CTUR THEMATIC NETWORK Second seminar, Thematic Conference June 15-16 2009 Matosinhos (Portugal)
“Matosinhos: Challenge of a cruise terminal to the surrounding Area and northern Portugal”
Theme 1/Transforming, regenerating, adapting the physical and environmental components of the port city system “Attractiveness of the port city”
The report, written by Pauline Geoghegan – CTUR thematic expert - refers to the seminar work, and contribu- tions of Gaetano Mollura – CTUR Lead partner, Joseph Tomatis – CTUR Lead expert, Carine Guidali -thematic expert and CTUR partners that attended the meeting. Anna Arena, Cristina Fato and Giovanni Hoffmann, lead partner staff contributed to the editing of this report .
CONTENTS
INTRODUCTION TO THE MEETING IN MATOSINHOS 1
1. TRANSFORMING, REGENERATING, ADAPTING THE PHYSICAL AND ENVIRONMENTAL COMPONENTS OF THE PORT-CITY SYSTEM 2
1.1 A changing market 2
1.2 Consequences for the port-cities 2
1.3 The changing role of port cities 2
1.4 Challenges for the city 3
1.5 What makes a tourism destination? 3
1.6 Water is the central concern: 3
2. FOCUS ON THE HOST CITY AND ITS PORT: MATOSINHOS AND THE PORT OF LEIXÕES 4
2.1 Introduction to Matosinhos and its port 4
2.2 APDL, the Port Authority 4
2.3 The City of Matosinhos and its projects 6
2.4 The Quadra Maritima Matosinhos case study 7
3. CASE STUDIES FROM HELSINKI AND NAPLES 8
3.1 Helsinki Case Study: the Hernesaari project 8
3.2 The Naples case study: the ‘Naples model’ for the new cruise terminal 10
4. URBACT CTUR LOCAL SUPPORT GROUPS AND LOCAL ACTION PLANS 12
4.1 Local Action Plans within CTUR 12
4.2 Matosinhos Local Support Group and Local Action Plan 12
4.3 Local Action Plan status reports: Alicante and Naples 15
4.4 Projects proposed by CTUR partners as ‘donors’ 16
5. CTUR PROJECT MANAGEMENT ISSUES 17
5.1 Methodology 17
5.2 Dissemination activities 18
5.3 Financial management 19
I
6. NEXT STEPS FOR CTUR 21
Appendix 1: Programme of the Matosinhos seminar 22
Appendix 2: Participants at the Matosinhos seminar 24
Appendix 3: Power Point Presentations made during the meeting in Matosinhos 25
II URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 INTRODUCTION to the meeting in Matosinhos
The first thematic seminar of the CTUR net- heritage contributing to the attractiveness of work, on the theme of Transforming, regener- the city for tourists. ating, adapting the physical and environ- Presentation of the plans for the new cruise mental components of the port-city system, terminal in Matosinhos, incorporating a uni- with the sub theme of multi use facilities, was versity research facility, is an example of a held in Matosinhos, Portugal, on June 15-16 partnership which has levered European fund- 2009. ing to provide state of the art facilities to host The seminar included: site visits, presentation cruise tourism in the near future. At the same and discussion of Matosinhos, the city, the time it is acting as a catalyst for the overall ur- port and its case study, and of related case ban upgrading of the nearby traditional resi- studies (good practices and transferability) dential and restaurant quarter. from Naples and Helsinki. Update on project The second day began with presentation and work plan, ‘matching’ themes, locations and discussion of two case studies: the Port of themes for future seminars and financial ad- Naples presented an innovative model of pub- ministration and information from the lic private cooperation “Terminal Napoli URBACT programme Thematic Pole meeting. S.p.A.”. Helsinki presented a project integrat- The seminar was hosted by the City of Ma- ing cruise terminal functions with a new hous- tosinhos and APDL, the Port Authority of ing and amenity area. Douro and Leixões, and was attended by rep- Local Support Groups have been formed in all resentatives from the Lead Partner, the City of the partner cities. The presentations, site visits Naples, and its Port Authority, as well as part- and discussions during the meeting in Ma- ners from Alicante, Dublin, Helsinki, Trieste, tosinhos have helped partners to focus on Valencia and Varna, and a representative clear objectives for the Local Action Plans be- from the International Association of City ing prepared in each partner city. Ports. The PowerPoint presentations from the Ma- The seminar was carried out against the tosinhos seminar are listed in appendix to this background of the exemplary port city coop- report and are available online on eration in Matosinhos. On the first morning it https://docs.google.com/leaf?id=0B5AbHdMvLrIUZmYy took place in the Council Chamber of the City MjdlNmItNDFmMy00MTdjLWI4MDgtMzhmODA4MzkyMj of Matosinhos, and on the second day in the c2&hl=it APDL (The Port Authority of Douro and Learning points for CTUR from the Ma- Leixões) Training Centre. tosinhos seminar During the first morning of the seminar, follow- ing an overview of the theme of the seminar − The port city cooperation in Matosin- by the CTUR Thematic Expert, the group re- hos and Naples; ceived presentations of the city and its port by − Comprehensive area planning: the the Mayor of Matosinhos, the deputy Mayor Quadra Maritima in Matosinhos and the and the Director of APDL. These were fol- Hernesaari quarter in Helsinki; lowed by more specific presentations of the − Multi functional uses of cruise tourism Matosinhos Case studies, and news of the facilities: the new cruise terminal housing URBACT Thematic Pole activities. During the research departments as well as visitor afternoon of the first day a site study visit was hosting facilities in Matosinhos; organised to the Port area of the Port of − Citizens’ participation in through the Leixões, and to amenities developed and up- consultation process in Matosinhos; graded by the city to support the improvement − Renovation and re use of port heritage of the port functions. This included the re-use buildings: the jazz club in a former ware- of former port heritage buildings to house new house and new uses for the former health functions such as a training centre and port inspection buildings in Matosinhos, and operations. The transformation of former warehouse buildings in Helsinki; warehouses within the docks area as a jazz − Cruise tourism as a catalyst for urban club accessible to the public also provided regeneration: the new cruise terminal in participants with an innovative example of port Matosinhos.
1 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009
Artistic installation, Matosinhos City
1. Transforming, regenerating, adapting the physical and environmental components of the port -city sy stem
Thematic introduction by Joseph Tomatis, CTUR Lead Expert
1.1 A changing market 1.3 The changing role of port cities Supply is growing faster than the market Most important civilizations are maritime be- (103.000 new berths on the market between cause the sea brings contact with other cul- 2008 and 2010), so prices are dropping. How- tures, other goods and the lure of adventure ever in 2009 there has been the first ever slow and wealth. 3/4 of the world population lives down. There is also a change from high end’ on or very close to the sea shore: it is a place to a more ‘mass’ market. Boats are becoming for exchange, opening towards other cultures, destinations in themselves, even keeping the development of commerce and ideas, the passengers on board with the consequences myth of travel and adventure, mingling of on passenger expenditures in the ports of call. populations. All important capital cities have a There are also possible mergers of shipping port. At the beginning, the port was a closed companies. There is also increasing develop- enclave dedicated to commerce: security and ment of Public Private Partnerships: for ex- customs needed a closed area. Industrial pro- ample Carnival is developing its own terminal duction generated pollution, noise, insecurity: in Barcelona, and MSC and Costa have ac- the old port quarter was inhabited by working quired their own concession in Marseilles. classes. For a few tourists it was both a fan- tasy (Tangiers, as a place for all adventures!) 1.2 Consequences for the port-cities and repulsive because of the real or supposed As a consequence, bigger facilities are dangers (Jack the Ripper). The port became a needed to cope with larger ships, with mega- source of business and wealth: see the saga ships becoming destinations in themselves of families of ship owners. This lead to some (see the problems of Capri or Naples), and the iconic monumental constructions and bonded resulting importance of cost/benefit model for warehouses, the architecture of which is being the port-cities. Cities need to find new ways to rediscovered. create innovative offers on land. Hence the In the 50s, in the American model of water- importance of the cost/benefit model for the front revitalisation, Boston, Baltimore, San port-cities. Francisco, the port was far from the city cen- tre. The former port land became an opportu-
2 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 nity to revitalise the city and develop a new sion of a former military base into a mu- up-market quarter close to the seafront. In the seum; 80s new public spaces were created, becom- − Things to “live”: experiences, hospitali- ing attractive for the population. The Montreal ty, shopping, events, animations, linkage to model arose from awareness of the impor- leisure and entertainment for the popula- tance of conservation of industrial and mari- tion. (Quebec, Hong Kong); time heritage, and gave priority to public − Things to buy: local products, craft, spaces (sport, culture and entertainment ar- restaurants, shopping. Also MICE business eas for the population). The port authority be- (meetings, incentive, congress, exhibi- came an actor of these changes. tions): congress halls (Grimaldi Forum in In Europe mixed-use developments encom- Monaco, Palais des Congrès in Cannes, passed retail, entertainment and tourism. Port new congress hall in Casablanca). uses were created or reallocated to mixed-use However, caution is needed, as cruises only developments including cruise terminal, mari- stay for a few hours, so all that is on offer nas... The port enters the city and becomes must be accessible, see for example the old an added value, a factor of modernity, an en- Docklands in Capetown. hancement of the city image. City and port look for a common platform of partnership. 1.6 Water is the central concern: The port is the origin of the city, and its iden- Water is a support to port functions: marinas tity. It is a main source for the city branding (Dubaï, Casablanca, Toronto, Barcelona), and, today, developing leisure and tourism is quays and maritime stations for cruises (Que- the scope for all the cities to become attractive bec, Bordeaux, Marseille, Matosinhos or Va- to investors and newcomers. lencia), fishing harbours, sightseeing in com- 1.4 Challenges for the city mercial ports, shipyards;
City councils need a strategic vision: where Water is natural scenery. The area along the are we and where do we want to go? What is sea can become a promenade for pedestrians our vision of city development? What are the or cyclists (for example waterfront parks in uses for this new area? How do we rebrand Boston or Hong Kong). These areas need our city? Development includes real estate, very special care for landscape and the envi- entertainment and culture, retail: city planners ronment, and architecture. The waterfront is a must be helped by experts in marketing and dream for retail allied to entertainment: ‘retail- landscape, economy and finance, social poli- tainment’, for example cinemas in Southamp- cies, laws and innovative developments. How ton, aquariums in Sydney and Baltimore. It is to have all these people work together? also a very exclusive place for hotels and Many challenges remain to be overcome: the congress halls, and exhibition halls; status of port areas, the role of conservation in the redevelopment, the balance between Finally, cruises are often the best way to put a past/future, city/port, services/ industry, so- destination on the map. In 2010 17M visitors cial/commercial, identity/ modernity, real- are expected in European ports. Average ity/ambitions, prudence/urgency, traditional spending is €100/person in home ports and functions/image and brand? Models of uses in €50 in ports of call. 9 people out of 10 spend time (who, for what activities, at what time) money during stopovers. Spending level de- and space (where, on what property?) must pends on visitors’ origins: €39 for a European, be developed. How to measure cost/benefit, €77 for an American. In Marseilles a survey economic and environment impact, social im- showed that 58% of the spending is done in pact... shops, 50% on perfumes and clothes, 1/3 on 1.5 What makes a tourism destination? local products and craft. − Things to see: city with its history, her- itage, ambiance, the sea as a backdrop; − Things to do: nautical activities, cruis- es, MICE (meetings, incentive, congress, exhibitions); − Things to visit: history, monuments, museums, e.g. in St Nazaire the conver-
3 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009
Leça da Palmeira Waterfront, PPT Matosinhos ES
2. Focus on the host city and its port: Matosinhos and the Port of Leix ões
2.1 Introduction to Matosinhos and its nuisance of barbecue smoke, they are install- port ing special “street barbecues”. The projected cruise terminal is going to be built, and it will be Guilherme Pinto, Mayor of Matosinhos necessary to develop attractions for the 5% of cruise passengers who would rather walk in Origins the area of the port rather than take excursions As ships grew in size, they could no longer elsewhere. Already there is a small terminal on access the port of Porto, so it was decided the North bank of the port. that Matosinhos was the best place to build a new harbour. It grew and became the safest 2.2 APDL, the Port Authority harbour on the coast. It is strategically part of João Matos Fernandes, President of APDL the Metropolitan area of Porto, which overall (The Port Authority of Douro and Leixões) has 1.5M inhabitants. Cruise traffic This is not an old port, however it is: − Cruises come to Matosinhos and the sur- Multifunctional, with thousands of in- rounding region because this is a small town dustries exporting different products to dif- with many attractions: the ‘best port’ in Portu- ferent markets; gal, with an airport close by, modern indus- − Diversified: 80% of the Northern region tries (especially new technology), a fishing of Portugal and its 3M inhabitants are within port, and is well known by good sailors. 50 km. It is the second busiest port in Por- Now a big effort is being undertaken to make tugal; it an even better place. The harbour is at the − In a privileged location, in relation to centre of the town, dividing it into two. It is a road links and the sea; beautiful town devoted to culture, with new − investments, and growing tourism activity. As a port inside the city, this is a good APDL manages the cruise terminal. There location close to industries, good transport, are public works of art, and modern architec- and surrounded by the region. ture, the beaches have been improved, and Strong points of the port include: the old town is the “dining room of Portugal”, with its streets of fish restaurants. Even − A logistics platform, creating added val- where the streets are small, to prevent the ue (to 15,6 million tonnes handled at Port of
4 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 Leixões). The aim is to increase the value of cargo transiting the port, to become a Europort; − A specific rail line. Shipping is very important for Portugal, to overcome the barrier of the Pyrenees. RoRo vessels spend a maximum 4-6 hours in the port; − The plans for the new cruise terminal, reinforcing the good relations with the city. They want to encourage everyone to go
into the city, so the city needs to be pre- 3. Photo by Pauline Geoghegan pared to receive the project, so it becomes − much more than a cruise terminal (for ex- Reused Customs house; ample housing a research and teaching − Environmental quality: e.g. the tree facility); lined boundary of the port area; − The first port in Europe to have a ‘sus- tainability‘ report; − A warehouse training centre, which has already hosted 500 trainees (from Africa etc.) over 6 years; − Bird viewing point on the Douro. The Port Authority takes care of the port, and manages the maritime public domain: port, beaches, the banks of the Douro in Porto and Vila Nova de Gaia. In Cantareira, the tradi- 1. PPT APDL tional fisherman’s quarter, the fisherman’s − The dedicated port main gate speeds zone has been upgraded, and the river bank up the process of paper work (now com- renewed, so that the fishermen can stay, rather pleted in 2-3 minutes, instead of up to than be removed to another location. several hours previously), and a new drawbridge speeds up the entrance to the inner port;
4. Photo by Pauline Geoghegan Cruise and tourism and heritage The cruise business is increasing. The port is 2. PPT APDL part of the Cruise Atlantic Europe network, with other ports. Previously the Atlantic ports were − A Jazz club located in a former ware- not a destination, so ports at one overnight dis- house in the area; tance from each other have got together, for example Bilbao, St Malo, Brest, Cork etc. They each want to valorise their heritage, with new neighbourhoods and a new urban population.
5 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 The challenge of different uses At the same time all the requirements must be Laboratories have chosen to share the port fulfilled: planning, architecture … “coopera- facilities; the Maritime Research centre, a new tion is the keystone to success”. location for maritime business, and incuba- tors, has been established within a former port health inspection building. The new cruise terminal will also house a research facility. The municipality has played an important role in this, for example by providing space for the new businesses when they leave the ‘incuba- tors’. This strong relationship between the municipality and the port is considered as “good for business”. A Cooperation Agree- ment has been signed between APDL (Port Authority), the Municipality of Matosinhos and 5. Photo by Pauline Geoghegan Oporto University. The University is part of the business incuba- 2.3 The City of Matosinhos and its pro- tor and will pay rent to APDL. The investment jects in the cruise terminal belongs to APDL, and is supported with EU funding, and the university Nuno Oliviera, Deputy Mayor of Matosinhos will pay rent. Regarding the training facility, it aims to respond to the new needs of the city Matosinhos has 60 sq km of port area, and and its port, so must take into account the works closely with ADPL. The waterfront re- needs of the new worker. newal was funded by the city renewal pro- gramme. Along the Leça da Palmeira water- The city plan is being updated to include the front a pipeline links from the sea directly to port’s strategic plan, using different instru- the terminal. The ‘B Flat’ Jazz club (in a for- ments. mer warehouse in the port area) has opened Port security up the port area to the city. The ISPS (International Ship and Port facility The ‘House of Architecture’ is a large project Security code) area starts at the entrance to on land owned by the Port Authority. the access road, and cameras can follow pro- The railway infrastructure was formerly for gress along the road. The jazz club and cruise goods only, now to be transformed to take terminal are designed in such a way that peo- passengers to link them to the Porto public ple can move around without entering the se- transportation system. The city needed a new curity area, and there is also a low level of railway station and the port authority needed ISPS demands. So far there have been no to reorganise its logistics: a ‘win win’ situation. problems with cruise companies in relation to The dedicated highway linking the port to the bringing buses close to the ships. In Septem- national highways carries the heavy traffic ber 2009 there will be the first experience of a which previously passed though the city to ac- cruise ‘turn around’ in Matosinhos so they are cess the port and in future two new logistics waiting to see how well this works. There is platforms will be located on the access road. generally a good relationship with the cus- A new bridge connecting the North to the toms. South parts of the city, allows bigger ships to Population and sources of revenue enter the inner harbour; a quicker operation The municipalities of Porto, Matosinhos and means that the time when the road connection Gaia amount to a population of about 701 000 is closed is now much shorter than previously, inhabitants (statistics of 2007). On its own thus reducing traffic congestion in the city. Porto has just 200 000 population, so it only There is strong city port cooperation because exists with the two other cities; Matosinhos the city needs to be able to continue to func- considers itself proud to be part of Porto, and tion. They also rebuilt part of a former chapel there is no problem about Porto being the which had been destroyed, in recognition of ‘brand’. The total Metropolitan area consists of the heritage of the city. 14 cities and a population of 2M. Taxes mainly Most importantly, shared projects are helping come from the municipality (70%), and 30% to make the port competitive. Many compa- from the national level. So far there is no met- nies depend on the harbour, including SMEs. ropolitan tax. The mayors of the 14 cities elect 6 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 the Mayor of the Metropolitan Area of Porto. The opportunity arose from the cruise terminal The regions are not political, just ‘administra- project. The concern is how to prepare the city tive’. to receive cruise tourists. The Southern part of the area will become public, with the logistics Collaboration between the population and access to the harbour separate. How can the the port city prepare to receive tourists so that they 150 years ago the city was a port, so people can take away a positive image? 20% won’t came to the city because of the port. There go to Porto, but will want to go shopping and was an important fish canning industry, with to go to restaurants. How can they be ac- many incomers from the country, because of commodated? the employment in the harbour: construction, fishing, canning… For many of the long- ERDF funding is available for a ‘partnership standing residents “the harbour is part of for urban renewal’, so they are working with us”. They want the port to function. They also ADPL, the University of the Sea of Porto, the want to avoid pollution and noise problems. school of design, and six hundred restaurants Since the building of the new bridge more and resident groups. Ideas include tour- people like the port. There are also high ex- ism/attractive places to stay, mobility, culture pectations for the cruise terminal. Some of the and innovation, upgrade of urban spaces, and areas near the port are the most expensive upgrade of the economy (tourism, restaurants, areas of the city. However problems remain to and commercial areas). The objectives are to be resolved between the richer and poorer upgrade urban spaces, to build amenities in neighbourhoods. the urban space, and to improve the condition of the housing and the robustness of the eco- 2.4 The Quadra Maritima Matosinhos nomic sector. case study A high quality of services: human resources The “ Quadra maritima ” is an urban project on must be prepared, such as, for example, by the quality and complexity of urban space: it learning languages, and how to welcome covers an area of 96 hectares, and is close to people, and ’make the difference’. For exam- the waterfront, and 20% of the population. It is ple it is not enough to know how to cook the in the area of the city most closely connected fish: hospitality is needed. Refurbishing the to the sea and to the economic activities streets is easy. Human resources are the diffi- linked to the maritime market: the beach and cult part. waterfront, the municipal market, the new ter- minal, the fishing harbour, commercial areas, Public spaces redesigned. The cultural high and the fish restaurants. Twenty years ago the school is designing public spaces: now more political centre changed: the city hall, banks than 80 professors and students are working etc moved away from the sea, followed by the on ‘how to sell’ the area, by transforming the older restaurants etc. The challenge is now urban space into ‘laboratories’; seeking inno- how to rebuild this area. vative activities, also by improving buildings for poorer communities. Projects for Culture and Innovation include the Sea Pole (R&D&I, UPTEC), QUADRA Building, urban art, and enhancement of the beach and sea sports. Projects for mobility, public space and new activities include the new Cruise terminal, re- newal of the streets surrounding the south part of the harbour, enhancing the relationship between public space and restaurants, 3 new cycle ways, and a new bike-sharing service. Projects for enhancing economic activity
and public spaces include improving service 6. PPT Matosinhos quality in restaurants, improving existing busi- nesses and attracting new ones, and the re- newal of the Municipal Market. Why this project?
7 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 How? Authority, ESAD, the High School of Arts and The university wanted new spaces for studies Design, business associations, restaurants, related to the sea, hence the ‘Sea Pole’ inside commerce, and the Metro and STCP (public the harbour, research in the terminal and in transport). other buildings in the harbour; UPTEC – Par- The good practice is the involvement of pub- que de Ciência e Tecnologia da Universidade lic and private partners with a common objec- do Porto (the Science and Technology park of tive (Cruise Terminal, Sea Pole, Quadra the University of Porto) is a special body set project). up to manage the project. After the ‘nursery’ phase the Municipality has agreed to provide Another good practice is the good relationship space for new SMEs. There is a contract be- between the municipality and the port authori- tween the university and the port; then the ty, which has allowed the project to be imple- question will be how to create a big industrial mented. This dialogue is important in the de- park? Also the beach will be enhanced. velopment of a variety of projects, like some Streets are being renewed: over the last few examples: years the restaurants have come out onto the − Matosinhos waterfront; pavements, and there are also three cycle- − Leça da Palmeira waterfront; ways/paths, and a bike sharing scheme. − B Flatt Jazz Club; Outputs expected include Increased housing − House of Architecture; demand: mixed housing (with ADPL as part- − New Passenger Rail Station; ners), fewer unused open spaces and in- − New Bridge. creased building renewal, increased commer- Since this is a 20 years’ investment TRUST is cial activity, and enhanced tourist attraction of needed! Urban policy is at the centre of the the area. project. With a High school in the area people Funding “feel important”. Funding for the project is from ERDF (€7M), Clusters can attract new people, with incen- local/municipal (€3M), private (€2M), amount- tives: under a national incentive scheme no ing to a total of €12M. The project is now tax is payable for the first five years, for hous- awaiting final EU approval. ing renewal. Also counselling is provided to Governance of the project is through part- people who want to set up businesses. Part of nership with an operational team. Communi- the task is also to show the real estate com- cation and promotion are also undertaken panies that it is a good idea to invest. On the through this local partnership which includes other hand, avoiding speculation is difficult. the project leader, Matosinhos Municipality, the project partners, which are APDL, the Port
3. Case studies from Helsinki and Naples 3.1 Helsinki Case Study: the Hernesaari project Jari Huhtaniemi, City of Helsinki - City Plan- ning Department 7. PPT Helsinki case study Key features of the city and the port The Port of Helsinki Demographic : the Helsinki City population is 1/3 of Finland’s entire trade is transported 500 000, the Metropolitan area has 1.2 million through the Port of Helsinki. The port special- inhabitants. The number of elderly people and ises in unitised cargo, also for transit to Rus- single households is growing, unemployment sia. Cargo traffic moved out of the city centre, is at 5,2% and the proportion of immigrants is from the South to the Eastern harbour, since growing (8%). November 2008. Strategic: Helsinki is the capital of Finland. It Key features of the cruise activities and of is a hub of transport, tourism, education and the urban port heritage culture. Helsinki is one of the leading cruise ports in the Baltic Sea area. There were 270 cruise
8 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 calls, bringing 330 000 passengers, in 2008. Suomenlinna, beaches and the City Centre, However, since Tallin is cheaper, Helsinki parking below the houses, a tramline linking to may be loosing out on some cruise business the city centre, retail space near the warer- because it is more expensive. Communication ports area, a Heliport (though it can create is good at present, with the mix of ferries and noise nuisance over up to 5 km), and pas- cruise ships. In future large scale cruise ships sages to travel to city by train or bike. How- will be based in Hernesaari, and ferries in Jät- ever, the planned heliport at the end of the käsaari. There is regular passenger traffic to pier will limit yachting activities in close prox- Stockholm, Tallinn and Rostock. Annually imity. around 9 million passengers pass through the port. The Cruise port of Hernesaari: a new development area for the city The new development area at Hernesaari combines housing, cruise tourism and water sports. The city is separated from the new harbour by an active dockyard. At present ships are limited to 230 M length in the South harbour, hence the need for the West harbour where there is more space. The airport is 15 8. PPT Helsinki case study km away but at present there is no rail link. Key problems, challenges and thematic fo- The old Ford automobile factory and grain silo cuses building next to the future cruise terminal are Opportunities : the delocalisation of cargo to be preserved, and will be visible from the traffic offers a unique opportunity to create a new terminal. Uses are also being sought to completely new concept of waterfront. The develop and re-use the former grain silos, for marina will bring added value to the real es- example by forming window openings and tate located around the marina. creating a light well in the centre of the build- ing. Challenges: The City of Helsinki owns the land, and will be − the project area is next to the city cen- preparing the infrastructure from 2012. The tre, yet isolated by the sea and the partially city provides the social amenities, and mostly active dock yard area; rents out the plots in the long term. At present − activating commercial services and it is not clear what will become of the former terminal facilities off season; Ford factory on the site, currently used as of- fice space. − combining housing and maritime activi- ties, from small sailing boats up to Genesis A draft Master plan has been drawn up to class cruise vessels, including resolving cover existing buildings, the cruise terminal, a ISPS (security) issues. waterfront park area with sports activities, a marina for 500 yachts, an area for water Potential contributions sports, a cruise terminal with ISPS areas, − Early phase of the planning and reali- heliport and residential ‘villages’ for 4 600 new zation of the West Harbour area; residents with few high rise buildings, close to − Strong growing position in the Baltic the city centre. Services for tourism and lei- Sea cruise market; sure are planned for the area. The housing is a social mix, including social housing built by − Experience in sustainable urban and the city. There are five different levels of own- port planning; ership, from social rental housing through to − housing for purchase. The aim is that the Existing examples of enhancement mixed types of housing ownership plus the and conversion of the port heritage in ur- shared facilities will ensure that the area does ban facilities; not just become a dormitory area. In all, 2000 − Strategic plan identifying the cruise work spaces are planned. traffic as an important economic sector for Planned amenities include a marina, water the city. taxis, for example to the island of
9 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 Potential expectations pany). After the law n. 84/94 concerning the − New port next to vital urban area with reform of Italian ports, part of the manage- multiple functions; ment of the cruise terminal was given to a pri- − vate company. At that time (in the mid 90s) Attractive pedestrian connection from the City was outside the cruise market be- port area to the city centre; cause the traffic was not so impressive. − Development of cruise tourism servic- For the management of the Maritime station, es of Helsinki. the “Port of Naples” cruise ship terminal, a 3.2 The Naples case study: the ‘Naples joint stock company was formed: “Terminal model’ for the new cruise terminal Napoli S.p.A.”. The Naples Port Authority was the first in Italy to establish a joint private and Barbara Casolla, Marketing Development Ex- public partnership company for the manage- ecutive - Port Authority of Naples ment of its cruise terminal. It was also the first Until 1994 the Naples Maritime Station (Cruise in Italy to involve the leading cruise ship com- Terminal) was managed by Consorzio panies from across the world. Autonomo del Porto di Napoli (a Public Com-
Naplescomposizione Terminal terminal spa napoli Composition spa
msc crociere spa autoritàPort Authority portuale di 5% of Naples napoli 5% marinvest srl intership spa 20% 10%
napoli terminal trade srl 20% royal caribbean ltd 20% costa crociere spa 20%
9. PPT Port Authority of Naples crease of cruise passengers, and increase of Achievements include the reorganisation of personnel. general areas used to manage passenger flows, reorganisation of the pedestrian area Project management : the project leader is parking, and good integration between port the President of Terminal Napoli, Dott.Nicola and city traffic. Coccia. Partners include the Board of Direc- tors of MSC Cruise company, Costa Crociere, Actions : delocalisation of all the small li- Royal Caribbean, the Port Authority of cence holders hosted in the Maritime Station Naples, Intership, Marinvest, and Napoli building following the board of directors’ deci- Terminal Trade. sions to renovate of the convention centre. Funding is from private companies 95%, and Direct and indirect economic and social the Port Authority of Naples 5%. Fully paid– spin-off : optimisation of cruise activity, in- up capital amounts to € 4M.
10 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 Governance : decision-making process, pub- tre because they want to organise their own lic-private partnership, communication to shops in their ships. beneficiaries/citizens: citizens will be involved in the new activities arising from the new convention and shopping centre-port water- front activity, due to be opened at the end of 2009. Difficulties arise from a lack of coordination among the members, as well as different points of view in managing matters.
11. PPT Port Authority of Naples - case study The challenge is how to satisfy the needs of cruise passengers and yet also satisfy the needs of the citizens? Since the city has no 10. PPT Port Authority of Naples - case study power, there can be problems between city Best practices : and port. Naples ‘Terminal Napoli’ is an investment by In Naples the company is the concessionary the municipality and the port authority: cruise (as in Marseille). companies are part of the management. They share the same objectives: best practices See the example of Hamburg ‘Hamburg plus work in progress. Competitors are mem- Haven City’ : master plan; investment in bers of the same company. Any decision is activities, dance etc. information centre on taken together, respecting the activity of each the master plan, plus debates, cycle par- other. There is a Protocol of agreement be- ties and other events developing the image tween them. Companies that are not parties of the active port to the agreement pay differently.
However, there can be clashes of interest. Some companies don’t want a shopping cen-
11 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 4. URBACT CTUR Local Support Groups and Local Action Plans approved by a Strategic Document on the 4.1 Local Action Plans within CTUR “Major programme for the UNESCO City Within CTUR each partner defines its own Centre” agreed by the City Council, the Man- goal for its Local Action Plan (LAP) within the agement Authority and the local Ecclesiastic goals of CTUR. Within each LAP there will be representation, concerning the projects that sub plans on themes: projects on cruise tour- will be financed by the 2007 – 2013 ERDF. Of ism development within the local overall stra- course to have the LAP included in the tegic plan. agreed documents means that it is a shared For example in Alicante the objectives of the political choice but also that it will be financed Urbact Local Action Plan are to revalue the by ERDF Funds. The LAP areas defined are old town: visitor centre, and different routes, Piazza Mercato (Mercato square), a LAP un- to improve the attractiveness of the welcome der the URBACT HERO Project, and the wa- for passengers and reactivation of the area, terfront from Piazza Municipio (Municipio and to establish links between city and port, Square) to Piazza Mercato (Mercato square) through tourism information and a city plan. as LAP under the URBACT CTUR Project. So the two LAPs will be linked in one project In Naples the objectives of the Local Action for the monumental waterfront of Naples. The Plan are Port is involved as CTUR partner and as − requalification of the historic city /port stakeholder of the LAPs in the framework of area and improving the tourism in the area the European Programme URBACT II. It specially from cruise traffic; helps to involve the stakeholders to find a − re-use of a port heritage building to shared solution for this conflict area. The pri- create a “Museum of Immigration”; vate sector and the EIB (European Invest- − to improve the economic and social ment Bank) are part of the Local Support impact of cruises on the deprived areas Group as a way to find other ways to finance and generally on the city. the projects beside EU funds. For each action To be successful, input is needed from politi- there will be a ‘project sheet’. cians. For this reason the choice of the LAP areas is connected with the elements already
Project sheet example An example of ‘project sheet’ presented by Joseph Thomatis, CTUR Lead Expert, concerns a project for l’Isle d’Yeu. It started with an analysis, then a study of what would be needed in the
way of communication actions, for example starting by promoting Isle d’Yeu as a welcoming is- land, transport, and tourism valorisation; secondly the island was promoted as a ‘different ex- perience’: projects, and commercialisation; thirdly that the proposals should be sustainable and attractive. Governance guidelines were put in place for each work area: short, middle and long term actions. Actions were presented in project sheets, as a road map for those in charge. Every year progress is evaluated, so it is necessary to decide how to evaluate the efficiency of each action; information includes: how much, who is in charge, technical parties, and feasiblity. Such a technical document may then have to be communicated more widely.
terminal: an opportunity to develop the 4.2 Matosinhos Local Support Group port/city relationship with the development of and Local Action Plan the cruise industry, to develop tourism in the Amelia Castro APDL Port Authority of Douro North of Portugal, and to promote cultural and Leixões heritage of transnational interest The new Cruise terminal is a key element of The new cruise terminal will have a berth that the Matosinhos Local Action Plan. It consists will allow ships up 300 m long and up to 10m of a new Cruise Quay, Passenger Station and deep to berth, a Passenger Station building Nautical Recreation area. There is great po- with several amenities for transit cruise liners tential arising from the creation of the new or turnaround cruise vessels, which will also
12 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 includes a Maritime Research Centre, a Nau- development of the port-city, and improved tical Recreational Port for 300 vessels and es- environmental conditions of the coastal front- sential support services for vessels as well as age with the opening of the city to the sea. parking areas for coaches and vehicles, and A feasibility study and the Business Model for direct access from the city to the Terminal. the New Cruise Terminal of Port of Leixões It also involves an urban integration project, have been followed by a public tender. Indica- integrating the South Jetty with the upgrade of tors show that up to 100 cruise ships and 108 the Matosinhos Waterfront, a regional project 000 passengers can be expected. with direct impact on the entire Porto Metro- politan Area, a coordinated Strategy for the
12. PPT APD the Atlantic Europe Network promoting the Strengths include the existing Leixões pas- market (Lisbon, Bilbao, La Coru ňa, Brittany, senger station, as part of the Architectural and Dover, Cork,…) which aims to contribute to Historical Heritage of the City of Matosinhos, the reinforcement of the position of the Atlan- new socialising spaces (the jazz club), the up- tic Area in the European cruise tourism mar- grading of the Matosinhos and the Leça da ket, and the creation and promotion of new Palmeira Waterfront, the cultural heritage of itineraries and tourist products which, through transnational interest (the following sites are the action of a network of ports, cities and re- classified as World Heritage by UNESCO: the gions, emphasise the value of the specific as- City of Porto, the Douro Region and the City pects of culture and Atlantic identity. However, of Guimarães). a weakness is the lack of coordination among Weaknesses include a lack of infrastructure stakeholders in promoting the tourist potential to improve the cruise activity at the Port of of Matosinhos and Northern Portugal. Leixões, given the ever-greater length of the Three problems remain: ships, lack of logistical conditions to host − cruise passengers, difficulties to attract global Lack of tourism opportunities + small players, lack of private sector initiative and a cruise ships; lack of tourist packages on offer in Matosin- − Lack of promotion of tourism potential hos for cruise passengers of the region; − Opportunities : the new Cruise Quay will al- The need to promote the North of the low the mooring of vessels up to 300 meters region. length and 10 meters draught and opening the To address these they are creating a dynamic port to the city (with direct access from the city Task Force, to promote a package for visits to the Terminal). The Cruise terminal is part of The Local Support Group
13 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 The Local Support Group held its first meeting It includes a design research programme and last week, and will start to work after the holi- design studios, and enjoys a strong collabora- days. Its membership includes: tive relationship with the university, ADPL etc. − APDL (Port Authority) - Management In 2007 research began on 16 waterfronts, of the port of Leixões and the Maritime which led to a design identity and communica- Public Domaine; tions plan, plus equipment and amenities, as − Municipality of Matosinhos - Local well as the ‘Buto Capelo’ street workshop: Administration; “The urban context seems increasingly frag- − ADETURN - Turismo Norte de mented by functional changes and accompa- Portugal - North of Portugal tourism nying planning and economic challenges. Art promotion ; interventions in the city continue to provide an − CCDRN - Coordination and Develop- opportunity to bring different actors together in ment of the North Region of Portugal; a single situation, which brings about new en- − Oporto University – University ; counters, debate and the mediation of social, − Superior School of Art and Design cultural and economic differences. The public of Matosinhos – University; space is our room for public events. When we − Association “O PEIXE À MESA” – want to become public, we have to enter other Local (Matosinhos) association of people’s spaces. We position our actions in restaurants. the interstices: in between institutions; in be- tween institutions and associations; in be- 4.2.1 The Managing Authority tween institutions and individuals.” Fernando Gomes, Managing Authority, mem- Proposals include involving local communities, ber of the Local Support Group improving the quality of services, promotion of business and new commercial opportunities, The North Regional coordination and devel- improved infrastructures, promotion of crea- opment Commission (elected by all the may- tive initiatives, improvement of public spaces, ors) is the closest organisation to regional and the creation of an innovative space for power, and decentralised from central gov- cultural and tourist information. ernment. Themes covered include regional planning, land management, environment, 4.2.3 UPTEC cross border cooperation and regional gov- Mario Leitão ernment. They recently completed the North- UPTEC is a University science and technol- ern strategy for up to 2015, with themes on ogy park, bringing together five buildings on people, economic activity and territory. the university campus. It started 3 years ago, They are now at stage 2 of the strategy, to and now houses 45 projects and start ups; create a regional pact for competitiveness for ‘‘every day there are new projects”. It acts as the North of Portugal. They are currently pre- an ‘incubator’ to create new technology based paring a series of thematic agendas. Regional enterprises, and to promote the transfer of action plans will be prepared as guidelines to technology between the university and the the main actors. market. It is now building a ‘sea campus’ Two clusters : tourism and the sea. Each dedicated to marine technologies, with a cluster has specific guidelines. The Sea clus- space for new enterprises. ter has an emphasis on cruise tourism and Portugal’s regional structures emerging activities (including research etc). There are five regions in Portugal. Porto and To improve strategy, economic resources are Lisbon are metropolitan areas which have needed, so a segregated structure is respon- strong links with national government. There sible for the management of Structural Funds. are also associations of municipalities. The The Cruise Terminal and the UPTEC, the regions manage regional operational pro- Parque de Ciência e Tecnologia da Universi- grammes. Regarding the division of funds be- dade do Porto, are covered by the Operational tween regions, the North of the country has Programme. the biggest amount of funds. A segregated or- 4.2.2 School of Art and design ESAD.PT ganisation has the management of the struc- tural funds, and is also involved in the cities’ José Bártolo agenda, for example by organising a regional The school of art aims to respond to the eco- ‘URBACT’ type programme to get cities talk- nomic, social and cultural needs of the region. ing to each other.
14 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 Public/private partnerships can be a mix of the building; evaluation/ cruise tourism + re- public and/or private, and can involve the pri- search. Already some start ups have begun. vate sector, for example in the regional The challenge will be to get tourists into the agenda. The Monitoring Committee can have city, e.g. "Mar à Mesa" for restaurants, pro- influence on private partners, for example on moting the commercial centre. The person re- the quality control of projects. sponsible for tourism economic development The University contribution to the new cruise is also a member of the Local Support Group. terminal is as part of the research centre in 4.3 Local Action Plan status reports: Alicante and Naples
ALICANTE Specific o bjective 1: Specific o bjective 2 Specific obje ctive 3 Revalue the old town and the Improve tourism attractiveness Establish a link between city urban heritage of the destination and port Action 1.1: Development of Action 2.1: A specific pro- Action 3.1: Improve tourist in- a visitor center in the old gramme to welcome cruise formation at the port (guides, town of the city to welcome passengers to the city. signposting…) and on board. cruise passengers. Action 1.2: Development of Action 2.2: Reactivate and Action 3.2: Develop a Port- different routes in the old reuse the area port as a com- City Plan in order to integrate town depending on time and mercial and leisure zone. visions to improve relation- preferences (museums, ships. churches, gastronomy, han- dicrafts..)
NAPLES Specific o bjective 1 Specific o bjective 2 Specific o bjective 3 Requalif ication of the wate r- Give new functions to the port Maximize economic and s ocial front monumental area and heritage for urban regeneration impacts of cruises surrounding historical urban area Action 1.1: Requalification Action 2.1: Museum of immi- Action 3.1: Development of a of via Marina gration in the Immacolatella commercial center in the multi- Building function cruise terminal facility Action 1.2: Support the re- Action 2.2: Refurbishment for Action 3.2: info - points for novation of private proper- new functions of the Stazione cruise passengers and crew ties Marittima (Cruise terminal) Action 1.3: Support to the Action 3.3: Opening time of historical activities in the the commercial activities con- area : gold and textile crafts nected with the cruise tourism
Action 1.4 : regeneration of Action 3.4: improvement of the Piazza Mercato training of tourism personnel Action 3.5: improvement of the transport infrastructures – new metro station and new lines, modernization of tram , requali- fication of the railway station and airport)
15 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009
4.4 Projects proposed by CTUR partners as ‘donors’
Alicante : Trieste - Plan for regeneration and renovation - New harbour plan, city and port - Cruise terminal - Reconversion in progress: municipality ur- - Plan for pollution treatment ban integrated regeneration programme funded in 2010: not on the waterfront but behind it: pathway between stations etc, Dublin tourist partners, craft networks, old cafés, - Poolbeg development plan (new area for street furniture, cycle paths, event promo- cruises) tion. - Heritage buildings: new uses - Social/affordable housing Valencia - Dubin Bay water quality project - Regeneration experience of historical area for tourism, and commercial business Helsinki - Linking the historical area to the port - Cruise Baltic experience (promoting Hel- - Masterplan sinki to the promoters and marketing plan - Events (America’s Cup) with cruise lines) - Waste handling Varna - Conversion of port terminal and docks Matosinhos - Governance questions - Accessibility to road system, - Airport link to harbour, AIVP: - Regeneration management and govern- - Bringing best practices; can bring more to ance. next meetings on tourism and port cities, also ISPS . Vis their study on ‘Tourist fa- Naples cilities in ports’. - Link between transport and heri- tage/archaeology - Urban plan to transform former industrial area into new services: planning depart- ment. - Nausicaa society - Bagnoli: beach/port/green area - Training pole: region and port. Training project led by trade unions
16 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 5. CTUR Project management issues
− 5.1 Methodology Take part in exchange activities through meetings and online contact; Carine Guidali, CTUR Thematic Expert − Periodic meetings, especially to con- tribute to the URBACT II partner’s contribu- Two of the CTUR working methodology’s tion to project seminars; strong points are the setting up and animation of a Local Support Group and the production − Comment on final outputs; of a Local Action Plan by each project partner − “The URBACT programme requires each Test or pilot recommendations through partner to set up a local support group (LSG). the LAP; This group works to maximise the impact of − Act as local project champions and the transnational exchange of practice be- lobby for changes; tween cities. LSGs can ensure that ideas emerging from the project are realistic and − Organise local dissemination events; can test their viability at local level. They have the potential, as part of a European wide − Obtain media coverage; URBACT “community”, to take key messages − LSGs progress. about managing sustainable cities to a far wider audience. They can mobilise stake- Local Action Plans holders, define needs, and co-produce the − A concrete roadmap for each partner Local Action Plan (LAP). They have the poten- and a range of solutions to tackle the core tial to become a long-lasting legacy once the issues identified at the start of the project: 2 URBACT project is finished”. to 5 specific objectives, and for each objec- Objectives for Local Support Groups tive a list of operational actions; − Help clarify the particular needs or − Drawn up in close cooperation with the concerns of the partner in relation to the Managing Authorities, in order to maximize thematic network or working group topic; potential opportunities for funding; − Help identify (mobilize and validate) − Proposals for action in the form of a list what the city can offer to the project in the of steps required: form of good practice, existing tools, site visits, policies and other experience; - WHAT needs to be done - WHO should take the actions − Help ensure that this knowledge is re- flected in the LAPs; - HOW it will be carried out (funds, re- sources, methods) − Help disseminate the findings of the - WHEN (timeline). project to a wider local audience and en- sure that end-users have a voice in the de- Case studies cision-making process; CTUR is based on experience and good / bad − practices exchanges between the partners. Act as project champions and help to Each partner is both ‘donor’ and ‘receiver’ of mobilize the political and institutional sup- experience. Each partner will present several port required to ensure that the LAP leads case studies during the workshops, so as to to real change. share his own experience and to compare his Tasks for Local Support Groups practices to other partners’ practices on the − Familiarise themselves with the base- same issue. line study, which is the output of the devel- Where it is not possible to ‘match’ donors and opment phase of CTUR project; requests, the project experts will endeavour to − Take part in the design and follow up bring in additional experiences from else- of the LAP; where, starting with the contribution of AIVP, the International Association of City Ports. − Identify and/or validate project inputs or outputs such as case studies;
17 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 Due to the fixed length of the project it is nec- Seminar n°2 essary to hold the first thematic meeting be- fore the summer; the quality of information Trieste Regeneration & environmental needs to be improved in some cases if it is go- concerns ing to be useful for other cities, and there must Seminar n°3 be a balance between no detail and too much detail. One difficulty can be the availability, or Dublin Cruise facilities & Transport lack of it, of documents needed to fully de- connections scribe the case studies. Theme 2: Cruise tourism as economic & 5.1.1 The CTUR programme: selected social benefits themes Seminar n°4 Alicante/Valencia Economic & social Theme 1: Transforming, regenerating, benefits adapting the physical and environmental components of the port city system Theme 3: Governance − Attractiveness of the port city: Opening Seminar n°5 hours, Diversity of attractions and events; Helsinki Port heritage & Governance − Environmental concern: Clean envi- ronment; Seminar n°6 − Accessibility: Connection to the airport Rostock Governance tools and railway, port/city connection + com- 5.2 Dissemination activities patibility safety/free accessible port, access of the city for the disabled; Gaetano Mollura, CTUR Lead Partner − Functional diversity: Re-using derelict During the URBACT Thematic Pole meeting port areas, multi-use facilities, development on June 9th and 10th, the topics covered in- of new cruise and marina facilities; cluded administrative issues, LAPs and ULSGs, involving Managing Authorities and − Port building heritage: Heritage man- politicians, thematic poles and “Clouds” agement plan, conversion of industrial ar- (knowledge platforms), thematic pole outputs, eas, conversion of historical sites. the URBACT response to the “Crisis”, and Theme 2: Cruise traffic and port heritage the Urbact Annual Conference . as economic & social benefits Seminars aimed at the members of the Local − Evaluation of impact: definition of indi- Support Groups would be taking place in Lon- cators; don (18th June), Athens (19th June) and Ma- drid (25th June). − Economy generator: How to work with The URBACT II communications strategy the retail / tourism supply; training session in Paris, on June 2nd 2009 included a graphic charter workshop, a ses- − Employment: Job creation & training in sion on how to manage press relations, how tourism skills; to manage events organisation, and the − Housing mix. CTUR web space on URBACT II Website. The communications plan includes objectives Theme 3: Governance and activities. − Public / private partnership Files on the Graphic Charter can be downloaded form the URBACT website for the − Creation of specific bodies Urbact Logo type, Urbact Network, Urbact 5.1.2 Provisional working programme for Publications and to be used for any creation the CTUR seminars or duplication of URBACT documents. For Urbact Project PowerPoint Presentations Theme 1: Transforming, regenerating, (PPT) and Urbact Program PowerPoint Pres- adapting the physical and environmental entations (PPT) the PowerPoint Slide Master components of the port city system to be used for project or programme presenta- Seminar n°1 tion. These files can be downloaded from: http://urbact.eu/fileadmin/graphic_charter/ Matosinhos Attractiveness of the port city The interactive communication plan:
18 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 By the end of June the Urbact AGORA Col- These apply to document covers, leaflets and laborative Platform will include latest docu- presentations. ments, a calendar, messages, tasks, Plans for communicating the outcomes of URBACT news: videos, conferences and chat, CTUR include a final report, the project and a video channel on Dailymotion from ‘pocket’, the exhibition, other forms of com- April, and the URBACT blog munication… such as video. More ideas are www.blog.urbact.eu . welcome. From September there will be a new URBACT Website and new minisite for CTUR. 5.3 Financial management Gaetano Mollura, CTUR Lead partner Pauline Geoghegan, CTUR Thematic expert Phase 1 Project (development phase) st st CTUR messages are aimed at a wide audi- April 21 to October 21 2009 ence: to local partners and other stakeholders, The Urbact Monitoring Committee has ap- to partner cities, to other cities, and to policy proved an exceptional claiming period for makers at European, local and city level. Lo- phase 1 of the project. The Claiming Period will be open in the PRESAGE-CTE system cal communication on the project helps you to st th gain visibility, involve key stakeholders, create from 1 July until 30 September 2009 for awareness of the issues at stake, and to se- costs to be certified Partners which remain to cure financial support. It will also raise the im- claim for this first period are the City of Ali- portance of a EU project, not just as another cante, the City of Matosinhos, and the City of site visit, but real added value for the city and Rhodes. The City of Varna must re-sign their its port, raise the profile of the Local Support certificate. Group so that it can become a sustainable ac- Phase 2 (implementation phase) – tor (in the long term), convince the Managing Reporting periods and deadlines Authority that this is a viable project for their support, and, why not, gain some visibility and Reporting periods: credit for yourselves…? The project duration is subdivided into 6- month periods: running from July to December Communicating to a wider audience requires and from January to June. The reporting coherent presentations format from the start, documents have to be signed and sent to the which means that each presentation will be a URBACT Secretariat within 3 months after the brick in the construction of the final products end of the reporting period of the network. Once the URBACT website is up and running presentations on the CTUR Deadlines for sending reports: mini site will be coherent. It will thus be easier During Phase II: to compare common questions shared be- 1st reporting period 21 Nov.–31 Dec. 2008 tween projects. 31 March 2008 nd This can also entail dissemination to URBACT 2 reporting period 01 Jan.–30 June 2009 National Contact Points across Europe, dis- 30 Sept. 2009 seminating and collecting information in na- 3rd reporting period 01 July – 31 Dec. 2009 tional languages, and to expand its audience 31 March 2010 , and so on..... even further, URBACT conferences open to Presage has to be filled by the LP. the general public. These conferences focus Reporting responsibilities and tasks on topical subjects, from the point of view of city professionals and elected officials. The Lead Partner shall report to the URBACT URBACT II projects are required to develop Secretariat about progress of the whole pro- and implement a communication plan: press ject, with particular reference to outputs and releases, communication documents, notes results. and their outputs. Documents related to reporting: − URBACT recommendations include: “Simple Certificates of Expenditure; easy to use” language, “user friendly style” − Payment Claim; and “direct concise style”. The graphic charter − Progress Report (Activity and Financial includes guidelines on the URBACT logotype: Sections). use, size etc, Colours: programme and pro- For each period, the reporting documents ject, typography and iconography (photos). have to be submitted to the URBACT Secre-
19 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 tariat - using the format available in the web- − have been paid, certified and declared based monitoring and accounting system by the Lead Partner during the project eli- PRESAGE-CTE. gibility period; − Progress report have actually been incurred, be re- The main aim of the Progress Report is to en- corded in the beneficiary’s accounts or tax sure that the project’s activities are progress- documents, and be identifiable and control- ing in accordance with the work plan and the lable. budget approved by the Monitoring Commit- Eligibility period : costs are eligible from 19 tee. It includes sections mainly related to ac- January 2009 – 19 July 2011 (30 months pe- tivities and finances, but also to communica- riod, phase II). tion and expertise. It is signed both by the Lead Partner’s responsible person and by the Approval of First Level controllers– Lead Partner’s first level controller. procedure Contents include: reporting per objectives/ ac- Each first level controller has to be approved tions (expenditures must correspond to activi- at national level: ties!), reporting on minor changes, update on 1) The first level controller of PP/LP is pro- bank account’s information (important for a posed in the final application and in the quick ERDF refunding), if the budget of a main audit trail; category is exceeded (<20%, i.e. 20% flexibil- 2) The PP/LP fills in a checklist with the in- ity rule), and changes of the contact details of formation concerning the proposed con- the first level controllers. troller and sends it duly signed to its na- tional contact (i.e. the authority in charge Accounting & certification of the expendi- of the approval at Member State level). ture The «checklist for approval of first level Expenditure must be accounted by the Lead controllers» is available on the URBACT Partner and partners in PRESAGE-CTE (with website/documents section; personal login and password). The Lead Part- 3) The national contact confirms the proposal ner checks and validates the accounted ex- by sending a letter to the URBACT Secre- penditures. After it has been validated by the tariat and to the concerned Project Partner LP, the expenditure can be certified by the with the filled in and signed «checklist for certifying body, i.e. the first level control of the approbation of first level controller» in an- PP in PRESAGE-CTE (with personal login nex; and password). 4) The approved first level controller is given The LP will submit the certificates / statements an access to PRESAGE-CTE. of expenditure signed by the PP’ and LPs cer- tifying bodies plus a global project payment Financial reporting – summary of activities claim (within 3 months after the end of each 1) Each PP approval of first level controller: reporting period). send signed “Checklist (for) Approval of First Level Controllers” to your national Eligibility of expenditure contact (download from URBACT web- To be considered eligible, costs must: site); − be paid and borne from the project’s 2) The national contact will inform the start date to the closing date as indicated in URBACT Secretariat about the approval; 3) The approved first level controller and the DOI/final application; each PP is given access to PRESAGE- − be directly linked to the subject matter CTE through the URBACT Secretariat of the project and be provided for therein; (email will be sent); 4) PPs feed in their expenditures into − be necessary for carrying out the pro- PRESAGE-CTE: (all 12 partners put in ject covered; costs occurred between 19 Jan. -30 June. − be reasonable and comply with the 9 for first reporting period in phase II); principles of sound financial management, 5) LP validates (checks) the costs of the in particular value for money and cost ef- partners and gives `green light`; fectiveness; 6) PP`s first level control certifies through PRESAGE-CTE with the help of the “Checklist For First Level Controllers”,
20 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 prints out the Certificate of Expenditure II Programme Manual (Technical Working (pdf) and signs; original documents are Document updated on January 11th 2008) kept at the PPs; − Fact Sheet 1 - The URBACT II Pro- 7) PPs send the signed Certificate of Expen- gramme; diture to the LP; − 8) LP collects all Certificates of Expenditure Fact Sheet 2a - Thematic Networks; and sends them together with an overall − Fact Sheet 2b - Fast Track Label; Payment Claim to the URBACT Secre- − tariat (respecting the set deadlines); Fact Sheet 6b - Project management; 9) URBACT refunds to the LP and the LP re- − Fact Sheet 6c - Financial management funds the PPs. and control Helpful documents http://urbact.eu/fileadmin/general_library/TWD Partners are requested to familiarise them- _V_13_040510_final_after_MC.pdf selvrs with the most important documents re- lated to URBACT II and to check the URBACT
6. Next steps for CTUR
The Lead partner and Lead expert strongly − Reporting progress, but also the chal- remind the CTUR partners about their com- lenges, and questions arising, entailed in mitment to the project, which will lead them to developing Local Action Plans; develop Local Action Plans for the develop- − Preparing case studies for future ment of cruise tourism in their respective seminars (see table accompanying this re- ports. port) It is vital for the project and all its partners that Next steps for the cities will entail the cities of Rostock, Rhodes and Istanbul At city level (as associate partner) attend the next meet- − Ongoing meetings with the Local Sup- ing, on the theme of ‘Regeneration & envi- port Group; ronmental concerns’, in order that they, and − Reinforcing local partnerships; the rest of the CTUR partners, fully benefit − Progressing the Local Action Plans; from their experience and expertise in the − Exploring funding possibilities. subject of the CTUR network. At project level The next meeting of the CTUR network will − Reporting on meeting with the Local take place in Trieste on September 28-29. Support Groups;
21 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009
Appendix 1: Programme of the Matosinhos seminar
Sunday June 14 th 2009
20:00 - Welcome meeting Hotel Axis Porto Business & Spa
20:30 - Dinner
Monday June 15 th
08:45 - Arrival of participants
09:00 Plenary - Welcome from the host city
09:30 Plenary - Presentation of the agenda/approval of the Varna seminar report Lead Partner Gaetano Mollura - Lead Expert Joseph Tomatis
09:45 Plenary - Progress report: CTUR toolkit, inputs from the partners, results of 'do- nors/receivers match-making, possible questions about methodology Lead Expert - Thematic Expert 1 Carine Guidali
10:15 Plenary - Introduction to the theme "Transforming, regenerating, adapting the physical and environmental components of the port-city system" Lead Expert Joseph Tomatis
10:30 Plenary - Presentation of Matosinhos/ APDL development projects. Introduction to the case studies and to the on-site visits APDL Matosinhos Partners
11:15 Plenary - Presentation of Matosinhos /APDL case studies APDL Matosinhos Partners—Lead Expert 11:45 Plenary - Discussion of Matosinhos /APDLE case studies All partners – Lead Expert 12:30 - Thematic Pole Update / Communication and dissemination of results on local and project level Lead Partner and Thematic Expert 2, Pauline Geoghegan
13:00 - Administrative and financial management of the project Lead partner
13:30 – Lunch Break
15:00 - Site visit to port and city
17:30 - End of the meeting
20:00 - Dinner
22 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009
Tuesday June 16 th
08:45 - Arrival of participants
09:00 - Group sessions Presentation of case study n°1 “Physical/Environmen t” Port of Naples, Thematic Expert 1 Presentation of case study n°2“Physical/Environment ” City of Helsinki, Thematic Expert 2 09:30 - Group sessions Discussion about case study n°1 Port of Naples,Thematic Expert1 Discussion about case study n°2 Helsinki,Thematic Expert1 10:30 Plenary - Wrap up of the case studies : good practices and transferability Sharing feedback on the learning from each case study Lead Expert and Thematic Experts 1 and 2
12:30 – Lunch Break
14:00 Plenary - Presentation of Matosinhos/APDL's LAP Presentation of Matosinhos/APDL's LSG and key stakeholders LSG Matosinhos /APDL Partners
15:00 - Group sessions - All Partners LAPs&LSGs progress Parallel workshops / partners split in two groups Room1 Group 1—LAPs & LSGs progress animated by Thematic expert 1/ LE/LP Room 2 Group 2—LAPs & LSGs progress animated by Thematic expert 2 /LE / LP 16:00 Plenary - Focus on the role and involvement of the Managing Authorities : LP, LE all partners Next steps /Questions about methodology/ planning/ expected results Lead Expert, Thematic Experts 16:30 Plenary - Next steps /Questions about methodology/ planning/ expected results Lead Expert 16:45 Plenary - Evaluation of the meeting by the partners Lead expert 17:00 Plenary - Conclusions Lead partner 20:00 - Dinner
23 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 Appendix 2: Participants at the Matosinhos seminar
Matosinhos: host city Mayor Guilherme Pinto, Deputy Mayor Nuno Oliviera, Elsa Severino, Joana Moreira, Local Support Group members Mário Leitão, José Bártolo and Fernando Gomes. Naples: CTUR lead partner Gaetano Mollura ADPL: host city João Matos Fernandes, President of Leixoes Port Authority, Amélia Castro, Cândida Moura Alicante Sara Prieto Vidal Dublin Eileen Quinlivan Helsinki Tuija Haaviko and Jari Huhtaniemi Port of Naples Fiorinda Corradino and Barbara Casolla Trieste Elizabetta Boglich and Raffaela Turpin Valencia Marta Galbis Rocher Varna Giorgi Gilev Association Internationale Villes Ports Greta Marini Project experts Joseph Tomatis, CTUR lead expert, Carine Guidali and Pauline Geoghegan, thematic ex- perts Missing partners Rhodes, Rostock and Istanbul (Observer partner)
24 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 Appendix 3: Power Point Presentations made during the meeting in Matosinhos The PowerPoint presentations from the Matosinhos seminar are available online on https://docs.google.com/leaf?id=0B5AbHdMvLrIUZmYyMjdlNmItNDFmMy00MTdjLWI4MDgtMzhmODA4MzkyMjc2&hl=it
1 – Focus on the host city: Matosinhos and APDL
Matosinhos and Port development projects Nuno Oliveira – Deputy Mayor of Matosinhos
Port Authority of Douro and Leixões João Pedro Matos Fernandes – President of APDL
Quadra Maritima case study - Matosinhos Municipality Nuno Oliveira - Vice-Mayor of Matosinhos
School of Art and design ESAD.PT - Quadra Maritima case study José Bártolo
2 - Experts presentations:
Progress report Carine Guidali – Thematic Expert
Introduction to the theme : “Transforming, regenerating, adapting the physical and environmental components of the port-city system” Joseph Tomatis – Lead expert
Rehabilitation of Waterfronts: examples and illustrations (Fr) Détente Consultants
Example of development scheme for the tourism economy: L’Ile d’Yeu (Fr) (Schéma de développement de l’économie touristique de l’Ile d’Yeu) Presented by Joseph Thomatis, Lead Partner
3 – Case studies of the partners
West Harbour Project Helsinki Jari Huhtaniemi, City of Helsinki - City Planning Department
Port Authority of Naples Barbara Casolla, Marketing Development Executive - Port Authority of Naples
4 – CTUR Local Action Plans
LSGs & LAPs methodology Carine Guidali, Thematic Expert
Schéma de développement de l’économie touristique de l’Ile d’Yeu (Fr) Détente Consultants
Local Action Plan APDL/Matosinhos Amelia Castro APDL Port Authority of Douro and Leixões
LAP of Naples (City and Port Authority )
25 URBACT CTUR 2nd thematic seminar Matosinhos (Portugal) June 15-16 2009 5. Communication and dissemination strategies
Communication and dissemination strategies - CTUR web space Gaetano Mollura, CTUR Lead partner
CTUR Communications Pauline Geoghegan, CTUR Thematic Expert
6 - Administration issues for CTUR partners
URBACT-PRESAGE Management system: Instructions for use
Organisational and Administrative Issues Gaetano Mollura CTUR Lead partner
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URBACT is a European exchange and learning programme promoting sustainable urban devel- opment. It enables cities to work together to develop solu- tions to major urban challenges, reaffirming the key role they play in facing increasingly complex societal challenges. It helps them to develop pragmatic solutions that are new and sustainable, and that integrate economic, social and environ- mental dimensions. It enables cities to share good practices and lessons learned with all profession- als involved in urban policy throughout Europe. URBACT is 181 cities, 29 countries, and 5,000 active participants
www.urbact.eu/ctur