into the operation of the facilities and a concept of linking tourism and education within the area of the national park were all new, innovative elements of this approach. Additionally, it was decided from the inception phase that the 44 constructions included in the project were to be designed in a way that their appearance suggested that they belong to the same project. Thereby architectural design reinforced the coherence of the project.

The participation of so many partners in a single project can be considered new even at the national level, but it is extremely novel at the regional level where risk-taking behaviour of the local authorities is not common. Some of the partners have already cooperated in previous projects but there were also many newcomers, since the intention to be as all- inclusive as possible was an additional novel element. The good practice stemming from a well-designed governance structure is new in Hungary and in the region. Regular meetings of the project partners contributed to smooth and continuous information flow between all all relevant stakeholders and helped to solve emerging problems.

The case provides three general and two project-specific lessons. The first general lesson is the necessity to centralise and accelerate decision-making. The number of co-operating organisations and supervising authorities should be reduced and bureaucracy streamlined. Furthermore, the monitoring and evaluation process should allow much more flexibility in the terms of adapting project activities as needed during implementation, rather than enforcing a word-by-word implementation of the original project plan. A second lesson is that the personal qualities of project managers are decisive for the project’s success and therefore, project managers should be selected very carefully. A third general lesson is that calculation of costs has to be made very cautiously and a sufficient contingency fund is necessary in order to overcome potential cost-increases and unexpected additional expenses in the course of the project.

A significant project-specific lesson is that both participants and beneficiary community tend to concentrate on 'bricks and mortar', instead of taking into account partnership building and environmental benefits. Moreover, sustaining stakeholders’ commitment is crucial and therefore improved communication is an imperative. Another lesson is the necessity to involve more partners from the private sector. This would at the same time improve the sustainability of the project and contribute to a shift towards financial sustainability, independent of the availability of future public funds.

Background information

Country: Hungary Region: Southern Transdanubia (Dél-Dunántúl) Project title: Integrated Ecotourism Development of the Dráva Basin (IEDDB)

Key words: tourism; culture; social issues: education and training, employment and labour market

Duration of project: March 2006 - March 2008

Funding: Total budget €4.22m ERDF contribution €3.075m National budget €1.08m Regional budget €0.065m

ERDF Objective: Objective 1

2 1. PROJECT DESCRIPTION

The purpose of the Integrated Ecotourism Development project of the Dráva Basin ("the Dráva project”) is twofold. First, it aims at mobilising the Dráva river area’s economic potential and intensifying revenue generating and higher value-added activities in the region. Second, it aims to improve nature conservation. The project realises this double purpose by investing in ecotourism and nature conservation, as well as by constructing new facilities for local communities and reconstructing existing run-down tourist attractions. It is a complex project consisting of 44 different elements and bringing together 31 partners. It covers two regions along the river Dráva, which both have an already recognised tourism potential.

The project leader, the local authority of Baranya County, and the local authority of the other participating region (Somogy) are mainly responsible for project marketing and public relations activities. The Board of the Duna-Dráva National Park and the Dráva Tourist and Nature Conservation Association also take part in the partnership.

Activities can be grouped under three headings: 1) construction of ecotourism-related community facilities along the Dráva river; 2) integrated nature conservation and 3) a joint promotion of the area.

In terms of construction activities, investments include a free beach area, a diving centre, observation towers, a bird park, multi-functional tourist centres and exhibition spaces, as well as an educational facility. Examples of integrated nature conservation activities include investments in tourist walking paths and facilities that enhance the attractiveness and the accessibility of the area's natural resources and, at the same time, attempt to minimise the ecological impact of intensifying tourism. Thirdly, activities aiming at improving the promotion of the area as well as integrating the previously isolated tourism marketing endeavours carried out by different organisations are among the key elements of the project.

Direct beneficiaries are the participating local authorities, local small firms (that carry out the construction work or provide related services, e.g. accounting, consultancy, administrative services, etc.) as well as the local communities. The list of indirect beneficiaries is far longer, including practically all the inhabitants of the region as well as visitors. Citizens will benefit from new recreational possibilities and employment opportunities. Craftsmen and artists will be able to use new exhibition spaces and new methods of teaching and learning will be available to users of the educational centre.

The expected overall impact of the project is the intensification of higher value-added activity within the whole region and the creation of new services. The tourist attraction potential of the region will be improved and new recreational possibilities created which will have a direct positive impact on regional income. The image of the Dráva Basin as a tourist attraction offering diversified recreational possibilities and services will be reinforced and disseminated. This will contribute to strengthening the regional identity and maintaining a young, educated workforce in the region by offering them additional employment possibilities. An additional expected impact is that the project will set an example for the future, i.e. the region will be better placed to mobilise its indigenous potential and improve further tourist attractions, employment opportunities and local services, etc.

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Concerning immediate results, since the project is still in its implementation phase, the first obvious results are tangible ones. The project elements that had been completed by mid- 2007 were: two tourist centres, two exhibition rooms, an educational facility for student groups near the natural park and the renovation of a traditional farm-workers house that will be used for tourism purposes. Another important early result is the intensified networking of the project participants.

ERDF funding was absolutely crucial for this project since both participating, local authorities and the regions themselves are underdeveloped, and the intensity of economic activity is low. Therefore, they would not have been able to afford these investments on this scale out of their own budgets. The Operational Programme for Regional Development, covered 97.5% of total costs (75% of this was ERDF funding), while 2.5 % had to be covered by the recipients.

Furthermore, initiative created various synergies and exerted a multiplier effect as it was connected to various international and bilateral (with Croatia), and regional development programmes. One of them is EcolAND Hungary, a national project executed between 2003–2006, which is linked to its international counterpart under the same brand name. EcolAND Hungary aimed at increasing local small and medium-sized enterprises' (SMEs) awareness of environmental issues and maps local environmental problems, while the international EcolAND aimed at the sustainable development of the region. Also, the Dráva project is linked to INTERREG IIIA, (2000-2006), the Slovenia-Croatia-Hungary Neighbourhood Programme, and INTERREG IIIB CADSES programme1, aimed at protection and improvement of the environment.

2. POLITICAL AND STRATEGIC CONTEXT

Many of the areas along the Dráva River are cut off from the rest of the country because of poor infrastructure. Economic activity in this area is low. Entrepreneurship is weak and hardly any foreign capital reaches it. Therefore, unemployment is high (unemployment in Baranya county has been above 12% but in several small settlements is as high as 50% of the working age population) and there are few job creation opportunities. Services remain underdeveloped since local demand is weak. The low levels of local income prevent local authorities from collecting sufficient local taxes to be able to invest in education and infrastructural development. Consequently, public services are underdeveloped.

This area hardly benefits from national and regional development programmes since they mainly target either the large cities in the region, (such as Pécs or Kaposvár), or the Balaton area. The area along the Dráva River abounds in small villages with populations below 500 inhabitants. Not surprisingly, the area faces a continuous outflow of young people seeking a job in neighbouring larger cities. Only elderly people remain in the villages that slowly become trapped in poverty.

1 Out of the three strands (A,B,C) of the Community Initiative Interreg III, CADSES (Central, Adriatic, Danubian and South-Eastern European Space) belongs to the B strand, addressing trans-european cooperation on a transnational level. CADSES aims at achieving higher territorial and economic integration within the co-operation area, promoting more balanced and harmonious development of the European space. Further information: http://www.cadses.net.

4 Providing employment possibilities and intensifying economic activity to keep the population in the region are crucial. Exogenous development driven by foreign direct investment, a policy tool that has helped many of Hungary’s lagging areas to catch up, is highly improbable in this area. Investors do not locate industrial facilities in this region because of poor infrastructure and a small, rapidly aging, population. Therefore, the best solution is to mobilise the area’s indigenous potential. The main asset of the region is the rich and unspoilt natural environment. The area has already several well-known tourist attractions that provide a good basis for using ecotourism development to improve the area’s economic revenue generation and job creation potentials.

3. IMPLEMENTATION

3.1. Project design and planning The project manager, who is the head of the European development department of the local authority of Baranya County, participated in the formulation of the regional development plans and had established good previous working relations with the key partners of the project. Although the idea came from the project manager, this was not a top-down planning exercise with little involvement of the stakeholders. Rather the opposite as all local authorities representing the region’s small towns and villages were invited to participate in the design phase. An action plan was formulated during a long discussion process. Given that one of the main assets of the Dráva region is the relatively clean river flowing across an attractive landscape with unique flora and fauna, which is suitable both for trekking and equestrian tourism, the project intended to emphasise both tourism development and sustainability aspects, i.e. aspects that focus both on construction facilities and on conservation and preservation.

Since this project was related to the overall programming and development efforts of the region, its design process could benefit from the region’s SWOT analysis2. The main risks, identified already during the planning process, that could jeopardise the project’s multiplier effects were the outflow of the skilled workforce, poor accessibility of the region, relatively elderly population and low level of entrepreneurship. However, these identified risk factors were not continually monitored. The other main element of risk was the lack of sufficient local resources to cover additional unexpected expenses. This type of risk, which is explored further below, was not considered during the design phase.

The sustainability aspect of the project was considered promising, since it is related to several national, regional and bilateral (INTERREG) projects, maximising the potential for synergy effects and at the same time contributing to the continuation of the development efforts in the area. An earlier project had received funding from the ERDF under INTERREG IIIB CADSES: an integrated environment protection and waste management project which ran from September 2004 to August 2006 (with a total budget amounting to €2.2m). This INTERREG project targeted both the Dráva area and the related area in Croatia and transferred relevant know-how in this field from Austria.

Another expected aspect of sustainability was the emergence of new, or the strengthening of existing, private stakeholders interested in the development of ecotourism in the region.

2 SWOT analysis, is a commonly used strategic planning tool used to evaluate and prioritise the strengths, weaknesses, opportunities, and threats involved in a project.

5 As for transferability and knowledge exchange, this was assured internally by regular meetings and problem-sharing opportunities for the project partners.

The need for evaluation and monitoring was considered throughout the whole project- cycle. Partners were aware of and took account of the strict administrative requirements of the project from the beginning. Similarly, they were aware of the fact that the implementation of each project element would undergo regular monitoring. The costs and the real magnitude of the administrative burden were, however, underestimated as they proved to be much higher than initially expected.

Most of the indicators considered for the project (which could also later be used for monitoring purposes) had a physical dimension in line with the expected outputs: number and square meters of exhibition rooms, tourist centres, parking areas, public toilets, number of facilities made available for handicapped people, number of brochures or other promotional material (CD ROMs, maps, websites) etc. As for indicators of results and impacts, only the following ones were proposed: number of new jobs created and number of visitors before and after the development project. However, measured and communicated indicators were restricted only to the tangible results. Indicators of the indirect benefits (nature conservation, regional cohesion, regional identity building, biodiversity, improvement of quality of life, etc.) were not elaborated.

3.2. Management, monitoring and evaluation system The main management body was a steering committee, chaired by the president of the local authority of Baranya County. Its responsibility is to monitor the implementation of the project and discuss all the emerging problems that cannot be solved at the level of the project manager. The committee therefore is the chief decision-making body for more strategic questions. It was scheduled to meet two or three times a year during the project (three times in 2006), and at least seven times in total. At more operational level, the subproject managers are in regular contact with each other as well as with other bodies that decide about funding, monitoring and participation in promotional actions.

A local consultancy company was selected to assist in managing the public procurement processes of the whole project and for selecting companies (with the help of public procurement tenders) that would execute individual elements of the project, as well as the companies responsible for public relations and provide marketing services.

The project is subject to external monitoring carried out by VÁTI (Hungarian Public Non- Profit Company for Regional Development and Town Planning)3; a specially designated agency that supports the Operational Programme for Regional Development. Experts from VÁTI visited the project partners once every quarter. All technical modification of the targets during implementation were notified to VÁTI for formal approval. The National Office for Regional Development (the paying agency that transfers funds to the project partnership) .supervises overall financing and monitoring of project activities .

3 http://www.vati.hu

6 3.3. Governance: partnership and leadership The main project partners are the two county authorities (Baranya county and ), Duna-Dráva National Park and Dráva Tourist and Nature Conservation Association. The other partners, local authorities at town and village levels, as well as the national park and tourist and nature conservation association, were recipients of funds, and therefore considered as sub-project managers. They had already taken part in the design phase and contributed to the project with their own ideas. The project partners’ additional contributions include their regular participation in meetings to exchange ideas, share their experiences with other partners; ask for help in case of emerging problems, etc. This process guaranteed a sustained learning throughout the whole project-cycle.

The element the project partners missed the most was the recognition from the side of the monitoring and evaluating authorities that this is a “learning-by-doing process”. Their efforts to meet all professional and administrative requirements of the project were not matched with a service-oriented behaviour from the programme-level authorities.

As for political support, this project managed to create and maintain the image of being free of political considerations and brought together mayors supported by opposing parties in favour of a common objective of regional development.

3.4. Innovative elements and novel approaches to implementation Since this project was still ongoing, at the time of the case study, it is early to speak of innovations in terms of economic activities or public services rather only in terms of management. The participation of so many partners in a single project is new at the regional level where such entrepreneurial behaviour of local authorities is quite uncommon. The partners’ commitment and willingness to participate was, of course, greatly enhanced by the fact that this project is nearly fully covered by ERDF and national grants. Some of the partners have already cooperated in previous projects, but there were many newcomers, since the intention to be “as inclusive as possible” was also a new element of this project.

The organisation the governance structure is innovative as well as it was set up according to two principles: a regional and a functional structure. Concerning the regional level, each individual local authority is represented by the mayor, as the decision-maker, and by a contact person, who is up-to-date on the key developments. At a more functional level, the project manager was supported by two coordinators responsible for technical and financial issues and regular contacts with sub-project managers.

Furthermore, the innovativeness of the project is tightly intertwined with learning how to design a project, complete feasibility studies, carry out public procurement, deal with emerging technical and cost problems, maintain the commitment of the participants and to document results. When some of the participants were on the verge of losing their enthusiasm, because of decision-making and delays in transfer of funds, other project partners did their best to encourage them during the regular meetings, underling that they are part of the broader community and that by abandoning the project they would harm their own community.

7 3.5. Key implementation obstacles and problem-solving practices The first obstacles emerged already during the project design phase. The concept of a large-scale diversified project, bringing together many partners, was potentially too large and thus incompatible with the Hungarian regional development tenders that foresee maximum 15 partners for one single project. Therefore, the design phase was very time- consuming. Firstly, some project elements were eliminated, as they were not considered to be in line with principal of eco-tourism development. Secondly, it was decided that instead of one mega-project of 31 partners that the Dráva project would be split into three smaller parts. Problems caused by this division became apparent only during the implementation phase. Since monitoring prescribed a strict matching of the costs with the funds allocated to a specific project, there was little possibility of reallocation of funds between the different sub-projects.

Furthermore, costs for individual sub-projects also increased during this period. Detailed structural designs led to higher costs for about 40% of the sub-project than those projected during initial project planning. Public procurement tenders proved to be even more disappointing as the offers received were even more expensive than the technical feasibility studies suggested. Revisiting each sub-project and modifying its elements in order to cut costs helped to solve this problem.

The overall implementation of the project was considerably hindered by the administrative burden and the rigidity of the overall monitoring process. According to one of the respondents, this monitoring process imposed nationally is much more rigid than the European Union’s requirements. Monitoring seems to have emphasised technical implementation issues, such as quantities and types of materials, etc. rather than overall sub-project progress, achievements or impacts.

Another problem was caused by the weak skills of some of the recipient local authorities. Some of the mayors of small villages lacked basic management, investment, entrepreneurial and legal skills necessary to participate in European projects. They had no means to hire experts with higher education and had to struggle to implement the projects with their existing staff. Although participation of the local authorities in the project was a very useful learning process for them, it did tend to slow implementation..

Timely transfer of allocated financial resources was highlighted as a major constraint for local entrepreneurs. Although invoices were prepared for selected sub-items of the work, the effective transfers took almost half a year. Hungarian entrepreneurs are undercapitalised and are rarely in a position to be able to pre-finance, even partially, their works. Delays are blamed on the complicated monitoring processes. In fact, several bodies controlled the implementation and each one had to give a formal statement of acceptance.

Finally, very weak financial capacity of the local authorities was a major project bottleneck. Local authorities have few reserves or own funds to mobilise and to cover any additional expenses that might arise during sub-project implementation. This financial burden, characteristic of most Hungarian local authorities (not only the ones in underdeveloped regions) is a particularly severe obstacle that national authorities need to deal with effectively if future regional development projects are to avoid similar difficulties.

8 4. INNOVATION RESULTS

The innovative elements of the project are manifested not necessarily in new technological solutions, but rather in the form of innovative business support in traditional, underdeveloped areas, new forms of networking and new service creation.

The concept of ecotourism can be considered as new to the region. The focus on conservation and the planned inclusion of the local communities into the operation of the facilities, the idea of linking tourism and education within the area of the national park, were all new, innovative elements of this approach.

An important innovation result is the emergence and the expected diffusion of the concept of responsible travel and the need to safeguard national resources. Ecotourism product development also figures highly among the expected innovation results (e.g. in the form of new programmes offered by travel companies, as well as in the form of craftsmen’s products for sale at visitor centres).

The opportunity of finding financial support mobilised the creative potential of otherwise passive localities, and the learning process involved in the design and the implementation of this project also contributed to the continuation of such efforts.

5. SUSTAINABILITY AND TRANSFERABILITY

5.1. Sustainability Since the project was still ongoing when this case study was written, it was too early to analyse its sustainability. However, the prospects of sustainability are quite positive because of the following reasons: 1) The project is related to various other endeavours (regional development projects, INTERREG projects, etc.). A complex regional development project targets the wider region (Southern Transdanubia), while the other Dráva Basin project (funded by 4 INTERREG IIIB CADSES and Phare programmes), aims at transferring Austrian know-how to environment protection programmes and Austrian modelling to promote similar Hungarian and Croatian schemes in the Dráva Basin. 2) The expected successful completion of the project serves as an example that can contribute to future successful applications. Project participants organised seminars to make public their first results and experiences. These seminars are very useful for learning about pioneering experiences with EU-funded projects. The project manager, as well as other participants, have made presentations to potential applicants and shared their experience. 3) The collaborating partners have accumulated a considerable amount of trust in each other during this process, as well as project experience, which facilitates future similar undertakings. Since internal mobility in Hungary is very low, participants, notably sub- project managers, are likely to remain in their towns and villages in the near future even if after future elections they will no longer be mayors. Hence, they will preserve the accumulated knowledge and the stock of social contacts.

4 More information on Phare programme at http://ec.europa.eu/enlargement/

9 4) A key element of sustainability is the emergence of new, or the strengthening of existing, private stakeholders interested in the development of ecotourism in the region. Drávatours Travel for example, organises a number of package tours in the region, both for adults and for students. New facilities and conservation works will contribute to the diversification of the company’s supply and the improvement of services provided. Returns can be expected in the form of increased local tax payment. Furthermore, if this project contributes to the emergence and to the tightening of the network of ecotourism travel industry, participants in the international network of existing and newly emerging actors in this industry will further enhance sustainability.

5.2 Transferability A key lesson is that applicants should calculate more carefully the projected costs and that local financial means are necessary irrespective of the fact that ERDF co-financed programmes cover a dominant part of the costs. Final and detailed cost estimates should be done at the very end of the application process when detailed design and feasibility studies are conducted. Consultants’ and potential contractors’ help should be asked for to provide better estimates for the costs to be incurred. Nevertheless, in the Hungarian case the availability of sufficient local financial means will remain constrained in the near future by national fiscal restrictions and the poor shape of regional economies in some underdeveloped regions.

The management qualities, decision-making authority, as well as the financial potential of Hungarian regions, have to be substantially improved to facilitate access to and implementation of ERDF co-financed regional development projects. It is in principle the Managing Authority that ought to support the project throughout its cycle and pre-finance its preparatory phase. It should also manage the links, e.g. information flow between the funding providers, supervising agencies, cooperating agencies and the end-users as well as provide necessary financial assistance at least in the preparatory phase of the project.

The main innovation result that seems transferable concern the governance of the project. Seminars, workshops and informal meetings contributed to the dissemination of information about the existence of this project, as well as about its early experiences. On such occasions, partners emphasise the importance of the well-established governance structure. As the project evolves and the stock of first tangible results accumulates, dissemination will also concern the impacts of the project.

The concept of responsible travel, as well as the increased sensitivity to new ideas such as natural heritage, biodiversity, etc. can be made transferable through training and education (including via the educational facility supported by the project).

10 6. CONCLUSIONS: MAIN SUCCESS FACTORS

The leadership role of the project manager One of the main success factors of this project lies in the personal qualities of the project manager. She was the individual who put substantial creative efforts into the project design by bringing partners together. Even more importantly, she held them together in spite of the delayed acceptance of the project and the multitude of administrative, technical and financing problems.

An inclusive approach which included many newcomers to EU-financed projects Another success factor was that the project incorporated many smaller and inexperienced partners (local authorities of small villages). This has had a significant demonstration effect, namely that small, neglected, distant villages could also receive something, could participate, generate ideas and become networked by participation in the project. This has, at least initially, added considerably to the commitment and enthusiasm of the partners.

Governance structure A third success factor was the democratic character and the creative design of the governance structure. This enabled participants to get together regularly, discuss and decide upon issues on a consensual basis and to try to help each other in a common learning process. A related success factor was the meticulous documentation of progress, not only for external monitoring purposes, but also for the sake of internal information flows.

The inclusive approach and the open governance structure contributed to the somewhat uncharacteristic outcome of a project free of political conflicts. Representatives and supporters of different parties cooperated in this project towards a common goal of regional development.

New development goals, new aspects of thinking This project includes previously missing development aspects, namely ecological considerations as well as aspects of regional cohesion. Ecological considerations have been somewhat neglected at all levels during the transformation and the modernisation process of the country. In the first phase, transformation, stabilisation, liberalisation, institutionalisation and privatisation were considered as crucial factors. In the modernisation and development phase, the emphasis was put upon attracting foreign direct investment, competitiveness and various economic performance indicators. The demonstration effect of the ecological and sustainable development aspects of the project cannot be underestimated with a view to a new 'third-stage' of development.

In addition, the success factors, the project also offers a number of key lessons:

Cautious calculations of costs are needed A first lesson is the need for more careful and cautious cost calculations. Detailed technical feasibility studies should be conducted in the design phase in order to be able to give a realistic estimate of the costs. The impact of delays on costs has to be considered as well.

More flexibility by monitoring agencies A second lesson is that without minimal flexibility from the part of the monitoring agencies, emerging problems will jeopardise success. It should be the effective

11 implementation of the project activities and the cost efficiency that should be monitored; not word-by-word enforcement of the original project proposal.

Communication of the tangible versus the intangible results Project partners and indirect beneficiaries, as well as the broad community, tend to concentrate on development projects’ tangible results. “Construction”, “renovation” and “creation” are the buzzwords that the local community easily understands and which the local mayors communicated about. However, a crucial element of EU co-financed projects are indirect benefits: nature conservation, regional cohesion, regional identity building, biodiversity, improvement of quality of life, etc. These aspects should not be neglected in the case of both internal communication (among partners), and external communication.

PROJECT CONTACT DETAILS

Contact person

Name: Klára Hajós Position: Project manager (Director of Local Authority’s Office for European Development)

Organisation: Baranya megyei Önkormányzat Európa Fejlesztési Iroda

Address: H-7621 Pécs 9 Széchényi tér Hungary

Telephone: +36-72-514-806 Fax: +36-72-514-810

Email: [email protected]

Project’s website: http://www.rop.hu/?p=nyertes_projektek&id=9 http://www.rop.hu/?p=nyertes_projektek&id=10 http://www.rop.hu/?p=nyertes_projektek&id=11

The information contained in this case study is up to date as of: September 2007

This case study has been prepared by Andrea Szalavetz in the framework of a study carried out by Technopolis Group on behalf of the European Commission. The contents and views expressed in this case study are those of the author(s) and do not necessarily reflect the opinions or policies of the European Commission.

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