Land Use Management for Sustainable European Cities
(LUMASEC)
Cities of Baia Mare, Bytom, Bristol, Kavala, Saint-Etienne (Epures)
Universities of Karlsruhe and Ljubljana
CERTU Lyon
Baseline Study - Development Phase
August 2008
Baseline Study presented by
Didier Vancutsem, Lead Expert
In cooperation with
Dirk Engelke, University of Karlsruhe, Lead Partner
Andreas Megerle, University of Karlsruhe
Rémi Dormois, Epures Saint-Etienne
Sylvain Petitet, CERTU
Dorin Miclaus, City of Baia Mare
Natasa Pichler-Milanovic, University of Ljubljana
David Ludlow, City of Bristol
Io Chatzivaryti, City of Kavala
Wojciech Jeszka, City of Bytom
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Table of Contents
Page
1. Introduction
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2. Frameset and Trends in the EU
2.1. Definition of Land Use Management
2.2. Key Drivers and Trends in Land Use Management
2.2.1. Urban Sprawl
2.2.2. Urban Brownfields
2.2.3. Attractiveness and Competitiveness
2.2.4. Investment Competition and Real Estate Market
2.3. Problematic of the Strategic Land Use Management
2.4. Actors and Partners in Land Use Management
2.5. Methodological framework
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3. EU policies related to land use management
3.1. EU-Policy of Lisbon, Gothenburg, Charta of Leipzig
3.2. EU-Papers: Thematic Strategy on Urban Environment, ESDP
3.3. Founding Programmes: ERDF, INTERREG
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4. Local Overviews
4.1 Operational Level - 5 cities
4.1.1. City of Baia Mare
4.1.2. City of Bristol
4.1.3. City of Bytom
4.1.4. City of Kavala
4.1.5. Region of Saint-Etienne (Epures)
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4.2. Research Level - 3 Research Institutions
4.2.1. CERTU
4.2.2. University of Karlsruhe
4.2.3. University of Ljubljana
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5. Clusters and Good Practices
5.1. Problem clusters
5.2. Exemplary projects - good practices
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6. Towards Land Use Management for sustainable cities
6.1. ULSG and local action plans
6.2. ULSG and Knowledge and dissemination plans
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7. Conclusions and expected results of LUMASEC
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References
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1. Introduction
The aims of the LUMASEC Working Group
Cities in Europe are facing today major challenges: over 60 percent of the European
population live in urban areas with more than 50,000 inhabitants. By 2020, about 80
percent will be living in urban areas, or much more, like in Belgium or the Netherlands,
and the urban future of our continent is directly affected by urban land use.
Also technological progress and market globalization are generating new challenges for
European cities. Townscape and social structures are in fundamental transformation
processes, and the use of land is shifting from decline in one area of a city or cityregion to growth in another.
Furthermore, the political framework of local stakeholders is shifting as well. The
arena of decision makers in public and private sector is getting more fragmented. Cities
have to cope with this, and small and medium sized cities in Europe especially have
problems with this situation. Increasing number of brownfields and urban sprawl are
visible signs of these processes.
A sustainable land use management improves coordination of urban planning as well as
public-public and public-private investments, it involves local stakeholders in common
visions. Through land use management, cities and city-regions can benefit from the
ongoing regional competition to overcome their lack of attractiveness and get
competitive territory.
LUMASEC is a network of decision-makers of small and medium sized cities, which is
developing strategies of land use management for sustainable European cities. The
network consists of local stakeholders of public and private sectors, and call up existing
knowledge and experience. The outcome of the working group will be on the one hand a
toolkit for local decision makers and, on the other policy recommendations for the
European Union to focus on the framework the local decision makers are working in.
On the basis of best practice studies, exemplary realisation of the knowledge in URBACT
Local Support Groups and the involvement of municipalities and professional bodies in a
kind of scientific support group, the working group is establishing knowledge processes
on land use management for sustainable European cities.
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2. Frameset and Trends in the EU
2.1. Land Use Management – a definition
Land and its subdivision
Historically, the human society used to divide land in parcels or plots. Villages, cities
and counties are all governed by setting affectations to parcels of land. Land is then
subdivided into “pieces”, which can be easier sold or developed. Each affectation or
designation of land, so called “zoning”, is determined by a list of approved uses to be
legally operated on the zoned plot. All those affectations are regulated in the form of a
governance document. In the capitalist system of land use, the signification of land
property and its use is very high; land organisation reflects political, cultural and
economic influence.
Real Property
This kind of property is referring to one of the main classes of the human property; the
other properties are the personal and the intellectual ones. Real property is regulated
by law in different sort of interests, like fee simple, fee tail, life estate, or leasehold.
Land use and land use management system
Land use can be seen as the human modification of natural environment or
wilderness into built environment such as settlements, agriculture or pasture. By
defining new functions to the land, also in term of changing the functionality of land,
the human is transforming his environment consequently. The land structure resulting
from this use of land has to be considered as the result and the mirror of his society and
his culture, resulting of the action of different actors, mobile (households, companies)
and immobile (communities, cities, investors).
As management is the human activity meaning the action of people working together in
the aim to accomplish desired goals, land use management is a process of managing
use and development of land, in which spatial, sector-oriented and temporary aspects
of urban policy are coordinated. Resources of land are used for different purposes,
which may produce conflicts and competitions, and land use management has to see
those purposes in an integrated way. Therefore, land management covers the debate
about norms and visions driving the policy-making, sector-based planning both in the
strategic and more operative time spans, spatial integration of sectoral issues, decisionmaking, budgeting, implementation of plans and decisions and the monitoring of results
and evaluation of impacts. The Management System includes all processes, methods and
tools used for organising, operating and supervising the urban environment including the
factors influencing it. Management systems cover all phases from the visions behind the
preparation of plans and decisions to their implementation and the monitoring of
impacts. Planning practices, decision making processes and procedures, implementation
and monitoring mechanisms and methods and tools used in the above-mentioned phases
are all elements of management systems. In general, land use management is driven by
various decisions taken at different levels of administration (local, regional, national).
(EU Working Group, 2004)
Often, short-term orientation is conflicting the long-term ones. Therefore, a
sustainable land use management will improve coordination of urban policy as well as
public-public investments and public-private investments, and involves inhabitants and
local stakeholders in common visions. In doing so, sustainable land management should
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act in a multi-level governance structure between an operational project level and a
strategic level of urban management.
Land Use Planning
Land use planning is probably one of the most well known instruments of land use
management, representing and illustrating a public policy. It comprises different
disciplines, and consists in the use of plans to control, regulate and manage the use of
land in a way, which should be efficient and –actually- sustainable.
Land use planning could be defined like a scientific, aesthetic, and orderly disposition
of land, resources, facilities and services with a view to securing the physical, economic
and social efficiency, health and well-being of urban and rural communities.
Instead of “land use planning”, terms like “town and country planning, regional
planning, town planning, urban planning, and urban design”, as well as “spatial
planning”, are used. At the basic level, land use planning has to organise the zoning
areas and the transport infrastructure, but can be used for economical, demographic,
social and environmental and other means.
Today, most of the land use plans are based on soil and building databases, using the
resources of Geographic Information Systems (GIS) and Computer Aided Design (CAD).
Towards an integrated land use management strategy
Focussing on the aspects of strategic land use management, four aspects related to land
use management have been identified:
• The occurrence of urban sprawl and its negative impact in ecological,
economical and social dimension,
• The existence and increase of urban brownfields,
• The lack of attractiveness of urban structures and
• The demand of competition on investment and locations of European cities and
regions.
The four aspects are the key drivers of land use management and the basis knowledge
of the LUMASEC problematic, which are described in the following chapters.
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2.2. Key Drivers and Trends in Land Use Management
2.2.1. Urban Sprawl
Definition of Urban Sprawl
Most of the European population is living today in urban areas. By 2020, about 80% of
the population will be “urban”, some regions like Belgium or Netherlands have already
more then 90% of the population living in urbanised areas. Our daily consumption of
land (conversion of agricultural land into built-up areas) is high; for example, Germany
is “consuming” about 113ha/day (in 2007) open land into infrastructure and buildings.
Urban Sprawl, originally defined in America, consists in the “spreading of a city and its
suburbs over rural land at the fringe of an urban area”(Sprawlcity.org, 2008) in a rapid
low-density expansion, supported by the dependence of the population of its private car
and of its preference for one-family-housing. Compared to American cities, the
European were more compact in the past; however, since the 1960s, sprawling cities
are all over Europe.
Urban Sprawl in Europe has become in the last years a common concern of the
European Commission and the local authorities. Several studies and reports have been
written regarding urban sprawl, especially the European Environment Agency (EEA),
Copenhagen, worked on this issue in 2006. The report “Urban Sprawl – an ignored
challenge” was a milestone related to this topic.
The EEA defined the urban sprawl as following: “Urban sprawl is commonly used to
describe physically expanding urban areas. The EEA has described sprawl as the
physical pattern of low-density expansion of large urban areas, under market
conditions, mainly into the surrounding agricultural areas. Sprawl is the leading edge
of urban growth and implies little planning control of land subdivision. Development is
patchy, scattered and strung out, with a tendency for discontinuity. It leap-frogs over
areas, leaving agricultural enclaves. Sprawling cities are the opposite of compact cities
— full of empty spaces that indicate the inefficiencies in development and highlight
the consequences of uncontrolled growth.”(EEA, 2006)
In his book on “Urban Sprawl in Europe” (2007), Prof. Couch is making clear that Urban
Sprawl has not to be considered “as a pattern of urbanisation, as is more usual in the
literature, but rather as a process of urban change” (Couch, 2007). Citing the
example of a sandcastle becoming waterlogged, where sand slips downwards and
outwards, and the angle of slope is reduced, he demonstrated that urban sprawl “may
be considered as the process by which this spreading occurs” (Couch, 2007).
Origins of sprawl in Europe
Urban Sprawl in Europe appeared in the second half of the 20th century: the
urbanisation process, provoked by a long period of economic and population growth,
evolved into a sub-urbanisation dynamic, and later on, into a de-urbanisation. In the
Post-war period, many European authorities invested in urban expansion, mainly
influenced by the Athens Charter, and took place as new towns or large peripheral
extensions of existing urban structures. In France, the development of modern flats
around the cities was “dedicated to the middle class or supposed to become so”.
(Petitet, 2008). It is also evident, that areas affected by sprawl are regions with a high
population density and intense economic activity, but also regions having benefited
from the EU regional policies (EEA, 2006). This financial support helped the
development of new urbanisation patterns, e.g. around new transportation nodes
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(airports, high-speed trains, etc). Cohesion Funds and Structural Funds are pushing the
economic development, but may consequently, and without adapted instruments,
perturb the “organic” development of cities and regions.
An example could be the region of Maramures, Romania, close partner of LUMASEC,
where uncoordinated development of business parks is taking place today. But this
development can be observed also along the coasts of Spain and France: high
speculative developments for second houses areas of long-time tourists are now under
financial pressure.
Today, urban sprawl is a challenge for the European cities and metropolitan regions,
as they are becoming much less compact. Dense quarters of city’s extensions are
replaced by low-density housing areas, like “maisons unifamiliales” – one-family-house,
semi-detached and detached houses with green space around. This model of space
consuming is well sold by banks or investors, with the slogan of “My car-my house-my
garden”, or “A large house on a large lot, with good automobile access to facilities, is
what most people seem to want.” (UNFPA, 2007) This urban model is also supported by
the NIMBY mentality.
Major trends and challenges in the EU
Trends of low-density urban development are evident in European cities. Due to the
living space consumption in the last decades, which has more then doubled (e.g. in
2007, Irland had the lowest floor space in Europe with 35 sqm, Denmark the highest
with 50,6 sqm. Highest floor space had the USA with 68,1 sqm/person) (Statistisches
Bundesamt Germany, 2007), the demand for larger housing areas increased, while
population grew only very few (UNFPA, 2007).
However, demographic trends in Europe are influencing the development of sprawl:
the total population of the Europe reached its peak accounting for 729.3 million in the
year 2000, and is now declining with a negative annual rate, and will continue to
decline from -0.08% during 2000-05 to -0.24 during 2020-25 (United Nations, 2006). This
population decline trend is merged with the increase in the average age of the
population. The proportion of population in 65+ age group will increase from 11.9% in
1985 to 19.8% in 2025, but the proportion of population in 0-14 age group is decreasing
from 21.3% to 16.3% during the same period. In Eastern Germany, and in other European
countries as well, shrinking cities appeared in the last decade: cities were loosing
population, and consequently economic power, due to migration, lack of investments
and working places, and attractiveness.
On the other side, the actual developments in energy use (increase of energy costs
linked to Oil dependency, lack of alternative energy resources) will influence the future
urbanisation model of our regions. All those aspects have to be taken into account in
future urban developments (low carbon urbanisation concepts).
2.2.2. Urban Brownfields
Definition of Urban Brownfields
The second aspect and key driver of land use management selected is the topic of
derelict land, called “brownfields”.
Brownfields are abandoned or under-used industrial and commercial facilities, where
expansion or redevelopment is complicated by real or perceived environmental
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contaminations. In urban planning, brownfield land (or simply a brownfield) is a land
previously used for industrial purposes or certain commercial uses that may be
contaminated by low concentrations of hazardous waste or pollution and has the
potential to be reused once it is cleaned up. (Glossary of terms for Brownfields).
Origins of Brownfields in Europe
Over the past decades, Industrial change has affected a lot of European cities, which
several consequences on land use. Industrial areas were the place of acute
transformation, linked with an important loss of jobs and unemployment, and are the
result of industrial occupation, real estate speculation and urban growth. Without a
conversion and rehabilitation concept developed after the change of land use
occupation, areas turned into derelict land or brownfields. There are approximately
more then 20.000 Km2 derelict land in Europe today (German Ministry of Housing, 2007).
Several studies on derelict land have been done in the last years; references in Europe
are the CLARINET (Contaminated Land Rehabilitation Network for Environmental
Technologies in Europe) and the CABERNET (Concerted Action on Brownfields and
Economic Regeneration) projects, part of the Fifth Framework Programme, 2001.
Brownfields have been identified in three main categories (CLARINET, 2001)
- Brownfields in traditional industrial areas
- Brownfields in metropolitan areas
- Brownfields in rural areas.
In traditional industrial areas, the massive loss of industrial jobs located in the coal,
steel and textile industries in the 80’s conducted to substantive structural urban
change. Those brownfields are often large, situated in urbanised areas and with a poor
environment, have low land value, and require intensive recycling and rehabilitation
intervention, linked with high costs.
In metropolitan areas, the land market turned into a dynamic model influenced by the
service sector. Old industries were pushed outside the city in the periphery, and
reinforced the urban sprawl, illustrated by business and industry parks at the fringe of
cities. Also urban areas of old railways, military and harbours have to be included in this
category. Land speculation on those areas, because their attractiveness near city
centre, exacerbate the difficulties of cities to find good solutions.
In rural areas, sites connected with primary economic activities (intensive agriculture
and forestry, mining) were under strong transformation process, due to the
abandonment of sites. Local authorities were often not able to develop instruments or
strategies of revitalisation.
Major trends and challenges in the EU
The total surface of derelict land is growing every day in Europe; the figures from the
German Federal Office of Statistics shows that the amount of derelict land, only in
Germany, increased by 13 ha/day between 1993 and 2000 (German Ministry Statistics,
2003). Exact figures for the all of Europe are not available. The management of
brownfields is a challenge for municipalities and urban planners, to be integrated in a
logical and sustainable land use development strategy, considering also the
attractiveness of green belt policies and implementations: a perfect example to be
mentioned is the strategy developed for the Emscher Park Project.
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2.2.3. Attractiveness and Competitiveness
The definition of urban attractiveness
Cities are forums of civilisation and innovation from their origins. Dense accumulation of
cultural and historical heritage in cities characterises each city as a unique “loci” and
serves as the historical and cultural identity of the citizens (“Genius loci”, Christian
Schulz).
Cities stand for the model “European City”: compact, social, diverse, green – in
short: urban. Each city has its own history, its social and economic characteristics, its
own townscape, its own self-image, and its own culture. At least in most cities,
historical urban structures have survived, as unique fingerprints. European cities are
constituted both socially and politically, and are centres of work and knowledge, sites
for large and medium business, central organisations and associations, universities and
research institutions. Cities have the power to attract people and activities. Economic
advantages have also the ability to attract people and activities. In the context of
global change and technological advancement, many cities in Europe are loosing rapidly
their attractiveness by missing “emotional” types of companies or entrepreneurs that
could develop economy. (BBR, 2007)
Therefore, urban attractiveness has to be considered as the power to develop quality
to be the cause of emotion or attraction in a city. Furthermore, urban attractiveness
is linked to the concept of competitiveness, which is the ability and performance of a
city to supply and perform services in the global urban market.
The emergence of urban attractiveness and competitiveness
Urban Attractiveness is to be considered as one of the biggest challenges of European
cities for the future. Since the impact of globalisation and the emergence of the
knowledge-based economies, attractiveness is the main concern of many politicians and
urban policy planners.
The book of Richard Florida, “The Rise of the Creative Class”, 2002, inspired, of course,
urban policies today, showing that creativity is a means to prosperity by providing
better-paid jobs, enhancing the quality of life, and contributing generally to a fait and
just society. But also the book of Charles Landry, “The creative city – a Toolkit for
urban innovators” 2000, brought a large discussion on creative cities and creative
economy.
The challenge of the European cities today, is to maintain and enhance the
competitiveness by achieving a flexible, adaptable and diverse local economic
structure, which will better position their structure in the global competition. Cities
are in competition for growth, worldwide, and searching for the driving forces of the
knowledge-based economies, which are creative workforces and entrepreneurs, as well
as strong research partners. Key indicator of city competitiveness is their ability to
attract factors necessary for economic development.
Creative cities are cities with a branding, an image and a personality. Certain cities
tend to have a long-term vision, not to follow standardised solutions, but promote and
develop creativity and individuality. Cities, especially global cities in the 21 st century,
needs a culture of creativity, to be able to think new ways to get ambition,
entrepreneurship and opportunity, beauty and attractiveness till high quality urban
design.
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This implies thinking through social, political, and cultural as well as economic and
technological creativity. It means power holders need to devolve power and to trade it
for creative influence within a framework of guiding strategic principles within which it
is possible to be tactically flexible. It thus affects a city’s organisational culture. This
cultural capital represents the raw materials and scope within which the creativity of
people can operate.
Major trends and challenges in the EU
In the 21st Century, most of Cities are still governed by rules coming from the 19th
and 20th Century, it means, giving priority to the needs of companies, and not to the
creativity of the core workforce, the location preference of the people, main aspect of
the criteria of the knowledge-based economies. In Germany, we called this “weiche
Standortfaktoren”, so translated “soft location factors”.
The concept of the Creative City and the Creative Economy is the right answer to urban
phenomenon of Shrinking cities and demographic change. Also the building of new green
structures (increase of attractiveness) and the profile as “knowledge city” are concepts
for the 21st Century.
2.2.4. Investment Competition and Real Estate Market
Demanding competition on investment and Real Estate Market processes are part of
urban economics, the economic study of urban areas.
Investment Competition and Market forces
Urban Development is influenced by the location decision of companies and
households, so called market forces. The nature and behaviour of urban markets are
depending from the geographic situation: isolated location for a company will be e.g.
different than a concentrated location. Also industrial clusters will be more attractive
for companies than isolated one, especially if major companies and industries are wellknown (creative identity).
Also on the field of land use management in metropolitan areas, market oriented
companies and investors are looking for capitalisation effects. Spatial distribution of
activities and housing areas, urban location and connections, urban economic addresses,
control on land-use and price of land are evaluated and balanced.
Major Trends and Challenges of the European Real Estate Market
In the next future (until 2015), the European real estate market is expected to
experience a complicated three-speed process. Corrections to the West, stabilisation
in continental Europe, and a chase for possible yield compressions in Central and
Eastern Europe. Regardless of the investment location, yield compression is no longer
the main rationale for investment. (PriceWaterhousecoopers, 2008)
Overall, European economies are projected to slow; however, some forecast figures for
gross domestic product remain strong. Nonetheless, financial turmoil, higher energy
prices, a reduction in euro-based exports, and a cooling housing market will have an
impact.
Due to the subprime crisis in the United States, unleveraged equity investors will lead
the capital march in Europe after losing out for years to highly leveraged players.
According to survey results, this capital will come mainly from institutions, private
property vehicles, and open-ended funds, mostly from the Middle East and the Asia
Pacific region. European debt is still available; however, it will not be easy to find or
come at a cheap price from 2008 on. Many investors believe a decline in availability of
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capital will lead to stronger real estate fundamentals and less of the quick buy-and-sell
approach.
The publicly traded real estate market has continued to decline over the past year,
with returns down over 30 percent. Larger losses in the REIT market seem to come from
the West, with a slightly better outcome from continental Europe. Predator investors
have kept an eye on this decline and believe that discounts to net asset value might just
be becoming too wide to ignore this year.
Institutional investors are becoming more aware of the benefits of adding global real
estate equity funds to their portfolios. Currently, there are more than 250 available
global funds managing over US$81 billion in capital. Positive returns with projected low
correlations to other equity and bond funds are appealing to all capital investors.
Capitalisation rates for all property sectors are expected to increase moving forward.
Therefore, real estate executives are moving their interest from acquisition to
development with a focus on core assets in 2008. Some expected hurdles include
construction cost increases and the challenge of financing projects in a real estate
downturn.
European investors will continue to find opportunities to invest in direct real estate
throughout Europe, focusing on the three main markets: the United Kingdom,
Germany, and France. However, globalisation of real estate will be on all investors’
minds as they head to Eastern Europe and Asia to attempt to take advantage of yield
compression and higher returns.
Based on investment prospect ratings, the top five markets in 2008 are Moscow,
Istanbul, Hamburg, Munich, and Paris. Development prospect ratings place Moscow and
Istanbul again in the first and second slot, followed by Munich, Hamburg, and Lyon.
Unfortunately, Moscow takes in a third category as well by being ranked the riskiest
city.
The European property sectors will continue to offer good investment opportunities in
2008. Five out of the seven major property types are rated as “modestly good”;
however, most rating values for each prospect are lower than last year. The top three
closely ranked sectors include retail, mixed use, and hotels.
Because standard property sectors are no longer subject to yield compression, real
estate players are starting to look at alternative investments, including nursing homes,
self-storage, caravan parking, and petrol stations. Many professionals believe the shift
from conventional real estate investing is being driven by opportunities for higher
returns and discovery of the next big sector.
European infrastructure continues to be an area of focus in 2008, with its market size
falling between €4 trillion and €5 trillion. Many pension funds, endowments, and other
investors think of infrastructure as a long-term, fixed-income investment and an
important aspect of their real estate business. (PrinceWaterHouseCoopers - ULI Urban
Land Institute, 2008)
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2.3. Problematic of Strategic Land Use Management
Problems of Land Use Management in European Cities
Land Use Management concerns all levels of government: local, regional, national,
European, international; it should involve all stakeholders, integrate and respect their
tasks, roles, competences and principles. Land Use Management is a strategic asset to
develop sustainable cities and to develop their attractiveness and competitiveness.
As already seen before, land use management has direct impacts on attractiveness and
competitiveness of the European Cities: the competitiveness of urban regions can be
altered by a lack of land-use management strategy.
The urbanization of new places without recycling brownfield and without urban renewal
affects the global urban region attractiveness. The urban sprawl increases the pressure
on non-urbanised areas (agricultural or natural spaces).
Furthermore, a lack of land use management can also have consequences on economic
development. Because the land is a limited asset, the search of a better use is a real
issue. The potentialities of development can be deeply altered by ignoring potential use
land conflicts. To develop projects “au fil de l’eau” can lead to not use the total
potential of valorisation of strategic places. As example, to accept a commercial
development will limit the possibility to develop high technology firms around because
they give a high attention at the firms located in their environment. (Dormois, 2007)
Post-industrial city regions are concerned by the thematic of land use management with
a particular pregnancy. In these types of urban regions, large industrial or urban
brownfields need to be recycled. The capacity of recycling is directly impacted by
public budget and by local technical knowledge but not only. The regeneration of those
spaces will be more difficult if new economic or housing zones are urbanized in other
municipalities. The land cost in recycled areas is higher than in extension areas.
Developing projects on a brownfield is still more complicated than urbanizing
agricultural fields. But municipalities located around old industrial cities want to keep
their development: their elected officials do not accept to stop urban growth
(population, jobs).
European cities meet difficulties to define and to implement land use management
strategies
The capacity of local authorities in developing land use management is limited by
the institutional fragmentation. Land use management needs to be developed at large
scale to be efficient. As example, the efficiency of city’s centre brownfields recycling is
directly affected by the decisions of other municipalities to open new urban
development areas.
Strategic master plans, if they exist, formulate general goals and objectives
concerning land use management. But this documents by becoming more strategic than
spatial are less precise concerning the localisation of the new urban development areas
and concerning which projects will be developed on this spaces (housing, economics,…).
Furthermore, institutions or organisations, which are in charge of master plan
elaboration have not the competences to implement them. Municipalities or intermunicipalities institutions keep the control on operational projects. The articulation
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between strategic planning and operational project is a big issue in the land-use
management.
Strategic master plans precise global objectives for the urban development but they do
not give the operational guidelines to permit the integration of those general objectives
at operational projects. As example, the control of urban sprawl by promoting a higher
density in new housing settlement is a common orientation in actual strategic plans. But
suburban or rural municipalities have no experienced concerning the production of real
estates with density. They do not have technical expertise and they must face to
economic constrains: the land price is not enough high to generate “spontaneously” the
building of flats in new projects.
The developers, the investors contact local authorities to develop new projects. Elected
officials and technicians meet difficulties to find the equilibrium between short time
responses to this solicitation and a land use management at long time. Sometimes,
projects too rapidly accepted have limited the development of a strategic area. The
difficulty in land-use management for local authorities is to be able to keep an
operational dynamic without denaturing the strategic places. The land is a limited
asset. A strategic land use management can lead local authorities to not develop an
operational project because of preservation issues or because of the necessity to
produce a global urban project.
According to the LUMASEC problem tree, the issues of Urban Sprawl, Urban
Brownfields, Lack of Attractiveness and Demanding Competition on Investment and
location are the four main topics related to the Strategic Land Use Management and
are described in the previous chapters.
LUMASEC Problem Tree
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2.4.
Actors and Partners in Land Use Management
Actors in Land Use Management
Usually, the typology of actors, or players, defines two different profiles: the private
and the public actors. Private actors are e.g. farmers, residents, entrepreneurs and
speculators, property dealers and developers; on the other side, public actors are e.g.
urban administration, local bureaucracy, political representations, planning bodies,
civic supplies, or police.
In the field of land use, all actors are interested in land, and are playing different
roles. A political ecology approach (Bryant and Bailey’s, 1997) assumes that land is
strongly influenced by the way different actors interact in a local place and vice-versa.
Actors are present at the micro-level, which is the level of a village, as well as at higher
levels, like regional level, acting and interacting within a political framework. Interest
of these actors can be complementary and/or conflicting, and can of course lead to
different alliances or main conflicts. (Kaiser, 1995)
Actors may have different roles in the land use, also in terms of active or passive:
Private Actors
Role
Farmers, agriculture
Farming, leasing
Residents
buying or renting out residential space
Entrepreneurs and speculators
buying, renting land, building
Leasing
Property dealers
Mediation in transaction, information, care-taking
Developers
Financing, planning, speculation
Planners
Planning
Public Actors
Urban administration
Local bureaucracy
Planning bodies
Civic supplies
Land registration
Justice
Police
Role
Urban land supply, protection, taxation
Economic and social development
Urban design, planning, land supply and housing
Provision of infrastructure (Water, Electricity, etc)
Mapping and registration of land ownership
Resolving disputes about land
Approbation on land-use policies
Preservation of illegal land occupation
Difference between Actors and Stakeholders
Actors are stakeholders, also a subclass of the stakeholder class. Not every stakeholder
will have direct interaction with the product, but a stakeholder by definition has an
interest of some kind in the outcome of the project. Actors are stakeholders, therefore,
a way to find the actors is to identify and examine the stakeholders.
Stakeholders can be different actors in the field of Land Use Planning, for example:
- People who are interested in some action and able to influence it, but not directly
involved with doing the work. In the private sector, examples include managers who
are affected by a project, process owners, people who work with the process under
study, internal departments that support the process, the financial department,
suppliers, and even customers.
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-
-
-
-
People who are (or might be) affected by any action taken by an organisation or
group. Examples are parents, children, customers, owners, employees, associates,
partners, contractors, suppliers, people that are related or located near by. Any
group or individual who can affect or who is affected by achievement of a group's
objectives.
An individual or group with an interest in a group's or an organization's success in
delivering intended results and in maintaining the viability of the group or the
organization's product and/or service. Stakeholders influence programs, products,
and services.
Any organisation, governmental entity, or individual that has a stake in or may be
impacted by a given approach to environmental regulation, pollution prevention,
energy conservation, etc.
A participant in a community mobilisation effort, representing a particular segment
of society. School board members, environmental organizations, elected officials,
chamber of commerce representatives, neighbourhood advisory council members,
and religious leaders are all examples of local stakeholders.
Essential partners of an urban development policy are the cities and urban regions
that provide economic, social and cultural impulses. Cities are magnets for investors,
scientists and the professional workforce. Strong cities and urban regions, along with
great flexibility at local level, are the preconditions for an efficient urban development.
A new culture of responsibility is required which is administered by cities together
with the citizens, the local economy, educational facilities, cultural institutions and
other stakeholders. This will allow locally organised ‘alliances of urbanity’ to make a
significant contribution towards strong urban development policies. When linked, these
alliances can have a widespread effect and contribute to a citizen-centric urban
development policy. Such co-operations are successful if they focus on actual problems
by prompting clearly defined actions (‘economy takes responsibility’, ‘better schools for
the quarter, …). Urban development can only be successful if it reaches citizens
through activities, events and information, and if it stimulates participation.
Furthermore, sustainable urban development can only take place with the cooperation
of all stakeholders connected to a problem or place.
Trialogue as a solution?
Therefore, it appears important to develop a kind of “Trialogue” between public actors,
private sector and politics so to integrate the diverging perceptions of a problem and by
this means to overcome the gap between planning and implementation and between
long-term and short-term objectives (FLAIR Project, Engelke, 2008).
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2.5.
Methodological framework
Framework for Land Use Management
The framework for land use management covers different levels of intervention and
different instruments or tools, the level of influence of different actors, as well as their
vertical and horizontal integration.
Urban Planning and Land Use is made in general through the working forces of actors in
the society and the market places: decisions on locations and investments, quality
levels and yield expectations, preferences and habits decide on land use. Public actors
react on those developments or demands and offer infrastructures and legal
prerequisites for a further development. This was a way of planning in the past, and is
still a way of working today, especially in the actual conditions of growing and shrinking
of European cities.
Mechanisms of policy intervention on land use
As already mentioned, public and private actors have the ability to work on processes
and to develop actions on spatial and society-related developments. Especially the
public actors are required to take decisions and develop policies.
But also the way, how the public actors have to tackle problems and strategies, is
important; three ways can be identified: acting directly, indirectly and
controlling/structuring.
- Acting directly: public actors are intervening in direct investments, like in the
building of new infrastructure, new parks, or new transports lines.
- Acting indirectly: public actors are using existing instruments or developing new
instruments, also financial, which can give a kind of framework for urban
development, like reduction of tax
- Controlling: public actors are creating instruments or organisations, which will
influence e.g. the creation process of a project, like the launch of a citizen’s forum
or a communication strategy.
Private actors will not be able to intervene in such a broad way; however, their
interventions could be also seen on a direct level (e.g. direct investments, “private
initiative”) or on an indirect level (decision on industrial location, connected with new
jobs and economic development).
Instruments typology
Actors have a big range of instruments to accomplish actions in land use, which can not
be isolated considered, should be connected to the mechanisms of policy intervention
and identified as follows:
- Direct instruments: Real Estate Market interventions, Location development
(Infrastructure building, urban renewal).
- Indirect instruments: legal instruments of land regulation, Communication
infrastructure, financial structures and incentives.
- Controlling instruments: governance, process management and co-operation.
Real Estate Market Interventions
Through interventions in the Real Estate Market in form of direct investments, cities
and regions can influence their land use development on a very efficient way. Especially
the purchase of plots and land, (old) buildings, brownfields, key locations, combined
with an active market policy can be an interesting tool of land use management. In this
context, cities may develop some influence in the implementation of European
regulations related to Urban Environment or Health, but also develop projects on the
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basis of Public-Private-Partnerships (PPP). PPP refers to a wide spectrum of possible
relationships between public and private actors for the cooperative provision of urban
infrastructure services, and has been proven to be a feasible and attractive
development modality. In PPP, advantages of private sector innovation, access to
finance, technological knowledge, managerial efficiency and entrepreneurial spirit are
combined with the social responsibility, social justice, public accountability, and the
grasp on local knowledge characteristic of the public sector. The cooperative
functioning of the two allows for potent and effective solutions to solve, or at least
address, pressing urban environmental challenges.
Public-Private-Partnerships are common tools for the development of brownfields in
urbanised areas.
Location Development
Investment in public infrastructure like highways, public transport, utilities, can
stimulate urban development, in the inner city as well as in the suburbs, but may for
instance encourage urban sprawl.
Location development should be part of an integrated strategy, where not only the
realisation of the operation but also the control of the spatial development is playing an
important role. Investments in “soft” location factors (Chapter 2.2.3.) enhance the
attractiveness of the city, which can be developed as PPP, like cultural infrastructure,
green infrastructure as parks, or high quality architecture (e.g. Birmingham,
Manchester, Graz). In the case of urban renewal, location investments can be seen as an
adequate tool.
Legal Instruments
Instruments based on the Building Law like spatial planning applications or plans play an
important role. Spatial planning has to be considered as the principal instrument of land
control and consists of the preparation and legal execution of land use for particular
areas.
Two different types of plans can be identified: formal and informal plans.
Formal plans have specified scales: regional plan, land use plan and construction plan or
detail plan, landscape plan and green plan, using the “zoning” method, and also urban
development operations, nature and landscape protection plans.
Informal plans and planning methods, more and more actual, are inter-communal
development plans, master plans, structure concepts, feasibility studies, strategic
framework, Environmental Impact Assessment studies (EIA) and Strategic Environmental
Assessment (SEA), applicable by European law. Here, the Environmental Assessment is a
procedure that ensures that the environmental implications of decisions are taken into
account before the decisions are made. The process involves an is of the likely effects
on the environment, recording those effects in a report, undertaking a public
consultation exercise on the report, taking into account the comments and the report
when making the final decision and informing the public about that decision afterwards.
Informal instruments can be combined with cooperation processes, moderation,
mediation and workshops between actors (see communication instruments).
Connected to this, public actors can develop also instruments related to monitoring and
forecasting of land use: useful instruments are GIS Database or CAD Maps, connected
with Spatial Observation Systems and ESPON / EUROSTAT Database.
Communication Instruments
A sustainable development is not realistic nowadays without communication:
communication is essential in the planning process. It can be mediation, moderation,
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workshops, working groups, task forces, competitions, public relations, sponsorships, or
forums. A very interesting initiative in Germany is the organisation of “Salon
Gespräche”, so “Salon talks”: organised during exhibitions or concerts, where two or
three experts are invited to discuss an urban topic in a relaxed atmosphere, open to the
public.
Also communication initiatives involving schools are very interesting, in asking the
“voices” of children; municipalities can invite schools or classes to work on a specific
topic, like “quality of life in my municipality” and discuss it in the city council.
Public incentives, financial support
Financial support in form of subsidies has been always a method of urban development,
also the European Level is using this instrument, for instance with ERDF founding.
Founding experience in Germany and Europe during the last years shows us, that a 100%
financial support is not realistic; much more, the participation on the regional and the
local level in the planning and realisation process of private actors, stakeholders or
foundations have much better results. This could be achieved with urban contracts,
Public-Private Partnerships or combining it with legal instruments.
Public financial incentives or disincentives can influence urban development and be
used as an instrument of land use planning, for instance to limit urban development and
urban sprawl. In the case of financial incentive, public actors may decide taxation
systems on land or infrastructure, to reduce or increase attractiveness of locations in
comparison to another one. Example in Germany is the case of the Ruhr Area, where
special incentive for re-conversion of brownfields areas, have been attributed to
investors. Public financial taxation systems can be also applied to road and
infrastructure.
Related to this, the model of public-private-partnership in the case of road
infrastructure and road pricing, a model used more and more in France and Germany,
has to be carefully studied and developed: this cooperation form may encourage urban
sprawling, making for instance areas accessible for private companies. Spain is
experiencing this model today, and the results are not really convincing.
Governance
Public actors governance can be seen as the “exercise of political authority and the use
of institutional resources to manage society's problems and affairs” (World Bank
Definition). Governance means therefore the process of “transmission” of processoriented elements and administration, and is completing the mission of the politicians.
In general, governance can be operated in three directions:
- Organisation of networking and public-private-partnerships,
- Using market mechanisms and principles (see
- Developing top-down methods involving regional and local public actors
Before development of Governance concept for regional or local actors, a stakeholder is
should be executed.
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3. EU policies related to land use management
3.1.
EU-Policy: Lisbon, Gothenburg, Leipzig Charta
The following two EU- Strategies represent the general political and (socio-)economic
conditions given by the EU for land use management programs like LUMASEC. According
to this, they hardly concentrate on architectural or planning issues. The third strategy
to be illustrated in this section, the Leipzig Charta, is a special program on sustainable
European Cities and therefore gets more attention in relation two the other programs.
The Lisbon Strategy
The main EU policies and council conclusions
of this decade concerning land use
management and sustainable development
originate in the „Lisbon Strategy“, formulated
during the Lisbon Special European Council of
23-24 March 2000. The aim of this strategy
was to develop the EU “to become the most
competitive and dynamic knowledge-based
economy in the world capable of sustainable
economic growth with more and better jobs
and greater social cohesion “. (COM2001 0264
_en.pdf) The program consisted of 3 different
pillars: An economic pillar, a social pillar and
an environmental pillar (added at the
Gothenburg European Council 2001). The
guidelines behind these pillars intended to
prepare Europe for the challenges of
globalization by investing in research, information technology, education and human
resources to create a highly flexible economy
decoupled from the use of natural resources.
http://europa.eu/scadplus/glossary/lisbonstr
ategy_en.htm)
(http://ec.europa.eu/growthandjobs/pdf/lisbon_en.pdf))
However, a mid-term review held in 2005, based on an evaluation report from 2004,
revealed that the targets set in March 2000 couldn’t be reached within the given
amount of time. One big problem was that the European economy has failed to deliver
the expected performance in terms of growth, productivity and employment. Job
creation has slowed and there was still insufficient investment in research and
development. On the other hand the evaluation criticised a lack of political resolve, a
top-heavy agenda, poor coordination and irreconcilable priorities. The date of 2010 and
the objectives concerning the various rates of employment were thus no longer put
forward as priorities. (http://europa.eu/scadplus/leg/en/cha/c11325.htm)
Instead the new objectives of the project were to create growth and jobs embedded in
a sustainable context. The new aims were defined by the „Community Lisbon Program“
which intends to support knowledge and innovation, to make Europe a more attractive
place to invest and work and to create more and better jobs on community level until
2013. In conclusion the goals of the Lisbon partnership for growth and employment are
to modernize the economy in order to secure the unique social model in the face of
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increasingly global markets, technological change, environmental pressures, and an
ageing population. (COM2005_330_en.pdf)
The Gothenburg Strategy
The strategy represents the environmental pillar of the Lisbon Strategy and thus
concerns with sustainable development and the environmental dimension of the main
topics: employment, economic reform and social cohesion. It provided guidance for
economic policy to sustain growth and encourage structural reforms. One of the
Strategy’s most important conclusion is that strong economic performance has to be
tied up to sustainable use of natural resources and levels of waste, maintaining
biodiversity, preserving ecosystems and avoiding desertification. To reach this goal the
council proposed that the common agricultural policy and its future development
should, among its objectives, contribute to achieve sustainable development by
increasing its emphasis on encouraging healthy, high-quality products, environ-mentally
sustainable production methods, including organic production, renewable raw materials
and the protection of biodiversity. Moreover a sustainable transport policy should tackle
rising volumes of traffic and levels of congestion, noise and pollution and encourage the
use of environment-friendly modes of transport as well as the full internalisation of
social and environmental costs. The plan reveals the need to decouple transport growth
significantly from growth in Gross Domestic Product in order to reduce congestion and
other negative side-effects of transport. Another important point is the shift in
transport use from road systems to rail, water and public passenger transport to
minimize the share of road transport to the level of 1998 until 2010. The proposals
concerning land use management concentrate on the promoting of more balanced
regional development by reducing disparities in economic activity and maintaining the
viability of rural and urban communities, as recommended by the European Spatial
Development Perspective. (http://www.eukn
.org/binaries/eukn/netherlands/policy/2006/3/gothen burg-agenda1.pdf )
To define and achieve the specific objectives, the European Council declared different
EU- measures concerning the improvement of land use management and transport
systems:
framework for transport charges shall ensure that by 2005, prices for different
modes of transport, including air, reflect their costs to society.
- Priority should be given to infrastructural investments for public transport and for
railways, inland waterways, short sea shipping, intermodal operations and effective
interconnection
- The improvement of transport systems should be achieved by addressing missing
transport links, developing open markets and co-operating at EU level
- Teleworking branches should be supported by accelerating investments in next
generation communications infrastructure and services
- The implementation of the European Spatial Planning Observatory Network (ESPON)
should start in 2001 in order to define a set of territorial indicators to e the regional
impacts of Community policies.
- Income sources in rural areas should be diversified by increasing the proportion of
common agricultural policy funds directed to rural development
- Local initiatives should focus on the tackling of the problems faced by urban areas
- The production of integrated development strategies for urban and environmentallysensitive areas should be forced
- The coherence of the zoning of different community policies should be reviewed
taking account of their objectives (COM2001 0264_en.pdf)
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Digression: Progress of ESPON (2006 and 2013)
National, regional and local knowledge is partly already existing and available, although
only covering smaller parts of the European territory. With the ESPON 2006 Programme
the Commission and the Member States expect to have at their disposal:
-
Diagnosis of the principal territorial trends at EU scale as well as potentials and
imbalances within the European territory;
Impact is of EU policies and their influence on the territory and on cohesion;
European maps of major territorial structures and regional diversity within a wide
range of themes important for the development of regions and larger territories;
Integrated, cross-sectoral is and spatial scenarios offering a European perspective on
regions and larger territories and their development opportunities;
Indicators and typologies assisting a monitoring and setting of European priorities for
a balanced and polycentric enlarged European territory;
Integrated tools and appropriate instruments (ESPON database, indicators,
methodologies for territorial impact is and spatial es, mapping facilities) in order to
improve the spatial co-ordination of sector policies. (http://www.espon.eu/)
The ESPON 2013 Programme shall support policy development in relation to the aim of
territorial cohesion and a harmonious development of the European territory. It shall
provide comparable information, evidence, es and scenarios on framework conditions
for the development of regions, cities and larger territories. (http://www.espon.eu/)
The programme will operate within five priorities at programme level:
1. Applied research on territorial development, competitiveness and cohesion:
evidence on territorial trends, perspectives and policy impacts
2. Targeted based on user demand: a European perspective on the development of
different types of territories
3. Scientific platform and tools: comparable regional data, analytical tools and
scientific support
4. Awareness raising, empowerment and involvement: capacity building, dialogue and
networking
5. Communication and technical/analytical assistance. (nr-espon-2013_9-11-2007.pdf)
The Leipzig Charta on sustainable European cities
The main idea of the Leipzig Charta is to overcome demographic and environmental
problems, social inequality, social exclusion and the lack of low priced housing
space in European cities by encouraging their strengths like the unique cultural and
architectural qualities, strong forces of social inclusion and exceptional possibilities
for economic development. In this context European cities are described as “[…]
centres of knowledge and sources of growth and innovation.”
(http://www.eu2007.de/en/News/download_docs/Mai/0524AN/075DokumentLeipzigCh
arta .pdf)
However the cities can only generate social progress and economic growth in the sense
of the Lisbon Strategy by maintaining the social balance within and among them.
Therefore the cultural diversity in the cities has to be protected and a high standard in
urban design, architecture and environmental issues has to be attained.
The Charta recommends using integrated urban development policies to full capacity,
which means that an equal partnership between all levels and types of
agglomerations that also integrates actors outside the administration should be
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created. Thus the Charta advices the European cities to draw integrated urban
development programmes which describe their current weaknesses and strengths to
define concrete development objectives. Besides the coordination of the all actors
and plans on all different levels, the opening of public and private funds as well as the
integration of citizens and other partners, are very important in this connection. The
aim behind this is to reduce the competition between the cities and instead creating
a close network on European level. To improve the competitiveness of European cities
as a whole the Leipzig Charta considers different strategies:
Create and ensure high-quality public spaces
In order to achieve the objectives of user-oriented public spaces and the creation of a
high standard “Baukultur”, the cooperation and interaction between architecture,
infrastructural- and urban planning has to be improved. Another main issue is that the
“Baukultur” shouldn’t be limited to the public spaces. In this context the protection of
the architectural heritages like historical buildings and public space is also mentioned as
an important measure.
Modernize infrastructure networks and improve energy efficiency
This point concerns four central issues: traffic management, technical infrastructure,
the energy efficiency of buildings and cities as whole and environmental interests. The
basic idea behind the following measures is to deal with the mentioned issues to create
a sustainable base for further urban development with low energy costs, low emissions
and good living quality. Therefore the measures should concentrate on:
y interlinking transport modes including cycling and pedestrian infrastructure
y water supply, waste-water treatment and other supply networks
y improvement of the energy efficiency of existing and new buildings – especially prefabricated, old and low quality buildings
y strong control of land supply and speculative development through spatial and
urban planning to prevent urban sprawl and create a compact energy efficient
settlement structure
y utilizing the newest communication and information technologies to improve
education, employment, social service, health, safety and security and urban
governance which in turn improves the residents’ quality of life and the
attractiveness of the city as business location
y reducing the carbon emissions by innovative prevention, mitigation and adaptation
measures to contribute to the developing of new industries and low carbon
businesses
Enable proactive innovation and educational policies
This theme intends to take full advantage of the great knowledge potential that the
cities contain. Thus the strategies want to raise the quality of school education,
universities and non-university research institutes and the transfer network between
economy and the scientific community. Besides they want to promote the transfer
opportunities within the education and training systems as well as social and cultural
networks. The measures reach from supporting networks and optimizing location
structures to the development of intercultural dialogue and forcing negotiations
between the stakeholders.
The second essential topic of the Charta – the support of deprived neighbourhoods
within the context of the city as a whole – deals with different problems such as high
unemployment rates and social exclusion that often get enforced by the process of
globalization. According to the Charta, policies of social integration and social housing
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shall be used to create healthy, suitable and affordable housing which increases the
attractiveness, stability and security of the neighbourhoods and cities for all kinds of
society’s groups. Moreover prevention strategies and early warning signs shall be
utilized as well programmes that enforce active participation of the residents and a
better dialogue between the political representatives, the residents and the
economic actors.
For this reason the Leipzig Charta subsumes another set of strategies under this issue to
overcome the obstacles for sustainable urban development:
- Develop strategies to upgrade the physical environment
- High-quality urban structures, a sound built environment and a modern and
efficient infrastructure are necessary to initiate economic activity and
investments. Therefore the design, the physical conditions and the energy
efficiency of the existing building stock in deprived neighbourhoods have to be
improved. To guarantee positive effects over a long time period the strategies
should be embedded in a long-term development strategy that also includes public
and private follow-up investments.
- Encourage the local economies and local labour market policy
- Another objective is to generate and secure jobs as well as enforcing the settling
and start-up of new businesses. In this connection, access opportunities to local
labour markets, the training of high quality demand-oriented employees and the
more intensive exploitation of the ethnic economy are the key-measures to achieve
these goals. The Charta also calls on the actors of all administrative levels to
establish better conditions to support the local economies by encouraging social
economy and providing citizen-friendly services.
- Provide proactive education and training policies for children and young people
- The improvement of the education and training situation in cooperation with
proactive policies focused on children and young people is one of the central
measures to develop a sustainable base for disadvantaged neighbourhoods.
Furthermore the creation of education and training possibilities and strategies to
involve the young generation in the progress of the social area they live in have to
be enforced to ensure equal opportunities on long-term basis.
- Support efficient and cheap urban transport
- This strategy aims in the first place to contribute to the creation of equal
opportunities for each citizen by guaranteeing the best possible mobility for
everyone. For this reason the transport planning and traffic management have to
integrate deprived neighbourhoods into the city or region as a whole. Secondly they
must avoid the negative ecological effects to guarantee sustainability for example
by using appropriate networks for pedestrian and cycle traffic.
In conclusion the Charta emphasizes that the utilization of European structural funds for
substantial integrated urban development programmes should be focused on specific
difficulties and potentials in the Member States. Local authorities should develop the
necessary skills and efficiency to implement these policies. Beneath the creation of a
platform to share and develop best practises, statistics, benchmarking studies and
other urban research that involves actors of all levels, the urban dimension of
European policies like the Lisbon Strategy should be reinforced.
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3.2. EU-Papers: Thematic Strategy on the Urban Environment, ESDP
European Thematic Strategy on Urban Environment
The Thematic Strategy on the Urban Environment, adopted in January 2006, plays an
important role in the future policy of the European Commission. It described the
problems facing many urban areas of the European Union and recognised the widely
divergent circumstances of European cities, is not proposing uniform binding measures
but instead pointed to other ways in which cities' problems could be tackled. A
Guidance related to the Thematic Strategy on the Urban Environment (EU, 2007) aimed
to assist municipal authorities in establishing systems for integrated environmental
management, to improve environmental performance across a broad range of issues.
The Thematic Strategy is describing the environmental challenges facing urban areas:
most cities are confronted with environmental problems, like poor air quality, high
levels of traffic and congestion, high levels of ambient noise, poor-quality built
environment, derelict land, greenhouse gas emissions, urban sprawl and a lack of strong
land use instruments, generation of waste and waste-water. All those problems are
complex as their causes are interconnected. Therefore, it is recognised that only
integrated policies and long-term strategic action plans will have the best results, by
linking policies and obligations through the different levels of governance, when
integrated into a strategic management framework.
The Thematic Strategy is proposing following measures:
- Integrated approach to the management of the urban environment, avoiding
conflicts between policies and initiatives that apply in each urban area and helping
to achieve a long-term vision for the city development: “clear defined objectives,
targets, accepted responsibilities, procedures for monitoring progress, public
consultation, review, audit and reporting”
- Sustainable urban transport plans, to be adopted and implemented: transport
planning requires long-term vision for financial requirements, high quality public
transport, cycling and walking, and coordination with land-use planning at
administrative levels. “Transport planning should take account of safety and
security, access to goods and services, air pollution, noise, greenhouse gas emissions
and energy consumption, land use, cover passenger and freight transportation and
all modes of transport.”
- Exchange of experience and best practices, through networking and demonstration
projects, and supported by the Cohesion Policy and the Research Framework
Programme, and through a Network of National Focal Points on Urban Issues.
- Internet Portal for Local Authorities,
- “Face-to-face” Training for authorities, “in the adoption of an integrated approach
to management involving cross-sector cooperation and training on specific
environmental legislation, effective public participation and encouraging changes in
citizens’ behaviour”
- Drawing on other community support programmes, like in the Cohesion Policy, and
the Research on urban issues.
The Thematic Strategy is also proposing synergies with other policies:
- On climate change: through Integrated Urban Management Plans with measures to
limit environmental risks, through Sustainable Urban Transport Plans, through
Sustainable Construction and through the continuation of the EU-Energy Policy
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-
-
-
On Nature and Biodiversity: through Sustainable Urban Design, more known as
appropriate land-use planning, reducing urban sprawl and promotion of biodiversity,
as well as Soil Protection
On Environment and Quality of Life, reducing air pollution and noise by development
of Sustainable Urban Transport Plans, and improving health and reducing obesity,
and finally
On Sustainable Use of natural resources, through the Prevention and recycling of
waste covered by Integrated Urban Environmental Management.
The Thematic Strategy proposed to undertake an Urban Audit, which has been published
in 2007 and accessible on-line: http://www.urbanaudit.org.
In conclusion, the Thematic Strategy on Urban Environment demonstrated that high
quality urban areas require a close coordination and a better cooperation between the
different stakeholders and levels of administration. It is evident that all problems are
interconnected, and that solutions can only be implemented by integrated urban
policies.
European Spatial Development Perspective - ESDP
The European Spatial Development Perspective has been developed in the 90s and
adopted by the informal Council of Ministers Responsible for Regional Planning on 10
and 11 May 1999 in Potsdam. It aimed to intensify positive effects and prevent possible,
negative effects on other Member States' regional and settlement structures. His
structure has been developed as an overarching perspective for the European territory.
It provided national, regional development policies and EU sectoral policies with clear,
multi-regional overall concepts and objectives, which should be pursued simultaneously
in all EU regions, with consideration being given to their interactions:
- Economic and social cohesion,
- Maintenance of natural resources and cultural heritage,
- Balanced competitiveness of the European region.
These regional development objectives, which have been jointly defined by the EU
Member States are the prerequisite for complementarity between development
measures and the achievement of synergy effects.
As the basis of the ESDP work, the Ministers Responsible for Regional Planning agreed to
overall concepts for EU regional and settlement pattern development back in 1994:
- Development of a balanced and polycentric urban system and a new relationship
between urban and rural regions,
- Guaranteeing equivalent access to infrastructure and knowledge, and
- Sustainable development, intelligent management and protection of nature and
cultural heritage.
The origins of the concept of the European metropolitan regions can be seen in the
ESDP document.
Furthermore, the European institutions and the national, regional and local
governmental and administrative levels decided to jointly strive to attain the ESDP's
objectives. ESDP has been supported with concrete measures. Besides the European
Spatial Planning Observation Network (ESPON), which provides scientific advice, the EU
community initiative INTERREG, which prepares investment, is still a very important
instrument in achieving/implementing a sustainable regional development policy.
Today, the ESDP is not reflecting the geographical situation of Europe, and the concepts
of polycentric developments or competitiveness should be updated.
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3.3.
Founding Programmes: ERDF, INTERREG
European Regional Development Founds
The European Regional Development Fund (ERDF), the European Social Fund
(ESF), the Cohesion Fund (CF), the European Investment Bank and the other existing
Community financial instruments each contribute towards achieving the following three
objectives:
- Convergence: i.e. hastening the convergence of the least-developed Member States
and regions by improving conditions for growth and employment. This is to be
achieved by increasing and improving the quality of investment in physical and
human capital, the development of innovation and the knowledge society,
adaptability to economic and social changes, the protection and improvement of the
environment and administrative efficiency;
- Regional competitiveness and employment: i.e. a strengthening of regions'
competitiveness and attractiveness as well as employment by anticipating economic
and social changes, including those linked to the opening of trade, through the
increasing and improvement of the quality of investment in human capital,
innovation and the promotion of the knowledge society, entrepreneurship, the
protection and improvement of the environment, and the improvement of
accessibility, adaptability of workers and businesses as well as the development of
inclusive job markets; and
- European territorial cooperation: i.e. a strengthening of cross-border cooperation
through joint local and regional initiatives, strengthening trans-national cooperation
by means of actions conducive to integrated territorial development linked to the
Community priorities, and strengthening interregional cooperation and exchange of
experience at the appropriate territorial level.
EU programme for cross-border, trans-national and interregional co-operation
INTERREG
The INTERREG Programme has been designed to stimulate the cooperation between the
member states of the European Union on different levels. One of its main targets is to
diminish the influence of national borders in order to attain equal economic, social and
cultural development of the whole territory of the European Union.
The INTERREG initiative is designed to strengthen economic and social cohesion
throughout the European Union, by fostering the balanced development of the
continent through cross-border, trans-national and interregional cooperation. Special
emphasis has been placed on integrating remote regions and those, which share
external borders with the candidate countries.
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4. Local Overviews
4.1. Operational Level - 5 cities
5 Cities: Baia Mare, Bristol, Bytom, Kavala and Saint-Etienne (Epures)
The 5 partner cities will be all described following the same scheme:
- Short description of the city as a whole
- Description of organisation involved and individuals
- General information and demographic characteristics
- Key Challenges for a sustainable development
- Strategies and Plans guiding the Land Use Management
- Decision-making and regulatory framework
- Data Management related to Land Use
4.1.1. City of Baia Mare
Short description of the city as a whole
Location & population size
Baia Mare Municipality, the residence of Maramures County is an important urban center
from the North-West part of the country.
In the make-up of Baia Mare Municipality are also the towns: Blidari, Firiza, Valea
Neagra, Valea Borcutului totaling 23.471 ha.
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In the North is bordered by Ignis Mountains, in the South Recea and Grosi, in the East
the town Baia Sprie, and in the West Tautii Magherausi commune.
Baia Mare ancient name: Rivulus Dominarum, name in Hungarian: Nagybánya, German:
Frauenbach and seldom Neustadt) is an important city in northern Romania and the seat
of Maramures County. It is located in the northern part of the county, on the middle
course of the S_sar River, at an average altitude of 228 metres, surrounded by the Ignis
and Gutâi mountains. The city has an area of 233 km_ and also contains the following
settlements: Blidari, Firiza, Valea Neagra (The Black Valley) and Valea Borcutului. In
terms of area, Baia Mare, including the previously mentioned settlements and the
forests within the city limits, is one of the largest cities in Romania, being a few square
miles larger than the country's capital, Bucharest. However, it is ranked 17th in terms of
population.
Due to the concentration of economic activities found in the city and their importance,
Baia Mare ranks third in northwest Romania, after Cluj Napoca and Oradea.
Old City centre of Baia Mare
Population
The municipality of Baia Mare had a total population of 137,976 in 2002, the majority
being Romanians. The city is also home to a sizeable Hungarian community. The diverse
ethnic composition of the city is as follows: Romanian: (82.81%); Hungarian: (14.84%);
Roma: (1.51%); German:(0.36%); Ukrainian: (0.25%); Jews: (0,10%) and 642 others,
including Greeks, Turks, Italians, Poles, Swabians and Slovaks.
Geography
It is situated in the West part of the county, in Baia Mare depression, on the middle
course of Sasar River, at an altitude of 228m from the level of the sea, it is between the
coordinates47'39'-47'48' North Latitude and 23'10'-23'30' East longitude.
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The city is situated in the vicinity of the Gutâi and Ignis Mountains. Altitudes reach 1400
meters in some peaks. The area is famous for its outstanding landscapes and the
mountains are easily accessible from the city, famous routes being: Ignis (1307 m),
Mogo_a (1246 m), Gutâi (1443 m), Creasta Cocosului (1450 m), Piatra Soimului (839 m),
Plestioara (803 m), Dealul Bulat (683 m), Murgau (633 m), Dealul Crucii (500 m) etc.
Some of these mountains provide skiing slopes, most notably the one at Mogo_a, which
is the most difficult slope in Northern Romania. The city is situated in the Baia Mare
valley and is encircled on all sides by hills and mountains, which makes the climate in
the city milder than the rest of the surrounding area. Proof of this is that the outskirts
of Baia Mare are the only areas where you can find chestnut trees that usually need
Mediterranean climate to grow. This is the northern most reach of the chestnut tree.
However, abrupt temperature changes take place and, during the winters, the
temperatures may occasionally drop below -20 degress Celsius. The summers are mild,
cooler than in the rest of the country. The precipitations in this area are quite high, due
to the mountains in the north and east, which do not allow the air masses to pass
beyond the region's limits, the average rainfall being almost 1000 mm/year. The city of
Baia Mare is the most populated of all Northern Romanian cities (Satu Mare, Suceava
and Boto_ani), with a population of approximately 149,735. It also has high a level of
culture and education, being home to many theatres, schools, museums and art
galleries. Not far from the city there are a few very important natural reservations,
among which: Creasta Coco_ului, Cheile T_t_rului, Lacul Albastru etc. Because of its
privileged location in the Eastern Carpathian mountains it is considered one of the most
picturesque cities in Romania.
Economy
The economical activity of Baia Mare has been built around the mining activities located
in the surrounding areas. However, after the 1989 Revolution these mining activities
have decreased visibly, being replaced with several activities which have improved the
city's economy in recent years. Nowadays, Baia Mare has become one of the most
economically evolved cities in the region. As a result, several supermarkets have been
built in the city and at least 3 malls are due to open for the public no later than
December 2008. As well, the largest sofa manufacturing plant in Eastern Europe,
Italsofa, is located near the Baia Mare city ring.
The road infrastructure within the city is changing to be able to better connect the city
and absorb the traffic on the express road which is to be built between Petea (at the
border with Hungary) and Baia Mare, a project for which the feasibility study has just
completed. The express road will connect the cities of Baia Mare and Satu Mare to the
Hungarian motorway M3 and thus the whole European motorway network.
Sister Cities
Baia Mare has signed town twinning agreements or partnership agreements with the
following cities:
Serino, Italy, since 2003
Nyíregyháza, Hungary, since 2003 - partnership only
Hódmezovásárhely, Hungary, since 2001
Bielsko-Biala, Poland, since 2001
Hollywood, Florida, USA, since 2001
Wels, Austria, since 2000
Ivano-Frankivsk, Ukraine, since 1990
Szolnok, Hungary, since 1990
Kitwe, Zambia, since 1972
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Strategic importance
Our Moto: „If we think for ourselves we can jeopardize the future, if we think for our
children we will compromise the future, but if we think together we will have a history”
Because of its advantageous geographical position Baia Mare sums up the attributes of a
road and train junction creating a convergence point for the surrounding towns: Baia
Sprie, Recea, Tautii Magherausi.
Through its present values Baia Mare Municipality is an important urban center from this
part of the country having a dynamic development. To the traditional economic
activities are added other new ones which have to be integrated to this economic area.
The cultural component is very important and the education from Baia Mare is widely
appreciated in our country.
Efforts are being made to transform this town into an attractive point for tourists and
businessmen, because it is advantaged by its geographical position, by the many resorts
and also by the extraordinary people that live here. Furthermore, we would like to see
our city as an open gate towards the historical Maramures County (a well known Tourism
Brand).
Speaking about the town's architecture, the buildings from the old part of the town are
completed by the modern ones, with specific local elements. The commercial part of
the town is highlighted, it sums up the headquarters of banks and firms and the biggest
stores in town.
Through the testimony of time and the day by day turmoil, Baia Mare reveals itself
today as being in full growth from the social-economical point of view which wants to
consolidate its position revealing to the world that the tradition and modernism can
manifest themselves in a perfect symbiosis
The advantages of Baia Mare:
- Close proximity to important traffic routes: under development - Road Cross-town
Route – a fast road to be developed between Baia Mare – Satu Mare and Nyireghaza
(Hungary), providing better access to different cities within the North-West Region;
- First class monuments and tourism attractions:
Baia mare’s heritage incudes a host of monuments and treasures form the past:
Stephan’s Tower: Located in Peace Square, this is the symbol of the city; it represents
an annex of “Saint Stephan” Cathedral, built by Iancu de Hunedoara in the XV th
century; being the most representative monument of medieval architecture of Baia
Mare, it is built in ghotic style and is 40 m height. In the past, Stephan’s Tower served
for the surveillance of the city. In our days, by his architectural and historical value, it
offers a beautiful panorama of the city and its surroundings.
Iancu of Hunedoara’s House: located in the old centre of the city, it was built in 1446
and represents a part of the former medieval castle erected by the voivode iancu de
Hunedoara for his wife Elisabeth. At present, it is ap part of the Maramures history
museum, and various exhibitions are organised in its rooms.
The Building of the Mint: this building had a very important role in the history of the
city as money coining proved a very profitable job. Nowadays, it houses the history
section if the Maramures County Museum.
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The Butchers’ Tower: located in Izvoarele Square this tower was erected in the XVth
century. A legend says that this was the place from where the famous brigand Pintea
the Brave was shot dead.
The “Assumtion of the Virgin” Cathedral: it was erected between 1905-1911 and it is
located on the east side of the city. The inside decoration of the cathedral are of
remarkable artistic value.
“The Holly Trinity” Church: located in Peace Square, it was built in baroque style
between 1717-1720. It belongs to the Roman-Catholic congregation.
The administrative Palace: this is a special building wich combines the traditional
architecture of the region with features of modern architecture.
Museums:
History and archaeology Museum: it was founded at the end of the 19th century and it is
sheltered today by the premises of the Old Mint. The museum possesses an impressive
collection of over 56,000 objects and documents. They belong to all the periods in the
history of the Romanian People. The materials-archeological items, objects showing the
mining technique, coins, engravings, seals and signets old clocks and old weapons make
up series of collections.
The Art Museum: situated on 1 Mai Street it houses over 2,600 works: paintings,
sculptures, graphics and decorative art, most of them created by local artists belonging
to the School of Painting.
The Etnography and folk art museum: it is situated in the Municipal Stadium at the feet
of the Flowers' Hill. This museum has two distinct parts:
- The Ethnographical Reservation in the open air, that stretches on an area of 12 ha and
contains traditional peasant households, brought here from various parts of the county;
- The Pavilion Exhibition, which contains authentic objects from the countryside used by
the peasants in their everyday life: pottery, towels, tools, icons, painted on glass and
on wood.
The mineralogy museum: is one of the most important objectives of the kind in Europe.
Its treasure is made up of over 15,000 pieces.
Culture, Art and Entertainment
The Artistic Centre in Baia Mare has had a long existence of more than 100 years and it
has been constantly influencing the remarkable activity of contemporary artists. The
names of Simion Hollosy, Karoly Ferenczy, Istvan Reti, Sandor Ziffer will always be
symbols for the prodigious School of Painting in Baia Mare.
The Art Museum owns an impressive collection of the works of these artists who at the
time gave birth to an original style, contrary to the Academic art.
Along the 50 Years of its existence, the Union of Plastic Artists has proved that is the
praiseworthy follower of the above – mentioned great artists. They organize many
collective and individual exhibitions every year. The annual of Arts, which is meant to
meet the needs of an art-lover public is organized every autumn.
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Every autumn still, there is a three-day festival in our city. It is symbolically called
Chestnuts’Feast. The the citizens of Baia Mare and their guests from the country and
from abroad take part in cultural, artistic, sporting and leisure time activities.
The impressive activity of the “Transylvania National Assembly” (folk artists) and its
performances take the fame of Maramures to the world.
The people in Baia Mare can enjoy the performances offered by the two theatres: the
Municipal Theatre and the Puppet Theatre, which both answer their needs with their
weekly performances.
The “Petre Dulfu” County Library and a school for amateur artists are also meant to
meet the cultural needs of the inhabitants.
Touristic attractions
Two modernized highways cross Baia Mare: DN 1C, linking the cities of Cluj-Napoca and
Satu Mare , and DN 18 that connects Baia Mare with Suceava. There is also a large
network of county and communal roads in the area.
The lovers of nature and hiking are offered in Baia Mare and its neighbourhood sights
and recreation areas, which are worthy of envy.
The municipal park: is situated in the neighbourhood of a forest of conifers. It is one of
the inhabitants’ favourite recreation spots. You can see several protected trees there,
such as the sweet chestnut, the cypress, the beech, the white poplar, etc., some of
them exceeding the age of 300 years. A new park, situated near the “Mara” Hotel offers
recreation opportunities mostly for children and youth.
The sweet chessnut-trees reserve: is a special attraction as there are only a very few
such reserves all over the country. It starts near the Zoo and it extends westwards,
covering the hills that surround the city in the North-West.
The Zoo: is a special spot for children but not only, near the Municipal Park. It offers
shelter to an impressive number of animal and fish species.
Firiza Lake: is located in the North of Baia Mare and offers, together with its
surroundings a special landscape completed by Firiza and Caprioara motels. The lake is
the water reserve of Baia Mare.
Izvoare Spa: offers many opportunities for those willing to spend their holiday in the
mountains, in the middle of nature. In winter you can ski there, while in the other
seasons you can go hiking to the Ignis Mountain or to the Tartars’ Gorge.
Mogosa Spa: situated 15km from Baia Mare, is well known for its famous ski slope. It is
situated on the banks of Bodi Lake. Similarly with Izvoare, this spa is appreciated both
by the lovers of winter sports and summer walks. You can reach the Mogosa top both by
chair- lift or hiking. In the neighbourhood there is the Suior Tourist Base for Youth,
which is an ideal place for sportsmen’s training camps and a starting point for trips to
the Gutii Mountains. It offers excellent accommodation and food facilities.
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The relics of the past and the present, daily agitation show the city in full economic and
social progres, willing to strengthen its position and to prove that tradition and
modernism can cooperate in perfect harmony.
Education at the secondary and higher level
The city of Baia Mare has a good name in what the quality of schooling and vocational
education are concerned. Our schools distinguish themselves for the good results
obtained in various national and international contests.
The three universities - one supported by the state and two private ones - offer the
youth good training in various fields.
The Palace of Children functions under the care of the Ministry of Education and
Research and offers the children the opportunity to turn to good account their skills and
talent. They can take part in courses organized for them and they charm the audience
with their performances.
Proximity and long-term relationship with Ukraine
Established Urban System consisting of 14 towns and villages located at 30 km around
Baia Mare
Key business & employment sectors
There were 7771 enterprises at the end of 2006 (71.8% being active in services, 26.5%
production and only 0.35% in the extraction industry). The number of production
companies related to the once prosper mining industry has sharply decreased in the last
years. In the last years, the production sector has been replaced by the Services one,
including business consultancy, which has rapidly increased and which is given a
dynamic look to our city.
-
trade and repairs – 50.15%,
consultancy – 15.87%
transport, communication, storehouses' management – 11.82%,
hotels and restaurants – 5.65%
building – 12.24%,
industrial processing – 14.3%,
Short historic & economic overview
Baia Mare is first mentioned in written documents issued in 1327 and 1329. All along its
history the city has followed a similar way to any other settlement whose birth and
development are closely connected with mining. In 1329, king Carol Robert licenced the
mayor of Baia Mare ("Rivuli Dominarum") to cut down the forest between the towns of
Baia Mare and Baia Sprie and to populate the clearing.
Most detailed information about the city's life- its administration, inhabitants as well as
their occupations-can be found in the Licence that is in the custody of the Maramures
Section of the National Archives. This document was issued by the Chancellor's Office at
the Court of Louis I the Great of Anjou on September 20th, 1347.It is a diploma which
enables the city with greater authonomy in the management of its business, as a result
of its special status of a kingly town. Mining was to enjoy greater privileges because it
ensured the city a powerful economic development.
During the 14th-15th centuries the town belonged to the royalty and as such it enjoyed
a few advantages: to hold a weekly market, extemption from certain taxation, the right
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for the citizens to travel freely, advantages in mining and stocking matters. Still it was
treated as a possession. Consequently, in 1411 the Emperor Sigmund of Luxemburg
passed the town of Baia Mare altogether with its gold and silver mines to the Serbian
tyrant Lazarovici, in exchange for some territories in Bosnia.
In 1445 the town became one of the possessions of the powerful Huniazilor family.
The latter enlarged the old privileges, brought experts in gold and silver mining and in
coining money. Thus Baia Mare became one of the most developed mining centres in
Transylvania.
It is worth mentioning that in the 15th-16th centuries the town was one of the most
important centres of gold and silver smiths, who made many works for the mighty
people of those times, king Matthias Corvin included.
The Golden Age of Baia Mare lasted until the 90's of the last century. Then, all the
mines were closed down, as the result of heavy industry restructuring process. It
resulted in many negative aspects like: the increase of the unemployment rate,
intensification of the social exclusion and pathologies.
The decrease of the number of enterprises of industrial and building sectors was also
the effect of the changes.
The trend of industrial sector in Baia Mare is not very positive, due to errors of the past,
which privileged the dismission of industrial platforms promoting the development of
commercial facilities. In particular:
- garment industry, furniture industry and the production of ceramics are in decline
- wood industry is stable
- metallurgy, which is a traditional industry for Baia Mare is also in decline, exception
made for some isolate cases of firms which resist.
The construction sector has a positive trend but entrepreneurs operate according to a
„short term logic”, not understanding the importance of human resources development.
Providers of business consultancy exist in Baia Mare, both private and public.
demand of consultancy services at local level is expressed mainly by SMEs which often
have very limited funds allocated to this type of services.
Baia Mare has well prepared labour force in wood processing, garment and ceramics
production.
A strategy for the valorisation and development of the existing industrial sectors should
take in due consideration the local tradition and also some industries which existed but
disappeared such as the industry for producing essential oils.
Description of organisation involved and individuals
Details for the contact with the city
Name of organisation
MUNICIPALITY OF BAIA MARE CITY
Address
37 GHEORGHE _INCAI STREET
Postal code
430311
Town/City
BAIA MARE
Region
NORTH-WEST
Country
ROMÂNIA
Website address
http://www.baiamarecity.ro
Details of Lead Coordinator
Name
DORIN MICLAUS
Phone
+40-730-017933
Fax
+40-262-213261, +40-262-212332
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Email
Area of responsibility
[email protected]
Executive Director Strategy Department
Brief description of city council/ municipal structure
According to the Act on local self-governance and to statutes of Baia Mare, there are
two organs in the Municipality of Baia Mare: the Mayor (the executive power) and the
City Council (the legislature). The Mayor with help of the Municipal Office, executes his
tasks and the resolutions of the Council. The Office performs its duties on the basis of
the organisational statute.
The main structure of the Office:
The Service of Economic Administration
The Service of Strategy, Public Relations and Sustainable Community Development
The Service of Technical Investments
The Service- Communal Administration
The service-Urbanism and territory arrangement
The service of Public Social Assistance
The service of Public Administration of the Local Patrimony and Utilities
The Service of Public Local Juridical Administration
The Service of Economic Local Development
The specialty commissions for the Local Council
I. Budget, Finances, Studies, Prognosis, and Social-economic development commission.
II. Urban organization and development, public works, discipline in constructions and
administration of the public and private domain, the preserving of the historical,
cultural, artistic, and architectural monuments, ecology, surrounding environment
protection commission.
III. Scientific activities, education, religion, minorities' problems, culture commission
IV. Health, work, social protection and integration, public relations, relations with other
local councils, or other organizations and non-governmental organizations commission
V. Public, local, juridical administration, public order, respect for the citizens rights
and freedoms, mass media relations, external relations commission
VI. Sport, youth and non-governmental organizations commission
VII. Public services, commerce, promoting of free initiative commission
VIII. Validate the selection of Baia-Mare Municipality local councilors
General information and demographic characteristics
Baia Mare is Maramures County Capital and not a Regional Capital (Regional capital for
the North West Region is Cluj-Napoca)
Number of inhabitants: 149.665 Inhabitants (2008)
Unemployement Rate: 7%
Income per Capita: 481 EUR brutto/month (approx)
Demographic information: 593 Inhabitants/sqm
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Migrant population in Baia Mare
2002-2005
(change of house)
3000
2500
2000
1500
2242
1484
2182
1572
2416
1926
1300
1000
1153
Stabilire de domiciliu in
localitate
Plecari cu domiciliul din
localitate
500
0
2002
2003
2004
2005
Migrant population in Baia Mare
2002-2005
(change of place)
2000
1800
1600
1400
1200
1000
800
600
400
200
0
1816
1198
699
2002
1183
1170
488
2003
527
2004
38
516
Stabilire de resedinta in
localitate
Plecari cu resedinta din
localitate
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Ethnical structure of population
romanian 82,85%
hungarian 14,79%
rromi 1,59%
others 0,77%
Evolution of human power in Public Institutes
2000-2005
6000
5326
5108
4500
4545
3519
1554
3000
1500
3383
3559
3689
3479
3746
3407
3839
3262
1556
1606
1746
1772
1672
Awerage no. in Public
Administration
Awerage no. of people in
education
Awerage no. in health and
social
0
2000
2001
2002
2003
2004
2005
Key Challenges for a sustainable development
1. Social
- low level of safety feeling among the inhabitants ;
- the nearness of the quarters with high level of social pathologies (due to lead and
copper processing);
- pretension attitude of the unemployed;
- lack of motivation to raising skills;
- insufficient cultural offers;
- lack of services diversity (just basic services in the basic standard);
- mass migration of young people looking for work beyond the city (lack of life
perspectives);
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2. Economic
- insufficient infrastructure of business environment;
- vocational passiveness of the inhabitants;
- structural unemployment;
- lack of skills adequate to the needs of the work market;
- large cost of properties' preparation for business needs;
3. Environmental
- contaminated soil caused by the industry;
- big amount of deposits (tanks, settling tanks and buildings lefts);
- contaminated water-courses;
- poor air quality.
4. Physical
- insufficient traffic structure, inadequate for the big vehicular traffic in the quarter ;
- lack of direct links with the regional traffic system (Road Cross-Town Route, A-4
Motorway);
- bad technical state of the public transport infrastructure;
- shortage of the housing infrastructure;
- poor standard of the housing infrastructure in the older part of the district;
- bad technical state of the monuments;
- big undeveloped areas;
- lack of technical infrastructure in the post-industrial areas (it’s been liquidated or
devastated);
5. Organizational (Governance)
- lack of spatial development plan (lack of cover city's area with spatial development
plans ), that makes the establishment and development of new business more difficult;
- strict regulations for the infrastructure registered in the national monuments register,
that limits the liberty of renovations and modernizations; centralisation of the
management (it exists only at the city level).
6. Others
A strategy of sustainable development as the one proposed by the Municipality of Baia
Mare must be the base of the local government, thus being both a process and a tool of
a partnership with the entire community and resulting in issuance of real public
policies. We consider this approach to be the best for sound and proper development
plans.
Such a strategy should propose a frame for an economical development, which must
comprise also a social component and must in any case consider a rational use of
resources in order to protect the environment.
Cities are involved in redirecting their economic base through the establishment of new
knowledge districts, in redevelopment of urban areas, and in the search of liveable
model of urban life.
The literature on urban competitiveness suggests two groups of ‘keys’ to innovation:
• The first concerns investments in ‘hard’ measures such as an efficient connectivity;
the qualification of the workforce; and the transfer of knowledge. Such measures are
often the core of RDA and national policies, and are traditionally meant as directly
influencing the development of the knowledge economy.
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• The second concerns the liveability of a territory emerging from such factors as
environment, culture and housing; and the elusive element of a strategic capacity to
implement development strategies.
New neighbourhoods offer the opportunity to test how liveability contributes to the
creativity of cities; and how the agents of the knowledge economy are influenced by
such initiatives.
In this respect our Main Objective will be to probe how this variety of new
neighbourhoods provide for the turn to the new knowledge economy.
Such neighbourhoods appear to be the key element of the creative and innovative
development. Most of the rehabilitation process aimed to city centres, brown fields or
derelict lands are instrumental to strategies of economic development. Furthermore,
the variety that can be seen in new (or transformed) neighbourhoods derives from
different ways of transforming the neighbourhoods themselves. Such ways are
inherently ambiguous: historical centres are retuned by the tourism and entertainment
industry; gentrified working class neighbourhoods have become cultural districts;
reverted industrial areas hosts universities and research centre. However, all are giving
distinctive impulses to the social innovation and the knowledge economy.
Thus, the main issue we want to address is the variety of “new” knowledge
neighbourhoods; and the differential impulse to the starting of a cumulative sequence
of liveability-creativity-innovation. In other words, new neighbourhoods offer an
opportunity to test how liveability contributes to the creativity of cities; and how the
agents of the knowledge economy are influenced by such initiatives.
Estimated results
• Economic and social cohesion based on real partnerships between Public Authorities
and Local Societies
• Regional Development Network corresponding to the express road Baia Mare – Satu
Mare – Nyiregyhaza
• A Development Region corresponding to the Upper Tisza River Basin
• Creative and active communities (active implication of the civil society in the
government act)
• Studies and comparison of a certain number of such new neighbourhoods
• Such neighbourhoods are expected to influence planning strategies; the exchange of
know-how should improve cities practices; experimental policies should enhance
innovation and the knowledge economy
• A multi-annual investment program together with a investment prioritisation system in
order to obtain an efficient budgeting
• Integrated projects
The creation of such an organizational system for the issuance of development
strategies will bring investments on the infrastructure in order to facilitate the
development of the business system, will rise the number of the jobs, will assure the
protection of the environment, will help the educational system and the multi-cultural
approach.
By using such an approach, local authorities can promote cross-governmental and crossregional initiatives to build sustainable development criteria into public sector across all
areas of investment because it is supposed to follow the principles for the success of
Local Agenda 21 planning:
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• Partnership between local authorities, communities, and businesses as a mechanism
for dialogue, cooperation, joint is, planning and action.
• Community-based issue is to ensure that issues are well understood by all stakeholders
and all views are considered to ensure a comprehensive and holistic understanding of
issues, their causes, effects, threats and opportunities.
• Consultation with community groups, NGOs, business, churches, government agencies,
professional groups and unions having as result A community vision to bring together the
aspirations of all stakeholders in the cities and to establish a common direction. Key
areas of concern are also identified.
• Multi Community Participatory assessment of local social, economic and
environmental conditions and needs.
• Multi-sector engagement and strategic planning for preparing a long-term sustainable
development action plan to comprehensively set out and formalize agreed objectives,
strategies, actions, targets, and commitments by stakeholders from different sectors
• Participatory target-setting in order to achieve the vision and goals set forth in the
action plan and to ensure continual joint progress and improvement towards agreed
goals.
Strategies and Plans guiding the Land Use Management
1. National
National Spatial Development Plan – concept of policy.
Main strategic act:
- National Development Strategy 2007-2013
National operating programs:
- PO Regional Development
- PO Environment
- PO Competitive economy
- PO Human capital
- PO Transport
- PO Technical Service
- European Territory Cooperation
2. Regional
North-West Regional Development programs
North-West Human resources Program
North-West Education Program
North-West Tourism Program
North-West Competiveness Development Program
North-West Environment Program
North-West Transport Program
3. Local (City)
Local Agenda 21 Development Program 2002-2007
Sustainable Development Strategy “Baia Mare – Creativity and Innovation for 2020”
The starting development pillar of the Municipality Strategy consist of 3 Master Plans
which will include both integrated projects and singular projects and activities:
• PHOENIX – “Urban Regeneration in Vasile Alecsandri area”
• “Rivulus Dominarum” – Urban Regeneration Master Plan and the required link with
Baia Mare Urban System
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• Rehabilitation and development of the Sasar River as a backbone of the proposed
regional development
Integrated Development Plan for the Vasile Alecsandri Quarter
Study of conditions and ways in spatial management in City of Baia Mare (it's during
actualisations)
Study of Baia Mare City's communication.
- Local Action Plan for the Environment of Maramures (2006)
- Socio-economic program for sustainable development of BM
Strategy for BM sustainable development (2005)
Local Development Plans including:
- Local Development Plan for the City Ring road's area in Baia Mare
- Local Development Plan for Baia Mare's town centre - “Program of revitalization and
town centre's development
- City's Strategy Of Solving the social problems;
- Long-term programme of development and modernisation of drainage and watersupply facilities;
- Environment Protection Programme for the City of Baia Mare;
- Waste Management Plan for the City of Baia Mare;
- Annual Programmes of Cooperation with Non-Governmental Organisations.
4. Sub Regional
Baia Mare Urban System Development Program
Baia Mare Urban System Territorial Development Plan
5. Neighbourhood / area based
We would like you to see the Municipality of Baia Mare as a relevant actor at the local,
county, regional and Euro-Regional level able to promote and use proper public policies
with large impact, integrated with the European policies and the existing strategies
within the Baia Mare Urban System, Maramures County, North-West Region, Romania
and larger geographical areas (Carpathian Regiona, Baia Mare – Satu Mare – Nyiregyhaza
Development Axis and Upper Tisza River Basin).
We are partner in the URBACT II project “Building Healthy Communities” leaded by
Torino-Italy, in an IEEE Project leaded by Modena – Italy and dealing with transport
problems and in various Trans-border projects with Ukraine.
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We have submitted several applications:
- SEPA - Sustainable and Equipped Productive Areas (South-East Europe Program) – as
leader
- RE.D.E.S.–Net for the Development of the Solidary Company (URB-AL III Program)
leaded by Rome – Italy
- DeVELOB - Development of Voluntary agreements for the Efficient use of energy for
Listed/ Officially protected Buildings (Intelligent Energy Europe Program) – leaded by
EXERGIA S.A., Energy & Environment Consultants - Greece
Decision-making and regulatory framework
1. Overview
The role of the national authorities in the process of development management is the
establishment of legal and institutional frames. The frames describe the rules, the
context and the borders, within which all the development actions may be performed.
The main document that describes the rules of the development policy at different
levels is the Act on rules of carrying the development policy. The Act presents the
actors carrying the development policy, the cooperation among them, the basic
instruments and shows the financing sources. The Act is necessary to implementation of
the operational programmes – co-financed by the European Union in 2007 – 2013. It is
also very important for other development programmes. The Act includes among other
things the definition of the development policy, it lists the fields of assistance also it
points the organs carrying the policy. It describes the procedure of adopting national
development strategy and sectoral strategies. It also shows the way of settling and
implementing operational programmes at national and regional levels.
The methods of carrying the policy are described generally in the development
strategies and are defined in detail in the operational programmes. The development
strategies are: the national development strategy, the sectoral strategies, the
voivodship strategies (the regional level) and local development strategies. The
responsible organs for the development strategy are: at the national level – the Council
of Ministers, at the regional level – the voivodhip self-government units, at the local
level – the poviat and local self-government units.
Baia Mare – creating and implementing its strategy documents – takes into account the
priorities, strategy objectives and acting directions defined at the regional and national
level.
These documents are the basis of the implementation of all development actions in the
city, performed by the Mayor in co-operation with the City Council.
2. Role of municipality/city council
The decisive process in the city is based on the co-operation between the Mayor and the
City Council.
The Mayor executes his tasks with help of the Municipal Office. Among other things he is
responsible for creation of the municipal budget, development strategy, operational
programmes and investment plans. All these documents are adopted by the City
Council. It is important for the documents to be compatible with the development
policy at regional (North-West Region) and national level.
The external, available financing sources (also the EU funds) are used to reach the very
clear-out, previously defined objectives. That means all the goals have to be
compatible with each other at all levels.
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To prove the cohesion of all documents is one of the most important condition in the
process of gaining the external co-financing for the development projects.
On this basis, the development projects are initiated by the Mayor, then they are being
performed and implemented by the proper departments of the Municipal Office.
A very important issue in the field of urban development is the creation of the spatial
development plans. There are two procedures:
1)The City Council initiates (by the resolution) the approach to plan creation. The
resolution is performed by the Mayor, then the plan is being adopted by the Council.
2)The Mayor is the initiator, then the resolution on approach to plan creation is being
adopted by the Council. The Mayor performs the will of the Council, then the plan is
being adopted by the Council.
3. Role of country/regional authorities
The role of the North-West Regional Development Agency is first of all to control the
development plans and projects adopted by the cities within the Regional Operational
Program.
Other crucial function of the regional authorities is the verification of the EU co-funded
projects, regarding their agreement with the EU horizontal politics – especially with
Natura 2000 programme.
The strategy documents and programmes defining the directions and development
objectives of the region are also adopted at this level. They are agreed with the
objectives pointed at the national level and refer to the documents created at the
national level.
4. Role of Managing Authority
The Managing Authority, under Article 60 of the Council Regulation No 1083/2006, shall
be responsible for managing and implementing the regional operational programme in
accordance with the principle of sound financial management and in particular for:
-ensuring that operations are selected for funding in accordance with the criteria
applicable to the operational programme and that they comply with applicable
Community and national rules for the whole of their implementation period;
-verifying that the co-financed products and services are delivered and that the
expenditure declared by the beneficiaries for operations has actually been incurred and
complies with Community and national rules;
-ensuring that there is a system for recording and storing in computerised form
accounting records for each operation under the operational programme and that the
data on implementation necessary for financial management, monitoring, verifications,
audits and evaluation are collected;
-ensuring that beneficiaries and other bodies involved in the implementation of
operations maintain either a separate accounting system or an adequate accounting
code for all transactions relating to the operation without prejudice to national
accounting rules;
-ensuring that the evaluations of operational programmes referred to in Article 48(3) of
the Council Regulation No 1083/2006 are carried out in accordance with Article 47
thereof;
-setting up procedures to ensure that all documents regarding expenditure and audits
required to ensure an adequate audit trail are held in accordance with the requirements
of Article 90 of the Council Regulation No 1083/2006;
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-ensuring that the certifying authority receives all necessary information on the
procedures and verifications carried out in relation to expenditure for the purpose of
certification;
-guiding the work of the monitoring committee and providing it with the documents
required to permit the quality of the implementation of the operational programme to
be monitored in the light of its specific goals;
-drawing up and, after approval by the monitoring committee, submitting to the
Commission the annual and final reports on implementation;
-ensuring compliance with the information and publicity requirements laid down in
Article 69 of the Council Regulation No 1083/2006;
-providing the Commission with information to allow it to appraise major projects.
5. Role of national authorities
The basic role of the national authorities is the establishment of the legal and
institutional frames, which enable creation and implementation of the development
actions, mainly by the self-government units of different levels.
The programmes, plans and sectoral strategies are being prepared at this level, which
show the directions of country development. They are also the starting points for the
strategy documents implementing at the regional and local levels.
At this level, the National Strategic Reference Framework 2007-2013 (NSRF) has been
also prepared. It’s a strategy document that defines the priorities, rules and
implementation system of the structural funds: ERDF, EFS and Cohesion Fund within the
Community budget for the years 2007-2013.
Apart from the legal, financial and institutional actions, the NSRF objectives will be
implemented by the Operational Programmes – managed by the Ministry of
Development, Public Works and Housing and by the Regional Operational Programmes –
managed by the Ministry of Development, Public Works and Housing and the North-West
Regional Development Agency
6. Role of private actors/others
There are relationships between local communities and business sectors and some
aspects of cooperation in the area of identification, choosing and managing detailed
solutions, which are often the special kind of projects. Participating approach to the
managing process is based on activities of local communities, companies, institutions,
irregular groups, non-governmental organizations, and local, national and international
institutions. The basic benefit of participation way is effective fitting of projects to the
local communities' needs and involving them to these ones. Participation could consist
in creating local support groups, initiating of cooperation between economic, social,
cultural and environmental organizations. There is most important rule of investors on
the none-used terrains because of their involvement in creating new functions for these
ones with municipal authorities cooperation and what is important too, these functions
are agreeable with local communities' needs and expects. The projects which are
realized with EU cooperation; especially on financial filed and on local, regional and
national level; are the obvious examples of such participation. Local communities have
full rights to take part in creating new documents and plans on district level, they can
putting forward to a proposals of changing or drawing up new local developments plans
also. This is very important to proceed social consulting during the creating study of
district's spatial development plans or local management plans. Inhabitants have full
rights to give proposals, comments at the beginning of proceedings of creating new
documents, acts etc.
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Data Management related to Land Use
Data Management System
Keeping records of lands and buildings and geodetic managing inputs to the mains
(geometric changes, ownership structure, land use management). Creating, actualising
different thematic layers which are directly related to the geographical space and are
required to make administrative decisions.
The GIS is in development
Technical Data
No
Data Share with ESPON or EUROSTAT
We don’t share data with ESPON or EUROSTAT.
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4.1.2. City of Bristol
Short description of the city as a whole
Bristol is a city, unitary authority and ceremonial county in South West England,
105 miles (169 km) west of London, and 44 miles (71 km) east of Cardiff.
With an approximate population of 410,950, and urban area of 550,200, it is England's
sixth, and the United Kingdom's ninth most populous city, one of England's core cities
and the most populous city in South West England. It received a royal charter in 1155
and was granted county status in 1373. For half a millennium it was the second or third
largest English city, until the rapid rise of Liverpool, Birmingham and Manchester in the
Industrial Revolution during the latter part of the 18th century. It borders the counties
of Somerset and Gloucestershire, lying between the cities of Bath, Gloucester and
Newport, and has a short coastline on the estuary of the River Severn, which flows into
the Bristol Channel.
Bristol is the largest centre of culture, employment and education in the region. From
its earliest days, its prosperity has been linked to that of the Port of Bristol, the
commercial port, which was in the city centre but has now moved to the Severn Estuary
coast at Avonmouth and Portbury, to the western extent of the city boundary. In more
recent years the economy has been built on the aerospace industry and the city centre
docks have been regenerated as a centre of heritage and culture.
History
60,000-year-old archaeological finds at Shirehampton and St Annes provide evidence of
settlement in the Bristol area from the palaeolithic era. There are Iron Age hill forts
near the city, at Leigh Woods and Clifton Down on the side of the Avon Gorge, and on
Kingsweston Hill, near Henbury. During the Roman era there was a settlement, Abona,
at what is now Sea Mills, connected to Bath by Roman road, and another settlement at
what is now Inns Court. There were also isolated Roman villas and small Roman forts
and settlements throughout the area. The town of Brycgstow (Old English, "the place at
the bridge") was in existence by the beginning of the 11th century, and under Norman
rule acquired one of the strongest castles in southern England.
The River Avon in the city centre has evolved into Bristol Harbour, and from the 12th
century the harbour was an important port, handling much of England's trade with
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Ireland. In 1247 a new bridge was built, which was replaced by the current Bristol
Bridge in the 1760s, and the town was extended to incorporate neighbouring suburbs,
becoming in 1373 a county in its own right. During this period Bristol also became a
centre of shipbuilding and manufacturing. Bristol was the starting point for many
important voyages, notably John Cabot's 1497 voyage of exploration to North America.
By the 14th century Bristol was England's third-largest medieval town (after London and
York), with perhaps 15,000–20,000 inhabitants on the eve of the Black Death of 1348–49.
The Plague inflicted a prolonged pause in the growth of Bristol's population, with
numbers remaining at 10,000–12,000 through most of the 15th and 16th centuries. The
Diocese of Bristol was founded in 1542, with the former Abbey of St. Augustine
becoming Bristol Cathedral. Traditionally this is equivalent to the town being granted
city status. During the 1640s English Civil War the city was occupied by Royalist military,
after they overran Royal Fort, the last Parliamentarian stronghold in the city. Renewed
growth came with the 17th century rise of England's American colonies and the rapid
18th century expansion of England's part in the Atlantic trade in Africans taken for
slavery in the Americas. Bristol, along with Liverpool, became a centre for the slave
trade although few slaves were brought to Britain. During the height of the slave trade,
from 1700 to 1807, more than 2,000 slaving ships were fitted out at Bristol, carrying a
(conservatively) estimated half a million people from Africa to the Americas and
slavery. Still standing in Bristol is the Seven Stars pub, where abolitionist Thomas
Clarkson collected information regarding the slave trade.
Fishermen who left Bristol were long part of the migratory fishery to the Grand Banks of
Newfoundland and began settling that island permanently in larger numbers around this
time. Bristol's strong nautical ties meant that maritime safety was an important issue in
the city, in the 19th century Samuel Plimsoll, "the sailor's friend", campaigned to make
the seas safer. He was shocked by the overloaded cargoes and successfully fought for a
compulsory load line on ships.
Competition from Liverpool from c. 1760, the disruption of maritime commerce through
wars with France (1793) and the abolition of the slave trade (1807) contributed to the
city's failure to keep pace with the newer manufacturing centres of the North of
England and the West Midlands. The passage up the heavily tidal Avon Gorge, which had
made the port highly secure during the Middle Ages, had become a liability which the
construction of a new "Floating Harbour" (designed by William Jessop) in 1804–9 failed
to overcome. Nevertheless, Bristol's population (66,000 in 1801) quintupled during the
19th century, supported by new industries and growing commerce. It was particularly
associated with the Victorian era engineer Isambard Kingdom Brunel, who designed the
Great Western Railway between Bristol and London Paddington, two pioneering Bristolbuilt ocean going steamships, the SS Great Britain and SS Great Western, and the Clifton
Suspension Bridge. John Wesley founded the very first Methodist Chapel, called the New
Room, in Bristol in 1739. Riots occurred in 1793 and 1831, the first beginning as a
protest at renewal of an act levying tolls on Bristol Bridge, and the latter after the
rejection of the second Reform Bill.
Bristol's city centre suffered severe damage from Luftwaffe bombing during the Bristol
Blitz of World War II. The original central shopping area, near the bridge and castle, is
now a park containing two bombed out churches and some tiny fragments of the castle.
A third bombed church nearby, St Nicholas, has been restored and has been made into a
museum which houses a triptych by William Hogarth, painted for the high altar of St
Mary Redcliffe in 1756. The museum also contains statues moved from Arno's Court
Triumphal Arch, of King Edward I and King Edward III taken from Lawfords' Gate of the
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city walls when they were demolished around 1760 and 13th century figures from
Bristol's Newgate representing Robert, the builder of Bristol Castle, and Geoffrey de
Montbray, Bishop of Coutances, builder of the fortified walls of the city. The rebuilding
of Bristol city centre was characterised by large, cheap 1960s tower blocks, brutalist
architecture and expansion of roads. Since the 1980s another trend has emerged with
the closure of some main roads, the restoration of the Georgian period Queen Square
and Portland Square, the partial regeneration of the Broadmead shopping area, and the
demolition of one of the city centre's tallest post-war blocks.
The removal of the docks to Avonmouth, 7 miles (11.3 km) downstream from the city
centre has also allowed redevelopment of the old central dock area (the "Floating
Harbour") in recent decades, although at one time the continued existence of the docks
was in jeopardy as it was viewed as a derelict industrial site rather than an asset.
However the holding, in 1996, of the first International Festival of the Sea in and around
the docks, affirmed the dockside area in its new leisure role as a key feature of the
city.
Economy
As a major seaport, Bristol has a long history of trading commodities, particularly
tobacco; deals were frequently struck on a personal basis in the former trading area
around Corn Street, and in particular, over metal trading tables, known as "The Nails".
This is the origin of the expression "cash on the nail", meaning immediate payment. As
well as Bristol's nautical connections, the city's economy is reliant on the aerospace
industry, the media, information technology and financial services sectors and tourism.
In 2004 Bristol's GDP was £9.439 billion GBP, and the combined GDP of Gloucestershire,
Wiltshire and North Somerset was £44.098 billion. The GDP per head was £23,962
(US$47,738, €35,124) making the city more affluent than the UK as a whole, at 40%
above the national average. This makes it the third-highest per-capita GDP of any
English city, after London and Nottingham, and the fifth highest GDP per capita of any
city in the United Kingdom, behind London, Edinburgh, Belfast and Nottingham. In
December 2005, Bristol's unemployment rate was 5.2%, compared with 3.6% for the
south west and 4.8% for the United Kingdom.
While Bristol's economy is no longer reliant upon its port, the city is the largest importer
of cars to the UK. Since the port was leased in 1991, £330 million has been invested and
the annual tonnage throughput has increased from 4 million tonnes to 12 million tonnes.
The financial services sector employs 40,000 in the city, and the hi-tech sector is
important, with 400 micro-electronics and silicon design companies, as well as the
Hewlett-Packard national research laboratories. Bristol is the UK's seventh most popular
destination for foreign tourists, and the city receives nine million visitors each year.
In the 20th century, Bristol's manufacturing activities expanded to include aircraft
production at Filton, by the Bristol Aeroplane Company, and aero-engine manufacture
by Bristol Aero Engines (later Rolls-Royce) at Patchway. The aeroplane company became
famous for the World War I Bristol Fighter, and Second World War Blenheim and
Beaufighter aircraft. In the 1950s it became one of the country's major manufacturers of
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civil aircraft, with the Bristol Freighter and Britannia and the huge Brabazon airliner.
The Bristol Aeroplane Company diversified into car manufacturing in the 1940s,
producing hand-built luxury cars at their factory in Filton, under the name Bristol Cars,
which became independent from the Bristol Aeroplane Company in 1960.[29] The city
also gave its name to the Bristol make of buses, manufactured in the city from 1908 to
1983, first by the local bus operating company, Bristol Tramways, and from 1955 by
Bristol Commercial Vehicles.
In the 1960s Filton played a key role in the Anglo-French Concorde supersonic airliner
project. Concorde components were manufactured in British and French factories and
shipped to the two final assembly plants, in Toulouse and Filton. The French
manufactured the centre fuselage and centre wing and the British the nose, rear
fuselage, fin and wingtips, while the Olympus 593 engine's manufacture was split
between Rolls-Royce (Filton) and SNECMA (Paris). The British Concorde prototype made
its maiden flight from Filton to RAF Fairford on 9 April 1969, five weeks after the French
test flight. In 2003 British Airways and Air France decided to cease flying the aircraft
and to retire them to locations (mostly museums) around the world. On 26 November
2003 Concorde 216 made the final Concorde flight, returning to Filton airfield to be
kept there permanently as the centrepiece of a projected air museum. This museum
will include the existing Bristol Aero Collection, which includes a Bristol Britannia
aircraft.
The aerospace industry remains a major segment of the local economy. The major
aerospace companies in Bristol now are BAE Systems, Airbus and Rolls-Royce, all based
at Filton, and aerospace engineering is a prominent research area at nearby UWE.
Another important aviation company in the city is Cameron Balloons, a manufacturer of
hot air balloons. Each August the city is host to the Bristol International Balloon Fiesta,
one of Europe's largest hot air balloon events.
Arts
The city is famous for its music and film industries, and was a finalist for the 2008
European Capital of Culture.
The city's principal theatre company, the Bristol Old Vic, was founded in 1946 as an
offshoot of the Old Vic company in London. Its premises on King Street consist of the
1766 Theatre Royal (400 seats), a modern studio theatre called the New Vic (150 seats),
and foyer and bar areas in the adjacent Coopers' Hall (built 1743). The Theatre Royal is
a grade I listed building and was the oldest continuously operating theatre in England.
The Bristol Old Vic Theatre School, which had originated in King street is now a separate
company. The Bristol Hippodrome is a larger theatre (1981 seats) which hosts national
touring productions, while the 2000-seat Colston Hall, named after Edward Colston, is
the city's main concert venue. Other theatres include the Tobacco Factory, QEH and
Redgrave Theatre (at Clifton College). Bristol's theatre scene includes a large variety of
theatre companies, an organisation called Theatre Bristol runs a website which aims to
develop the theatre industry in Bristol, this website lists 82 different theatre companies
operating within the city. There are also a number of organisation within the city which
act to support theatre makers, for example Equity, the actors union, has a General
Branch based in the city and there is an organisation called Residence which provides
office, social and rehearsal space for several Bristol based theatre and performance
companies.
Since the late 1970s, the city has been home to bands combining punk, funk, dub and
political consciousness, the most celebrated being The Pop Group. Ten years later,
Bristol was the birthplace of a type of English hip-hop music called trip hop or the
"Bristol Sound", from artists such as Tricky, Portishead, Smith & Mighty and Massive
Attack. It is also a stronghold of drum & bass with notable artists such as the Mercury
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Prize winning Roni Size/Reprazent as well as the pioneering DJ Krust and More Rockers.
This music is part of the wider Bristol urban culture scene which received international
media attention in the 1990s. Bristol is home to many live music venues, including
Fiddlers, Victoria Rooms, St George's and a range of pubs from the jazz orientated The
Old Duke to rock at the Fleece and Firkin and indie bands at the Louisiana.
The Bristol City Museum and Art Gallery houses a collection of natural history,
archaeology, local glassware, Chinese ceramics and art. The Bristol Industrial Museum,
featuring preserved dock machinery, closed in October 2006 for rebuilding and plans to
reopen in 2011 as the Museum of Bristol. The City Museum also runs three preserved
historic houses: the Tudor Red Lodge, the Georgian House, and Blaise Castle House. The
Watershed Media Centre and Arnolfini gallery, both in disused dockside warehouses,
exhibit contemporary art, photography and cinema, while the city's oldest gallery is at
the Royal West of England Academy in Clifton.
Description of organisation involved and individuals
Details of the City
Organisation
Bristol City Council
Department
City Development
Legal status
Local Authority
Address
City Development, Brunel House, St George’s Road,
Postal code
BS1 5YU
Town
Bristol
Region
South West
Country
United Kingdom
Phone (office)
0044117 903 6722 (mobile)
Fax
0044117 9036681
Details of Lead Coordinator
Contact per-son
Sarah O’Driscoll
E-mail
[email protected]
Area of responsibility Strategic and Citywide Policy Team Manager
Brief description of city council/municipal structure
Bristol City Council currently has the following departments:
Children & Young People's Services, Culture & Leisure Services, Planning Transport &
Sustainable Development, Neighbourhood & Housing Services, Adult Community Care,
Central Support Services, and Chief Executive's department.
General information and demographic characteristics
Number of inhabitants 410.500
Unemployment rate 5,2%
Income per capita
1.700 EUR brutto/month
In 2005 the Office for National Statistics estimated Bristol's population at 398,300,
making it the 47th-largest ceremonial county in England. Using Census 2001 data the
ONS estimated the population of the contiguous built-up area to be 441,556, and that of
the metropolitan area to be 551,066. This makes the city England's sixth most populous
city, and ninth most populous metropolitan area. At 3,599 inhabitants per square
kilometre (9,321 /sq mi) it has the seventh-highest population density of any English
district.
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According to 2005 estimates, 89.3% of the population were described as white, 3.9% as
Asian or Asian British, 2.8% as black or black British, 2.2% as mixed race, 1.2% as
Chinese and 0.6% other. National averages for England were 89.1%, 5.3%, 2.7%, 1.6%,
0.7% and 0.6% for the same groups.[53] 60% of Bristol's population registered their
religion as Christianity, and 25% as not religious in the 2001 census, compared with 72%
and 15% nationally. 2% of the population follow Islam (3% nationally), with no other
religion above one percent. Bristol had the ninth highest proportion of people refer to
their religion in the last census as 'Jedi'.
The Office for National Statistics has published mid-2006 population estimates for
Bristol, together with revised population estimates for 2002 to 2005. These estimates
incorporate improved methods for estimating international migration and other
refinements to ONS methodology.
The population of Bristol local authority for mid-2006 is estimated to be 410,500; this is
an increase of 4,900 in the last year. Persons included in this estimate are those people
usually resident in Bristol including students and school boarders at their term time
address and long term migrants (ie coming to UK for more than a year).
Since 2001, the population of the city of Bristol has increased by 20,500 people, this
follows a trend of a more or less stable population throughout the 1990s. Bristol’s
population is projected to increase to 542,800 by the year 2031.
Key Challenges for a sustainable development, Strategies and Plans guiding the Land
Use Management
The Bristol Development Framework and the Core Strategy
The Planning and Compulsory Purchase Act 2004 has led to the replacement of the
existing system of Local Plans with Local Development Frameworks. This is the term
used for the portfolio of local development documents which comprise the spatial
planning strategy for a local planning authority’s area. A range of documents will make
up the Bristol Local Development Framework, however, the main component is the Core
Strategy. This document will set out the locations and scale of growth in Bristol over the
next 20 years.
Purpose of Sustainability Appraisal
A key change included in the Planning and Compulsory Purchase Act 2004 is a
requirement that all local development documents undergo sustainability appraisal.
Sustainability appraisal is intended to provide an integrated, ongoing assessment of the
likely significant effects of planning documents as they are being prepared. It should
provide a means of translating sustainability objectives for the area into sustainable
planning policies and should reflect global, national, regional and local sustainability
problems and issues. The process involves a series of stages by which the content of an
emerging strategy, in this case the Core Strategy, is appraised against a series of
sustainability objectives. Sustainability appraisal should be fully integrated into the
preparation of the strategy.
The sustainability appraisal must also incorporate the requirements of the European
Directive 2001/42/EC on the ‘assessment of the effects of certain plans and
programmes on the environment’. This is commonly referred to as the Strategic
Environmental Assessment or ‘SEA’ Directive.
Methodology and Stages in the Sustainability Appraisal of Bristol’s Emerging Core
Strategy
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The sustainability appraisal of the emerging Core Strategy for Bristol was started at the
same time as preparation of the Core Strategy commenced. It has been, and continues
to be, carried out in-house by the Strategic and Citywide Policy team with input from
experts on a Sustainability Appraisal Panel (SA Panel) and additional advice from
consultants with expertise in both SA and SEA. The SA Panel was set up specifically to
ensure a robust sustainability appraisal of the Core Strategy, and brought together a
number of professionals, mostly from within the Council, who have specialist knowledge
on a range of sustainability issues.
Undertaking the process in-house helped to ensure that the key findings of the appraisal
were taken into account in the preparation of the emerging Core Strategy. However,
the SA Panel has provided both expert judgement and a degree of independence and
objectivity from the policy makers within the Strategic and City-wide Policy team. As
sustainability appraisal is an on-going process, the SA Panel has been retained and will
be used in future months to inform the preparation of the submission Core Strategy.
The stages undertaken follow those set out in Government guidance, ‘Sustainability
Appraisal of Regional Spatial Strategies and Local Development Documents’ (ODPM,
2005). This has involved:
Stage A – a desk based study to identify other relevant plans, policies and programmes
and sustainability objectives. These were reviewed and used to inform the preparation
of a framework for appraising effects. A key strategy reviewed was the draft South West
Regional Spatial Strategy (2006). The Sustainability Appraisal Report of this strategy
contained 6 themes which were used as the basis for this sustainability appraisal, these
are:
1. Better health and well-being.
2. Support communities that meet people’s needs.
3. Develop the economy in ways that meet people’s needs.
4. Provide access to meet people’s needs with least damage to communities and the
environment.
5. Maintain and improve environmental quality and assets.
6. Minimise consumption of natural resources.
This stage required the collation of a large amount of data to be used as a baseline on
the current and likely future state of the city. The information collected and analysed
at this stage was used to identify the key sustainability issues relevant to Bristol, these
are:
Key Sustainability Issues
Social
1. Bristol contains some of the most income deprived areas in England.
2. Inequalities in health, life expectancy, primary school obesity, fuel poverty
3. Secondary education attainment in Bristol’s state schools is one of the lowest in the
country.
4. Whilst rates of robbery, domestic burglary, and vehicle crime are reducing, violent
crime is increasing (especially in city centre) and fear of crime is remaining steady.
Environmental
1. Flood risk and the impact of sea level rise is an issue in Avonmouth and parts of the
city centre.
2. Need to reduce dependence on exporting waste to be landfilled.
3. Bristol has high housing demand but is also constrained by environmentally
designated land; e.g., Green Belt and SSSIs.
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4. Whilst on average air quality is improving, over a quarter of Bristol failed to meet the
Government’s health-based air quality targets for 2005.
5. Tackling the causes of climate change.
Economic
1. Housing affordability in Bristol is reducing.
2. There is significant motor vehicle congestion.
3. Retaining valuable employment space in the face of high housing demand.
Consultation was undertaken at this stage with the public and statutory consultees to
obtain their views on the key sustainability issues identified and the approach to the
appraisal.
Stage B - developing and refining options and assessing effects. This stage was carried
out to inform the generation and refinement of the alternative options during the
preparation of the emerging Core Strategy. A Sustainability Appraisal
Panel was used to provide expert judgement in predicting and evaluating the effects of
the emerging Core Strategy. Three workshops were held with the Panel between May
and November 2007 to provide them with as many opportunities as possible to appraise
working drafts of the emerging strategy.
Stage C – preparing the Sustainability Appraisal Report. This document reports on the
appraisal of the effects of the emerging Core Strategy. At this stage it is a
‘Draft Sustainability Appraisal Report’ as the process is on-going. As the emerging Core
Strategy is prepared for submission further appraisals will be carried out on any
alternative options that emerge from consultation. This report will be revised and
updated in light of any additional information that arises during the preparation of the
submission Core Strategy.
Stage D – consulting on the preferred options of the DPD and the Sustainability
Appraisal Report. This report is now being presented for six weeks public consultation
(commencing on January 11th 2008) alongside the Core Strategy Preferred Options
Paper. Targeted consultation will be undertaken with statutory consultees during this
period and a further workshop with the SA Panel is programmed for March 2008 to
undertake an appraisal of any additional options that emerge from the consultation
period. The results of the consultation on this Report and the Preferred Options Core
Strategy will be taken into account in the preparation of the submission Core Strategy.
Stage E – monitoring the significant effects of the implementing the DPD. The
Council is required to monitor any significant negative effects that are predicted to
occur from the Core Strategy. A monitoring framework will be developed to ensure that
this undertaken.
Strategies and Plans guiding the Land Use Management
1. National:
The UK Government has identified the major challenges facing UK today including
climate change, globalisation, energy security and demographic change. In response the
Government Department of Communities and Local Government has set UK policy on
local government, housing, urban development, with the aim to create thriving,
sustainable, vibrant communities that improve the quality of urban life. To this end
core aims include, building more and better homes, and reducing homelessness;
improving local public services; regenerating areas to create more jobs and working to
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produce a sustainable environment. UK Government policy on urban development is
defined by Planning Policy Statements (PPSs) as guidelines for local implementation
based on the core principles of Sustainable Development as follows:
Social Cohesion and Inclusion
Developing sustainable communities promoting community to meet the diverse needs of
all people in existing and future communities, promoting personal well-being, social
cohesion and inclusion and creating equal opportunity for all citizens.
Protection and Enhancement of the Environment
Protecting and enhancing the quality of the natural and historic environment delivered
with a high level of protection for the most valued townscapes and urban wildlife
habitats and natural resources, in order to deliver social and economic benefit for local
communities and enhanced quality of life.
Prudent Use of Natural Resources
Prudent use of resources using them wisely and efficiently, in a way that respects the
needs of future generations, for example, by building housing at higher densities on
previously developed land, rather than at lower densities on greenfield sites promote
resource and energy efficient buildings; community heating schemes, the use of
combined heat and power, small scale renewable and low carbon energy schemes in
developments; the sustainable use of water resources; and the use of sustainable
drainage systems in the management of run-off.
Sustainable Economic Development
Promoting a strong, stable, and productive economy that aims to bring jobs and
prosperity for all, in recognition that economic development can deliver environmental
and social benefits, for example ensuring that suitable locations are available for
industrial, commercial, retail, public sector e.g. health and education, tourism and
leisure developments. Also to ensure the provision of sufficient, good quality, new
homes, including an appropriate mix of housing and adequate levels of affordable
housing, in suitable locations, whether through new development or the conversion of
existing buildings to ensure that everyone has the opportunity of a decent home, in
locations that reduce the need to travel.
Today the practical focus of action, to address the major challenges identified above,
includes the building of new homes to meet the needs of future generations and the
creation of places where people want to live and work. Key measures are proposed to
support the delivery of three million new homes by 2020 that are needed to meet
growing demand and rising aspirations.
A newly established Homes and Communities Agency will deliver more new and
affordable homes in mixed and sustainable communities, bringing together land and
investment for new homes, combining responsibility for surplus public sector land allied
with a multi-billion pound budget. In bringing together land and housing, the Homes and
Communities Agency will support the regeneration and delivery of new social and
affordable housing, both social and private. It will also make better use of surplus
public sector land and maximise the potential for brownfield development.
These initiatives will also make it easier for local councils and housing associations to
build more homes. It is proposed to build the first new towns for nearly half a century,
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with ten new eco-towns across the country. More than 50 applications to build the ecotowns have been received.
New homes will be greener to tackle the challenge of climate change. All homes will be
built to higher environmental standards, and to zero carbon from 2016, with a million
zero carbon homes in the subsequent decade. Furthermore major investments are being
made in new and affordable housing, to give first-time buyers and young families a foot
onto the housing ladder. Half of the new homes built on disused public sector sites will
be designated affordable housing, for social rent, first-time buyers and key workers.
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4.1.3. City of Bytom
Short description of the city as a whole
Location & population size:
Bytom is located in the south-west part of Silesian Upland, at the Bytomka River, about
15 km from Katowice - the capital of Upper-Silesian Agglomeration. The city area is
69,44 km2. Since 1990 the population in Bytom has been decreasing continually, from
231 206 inhabitants in 1990 to 184 765 in 2007. The number of people at the preproductive and productive age has been decreasing and the number of inhabitants at
the post-productive age has been increasing at the same time.
The positive trend is the increase of the number of people with higher education and
the decrease of number of primary educated people at the same time.
Strategic importance:
The advantages of Bytom:
a) close proximity to important traffic routes:
- Road Cross-town Route – a fast road, providing better access to different cities within
the Upper-Silesian Agglomeration – the central part has been already finished, the
western part is being built now ;
- A-4 Motorway – located within the III Transport Route of the European Union, will link
the Western Europe (through Germany) with the Eastern Europe (Ukraine), as the Polish
part of the E40 International Road;
b) first class monuments:
- a modernist „Krystyna” shaft (1929), located in the area of the former „Szombierki”
coal-mine;
- a unique in Europe, still functioning, complex infrastructure of the Upper-Silesian
Narrow-Gauge Railway;
- a neo-gothic St. Joseph chapel (1863);
- a neo-romantic St. Heart of the Jesus Christ church (1904);
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- a building of the “Szombierki” Power and Heat Station - built at the beginning of the
20's of the last century – now the place of cultural events, as building with special kind
of postindustrial meaning;
c) education at the secondary and higher level, ie.:
- The Technical School Complex – educating the mining technicians – needed in the work
market;
- The High School of the Economics and Administration – the only independent higher
education school in Bytom;
Key business & employment sectors:
There were 14100 enterprises at the end of 2007;including at about 11200 natural
persons, 2900 legal persons and persons without legal entity. The number of transactors
has increased at about 0,7% and natural persons at about 0,2%, according to analogous
period of time in year before while the number of legal persons and persons without
legal entity has increased at about 2.6%. The most noticeable increase (8,2%) has been
watched in the trading partnerships.
- trade and repairs – 36,7%,
- service of real estates – 14,1%,
- building – 11,8%,
- transport, communication, storehouses' management – 8,7%,
- industrial processing – 7,9%,
- financial agencies – 6,4%.
There has been noticed increase in the building sections (about 5,1%) and services of
real estates and companies (a.3,2%) and the most decrease in industrial processing
section has been noticed at the same time (a.3,2%). There is dominating part of trade
wholesale and retail companies, vehicle or personal and household's goods repairs – 49%.
Industrial processing – 27,4%.
Short historic & economic overview
Bytom is one of the oldest Silesian cities – it obtained its town charter in 1254. The
Golden Age of Bytom lasted until the 80's of the last century. Then, five mines
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(“Szombierki” mine also) and two steelworks were closed down, as the result of heavy
industry restructuring process. It resulted in many negative aspects like: the increase of
the unemployment rate, intensification of the social exclusion and pathologies.
The decrease of the number of enterprises of industrial and building sectors was also
the effect of the changes. The number of workers in industrial and building sectors has
been systematically decreasing (from 54,1% in 1998 to 33,6% in 2006). Instead, there
have been more people working in services sector (increase from 45,4% in 1998 to 65,9%
in 2006).
Description of organisation involved and individuals
Details of the City
Name:
Address:
Postal code:
Town/City:
Region:
Country:
Website address:
Municipality of Bytom
2, Parkowa St.
41-902
Bytom
_l_skie (Silesian Voivodeship )
Poland
http://www.bytom.pl
Details of Lead Coordinator
Name
Wojciech Jeszka
Phone
+48 32 283 63 54
Fax
+48 32 283-6332
Email
[email protected]
Area of responsibility Chief of Terrain Information System:
Tasks in building an Infrastructure of Spatial Data (IDP):
1/Designing of Spatial Management systems;
2/Servicing all IDP's systems;
3/Servicing all numeric databases of spatial information;
4/Applying and making new technical and information standards in Spatial Information;
5/Managing all actions where Spatial Information is involved;
6/Managing all actions in sharing of technical infrastructure of spatial data;
7/Integrating spatial databases;
8/Carrying out the special is, reports and maps for Mayor and municipality departments;
Details for the contact with the Managing Authority
Name of organisation Marshal Office of Silesia Region
Address
ul. Ligonia 46
Postal code
40-037
Town/City
Katowice
Region
Silesian Region
Country
Poland
Website address
http://www.silesia-region.pl
Details of Contact Person
Name
Barbara Bujnowska
Phone
+48 32 77 40 343
Fax
+48 32 77 40 135
Email
[email protected]
Area of responsibility Department of Regional Development
Brief description of city council/municipal structure
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According to the Act dated 8th March 1990 on local selfgovernance and to statutes of
Bytom, there are two organs in the Municipality of Bytom: the Mayor (the executive
power) and the City Council (the legislature). The Mayor with help of the Municipal
Office, executes his tasks and the resolutions of the Council. The Office performs its
duties on the basis of the organisational statute.
The main structure of the Office:
The Mayor section;
The 1st Deputy Mayor section;
The 2nd Deputy Mayor section;
The 3rd Deputy Mayor section;
The Secretary section;
The Treasurer section.
The sections are divided into departments and independent divisions.
General information and demographic characteristics
Bytom: not a Capital city, not a Regional City.
Number of inhabitants 184 765
Unemployment rate 15,3%
Income per capita
2 288,45 zloty brutto/month
Since 1990 the population in Bytom has been decreasing continually:
- 231 206 people living in Bytom in 1990;
- 184 765 inhabitants in 2007.
According to the official prognostics population will be decrease:
- in 2010: 176,6 thousands
- in 2015: 164,9 thousands
- in 2020: 152,4 thousands
- in 2025: 139,3 thousands
- in 2030: 126,1 thousands
There are some demographical causes of this trend:
- negative increase of the population (the number of births has decreased from 16 on
1000 inhabitants in 1980 up to the 2,3 in 2007, the number of deaths at the level of
12,1 on 1000 inhabitants);
- rate of the increase of population: in 1980 = 6 (on 1000 inhabitants); 2007 = -2,8 (on
1000 inhabitants);
- negative balance of the still migrations (since the half of the 90's there have been
more people leaving Bytom forever, than people coming to Bytom to settle );
- The balance of still migrations: in 1990 = 1244; in 2007 = -509.
Futhermore, Radzionków - one of the city’s quarters - separated from Bytom in 1998,
becoming an individual municipality. The population of Bytom decreased for another
18.000 inhabitants.
Another negative trend in Bytom is the decrease of number of people at the preproductive age (from 47 460 in 1998 to 31 902 in 2007) and productive (from 132 810 in
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1998 to 120 245 in 2007), and the increase of the number of people at the postproductive age (from 27 080 w 1998 to 32 618 w 2007).
Chosen demographic parameters in 2007:
- 100 men on 107 women in 2007
- 53,7 persons in pre and post -productive age on 100 people
- The “old age” demographic parameter was 19,8% and increased at about 0,5% to the
analogous period of time in 2006.
According to the demographic criteria, population is becoming old that percentage of
people who are 60 years old and more, is exceeding 12% of this population.
Key Challenges for a sustainable development
1. Social
- low level of safety feeling among the inhabitants ;
- the nearness of the quarters with high level of social pathologies (Bobrek,
_ródmie_cie);
- pretension attitude of the unemployed;
- lack of motivation to raising skills;
- insufficient cultural offers;
- lack of services diversity (just basic services in the basic standard);
- mass migration of young people looking for work beyond the city (lack of life
perspectives);
2. Economic
- insufficient infrastructure of business environment;
- vocational passiveness of the inhabitants;
- structural unemployment;
- lack of skills adequate to the needs of the work market;
- large cost of properties' preparation for business needs;
- high labour costs;
3. Environmental
- contaminated soil caused by the industry;
- big amount of deposits (tanks, settling tanks and buildings lefts);
- contaminated water-courses;
- poor air quality.
4. Physical
- insufficient traffic structure, inadequate for the big vehicular traffic in the quarter
(ul. Strzelców Bytomskich, linking _ródmie_cie with Stroszek, Dabrowa Miejska i Sucha
Góra and with Tarnowskie Góry);
- lack of direct links with the regional traffic system (Road Cross-Town Route, A-4
Motorway);
- bad technical state of the public transport infrastructure;
- shortage of the housing infrastructure;
- poor standard of the housing infrastructure in the older part of the district;
- bad technical state of the monuments;
- big undeveloped areas;
- lack of technical infrastructure in the post-industrial areas (it’s been liquidated or
devastated);
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5. Organizational (Governance)
- lack of spatial development plan (lack of cover city's area with spatial development
plans ), that makes the establishment and development of new business more difficult;
- strict regulations for the infrastructure registered in the national monuments register,
that limits the liberty of renovations and modernizations;
- centralisation of the management (it exists only at the city level).
Strategies and Plans guiding the Land Use Management
1. National:
National Spatial Development Plan – concept of policy.
Main strategic act:
- National Development Strategy (2007-2015, SRK)
- The National and Strategic terms of reference supporting development and
employment - National Cohesion Strategy as SRK implementation instrument.
National operating programs:
- PO Infrastructure and environment
- PO Innovating economy
- PO Human capital
- PO Development of easter Poland
- PO Technical Service
- European Territory Cooperation
2. Regional:
Silesian province's Spatial Development Plan
Main strategic act:
- Silesian province's development strategy on 2007-2020.
Regional operating programs:
- Regional Operating Program of Silesian Province on 2007-2013 (RPO WSL)
3. Subregional:
- Central Subregion's Program Development (as implementation element of RPO WSL in
2007-2013);
- Upper Silesian Metropolis' Development Program (during the drawing up for 14 cities:
Bytom, Chorzów, D_browa Górnicza, Gliwice, Jaworzno, Katowice, Mys_owice, Piekary
_l_skie, Ruda _l_ska, Siemianowice _l_skie, Sosnowiec, _wi_toch_owice, Tychy, Zabrze)
4. Local (City):
Study of conditions and ways in spatial management in City of Bytom (it's during
actualisations)
Study of Bytom City's communication.
Local Development Plans (9 in total) including:
- Local Development Plan for northern Ring road's area in Bytom ( City council act nr.
XXIX/456/04, 25 of August 2005)
- Local Development Plan for Bytom's town centre - “Program of revitalization and town
centre's development [Rero_] (City council act nr. XXIX/458/04, 25 of August 2005)
Main Strategic Act:
- Development Strategy of Bytom 2001-2015/20 (during actualisation);
Local Sectoring Strategies:
- City's Strategy Of Solving the social problems, 2006-2020;
Sub-local strategies:
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- Strategia Rozwoju Dzielnicy Bobrek;
Local operational programs:
- Local revitalization program for Bytom City on 2007-2020;
- Local Development Plan for the City of Bytom 2005-2015;
- Long-term programme of development and modernisation of drainage and watersupply facilities 2005-2009;
- Environment Protection Programme for the City of Bytom;
- Waste Management Plan for the City of Bytom;
- Programme of Housing Resources Management for the Municipality of Bytom 20042008;
- Annual Programmes of Cooperation with Non-Governmental Organisations.
5. Neighbourhood / area based:
- nie dotyczy
Decision-making and regulatory framework
1. Overview
The role of the national authorities in the process of development management is the
establishment of legal and institutional frames. The frames describe the rules, the
context and the borders, within which all the development actions may be performed.
The main document that describes the rules of the development policy at different
levels is the Act dated 18 October 2006 on rules of carrying the development policy. The
Act presents the actors carrying the development policy, the cooperation among them,
the basic instruments and shows the financing sources. The Act is necessary to
implementation of the operational programmes – co-financed by the European Union in
2007 – 2013. It is also very important for other development programmes. The Act
includes among other things the definition of the development policy, it lists the fields
of assistance also it points the organs carrying the policy. It describes the procedure of
adopting national development strategy and sectoral strategies. It also shows the way of
settling and implementing operational programmes at national and regional levels.
The methods of carrying the policy are described generally in the development
strategies and are defined in detail in the operational programmes. The development
strategies are: the national development strategy, the sectoral strategies, the
voivodship strategies (the regional level) and local development strategies. The
responsible organs for the development strategy are: at the national level – the Council
of Ministers, at the regional level – the voivodhip self-government units, at the local
level – the poviat and local self-government units.
Bytom – creating and implementing its strategy documents – takes into account the
priorities, strategy objectives and acting directions defined at the regional and national
level.
These documents are the basis of the implementation of all development actions in the
city, performed by the Mayor in co-operation with the City Council.
2. Role of municipality/city council:
The decisive process in the city is based on the co-operation between the Mayor and the
City Council.
The Mayor executes his tasks with help of the Municipal Office. Among other things he is
responsible for creation of the municipal budget, development strategy, operational
programmes and investment plans. All these documents are adopted by the City
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Council. It is important for the documents to be compatible with the development
policy at regional (voivodship) and national level.
The external, available financing sources (also the EU funds) are used to reach the very
clear-out, previously defined objectives. That means all the goals have to be
compatible with each other at all levels.
To prove the cohesion of all documents is one of the most important condition in the
process of gaining the external co-financing for the development projects.
On this basis, the development projects are initiated by the Mayor, then they are being
performed and implemented by the proper departments of the Municipal Office.
A very important issue in the field of urban development is the creation of the spatial
development plans. There are two procedures:
1) The City Council initiates (by the resolution) the approach to plan creation. The
resolution is being performed by the Mayor, then the plan is being adopted by the
Council.
2) The Mayor is the initiator, then the resolution on approach to plan creation is being
adopted by the Council. The Mayor performs the will of the Council, then the plan is
being adopted by the Council.
3. Role of country/regional authorities:
Provincial governor takes a control function for all incoming Spatial Development Plans
enacted by the cities' councils while the regional authorities prepare province's spatial
development plan.
The role of the voivodship (regional authorities) self-government is first of all to control
the spatial development plans adopted by the cities.
Other crucial function of the regional authorities is the verification of the EU co-funded
projects, regarding their agreement with the EU horizontal politics – especially with
Natura 2000 programme.
Regional authorities have also the right to impose the locate decisions (on investments
of over-regional and national meaning) to previously chosen self-government units.
The strategy documents and programmes defining the directions and development
objectives of the region are also adopted at this level. They are agreed with the
objectives pointed at the national level and refer to the documents created at the
national level.
The Integrated Regional Development Operational Programme for the years 2004-2006
was managed centrally and was co-financed by two structural funds: European Regional
Development Fund (ERDF) and European Social Fund (EFS). In the years of 2007-2013, 16
regional operational programmes have been created by every single voivodship in
Poland. According to that, the Board of _l_skie Voivodship (the board of the regional
self-government) is the Managing Authority for the Regional Operational Programme of
_l_skie Voivodship for the years 2007 – 2013 (ROP).
4. Role of Managing Authority:
The Managing Authority, under Article 60 of the Council Regulation No 1083/2006, shall
be responsible for managing and implementing the regional operational programme in
accordance with the principle of sound financial management and in particular for:
- ensuring that operations are selected for funding in accordance with the criteria
applicable to the operational programme and that they comply with applicable
Community and national rules for the whole of their implementation period;
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- verifying that the co-financed products and services are delivered and that the
expenditure declared by the beneficiaries for operations has actually been incurred and
complies with Community and national rules;
- ensuring that there is a system for recording and storing in computerised form
accounting records for each operation under the operational programme and that the
data on implementation necessary for financial management, monitoring, verifications,
audits and evaluation are collected;
- ensuring that beneficiaries and other bodies involved in the implementation of
operations maintain either a separate accounting system or an adequate accounting
code for all transactions relating to the operation without prejudice to national
accounting rules;
- ensuring that the evaluations of operational programmes referred to in Article 48(3) of
the Council Regulation No 1083/2006 are carried out in accordance with Article 47
thereof;
- setting up procedures to ensure that all documents regarding expenditure and audits
required to ensure an adequate audit trail are held in accordance with the requirements
of Article 90 of the Council Regulation No 1083/2006;
- ensuring that the certifying authority receives all necessary information on the
procedures and verifications carried out in relation to expenditure for the purpose of
certification;
- guiding the work of the monitoring committee and providing it with the documents
required to permit the quality of the implementation of the operational programme to
be monitored in the light of its specific goals;
- drawing up and, after approval by the monitoring committee, submitting to the
Commission the annual and final reports on implementation;
- ensuring compliance with the information and publicity requirements laid down in
Article 69 of the Council Regulation No 1083/2006;
- providing the Commission with information to allow it to appraise major projects.
5. Role of national authorities:
The basic role of the national authorities is the establishment of the legal and
institutional frames, that enable creation and implementation of the development
actions, mainly by the self-government units of different levels.
The programmes, plans and sectoral strategies are being prepared at this level, which
show the directions of country development. They are also the starting points for the
strategy documents implementing at the regional and local levels.
At this level, the National Strategic Reference Framework 2007-2013 (NSRF) has been
also prepared. It’s a strategy document that defines the priorities, rules and
implementation system of the structural funds: ERDF, EFS and Cohesion Fund within the
Community budget for the years 2007-2013.
Apart from the legal, financial and institutional actions, the NSRF objectives will be
implemented by the Operational Programmes – managed by the Regional Development
Ministry and by the Regional Operational Programmes – managed by the boards of the 16
voivodships:
-Infrastructure and Environment Operational Programme;
-Human Capital Operational Programme;
-16 Regional Operational Programmes;
-Eastern Poland Development Operational Programme;
-Technical Support Operational Programme;
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-European Territorial Cooperation Operational Programmes.
Central Authority (Regional Development Ministry) will be also the Coordinating
Authority for the Regional Operational Programme of _l_skie Voivodship for the years
2007 – 2013, i.e. monitoring the results of programme implementation.
6. Role of private actors/others:
There are relationships between local communities and business sectors and some
aspects of cooperation in the area of identification, choosing and managing detailed
solutions, which are often the special kind of projects. Participating approach to the
managing process is based on activities of local communities, companies, institutions,
irregular groups, non-governmental organizations, and local, national and international
institutions. The basic benefit of participation way is effective fitting of projects to the
local communities' needs and involving them to these ones. Participation could consist
in creating local support groups, initiating of cooperation between economy, social,
cultural and environmental organizations. There is most important rule of investors on
the none-used terrains because of their involvement in creating new functions for these
ones with municipal authorities cooperation and what is important too, these functions
are agreeable with local communities' needs and expects. The projects which are
realized with EU cooperation; especially on financial filed and on local, regional and
national level; are the obvious examples of such participation. Local communities have
full rights to take part in creating new documents and plans on district level, they can
putting forward to a proposals of changing or drawing up new local developments plans
also. This is very important to proceed social consulting during the creating study of
district's spatial development plans or local management plans. Inhabitants have full
rights to give proposals, comments at the beginning of proceedings of creating new
documents, acts etc.
Data Management related to Land Use
Data Management System
Keeping records of lands and buildings and geodetic managing inputs to the mains
(geometric changes, ownership structure, land use management). Creating, actualising
different thematic layers, which are directly related to the geographical space and are
required to make administrative decisions.
Bytom belongs to the leading municipalities on filed of LIS/GIS because of early
(1999/2000) implementation the newest informatics solutions. Bytom's Spatial Data
Infrastructure - BIDP is one of them. This is special kind of geo-warehouse, which is
integrating different and independent databases. At that time the conversion analog
data (registers, land registers, cadastral maps etc.) to the digital ones has been started
and now BiDP has 100% data - geometrics and attributes which are beeing successive
actualised . Some spatial data are shared for Internet users within City's Internet Plan,
which is based on BIDP too.
Technical Data
Database:
ORACLE + Oracle Spatial cartridge
ArcSDE – server application to manage Oracle databse
Computer Aided Design:
“AutoCAD Map 3D 2008”
LIS/GIS:
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“ArcGIS 9.1 – on ArcView license, with spatial and 3d t extensions”
“ArcView 3.x”
“gvSIG” - freeware
“QuantumGIS” - freeware
“WEGA 2001” as application for keeping lands and buildings records.
Data Share with ESPON or EUROSTAT
No data share with ESPON or EUROSTAT.
4.1.4. City of Kavala
Short description of the city as a whole
Location & population size
Kavala is located in East Macedonia and Thrace Region: the North-Eastern part of
Greece and the Municipality of Kavala has a total extend of 116,2 Km_.The population
of the Municipality is estimated at 63.774 inhabitants according to the 2001 census.
Strategic importance
Kavala is located in a strategic geographical location. It lies 700 km for the capital,
Athens and 165 km from Thessaloniki. Kavala is a mere 100 km away from the GreekBulgarian border and 450
km from Constantinople,
Turkey. Kavala is the
capital city of the
namesake district, one of
4 in the Prefecture, the
other three being: the
Paggeo district, with its
capital city of
Eleftheroupolis, the
Nestos district, with its
capital Chrysoupolis and
the Thasos, district with
its capital Thasos. Kavala
is a seaside city, built on
the coast of the Aegean
Sea.
The Prefecture of Kavala,
in terms of commercial
tradition, variety and
number of commercial
transactions and
establishments is the leader among the prefectures in the region of Eastern Macedonia
and Thrace.
This is due to three basic reasons:
- The 2 available ports (one commercial and one industrial),
- The airport
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- The fact that the city is a major junction in the national and international road
network.
Key business & employment sectors
The Municipality of Kavala is one of the most developed in the North of Greece. It has
the 2nd biggest commercial port in the North after the one of Thessaloniki. The dynamic
of this port is further enforced by the neighbouring ones of Nea Peramos and Nea
Eraklitsa. Kavala is considered to be one of the major fishery centers in Greece
exporting fish to international markets. The emergence of the fish industry enabled the
city to develop, establish and maintain one of the three Fishing Research Institutes that
the country has. Besides fishery, Kavala has a strong service economy sector proved by
the 40% of the local labour force that is occupied in it. A leading role in the local
economy acquires also the industrial economy sector. Kavala has dynamic industrial
units such as Kavala oil (average oil production: 2,761 barrels/day), Phosphorus
Fertilizers Industry, Marble and glass Industries occupying thousands of people. A
leading industry in Kavala prefecture is the pit-quarry activity. Famous marbles are the
ones of Thassos that produces the precious “snow white” Thassos Marble.
The economic importance of Kavala as a business centre extends beyond its strict
geographical boundaries and includes entire areas of Eastern Macedonia and Thrace
region, islands in Northern Aegean Sea, as well as areas outside the country such as the
Mesta Valley and the region of Smolyan in Bulgaria-areas that have exhibited a deep
commitment to economic cooperation with Kavala. This resulted into Kavala becoming
an important service centre for the region, providing services for both civilians and
companies. In fact the 40% of Kavala’s population is employed in the service sector!
The prefecture’s tourism is an important income source for the area. The main touristic
resort within the prefecture is Thassos Island, one inflated by tourists throughout the
summer period. Besides, Thassos Island the Kavala’s inland attracts also an important
amount of tourists visiting the ancient city and ancient Theatre of Philippi, the Nestos
wetland and Kavala city one of the most picturesque ones in Greece. A large number of
tourists visit the beautiful and clean beaches of the area. In fact, Kavala has really
competitive beaches to those of the famous summer resorts of the Western
Mediterranean. Although in many areas of Greece the saturation point has been reached
and tourism is already in decline, Kavala remains an undiscovered paradise. An
aggressive campaign to develop first class tourism is under way and new investments
are being sought since Kavala’s tourism is developing.
Short historic & economic overview
Situated at a naturally fortified location of unique strategic importance, built on hills
and overlooking its deep and safe port, Kavala stands on the crossroads of large nations
and tribes, on the road network that either connects Thrace to Macedonia, or lead to
the sea from the lush inland, the fertile Datos regions with the sea, the forests and
precious metal mines of Mt. Paggaio.
This location attracted man since the dawn of time and there is evidence of human
settlements in the region dating from the Neolithic period (3,000 BC).These settlements
(Antissara, Krenides etc) have yielded some excellent finds that can be seen in the
museums of Kavala and Philippi. Oeseme, an ancient settlement of the coast of the
prefecture is found in the epic poems of Homer, while during the classical era towns the
region saw the birth of historic towns, such as Neapolis, where the historian Thucydides
lived and worked Philippi, Thasos and Amphipolis.
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Kavala traces its history back to the 7th century B.C., when it was founded under the
name Neapolis, a colony of the islanders of Thasos. Later, as a seaport for the town of
Philippi, it experienced a certain growth during the era of the Macedonian state under
Philip.
The town fell to Roman hands and became an important Roman center. In 42 AD an
historic event took place in the region, the Battle of Philippi.The republican forces of
Brutus and Cassius are defeated by Marc Anthony and thus the road opens for the birth
of the Roman Empire, with Octavian as its first emperor. The town prospers with the
construction of Via Egnatia, connecting Dyrrachium with Byzantium, passing through
Philippi.
In 49 A.D., a historic event took place in the region. St. Paul chose it as the site for his
first sermon in Europe. In 49 AD, St. Paul makes his first sermon on the European
continent and baptizes the first European, a woman named Lydia, thus founding the
first Christian church in Europe.
The relocation of the Roman capital from Rome to Constantinople signaled the end of
the Roman colony and Philippi becomes an important Byzantine town.
Today, the visitor may see the impressive public and private buildings that have
increased the town prestige in history. The ancient theatre, originally built in the 4th
century, has been renovated and is in use to this day. The town market is very
impressive, with the Roman Forum dating back to the time of Marcus Aurelius (161-175
AD). The old Christian basilicas, massive jewels in the crown that is the archeological
site, are among the oldest Christian churches in the region. Finally, according to folk
tradition, St. Peter was imprisoned at the Roman cistern found in the city.
During the 8th century A.D., the town was known as Chrystoupolis. Following a series of
adventures and misadventures during the Crusades, the town was razed by the Turks
and fell to obscurity.
It reemerges around 1500 A.D., with its modern name, and soon develops into a major
port. Following the disastrous outcome of the Greek campaign in Asia Minor in the
1920’s, huge numbers of refugees flock to the city, spurring its impressive growth. The
city population increases, to almost 50,000.
The strategic importance of the region, the advantages it offered as well as its wealth
was famed all over the world since the archaic era. The presence of precious metals,
the abundance of wood and fertile lands, turned the region into a commercial and
trading center, the meeting point for cultures and tribes. These are the same
characteristics that make the region particularly important to this day.
In the early 16th century, the city was renamed Kavala and was inhabited by Greeks,
Turks and Hungarian Jews. Suleiman the Magnificent built new defensive works in the
city, as well as a new, imposing mosque and orders the construction of one of the most
impressive buildings in his empire, the city aqueduct (modern day Kamares).
Gradually, the commercial growth in the city strengthens the Greek presence. In the
18th century, Mahomet Ali, patriarch of the Egyptian dynasty hailing from Kavala,
benefits the city through the construction of major buildings, such as the Imaret, a
Muslim seminary and poorhouse. At the same time, the city sees its first commercial
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transactions with the West. By the end of the 18th century, French, Venetian and
English consulates operate in the city. During the next century the population of the
city increases to some 4-5 thousand people.
The Greeks are becoming the majority, as tobacco trading becomes the major business
in the region.At the beginning of the 20th century, Kavala is a Greek town with a
distinctively cosmopolitan air, thanks to the international tobacco trade.
Kavala was liberated by the Greek army in 1913. Today, the city is a major, modern
commercial hub, having succeeded in maintaining unaltered many of its traditional
aspects. Expansive squares, modern buildings and older, traditional houses with
verandahs, orchards and paved allies can be found all over the city.
In 1980’s the city of Kavala is experiencing its own industrial revolution with an
industrial area located outside of the city, outnumbering more than 40 industrial units.
The employment rate was rising high and the city was prospering. However, this
development lasted only for one decade. The automatization of the industrial
production, the emergence of the service sector by merely the financial motives that
the industries were given to invest to areas closer to the national borders- such as the
neighbouring Xanthe and Komotini- accelerated the closure of our industries and their
transportation further away. This post-industrial era continued throughout the 90’s
leaving behind industrial buildings vacant, added to the ones that the city used to have
in its tissue since its tobacco industry era.
Today, the city acquired a prosperous new commercial port and since the national road
system is trespassing Kavala is uniting not only the rest of Greece with North East
Aegean Sea but it is also become the access of most of the Balkan cities to the sea. It is
estimated that this port will boost once more the economy of the city as well as the
main economic sector of is such as the fishery and agricultural production of the regions
inland. The main goal is to tackle unemployment and bridge the gap that industrial
evolution left at the local market.
The city is now also investing in tourism and culture and is aiming at attracting more
Balkan tourists than the past now that the international relations conditions are
allowing it. It is already obvious that the tourist inflation at the area is more than
doubled and we are expecting this to augment even more over the next decades.
Description of organisation involved and individuals
Details for the contact with the city
Name of organisation
Municipality of Kavala
Address
10, Kyprou str
Postal code
65404
Town/City
Kavala
Region
East Macedonia and Thrace
Country
Greece
Website address
www.cityofkavala.gr
Details of Lead Coordinator
Name
Io Chatzivaryti
Phone
+30.251.0220796
Fax
+30.251.0220796
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Email
Area of responsibility
[email protected]
Mayors Consultant, MSc in Cities, Space and Society (LSE
2002)
Details for the contact with the Managing Authority
Name of organisation
MANAGING AUTHORITY FOR COMMUNITY INITIATIVE URBACT
II PROGRAMMES
Address
87 Michalakopoulou str,
Postal code
11528
Town/City
Athens
Region
Athens
Country
Greece
Website address
www.urban.gr
Details of Contact Person
Name
Phone
Fax
Email
Area of responsibility
Mrs. Manola
210-7474400, 210-7474540
210-7474555
[email protected]
Coordination of the Urbact Projects
Brief description of city council/ municipal structure
At the top of the municipal Structure lies the Mayor. Above him you can find the:
Mayor’s office, the Legal Consultants Office, the Mayor’s EU Projects Consultants and
the General Secreteriat.
At a second level we have the General Directorate of the Municipality divided into 8
sub-directorates: Administative Directorate, Accounting- Financial Directorate,
Technical Services Directorate, Quality of Life Directorate, Restoration Works
Directorate, Municipal Police Directorate, Citizen’s Services Directorate and IT
Directorate. Each one of them is sub-divided into departments.
Administative Directorate
It is the Directorate responsible for everything that has to do with the Municipality’s
person: hiring personnel, health insurances, calls for new personnel, contracts with the
personnel hired for a short term period, pensions, organisation of educational seminars
addressed to the personnel and organization of the already existing personnel. This
directorate is sub-divided into: the Human Resources Dpt., the Salaries dpt, the
Municipal Condition Control Dpt, Social, Cultural and Educational Affairs dpt. Municipal
Archives Dpt.
Financial- Accounting Directorate
Regulates everything that has to do with the financial management of the Municipality:
payment of taxes, fees, municipal leasing responsibilities, gives the permission for local
shops to operate as well as to upload their advertisement at municipal field, manages
the municipal accounting job as well as the payments control, regulates the supplies.
etc. The Financial Directorate is sub-divided into: Programming and International
Relations dept., Public incomes dpt, Accounting dpt, Cashier dpt, Supplies dpt.
Technical Services Directorate
Develops all the architectural, static, construction, restoration, electrical engineering
and any other technical study necessary. Also formulates the framework of the
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technical conditions that the supplies calls should have. Morever, it supervises the
progress of the technical works done by the Municipality and controls also the urban
plan and cadastre arising issues. It is subidivided into: Construction Works & Technical
Studies dpt, City Plan & Cadastre dpt, Urban planning dpt, Mechanical Engineering dpt,
Ligthing dpt.
Quality of Life Directorate
It is responsible for anything that has to do with the environmental preservation and
planning: green areas within the city, waste collection, data collection on enviromental
existing situation, liquid and solid waste management etc. It is also the directorate that
is responsible for the mobility affairs: transport management, citizen’s complaints and
request in terms of urban transportation, disabled people’s public transportation issues
etc. This directorate is subdivided into: Environmental preservation Dpt, Green spaces
dpt, Sweeping dpt, Public cemetary dpt, Public cars maintainance dpt, Mobility dpt.
Restoration Works Directorate
This is the directorate responsible for all the restoration works in the public buildings
owned by the Municipality, e.g.: schools, other municipal buildings, etc. Moreover, is a
service that offers the first aid in extreme events situations such as earthquakes, fires,
etc. Finally is the one responsible for the preservation of the road network, public and
open spaces, beaches. The directorate is sub-divided into: the buildings restoration dpt,
Road and public spaces preservation dpt, playgrounds preservation dpt.
Municipal Police Directorate
The Municipal police is a task force completely attached to the Municipality and paid by
the Municipal budget. It occupies 60 policemen responsible for the issues concerning
only the city of Kavala. In particular their responsibilities are analysed into: road
control, transportation control, illegal parking control, citizen’s complaints collection,
protection of the areas of high risk within the city, local shops permission to work
control. The Directorate is divided into: Control and Investigation department and
Service support office.
Citizen’s service directorate
It is the department that is in direct contact with the citizens. It provides them all the
necessary information as well as is the ones responsible for receiving and processing the
citizen’s application forms in various calls. Also, it is the directorate that represents
most of the administration services of the Municipality and can provide any kind of local
document that the citizen may seek for. That way it surpasses the bureaucratic
procedures of the Municipality. The Directorate is divided into: Citizen’s services
department and the Internal Communication department.
IT directorate
The directorate is responsible for everything that has to do with the Municipalities IT
infrastructure: development, restoration, support etc. The directorate is subdivided
into: Computerization Development department and the Technical Support department.
General information and demographic characteristics
Kavala is not a Capital City, but a Regional Capital.
Number of inhabitants
Unemployment rate
63.774 (census 2001)
14 %
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Income per capita
10.544€ (annual), 878 EUR/Month
Key Challenges for a sustainable development
1. Social
Social inclusion of the vulnerable social groups such as the drug addicts, the single
mothers and the low-income families is a struggle right now. In Kavala the drug
addiction is a major problem one that we still haven’t approached in an efficient way.
2. Economic
Tackle unemployment. Improve tourism provided services and invest even more in
tourism and culture. Provide motivation for new start-ups and create a fertile
environment for IT technology enterprises to locate in our city.
3. Environmental
Lack of space for housing. The property prices are ever expanding affecting also the
cost of the house purchase.
Lack of a holistic waste-recycling plan. Until now we have managed to operate just a
programme on urban waste recycling (merely sewage) but we have failed so far to
implement any more elaborate waste recycling programme. Now waste recycling is the
number one problem in the Mayors agenda.
4. Physical
The city is expanding towards its west end and is creating an ever emerging need for
further broadening of the administrative city limits. Since this is still not happening
urban sprawl incidents are starting to appear, ones that we still haven’t mapped or
done a plan for. The other end of the city, the east one is recently incorporated and the
LDP however, it is a derelict area characterized by a former army camp that acquired
most of the urban space and therefore there is a need for an organized regeneration
plan for this area to become attractive once more. The new LDP will include some new
areas providing a land use plan for them however, these areas as still small ones to
respond to the total needs of the citizens.
5. Organizational (Governance)
Greece is going through and administrational reform: one that is re-shuffling the
jurisdictions of both prefectures, regions and Municipalities. The role of the Municipality
is being strengthen in relation to the other two and new geographical units are being
created ones with more geographical extend and population. This reform is expected to
alleviate lots the urban profile of the Kavala however it will enable the city to promote
different housing options as well as to employment opportunities.
To the existing urban format the organizational pattern one founded in the polyphony of
three administrational levels we often experience huge delays in our transactions,
studies etc as well as tones of bureaucracy. Usually we are overcoming those obstacles
by appointing parts of our job to the external experts working in close relation to the
Municipality’s staff.
Strategies and Plans guiding the Land Use Management
1. National
At the national level, the planning is divided into: 1) financial and 2) Urban Planning.
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1) The financial planning includes: the National Development Plan and the National Plan
for the Regional Development.
2) The Urban Planning includes: The General Urban Planning and Sustainable
Development Framework, The Specialized Urban Planning and Sustainable Development
Framework
2. Regional
At the Regional Level we have the Regional Urban Planning and Sustainable
Development Framework, regulating the land uses management.
At the Prefectural level we have the Prefectural Development Programmes, however
these ones are funded by the EU and the Regulating Plans for the bigger cities that
belong to the Prefecture.
3. Local (City)
At the local level, in terms of planning we have the General Urban Plans as well as the
Plans for the housing regulation of the open city, the urban plans that aim at the
developing the city’s plan this is a plan enabling all the administrative activities
applying into the construction activities within the cities ( the urban plans are divided
into the urban plans for the expansion of the city limits and urban plans for the
update/alleviation of the city plans). Besides the generic urban plans at the city level
we also have specialized urban plans (implementation action plans, differentiation of
the street plans, environmental plans, geological plans etc)
At the Municipal level, the necessary guidance towards the land use management is
being given by the General Urban Plan (it’s accurate translation- urban plan its actual).
This Urban Plan captures in detail the existing situation in the urban tissue of the whole
Municipal land and is the one providing the environment for urban studies applying to
the areas within the Municipality. The context of this later is enables the experts later
to initiate a development plan for those areas in order to transform them into fully
functional urban ones. The General Urban Plan is a 20-year lasting one and Kavala is
now undergoing the last phase of the submission of the new one.
The experts conducting the General Urban Plan are also using series of other urban
studies made on specific parts of the city. For example the Municipality besides the
General Urban Plan are conducting regulating plans for land uses of a restricted urban
area that has a problem to be tackled; urban plans on the coastal areas, master plans
on the port function, transportation plans, etc. All of those studies are taken into
account by the experts when conducting the General Urban Plan Moreover, the
Municipality is handing in to the experts the studies made on the organized housing
zones as well as the new zones to develop housing uses.
The General Urban Plan along with all the other plans that the technical department of
the Municipality have, are becoming the major tools towards the land use management.
The General Urban Plan is the one:
- Providing the environmental directives of the urban planning
- Defining and measuring the importance of regenerating the problematic city areas
- Providing a unified planning for the whole administrative are of the Municipality
- Restricting the expansion of the city and avoiding the urban sprawl phenomena
- Safeguarding the green areas, mapped in previous plans
- Appointing the special institution/body that will control and promote the strategic
directives of the General Urban Plan and the related urban plans.
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After the approval and implementation of the General Urban Plan, the specific “urban
plans”: ones referring to restricted urban units, are the ones assisting the
implementation of the General Urban Plan and the ones that can provide the changes of
the existing land uses. For example: in order to get a permission to build a school you
need to take into account the specific urban plan that is function for the area and this
“Urban Plan” should respect the land uses characterization given by the General Urban
Plan. Ones that is happening you will easily get the approval you need to start an
“Implementation Study- Action” and after this approval to start building the school.
The “Urban Plan” is the planning document the provides a detailed planning for the
areas aiming at being included at the city’s plan or at the city’s extension plan
according to the conditions and directives described in the General Urban Plan. The
urban plans goals are:
- The detailed urban design of the area
- The drawing of the exact boundaries of the urbanized to be areas
- The boundaries of the public and social welfare spaces
- The boundaries of the private properties given to the inhabitants of the area
- The definition of the urbanization rules
- The land uses definition
- The conditions and restrictions in housing at the area
4. Neighbourhood / area based
The city is divided into smaller urban units-urban areas. Those areas’ character is
designated by the General Urban Plan, however their function is being oriented by
urban-units plans developed in specific for each area.
Decision-making and regulatory framework
1. Overview
The regulatory framework for the land use management is being merely provided by the
General Urban Plan of the Municipality. This is the document that is designating the
exact regulation applying at each area of the Municipality and according to this the
decision-making is happening. It is a plan providing the general framework applying at
the urban function of the city however not one that detailed to designate the exact
legal environment for each land use, it is giving the general development axis for each
area. The proposal of the land uses definition (that is just one of the thematics
analyzed within the General Urban Plan) is being submitted by the responsible urban
planners and the city council is giving their opinion towards their consolidation. Once
the City Council gives their opinion at the General Urban Plan and the way the uses are
defined, the Plan must be submitted for approval at the East Macedonia and Thrace
Region for its final and official approval.
Even though the General Urban Plan is providing the general framework for the land
uses definition within the city, however the specific urban plans are the ones getting
into more detail concerning those uses and are the ones necessary for each permission
applying to land uses by the citizens.
2. Role of municipality/city council
The Municipal role in land use management is coordinative, administrative and decision
making one. Is the body conducting the all so important General Urban Plan and also the
one supervising its implementation and designating the need for alterations when
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necessary. Moreover, is the body that underlines the need for regulating plans
supporting the general urban plan as well as urban development and regeneration
studies that are adjacent to the implementation of the General urban plan.
3. Role of county/regional authorities
The role of the Prefecture of Kavala is one supplementary to the Municipal in terms of
planning and regulating. The Urban plans of the prefecture include not only the ones of
the Municipality of Kavala but also the ones of the other 10 Municipalities consisting the
Prefecture. In that case, it enables the plans to be more holistic but more generic in
their details. However, they manage to include and define those zones between urban
tissues among the municipalities as well as the green areas characterized as urban
forests. The role of the Prefecture is highly important in areas such as the preservation
of the natural environment as well as the orientation of the urban uses and the
avoidance of conflicting urban uses close to areas of natural beauty.
The role of the East Macedonia and Thrace Region is to approve or reject the General
Urban Plan and comment on its implementation. The Region is a body following the
whole implementation procedure of the General Urban Plan and reports back to the
central government on that. Moreover, is the one to give the final approval on the
completion of the General Urban Plan’s implementation and therefore enable the pay
off of the work done.
Other than the above, the Regional administration is one coordinating a major funding
stream from the general government to the Municipalities that has to do with
construction of major urban works such as recycling systems, road construction, social
housing etc. In this case the role of the Regional Administration is not only coordinative
one but also one of a financial control.
4. Role of Managing Authority
In the case of the General Urban Plan and only we have a Managing authority that is an
in between body to the Municipality and the Ministry of Environment- that is funding the
Urban Plans. The role of this Managing Authority is to follow the implementation phases
of the General Urban Plan, to approve the funding of the accomplished parts and to put
forward the implementation according to the submitted time schedule.
5. Role of national authorities
The Ministry of environment is the one responsible for funding of the urban plans and is
also the one providing the directives as well as the regulating framework for the
completion of those. It almost never intervenes to local land uses issues, however is the
one to give the final approval for every plan that has to do with the land uses. The only
cases were that might happen is when the state owes a part of the urban land of a
Municipality and the land uses issue is referring to the part. There the Ministry is
intervening to protect the states interests.
Moreover, the Ministry may also fund partially some of the regulating plans supporting
those large-scale general urban plans. However, this is more common in the cases of the
metropolitan cities or for cities undergoing major restructuring ex cultural capital
cities, Olympic games hosting cities etc, major events hosting cities.
6. Role of private actors / others
The private actors are participating during the open dialogue at the development of the
general urban plan. Their views are taken into account when not representing specific
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urban interests. This two months open debate procedure is one democratic procedure
where all the private actors may be representing and part take and is a process much
valued by the experts developing the plan since it minimizes the cost of a false
interpretation of the local needs in planning.
Data Management related to Land Use
Data Management System
After the approval of the General Urban Plan and its putting into action, the land use
management is happening with the assistance provided by the already functional
cadastre of the city, the urban plans applied to specific areas as well as the previous
General Urban Plan (1986-2007), the transformational plans, the urban infrastructure
plans etc.
Technical Data
GIS and CAD
Data Share
All the data that are related to the Municipal land use management are being given to
EUROSTAT or ESPON either by the Prefecture of Kavala or the East Macedonia and
Thrace Region.
4.1.5. City-Region of Saint-Etienne (Epures)
Short description of the city as a whole
Location & population size
Second largest conurbation in the Rhône-Alpes region, Saint-Etienne Metropole consists
in 43 communes, representing around 400,000 inhabitants. Saint-Etienne and Lyon are
really integrated in terms of territorial dynamics: economic relations are really
developed, many workers of each city are living in the other one, the rail line between
Saint-Etienne and Lyon is the second most important regional relation in France.
The Lyon / Saint-Etienne metropolitan represents 2,9 millions of inhabitants.
Saint-Etienne is located very closely from large green spaces. They are very attractive
residential places and many households left from Saint-Etienne to leave in this spaces.
Strategic importance (i.e. regional capital, key port, regional transport hub, tourist
centre, scientific, or academic centre):
Saint-Etienne has around 18 000 students in Universities, High School,… but doesn’t feel
as an university city. There’s a lack of visibility of the University in the city. The city
has an international attractiveness in very specific scientific skills (optical, design,
medical technologies).
The accessibility of Saint-Etienne is limited by the edge of transport infrastructures:
railway, motorway (A 47), especially from Lyon. The building of a new motorway
between the two cities is in project (A45). The local airport has a very limited traffic.
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Key business & employment sectors
Saint-Etienne Métropole is located in France’s leading region for industrial equipment
items, and also plays a special role in various domains such as: Industrial equipment
/Medical technologies/Technical textiles / Optics and vision/Design/ Graphics/imaging
centre/Electricity, electronics, automation, industrial informatics.
Jobs in private sector in Saint-Etienne Métropole area (ASSEDIC, Dec. 2005)
Sector
Jobs
%
Industry
29,189
(26%)
Construction 8,878
(8%)
Tertiary
74,444
(66%)
Total
112,551
The main employers are
public: the municipal
administration, the regional
hospital and private clinics.
Only few big private
companies have their
headquarters in Saint-Etienne
(Casino). Most of the
companies are middle size
ones (between 10 and 50
employers).
Short historic & economic
overview (e.g. highlighting
whether the city is going
through a period of economic
growth, decline or stability)
Saint-Etienne’s city region has
faced a deep economic and
social crisis from the end of
seventies until the beginning of nineties. The delocalization of traditional production
activities in countries with low work costs and the restructuration of national energy
sector has lead to the closure of many big firms. Consequently medium size firms
working with big ones had to stop their activity.
The total number of employment is now near from the level before the crisis. But the
structure of employment has deeply been modified: most of employment has been
created in services. From one part the services are linked with industry activity
(logistic, engineering). From the other part jobs have grow in households services field
(social care, health,…).
Description of organisation involved and individuals
Details for the contact with the city
Name of organisation Agence d’urbanisme de la région stéphanoise (EPURES)
Address
46, rue de la télématique
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Postal code
Town/City
Region
Country
Website address
BP 801
42 952 Saint-Etienne
Rhône Alpes
France
www.epures.com
Details of Lead Coordinator
Name
DORMOIS Rémi
Phone
00 33 (0)4 77 92 84 02
Fax
00 33 (0)4 77 92 84 09
Email
[email protected]
Area of responsibility Housing, Land Use, Economics and social development
Details for the contact with the Managing Authority
Name of organisation
Préfecture de region Rhône Alpes
Address
31 rue Mazenod
Postal code
69003
Town/City
LYON
Region
Rhône Alpes
Country
France
Website address
http://www.rhone.pref.gouv.fr/
Details of Contact Person
Name
Karine Gordo Paquier
Phone
00 33 (0)4 72 61 65 96
Fax
Email
[email protected]
Area of responsibility
European Structural Funds
Brief description of city council/ municipal structure
Epures is a public body funded by French State and local authorities to realise studies
and consultancy about housing, transport, urban planning and economics or social
development.
Epures is structured in four departments:
- Housing, economic and social development leaded by Rémi Dormois
- Transport, environment leaded by Catherine Araud Ruyant
- Urban planning, urban design leaded by Alain Avitabile
- Support functions (secretariat,...)
35 people are working in Epures (architects, engineers, economists,...).
General information and demographic characteristics
Saint-Etienne is not a Capital City and not a Regional Capital
Number of inhabitants
Unemployment rate
2006
Income per capita
175.000 people for the city centre (2007),
378.000 people for the city region (2007)
9,6% (2006 – BIT definition), 17 900 unemployed people in
The median income by household was 15 340 € (2005 –
INSEE) (The median income by household was 16 929 € for
the Region Rhône-Alpes)
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Demographic information
The city region of Saint-Etienne (Communauté d’agglomération de Saint-Etienne
Métropole) has lost inhabitants from the middle of seventies. Between 1999 and 2006,
this decrease has been of 7000 inhabitants
(-2%). A migration rate very negative
explains this situation –36 000 people
between 1990 and 1999 (the natural gain
stays high: + 10 542 in the same period).
Recently, we note an increase of the
number of households: + 350 households by
year between 1999 and 2006.
The households with children represent
only 30% of total households in the city
region. The average number of people by
household is only.
Key Challenges for a sustainable development
1. Social
To stop demographic decline.
To stop social specialization (the departure of households with medium and high
financial capacities for economics or residential causes).
2. Economic
To maintain industry skills and to encourage innovation in this sector.
To develop employment in services of high value.
To structure the development of residential services to offer good jobs in this sector.
To maintain public jobs in a context of polarization in the national biggest metropolitan
areas of university, hospitals,...
3. Environmental
To keep a clear separation between urban and natural spaces. The quality of
environment is one of the most important qualitative asset in residential attractiveness
of the region.
4. Physical
To offer residential capacities inside the urbanized spaces before developing new
settlements in periphery.
To pursue the regeneration of the old industrial valleys (Ondaine, Gier) even if projects
have already been delivered on this areas (housing, public facilities, environmental
issues).
5. Organizational (Governance)
To develop cooperation between Saint-Etienne’s city region and municipalities located
in the north (fiscal solidarity to develop because Saint-Etienne has in charge the
superstructure costs and see firms leaving from its are to set up in the north).
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Strategies and Plans guiding the Land Use Management
1. National
No strategic document
2. Regional
The State has adopted a strategic planning document called the Directive Territoriale
d’Aménagement on the Lyon / Saint-Etienne metropolitan area.
Local authorities of Sud Loire have engaged the elaboration of a strategic spatial master
plan covering 117 communes and 510.000 inhabitants: The Schéma de coherence
territoriale Sud Loire. The project should be finalized for the end of the year.
To coordinate the 11 SCOT concerning the Lyon / Saint-Etienne Metropolitan area the
organizations in charge of their elaboration are meeting together. This is called “InterScot de l’aire métropolitaine lyonnaise”. But this process suffers from a lack of political
legitimation.
The Communauté d’agglomération Saint-Etienne Métropole has a housing development
plan since 2002: the “Programme Local de l’Habitat” (PLH). Its modification has started
in 2007 and should be finished for the end of the first semester of 2009.
3. Local (City)
The city of Saint-Etienne has a detailed spatial plan (plan local d’urbanisme, 2007)
which details the vocation and the urbanism rules for the different parts of the city.
4. Neighbourhood / area based
Several frameworks in land use management exist at operational area level:
- l’Etablissement Public d’Aménagement de Saint-Etienne (EPASE) has set up spatial
guidelines to organise the urban regeneration of the sectors integrated in the
boundaries of the “Opération d’Intérêt National”. Inside the OIN, the responsibility of
urban planning is given at EPASE.
- l’Etablissement Public Foncier Ouest Rhône Alpes (EPORA) has developed the same
framework on its operational sectors.
Decision-making and regulatory framework
2. Role of municipality/city council
The city council has in charge urban planning and urban design. It’s the city council
which allowed the building projects by references with the municipal urban planning
document (plan local d’urbanisme).
The city council proceed also at land use acquisitions in order to facilitate the
realization of public project (as example the building of social housing). This action can
be delegated by the city to EPORA l’Etablissement Public Foncier Ouest Rhône Alpes
(EPORA).
All the city’s competences concerning urban planning, land use management have been
delegated at the EPASE in the area called “Opération d’Intérêt National”.
The concurrence of municipalities concerning land use has changed with the
development of inter-municipal political institutional. The concurrence to attract firms
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(impact on municipal budget) has decreased with the instauration of the “Taxe
Professionnelle à taux Unifié” at region level. But the concurrence does exist on housing
(to attract new inhabitants means to increase municipal financial capacities).
3. Role of county/regional authorities
The housing and the economic development are inter-municipal competence from 2001
(Communauté d’agglomération de Saint-Etienne Métropole). The Communauté
d’agglomération de Saint-Etienne Métropole have actions in land use : subsidies to help
urban brownfields regeneration, acquisitions of land to develop new economic spaces,…
But the Communauté d’agglomération de Saint-Etienne Métropole has not a integrated
land use strategy.
The Department is competent in land use for the protection of environment and
agricultural spaces. But concrete actions are very limited except acquisitions of very
strategic environmental areas to protect them.
5. Role of national authorities:
The State allocates financial funds to the EPASE and the EPORA for their actions in
recycling brownfields.
6. Role of private actors / others:
The land property stays private. In France there’s no distinction between being property
of land and to use it to develop projects (difference with England context).
The private landowners are numerous. The largest brownfields have often already been
recycled which make more complicated the recycling land use actions.
The public private partnership in France has a old and a new history.
From the seventies exist the Zone d’Aménagement Concerté (ZAC). The ZAC is set up by
the municipality. Its implementation can be assured by the municipal administration or
public body or private developers. The ZAC is an operational procedure, which permits a
private public partnership:
- a contribution of private actors is obtained to fund public infrastructures and public
facilities. It must also respect the project objectives defined by the municipality.
- In “exchange”, the private actor obtain procedural securities to deliver its project.
Sometimes it will buy land at the municipality and can obtain lower prices.
The public private partnership is developed nowadays in a new direction. Public
administrations, hospitals, universities pay a rent at a private company which build
their project and exploit it. It’s a form of patrimonial externalization.
Data Management related to Land Use
Data Management System
SPOT Thema
This database gives information on land occupation and its evolution (1999/2005). The
utilization of this base must be limited at large scale because of limits in spatial
definition.
Recollement des Plans Locaux d’Urbanisme
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In the agency, we use also data concerning the detail urban planning documents
elaborated by municipalities.
The both data base are helpful to see the land use potential to develop housing or
economic activities in a municipality.
Cadastral plans sometimes digitalised
Technical System
SIG / Arc View
Data Share
No Data Share with ESPON or EUROSTAT
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4.2. Research Level – 3 Research Institutions
3 Institutions: CERTU, University of Karlsruhe, University of Ljubljana
The partner research institutions will be all described following the same scheme:
a. Short description of the University / Research Institute
b. Description of research department involved and individuals
c. General information of the university or research institute
d. Key Challenges for a sustainable development from your experience
e. Strategies and Plans guiding the Land Use Management from your experience
f. Experience in land use management
g. Evaluation and monitoring of land use management activities
h. Data Management related to Land Use
4.2.1. CERTU – Centre d’Etudes sur les réseaux, les transports, l’urbanisme et les
constructions publiques
Short description of the University / Research Institute
Size and national importance
170 employees, 900 documents already published
Network (also international) Partners and international recognition
- member and often pilote of the ministry’s scientific network
- lots of relationships with regional, national and international actors (university,
research centers, practioners associations, elected people associations, local
authoirities associations) in the different fiels the CERTU works on.
- for example for the urban planning and housing department:
international level : World bank (member of organization comite of the next urban
symposium in Marseille, 2009), participation to the next world urban forum (ONUHabitat) in Nankin, participation to ISOCARP symposium in Dalian....
national level: relationships with FNAU (fédération nationale des agences d’urbanisme),
ADCF (assemblée des communautés de France), AMF (Association des maires de France),
AMGVF (association des maires des grandes villes de France), SNAL (syndicat national
des aménageurs et lotisseurs), ADEF (Association des études foncières), ANRU (agence
de la rénovation urbaine)....
Regional level : relationships with the 3 urban planning agencies of Rhône-alpes’ region
(Lyon, Saint-Etienne, Grenoble), EPIDA (Etablissment public d’améngement de l’Isle
d’Abeau), Grand-Lyon, Rhone-Alpes région, mumbers of cities..
Description of research department involved and individuals
Details for the contact with the Research Department
Name of organisation
Centre d’Etudes sur les réseaux, les transports, l’urbanisme
et les constructions publiques (CERTU)
Address
9 rue Juliette Récamier
Postal code
69006
Town/City
LYON
Region
Rhône-Alpes
Country
France
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Website address
www.certu.fr
Details of Lead Coordinator
Name
Phone
Fax
Email
Area of responsibility
Pr. Dr. Sylvain PETITET
00 33 472 74 58 12
00 33 472 74 59 10
Sylvain.petitet@développement-durable.gouv.fr
Head of the unit “urban planning”
Brief description of Research Institute structure
CERTU is a technical agency of the French ministry for energy, ecology and sustainable
planning and development (MEEDDAT). It was created in Lyon in February 1994. The
main objective of CERTU is to buid up and share knowledge and methodologies available
on a broad variety of urban issues. CERTU has already published more than 900 books,
CD-Roms and software programmes.
CERTU constitues a link between the research world on the one hand and practioners on
the other hand. It also acts as an interface between stakeholders at national and local
levels.
CERTU is part of the minstry‘s scientific network which is composed of national
institutes and 7 regional centres working in close collaboration on issues relating to
infrastructure, transport and spatial planning. The regional centres provide CERTU with
local data, by carrying out case studies and is at its request. The network thereby
constitues a unique resource for CERTU.
One of CERTU’s primary strengths is its multidisciplinary nature and the diverse
profesionnal backgrounds of its team of 170 people comprising engineers, architects,
economists, urban planners, sociologists, geographers, computer specialists, etc. Its is
composed of 7 departments and its main domains of knowledge and expertise are:
- Urban planning and housing
- Cities and public facilities
- Mobility and transport
- Public transport : organization and systems
- Roads and public spaces
- Road safety and traffic management
- Urban environment
- Geographic information
General information of the university or research institute
CERTU is a National Institute
Number of Employees in total
Number of employees in department
Staff information
170 employees (no student)
25 employees
5 specialists or experts specific working on
urban planning and land management issues
Key Challenges for a sustainable development from your experience
1. Social
Social mixity, population decline in city centers, elderly in cities
Deprived districts and educational and poverty problems in these districts
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2. Economic
Relationships between universities, research centers and economic actors
Economic decine of industrial cities
Unemployement, especialy in deprived districts
Financing of public facilities (for example public transport)
3. Environmental
Nature in cities, preservation of agricultural and green spaces in the outskirts.
Preservation of urban and natural landscapes
Pollution due to the use of cars , congestion in cities
4. Physical
Urban sprawl
Links between urbanization aresa and public transportation
5. Organizational (Governance)
Improvement of intermunicipal cooperation, coordination between the different
decision levels (Région, département; SCOT, metropolitan level, commune).
Participation of inhabitants in the definition and implementation of public policies
6. Others
Problems of land use for housing and activities. Location of urbanization areas
Strategies and Plans guiding the Land Use Management from your experience
These are the different planning document France has developed at different levels. All
have an impact on land use management (see JF GUET, From the European spatial
development perspective to local urban plans: city and regional planning in France,
CERTU, Lyon, 2008).
1. National:
Schémas de services collectifs (8, for example transport, natural and agricultural
spaces)
2. Regional:
Directive territoriale d’aménagement (DTA)
Schémas directeurs d’Aménagement et de gestion des eaux (SDAGE)
Schémas d’aménagement et de gestion des eaux (SAGE)
Chartes des Parcs naturels régionaux (PNR)
3. intermunicipal (different scales)
Schéma de cohérence territoriale (SCOT)
Plan de déplacement urbains (PDU)
Programme local de l’habitat (PLH)
3. municipal:
Plan Local d’Urbanisme (PLU)
Experience in land use management
CERTU has developped studies and published documents on different spatial planning
tools: SCOT, PLU, PDU, PLH, (a few in english) and on land management
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For example:
Le Schéma de cohérence territorial, contenu et méthodes, CERTU, 2003
SCOT et déplacements, problématique et méthodes, CERTU, 2004
La prise en compte de l’habitat et du foncier dans les SCOT ,CERTU, mai 2006
JF GUET, From the european spatial development perspective to local urban plans: city
and regional planning in France, CERTU, Lyon, 2008
Le Projet d’aménagement et de développement durable du PLU, CERTU, 2002
Les outils de l’action foncière au service des politiques publiques, CERTU, 2006
S.PETITET, Land use policy for urban development, the french experience, CERTU, 2008
(to be published)
FNAU, Kaleidoscot, CERTU-FNAU, 2008 (to be published)
See also
S.PETITET, JF GUET, How to restrain urban sprawl? The french way, Paper for 44th
ISOCARP Congress, Dalian, 2008
Data Management related to Land Use
Data Management System
The major part of the data we use are produced by INSEE or the ministry of ecology ,
energy and sustainable development (MEEDDAT).
It can be general data computed in some important data bases or more specific and
local ones produced by some local services of MEEDDAT.
Technical System
In the Urban planning and Housing Department of CERTU there is a special team working
on data management and GIS using mostly MapInfo
Data Share with ESPON and/or EUROSTAT
No
4.2.2. University of Karlsruhe
Short description of the University / Research Institute
Size and national importance: National importance, technical university
University: The university of Karlsruhe and national research centre of Karlsruhe as one
of the biggest science and engineering research institutions in Europe is merging to the
Karlsruhe Institute of Technology (KIT). With roundabout 8000 employees and an annual
budget of about 700 million Euros, KIT is becoming a leading institution in selected
science disciplines in the world.
With the decision of the Federal Republic of Germany and the federal state of BadenWürttemberg to have both institutions merge in a public corporation from 2009, the
legal and political prerequisites have been created for the trend-setting KIT model.
Description of research department involved and individuals
Details for the contact with the University Department
Name of organisation
University of Karlsruhe
Institute of Urban and Regional Planning
Address
Post box 6980
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Postal code
Town/City
Region
Country
Website address
76128
Karlsruhe
Baden-Württemberg
Germany
http://www.isl.uni-karlsruhe.de/
Details of Lead Coordinator
Name
Phone
Fax
Email
Area of responsibility
Dr. Dirk Engelke
+49 721 6082294
+49 721 691669
[email protected]
Lead Project Coordinator
Details for the contact with the University
Name of organisation
University of Karlsruhe
Institute of Urban and Regional Planning
Address
Post box 6980
Postal code
76128
Town/City
Karlsruhe
Region
Baden-Württemberg
Country
Germany
Website address
http://www.isl.uni-karlsruhe.de/
Details of Contact Person
Name
Phone
Fax
Email
Area of responsibility
Prof. Dr. Joachim Vogt
+49 721 6082294
+49 721 691669
[email protected]
Head of Institute
Brief description of University Department
The University of Karlsruhe, which recently won the German government’s Excellence
Initiative and now counts as one of three elite universities in Germany, sets a high value
on the close linking of research and education.
The Institute of Urban and Regional Planning (ISL) is a subdivision of the Department of
Civil Engineering, Geo- and Environmental Sciences at the University of Karlsruhe,
Germany.
The Institute of Urban and Regional Planning focuses among others on the following
topics: significance and challenges of local and regional spatial planning; management
and Infrastructure planning; planning strategies and methods; EDP-based instruments of
spatial planning; project management; congresses on particularly important questions
of spatial planning.
The ISL works close together with the Institute for Regional Science (IfR, planned fusion
in 2009), also belonging to the Department of Civil Engineering, Geo- and Environmental
Sciences, which focusses on the regional science and regional planning level. A masters
program is targetting mainly planners from developing countries.
General information of the university
National University - University of Karlsruhe, Region: Baden-Württemberg, Germany
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Number of students in total
About 17.700 students in total,
about 3.200 foreign students
About 4.000 employees in total
Number of students in department About 1.500
Group ISL: Research knowledge and project experience on spatial planning and land use
management in particular, both on local and regional scale
IfR: Enhanced knowledge dissemination through teaching activities and alumni network
(masters program for students from developing countries)
Key Challenges for a sustainable development from your experience
1. General:
Integrative approach with social, economic and ecological issues, adapted to the
specific conditions of a city or a region and with a high grade of participation and on the
base of governance organization. Specialized in infrastructure planning and land use
management.
1. Social
Management of demographic change and migrant dynamics on a local and regional level.
Especially concerning adopted needs and infrastructure requirements
2. Economic
Running public and private infrastructures. Better development conditions for
enterprises and their clusters on a local/regional level
3. Environmental
Development of Urban and Regional Ecology with concepts and instruments as important
tools for sustainability like e.g. climate change
4. Physical
Methods and instruments in physical planning on all scales of planning. State, region and
local plans.
5. Organizational (Governance)
Different forms of cooperations (formal and informal) between between communities,
communities and regions and local/regional governments as well as other stakeholders
like chamber of commerce, NGOs aso.
Strategies and Plans guiding the Land Use Management from your experience
1. National:
- Leipzig Charta on sustainable urban management
http://www.bmvbs.de/Raumentwicklung-,1501.982764/
Leipzig-Charta-zur-nachhaltige.htm as well as the national strategic plan towards an
integrated city development policy (Nationaler Strategieplan für eine integrierte
Stadtentwicklungspolitik)
- REFINA program of national ministry for research and education. The biggest national
research program on strategies for reducing land use http://www.refina-info.de/en
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- MORO (Modellvorhaben der Raumordnung = pilot projects of spatial planning)
Regionales Flächenmanagement = Regional land use management (since 2000 part of the
pliot projects of the German Federal Office for Building and Regional Planning with
some 30 projects and documentations).
http://www.bbr.bund.de/nn_21288/DE/Forschungsprogramme/
ModellvorhabenRaumordnung/modellvorhabenraumordnung__node.html?
__nnn=true
- "Strategies and instruments to limit excessive land use in Germany"
A proposal to the German Council for Sustainable Development. Barbara Malburg-Graf,
Angelika Jany, Metke Lilienthal & Frank Ulmer. Proceedings of the 2nd International
Conference on Managing Urban Land.
http://www.nachhaltigkeitsrat.de/veroeffentlichungen/bestellservice/
bestelldokumente/studie-erfolgsfaktoren-zur-reduzierung-desflaechenverbrauchs-in-deutschland/?blstr=0
2. State/Regional:
- Joint action of the State of Baden-Württemberg “Fläche gewinnen” – winning land to
use.
www.um.baden-wuerttemberg.de/servlet/is/8373/
- Different documents on the MELAP-program, state of Baden-Württemberg
http://www.melap-bw.de
- Report of the project "Landscape fragmentation in Baden-Württemberg”
(="Landschaftszerschneidung in Baden-Württemberg"). of the State Authority for
Environment Protection of Baden-Württemberg.
http://www2.lubw.baden-wuerttemberg.de/public/
abt5/landschaftszerschneidung
- Studies and guidelines on the local land use management of the Bavarian State
Ministry of the Environment, Public Health and Consumer Protection
http://www.stmugv.bayern.de/umwelt/boden/flaechensparen
3. Local (City):
- Documents concerning the Research program “Circling Area” (“Fläche im Kreis”) as a
part of the Research program ExWoSt /Experimental Housing and Urban Planning) of the
German Federal Office for Building and Regional Planning and the German institute of
urbanist: http://www.flaeche-im-kreis.de
4. Neighbourhood / area based:
- Restructuring cities (Stadtumbau West/Ost)
- national strategic plan towards an integrated city development policy (Nationaler
Strategieplan für eine integrierte Stadtentwicklungspolitik)
5. Others
Documents on the information platform „inner development“ of the Institute of Urban
and Regional Planning at the University of Karlsruhe.
http://www.isl.uni-karlsruhe.de/wwwprojekte/innenentwicklung/plattform/index.htm
Experience in land use management
The LP has various experiences in land use management on different project scales: On
local (NBS, Murgtal) regional (MORO RESIM, RAUM +) and European scale (PROSIDE). The
LP is publisher of various articles, work reports and books about sustainable urban
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management. LP’s experience in European networks: PROSIDE (INTERREG IIIb, LEADER),
National and European research networks.
Experience of the LP’s named officer in charge of leading the network: The LP’s named
officer in charge has a wide range of experience in national funding (REFINA by German
Federal Ministry of Research, BWPLUS by the state of Baden-Württemberg) and
European Funding (INTERREG, LEADER, FP7).
He is member of national and international professional bodies and networks like
ISOCARP, CORP, ARL, SRL, …
Evaluation and monitoring of land use management activities
Accompanying Monitoring
The monitoring of land use is the mayor key for a sustainable land use management.
The core of this evaluation is to stimulate sustainable land use therefore the monitoring
is oriented on activation and involving actors and less an evaluation in a German sense
of control.
There are two approaches for responsibilities on evaluation of land use. One is a central
database on the state level (projects like RAUM+). The other approach is to keep the
data in responsibility of the most appropriate actor in land use, the city (projects like
FLAIR).
If the focus is stimulating actions for sustainable land use it seems to be more
appropriate to keep the data in responsibility of the most appropriate actor in land use,
the city level.
h. Data Management related to Land Use
Data Management System
The Institute of urban and regional planning developed an own methodology to record
land use data, to build up a land use management system and to bring it into decisions
on land use. This methodology based on an actor oriented approach supported by
internet technology.
Technical System
Broad experience with technical and methodological aspects of information systems.
Like e.g. common Geographic information systems (GIS) like ESRI products (ArcGis,
ArcView) as well as internet based and geocoded tools developed by the Institute of
urban and regional planning like layer technologies, SVG.
Data Share with ESPON and/or EUROSTAT
No, not at the moment. We are in preparation to build a cross-border dataset within
ESPON.
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4.2.3. University of Ljubljana
Short description of the University / Research Institute
Size and national importance: National importance: UL is the largest and the oldest
university in Slovenia and a leading scientific institution in Slovenia. Department of
Geography was established in 1919 as part of the Faculty of Arts. It represents the
leading geographic educational institution in Slovenia as well as one of the leading
research institutions in Slovenia in the field of physical and human geography, regional
development, spatial planning, environmental assessment, etc.
Description of research department involved and individuals
Details for the contact with the University Department
Name of organisation
University of Ljubljana
Faculty of Arts, Department of Geography
Address
A‰kerãeva 2
Postal code
SI-1000
Town/City
Ljubljana
Region
Central Slovenian NUTS 3 (statistical)
Country
Slovenia
Website address
http://www.ff.uni-lj.si
Details of Lead Coordinator
Name
Phone
Fax
Email
Area of responsibility
Natasa Pichler-Milanoviç
+386 1 241 1487
+386 1 425 93 37
[email protected]
Project Coordinator (Slovenia)
Details for the contact with the University
Name of organisation
University of Ljubljana
Faculty of Arts, Department of Geography
Address
A‰kerãeva 2
Postal code
SI-1000
Town/City
Ljubljana
Region
Central Slovenian NUTS 3 (statistical)
Country
Slovenia
Website address
http://www.ff.uni-lj.si
Details of Contact Person
Name
Phone
Fax
Email
Area of responsibility
Prof. dr. Valentine Bucik
+386-1-241 1000
+386-1-425 9337
[email protected]
Dean of the Faculty of Arts
Brief description of University Department
The University of Ljubljana was established in 1919, remaining the only Slovenian
university for half a century. It ranks as a very large university, with more than 63,000
graduate and postgraduate students. Approximately 4000 higher education teachers are
employed in 22 faculties, 3 arts academies and one university college. The University is
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based in Ljubljana, the capital city of Slovenia, where university students account for
more than one-seventh of the city population, giving the city a youthful and lively
character. The University of Ljubljana practices basic, applied and development
research, striving for excellence and quality of the highest standard in all fields of
science and arts, such as the humanities, social sciences, linguistics, arts, medicine,
natural sciences and technology. Over one half of the study programmes in the
2007/2008 academic are offered according to the Bologna Declaration. The University
also promotes interdisciplinary and multi-disciplinary studies. Achievements in the fields
of science and arts are shared with other universities and institutions carrying out
scientific research. The University works in co-operation with various other institutions
in both the public and private sectors, with the government and local authorities as well
as other civil institutions.
The Department of Geography was established in 1919 and is part of the Faculty of Arts
at the University of Ljubljana. It represents the leading geographic educational
institution in Slovenia as well as one of the leading research institutions in Slovenia in
the field of physical and human geography, regional development, spatial planning,
environmental assessment, etc. The departmental staff consists of nearly 40 staff
members and 500 graduate and post-graduate students, research centre, library,
physical, GIS and cartographic laboratories, contact points for the Association of
Geographical Societies in Slovenia, Young Geographers and ALUMNI Association. The
Department of Geography consists of seven Chairs: Social Geography, Regional
Geography, Regional is and Planning, Environmental Protection, Tourism, Physical
Geography and Didactics. The Department of Geography regularly publishes the
scientific journal Dela (Works) in which scientific articles from different fields of
geography and related disciplines are published. Department of Geography is active in
scientific and applied research projects focused mainly on spatial planning, urban and
regional development, environmental assessment is, rural development, geography of
tourism, applied geo-informatics, GIS, etc., for different ministries, local and regional
authorities in Slovenia, the European Commission, and other institutions. The
Department of Geography co-operates closely with many geographical and other
educational and research institutions and universities from Europe, North and South
America, and is also participating in international research and cooperation programmes
(FP, INTERREG, ESPON, ASO, TEMPUS, SOCRATES, bilateral, etc.), e-learning activities,
etc.
General information of the university or research institute
University of Ljubljana is a National University as Capital University.
Characteristics of the University, University Department
Number of students in total About 63.000 students in total
About 4000 employees in total
Number of students / employees in department
Number of employees: 40
Number of students: 500
Department of Geography has research knowledge and project experience on spatial
planning, urban and regional development and land use management, both on local,
regional and national scale
Enhanced knowledge dissemination through teaching activities, alumni network,
research network
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Key Challenges for a sustainable development from your experience
1. Social
Management of demographic change and migration dynamics on a local and regional and
national level in the context of economic and social cohesion.
2. Economic
Integrating infrastructure and economic development with land use management at the
local, regional and national level.
3. Environmental
Development of anti-sprawl environmental policy instruments (polluters-pay-principle)
as important tools for sustainability.
4. Physical
Methods and instruments in land use and physical planning in national, region and local
plans.
5. Organizational (Governance)
Different forms of cooperations (formal and informal) between local communities,
regions and local/regional governments as well as other stakeholders like chamber of
commerce, NGOs aso.
Strategies and Plans guiding the Land Use Management from your experience
National:
- Leipzig Charter on sustainable urban management (2007
- Territorial Agenda of the EU (2007)
- CEMAT (2003): Ljubljana Declaration on the Territorial Dimension of sustainable
development
- European Spatial Development Perspectives (1999)
- National Development Programme with National Strategic Reference Framework 20072013 (2007)
- National Development Strategy of the Republic of Slovenia (2005)
- Spatial development Strategy of the Republic of Slovenia (2004)
- Spatial Planning Act (2002, 2007)
- Applied research program CRP “Competitiveness of Slovenia 2007-2013” of the
national Agency of Research and Development in cooperation with the Ministry of
Environment and Spatial Planning on innovative policy strategies and instruments for
sustainable urban and regional development.
Local:
- Regional development programme of Ljubljana urban region 2007-2013
- Regional Spatial Development Concept of Ljubljana urban region (2009)
- Spatial Development Plan of the City Municipality of Ljubljana (2008)
Experience in land use management
Natasa Pichler-Milanoviç has various experiences in land use management on different
project scales: local, regional, (inter)national and publishes various articles, work
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reports and books about sustainable urban management. She is member of national and
international professional associations and networks like ISOCARP, ENHR, IGU, etc.
- INTERREG III B CADSES »Strategy for a Regional Polycentric Urban System in CentralEastern Europe Economic Integrating Zone« (RePUS) (2005-2008).
- COST ACTION: A26 European City Regions: Reconciling Competition and Cohesion in EU
territories (2004-2007);
- 5. FP EU »Urban Sprawl: European Patterns, Environmental Degradation and
Sustainable Development« (URBS PANDENS) (2002-2005);
- ESPON 1.1.1 Potentials for Polycentric Development in Europe (2002-2004);
CRP »Competitiveness of Slovenia« 2000-2006, 2007-2013
2006-2008
»Links between policies and standards for sustainable spatial
development of towns and other settlements in wider urban areas«
2006-2008
»The role of small and medium size towns for functional urban areas«
2003-2005
»Land use policy instruments in Alps-Adriatic region«
2004-2005
»How to resolve causes and consequences of urban sprawl in Slovenia«
2002-2004
»Unplanned urban sprawl – the challenge for sustainable development«
2000-2002
»Spatial development concept of Slovenia«
Local:
2008-2009
»The role of strategic planning, comparative EU data and GIS for spatial
development of Central European cities. Ljubljana and Belgrade«.
2006-2009
»SmartCities«: ranking of European medium-size cities«.
2005-2007
»Housing policy for the City Municipality of Ljubljana: housing strategies,
financing and accessibility«
2005-2006
»Environmental impact assessment of spatial development of the City
Municipality of Ljubljana 1990-2015«.
2005-2006
»Challenges of Urban Governance: Planning, Efforts, Cooperation and
Participation (Vienna-Ljubljana-Belgrade)«.
2000-2003
»Comparative and competitive advantages of Ljubljana in the process of
European integrations«
Evaluation and monitoring of land use management activities
Land use programme and activities: policy evaluation and monitoring of land use change
at the national and local level using different data and techniques
Responsible were different ministries and government offices, statistical and land
surveying office, NUTS 5 municipalities and research time-series database
Key results and recommendations of that evaluation / monitoring: use of appropriate
indicators at the national, regional and local level for monitoring of land use
Data Management related to Land Use
Land use Data
Statistical Office of the Republic of Slovenia (census data, annual registries on
population, employment, land use, real estate, etc);
- Land Surveying Office of the Republic of Slovenia (land use, land registry, ownership,
territorial units, etc.)
- Property information (asking prices, transaction prices, etc.)
- GIS applications developed at the Department of Geography
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Technical System
Broad experience with technical and methodological aspects of information systems e.g.
GIS like ESRI products (ArcGis, ArcView) as well as internet based and geocoded tools in
urban and regional planning.
Data Share with ESPON and EUROSTAT
Not officially at the moment, but participate in ESPON and EUROSTAT projects
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5. Clusters and Best Practices
5.1.
Problem clusters
On the basis of the questionnaires of the eight partners, the following main key
problems can be identified:
1. Lack of infrastructure for land use management
2. Deficit in Governance
3. Lack of Land Use Strategy
4. Problems of Urban Sprawl and lack of instruments
5. Lack of vertical integration of instruments and services
6. Internal bureaucracy
7. Lack of inter-communal cooperation
8. Involvement of people not existing
9. Limited horizontal cooperation
10. Problems of use and management of data
11. Deficit in environment and environmental measures
12. Short term projects
1. Lack of infrastructure and capacities for land use management
In the case of different partners (e.g. Baia Mare), there is a demand for competent
institutions in the field of land use planning and land use management. Unfortunately,
some institutions are very limited in their capacities. It is evident that there is the need
for adequate infrastructures, like common local authorities (in France “Association de
communes” – association of local communities), which could help and provide services
as well as technical support in the different fields of land use management.
2. Deficit in Governance and with PPP
Some partners have difficulties in governance and land use, by integrating public and
private sector responsibilities (e.g. Epures), capacities, funding etc. in the
implementation process. The governance activities of municipalities, together with the
private sector and their private capital, are an important issue. Public and private
actors have to learn together the management process, the aims and priorities of
projects. The way to conclude “PPP Contracts” and to mobilise private actors are
essentials for governance.
3. Lack of Strategic Planning
Furthermore, politicians are still not aware about the importance of strategic planning
(e.g. Bytom); strategic planning connected to land use and governance on different
levels and scale should be supported.
4. Problems of Urban Sprawl and lack of instruments
Many municipalities and regions have problem to deal with Urban Sprawl and the lack of
instruments (e.g. Epures, Kavala, CERTU, Ljubljana). There is a need for clear
instruments and responsibilities to manage the land use and urban sprawl.
5. Lack of vertical integration of instruments and services
Due to integration in Europe, expanding globalisation and competition (see chapter
2.2.2. – 2.2.3), cities are not able to develop strategies and to deal with management
issues (e.g. Karlsruhe, Epures, Baia Mare). Lack of cooperation, or weak cooperation
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exists between the different levels of administration; agreement on policy objectives or
on planning aims is blocked or difficult. Contradictions between policies on national
regional or local levels are often the case.
6. Internal bureaucracy
This aspect came out from our partners in Greece; it seems to be a strong “brake” to a
sustainable and integrated development, as bureaucracy and the complicated ways of
decision are more producing a loss of energy and power as effective planning and
implementation.
7. Lack of inter-communal cooperation
Cooperation on the municipal level is crucial and necessary to get sprawl under control,
to manage the land use and make cities attractive: the problem has been identified by
some partners (e.g. CERTU, Baia Mare). Administrative borders do not make cooperation
easier, cities are competing each other by trying to attract business parks or
commercial centres (on the green edge), and therefore may provoke competition and
not wishful or unsustainable development. Other policy fields affected by this problem
are transport infrastructure, land use zoning, housing, nature protection, use of natural
resources as well as phenomena like urban sprawl, or sub and peri-urbanisation.
Unfortunately, spatial development planning stops at the city border, further
development and integration in the regional context is not considered, and integrated
strategies on the inter-communal level are needed.
8. Involvement of people not existing
By not involving people, municipalities or regional bodies may meet difficulties in
developing urban issues. This topic will be one of the main issue of the LUMASEC
project. Citizen’s participation has to be considered as the key to success of planning
implementation, sharing vision and reality. Not involved people may reject projects for
the simple reason that they have not been “discussed”. Furthermore, municipalities or
regional bodies should learn from this process and should be able to share public
interests with inhabitants.
9. Limited horizontal cooperation
Fragmentation of responsibilities on the horizontal level should be avoided (e.g.
Karlsruhe, CERTU): problems of competences, responsibilities or interests conflicts in
the planning and implementation process reduce considerably the chances of
sustainable and effective development.
10. Problems of use and management of data
All partners were asked if they are using data management or exchanging data with
ESPON or EUROSTAT; most of them are working with data, some partners very well
(Bytom), but it can be said that there is a lack of harmonised data, and consequently a
lack of tools for data management. This topic will be also considered by LUMASEC and
will be one of the main issue too of the Working Group.
11. Deficit in environment and environmental measures
Sustainability and environment are not enough supported by decision makers and actors;
there is a need for constructive participation and cooperation among the actors and a
need for an integrated environmental policy (e.g. Bytom, Baia Mare).
12. Short term projects
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The incompatibility between long-term perspective of land use and the short-term
interests of project developers is a concern by some partners (e.g. Epures).
5.2. Exemplary projects - good practices
Good references in land use management
There are some European cities with good practices in management of land use;
proposed are here the cities of Rennes, Munich and Stuttgart, but also the german
national initiative “Flächenimkreis”
City of Rennes
The City of Rennes, France, the capital city of the Bretagne, developed recently a
future-oriented strategy, “Pour une métropole européenne du XXIè Siècle”, which is
structured in three parts:
- Rennes Metropolis creative and learning
- Rennes Metropolis social and interdependent
- Rennes Metropolis undertaking and open
In this document, Rennes Metropole is enhancing first the point of creativity and
diversity. To be creative means, that the learning infrastructure (schools, universities)
should be developed towards an international level, as well as the “collective
intelligence” of the territory.
Furthermore, the city develops with the instrument “PLH – Plan Local de l´Habitat”
(Local Plan for Habitat) a land use concept for the entire metropolis. This Local Plan is
integrated in a land policy and a market analysis.
And the third part consists in the support of companies, the creation of jobs and the
quality of life.
Especially the second part is interesting related to LUMASEC; here, the city developed a
land policy (“politique foncière”) oriented to the real estate market. The Metropolis
“fixed” the affectation and the price of land through the tool of the ZAD (Zone
d’Aménagement différé – differed urbanisation zone), which permitted to control the
urban development on a total of 3.350 ha; a speculation was impossible. Also the ZAD
permitted to have a pool (reserve) of land for multiple purposes. Since 1994 and until
now, only 20% were urbanised. The plans are connected to the Instrument of Local Plan
of Habitat PLH.
City of Munich
As the capital of the Bavarian federal state, Munich’s region is one of the economic
booming region of Germany, with strong relationship to Austria, Italy and the new
member states in Eastern Europe. Since 1950, the population of the Munich
metropolitan area has doubled to 2.6 million, and jobs have trebled to 1.3 million. The
space requirements per inhabitant and workplace are constantly rising, and an end is
not in sight. Space is also required for new metropolitan uses and infrastructure
elements, such as recreation parks and shopping centres.
Munich is a conurbation, an agglomeration of urban communities consisting of the city
itself and 185 lesser municipalities located in eight administrative districts. In fact,
Munich’s varied relationships and interests reach far beyond the immediate region.
Therefore, efficient new traffic systems are to compensate for the consequences of the
city’s expansion. Linear compact developments have come about along the existing
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suburban fast-train line between downtown Munich and the airport, and such ribbon
development is ousting centralised structures. As a consequence, the greater Munich
Region is increasingly characterised by metropolitan areas and a stagnant periphery.
Fortunately, the compact inner-city development strategy pursued by the city is slowing
down the suburbanisation process of the built-up areas out in the region.
During the last decades, the Munich area has remained exceptionally compact, when
compared to many other European cities. This success can be found in the planning
options decided after the second world war, to rebuild the totally destroyed historical
centre like it was, combined with a park and traffic ring.
In 45 years of urban planning, Munich has evolved a model marked by adaptation of the
system and its aims according to the changes in the environment. Based on continuity
rather than radical change, this evolutional method fits well with the city’s major
development issues. The structural link between planning and growth is an important
strength of city’s approach. (Vancutsem, 2008)
Munich’s first urban development plan in 1963 included both economic and spatial
elements, with transport organisation and suburban railways. One of the main aspects
was the idea of polycentric development along the railway lines. The second plan,
drawn in 1975, was very close to the first one, and reacted on the increasing
employment in the city centre and the concentration of habitat in the periphery. The
third one, produced in 1983, introduced the ecological dimension. In 1992, Munich was
facing two new challenges: a saturation in terms of spatial development, and an upward
economic trend. It was the time to think about a new urban development programme,
which could be described as a synthesis of its three predecessors, addressing the
spatial, economic, spatial and environmental problems, combined with the criteria of
sustainable development. It was the start of the “Perspective Munich”, a new tool for
integrated urban development.
Since then, three main projects have boosted growth in the Munich region: the
relocation of the Munich airport to the north-east of the city in 1989, the relocation of
the industrial fairgrounds to the site of the old airport at the site of the
“Theresienhöhe” into housing and offices in 2002, and the re-conversion of the railway
brownfields in the city centre in 2006. These related projects are variously
characterised by spatial expansion, structural and functional concentration, and
mobility. Huge abandoned sites are being filled with mixed-use, compact development.
For example, the new 556-hectare development springing up around the new Munich
trade fair centre in Riem provides rooms for 16.000 inhabitants and 13.000 jobs, while
the new 41-hectare quarter at Theresienhöhe is able to house over 1.500 residential
units and 5.000 jobs.
The “Perspective Munich”, tool for integrated urban development
The Perspective Munich is an urban development concept, which has been adopted by
the city council in 1998; it is reflecting the cooperative planning culture and constitutes
an evaluation standard for planning and projects in all areas of communal existence.
Many of projects started in 1998 have been today realized, new principles and projects
have been added in 2002 and 2005.
From the beginning, important questions were discussed, such as “what will be the face
of Munich in the next twenty or thirty years?”, or “What are the needs of quality of life
and work in the future?”. Instead of delivering a catalogue of goals, the document
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consists of guidelines formulating principles to be implemented, e.g. in pilot projects.
Thus, the Perspective is more a flexible guide than a rigid plan.
Two main principles were guiding the Perspective, sustainability and urbanism, and the
guidelines, that set the goals for individual topics:
- Orientation Projects that exemplify these guidelines;
- An urban planning report, which sets out current urban planning trends and tendencies
every two years;
- A link with an extensive administrative reform process;
- Active public relation and participation of all stakeholders, i.e. district committees,
businesses, associations, clubs, etc.
Guiding principles and projects
The 13 guiding principles of the Perspective Munich have been set out for a long-term
urban strategy, giving a flexible framework to decision-makers and stakeholders.
1. To safeguard and promote economic prosperity
2. To improve cooperation in the region – enhance the competitiveness of the economic
area
3. To safeguard social peace through socially-minded local government policies
4. To strengthen individual districts trough local development
5. To create future-oriented settlement structures through qualified internal
development – “compact-urban-green”
6. To preserve the form and appearance of the city of Munich and promote new
architecture
7. To maintain and improve mobility for all road and transport system users and manage
traffic and transportation to the benefit of the city
8. To safeguard internal harmony through local security, social, educational and cultural
policies
9. To seize the opportunities offered by new media and promote improved basic
services, public access, media competence and the media industry
10. To develop ecological standards and safeguard natural resources
11. To safeguard Munich’s leisure value by offering varied facilities for different target
groups
12. To promote culture and create scope for innovation and experimentation; to
examine cultural heritage, cultural memory and international cultural developments
13. To support children and families – to make Munich more pro-family
Some explanations related to the principles
With the idea to promote the employment and economic prosperity, Munich’s
administration is supporting the “Munich Mix” diversified economic structure, which has
proven to be for the city an important source of stability: it consists in giving the
priority to innovative, especially ecologically progressive small and medium-sized
enterprises located in the craft trade sector, and to high-tech enterprises with
potential. One project illustrating this principle is the “ÖKOPROFIT” (Ecological Project
for Integrated Environmental Technology), which is a joint project shared between local
authorities and businesses.
Regional cooperation of a city in its metropolitan area is a big asset. As a growing
capital in the State of Bavaria, the city is intensifying its communication and
cooperation with local communities, regional authorities and other bodies. Partnershipbased concepts have been developed, like e.g. the initiative “MMR – Munich
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Metropolitan Region”, “which is a regional co-operation, whose participants conduct
joint projects to enhance the Munich metropolitan area’s attraction. The MMR Initiative
started 2007 and seeks to secure and promote the entire Metropolitan Region’s
attractiveness as a business location as well as its quality of life. Its purpose is fostering
the Munich Metropolitan Region’s development in a way that is sustainable and viable
into the future and allows development to become a driver of innovation and synergies”
(MMR, 2008).
Safeguarding social harmony should be guarantied by local government policy. Aims of
this principle are e.g.: acquisition and creation of low cost housing space, incorporation
of differing gender viewpoints and interests into the urban development process,
integration of foreign residents, access to cultural and educational amenities for all
sections of the public, and encouragement of integration of curative and preventive
care, to promote health education in the neighbourhoods.
In a time of individualisation of the society, neighbourhood development involving local
residents is playing an important role: concepts should enhance the quality of life,
strengthen the culture of the neighbourhood, and, of course, support initiatives and
involvement of inhabitants, as they have to be involved in their district discussion on
the future. One project example is the “Social City Programme”, which is financed by
Federal Government, the Bavarian State and the City.
The Slogan “Compact-Urban-Green” is the main idea of the settlement development:
compact urban development is to be pursued and, at the same time, green areas must
be safeguarded and enhanced. Therefore, an urban development “outside” the city
border will be reduced and concentrated in areas inside the city. Good examples are
the military barracks and the brownfields of the central railway area between Main
Station – Laim – Pasing, where a new urban structure for 16.000 inhabitants and 19.000
jobs is under construction. Also the project “Messestadt-Riem trade fair area” is part of
this philosophy; the site of Munich’s former airport has been developed in a housing
area for some 16.000 people and working places for approximately 13.000. A park of
about 200 hectares was the main venue for the National Horticultural Exhibition in
2005.
Munich’s townscape is part of its identity; it has to be preserved but at the main time,
new architecture should be promoted as it contributes to the image of the city. Good
examples for this principle are the Soccer-Arena (Architects Herzog-De Meuron), or the
new BMW-Word Building (Coop-Himmelb(l)au).
Mobility is a key issue of urban development; improvement in commercial traffic and
transport conditions is indispensable for Munich’s business profile. On the other side,
measures for reduction and deflection of traffic, as well as the change to more
environment-friendly transportation means are crucial. Examples have been e.g. the
development of the new Traffic Development Plan in 2005, the extension of the
suburban railway system and the Bike-Ride facilities.
Towards Munich in 2030 and later
Cities in Europe will have to face in the next future enormous energetic and ecologic
challenges: noise pollution, fine dust, energy consumption and low carbon building
regulations are only a few examples. Cities will have to transform and to adapt
themselves.
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The trends of the Munich region are evident: the city-region will continually grow in the
next future, a shrinking process in the demography will be visible first from 2020 on.
Concurrences between European regions will increase, and urban pressure, mobility
needs as well as traffic problems will appear. During this period, it will be essential for
Munich to keep its balance and its high quality of life. A long-term urban development
requires a spatial-oriented model, which is considering and collaborating with the
region.
But how will be possible for the city to keep its identity, its stability in this European
competition of cities?
On the basis of the “Perspective Munich” discussion, the city and inhabitants will have
to discuss future-oriented topics, like the challenge of growth and attractiveness, the
problem of mobility, the social openness and, of course, the sustainability.
Munich’s region is growing. To keep its high quality of life and preserve the “yield
location factors”, the model of compact city with inner growth (compact-urban-green),
combined with a strategic land use management tool, should be the common
commitment for the city future.
Projects like inner-city development, densification, recycling land, conversion areas,
and better connection of urban development with public transport will be the tasks in a
near future.
The future strategy has to integrate Knowledge and Education, as they are the assets
for cities future. Combined with creativity, knowledge is a location factor and a part of
city’s identity.
To solve the problems of the increasing mobility, Munich will have to expand local
public transport, increase their capacity, and offer alternative mobility means to the
inhabitants. Good solutions are e.g. car sharing, congestion charge, new railway systems
linking urban centre with periphery.
Climate change and sustainability is a challenge for our cities; strategies have to be
developed to reduce the carbon emissions and energy consumption and to develop
renewable energies in the city. Urban Health and quality of urban life will be the slogan
in the next future. Also the creation of new green areas in the urban structure will be
one of the main tasks of the cities.
City of Stuttgart
The city of Stuttgart developed in the past years a very interesting sustainable land use
management system based on server-based information system accessible on-line. This
system called NBS functions with an overview on all potential locations inside the city of
Stuttgart, and is an important public marketing instrument and administrative tool for
strategic decisions.
The access is done via map and alphabetic lists, and gives an overview on housing and
industry locations.
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There is one fiche for every
single location, providing
different information for
public and administrative
use. The database is also
used for web portals for
certain target groups like
community housing/
“Baugruppen”.
Circular land use management in cities and urban regions
As part of the ExWoSt (Experimental Housing and Urban Development) research
programme sponsored by the German Federal Ministry of Transport, Building and Urban
Affairs (BMVBS) and the Federal Office for Building and Regional Planning (BBR),
research in the field "Fläche im Kreis - Kreislaufwirtschaft in der städtischen /
stadtregionalen Flächennutzung" (Land in a cycle - Circular land use management in
cities and urban regions) was conducted from 2003 to 2007. The works were, on behalf
of the Federal German government, carried out by German Institute of Urban Affairs
(Difu) in cooperation with the Leipzig project team Stadt + Entwicklung (city and
development) and the special research team for institutional is in Göttingen/Darmstadt.
Circular Land Use Management is an integrative policy and steering approach
investigated in the ExWoSt research field. Its central idea is a changed philosophy of
land use. This changed philosophy of use can be synoptically described by the formula
"avoidance - reuse - balancing". The prior, systematic objective of Circular Land Use
Management is to fully utilise all potentially available, previously used sites. In this
system, the use of virgin land is tied to a very limited set of conditions.
Simulation games
The central methodology used by the ExWoSt research were simulation games where
private and public sector players from five model regions jointly reviewed potentially
usable existing instruments (step I of the games: Existing instruments, horizon 2010) and
new instruments (step II of the games: New instruments, horizon 2020) all aiming at
Circular Land Use Management.
These simulation games were geared to achieving the land use policy goals formulated
by the Federal German government in the context of its National Sustainability
Strategy. The land use policy goals formulated for the horizon 2020, i.e. a reduction of
the current level of land consumption for new settlements and public thoroughfares to
30 hectares a day, and priority for inner-city development (ratio between core-area
development and fringe-area development = 3:1), are intended to be achieved with the
help of a twin-pronged strategy combining quality control - i.e. avoiding the use of
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fringe areas by developing core areas and enhancing the value of built-up residential
areas - and quantity control - i.e. limiting the use of virgin land.
The simulation games on Circular Land Use Management involved the Stuttgart urban
region, the Mölln region, the region of Rhine-Hesse/Nahe, the city of Duisburg and the
Northern Thuringian planning region.
An additional activity performed in all five regions as part of the status-quo simulation
games was to draw up integrated action plans for Circular Land Use Management in
urban settings and urbanised regions. Each of these describes a bundle of instruments
that can be locally implemented or initiated in order to reduce land use and promote
brownfield and greyfield redevelopment.
Reviews of existing instruments
The simulation status-quo games revealed, as a result of the reviews of the existing
instruments, where the deficits are on the way to Circular Land Use Management. These
deficits could of course be mitigated by more consistent application of the available
instruments, and/or slight readjustments of the underlying legal framework. Still,
misdirected incentives or incorrect steering of land use cannot be entirely ruled out if
just the toolkit of existing instruments is used. If Circular Land Use Management is the
goal, the actions of the players involved in the land use market cannot be influenced
with sufficient effectiveness just by using the existing instruments and the incentives
set by these. Reaching the Federal government's ambitious goals for the reduction of
land consumption will therefore require new instruments to set adequate incentives
allowing reaching these goals, which can have an effective impact both on land use and
on the status land is given in land use plans.
Based on the results of the simulation games, various existing and new instruments have
been combined into a policy mix for Circular Land Use Management in urban contexts
and urban regions. This policy mix serves to place the priority on downtown
development and - in response to the respective needs in the urban region in question to increase the rate of brownfield redevelopment, step up conversion and dismantling
activities, and conserve open spaces and areas dedicated to recreational purposes. It
includes existing instruments that place the emphasis on supporting the development of
core areas, like
- regional plans
- multi-municipality plans
- the identification of space requirements (as a key ingredient for regional planning as
well as preparatory and binding zoning)
- information instruments to influence municipal and administrative decisions on land
use
- other neighbourhood and site plans (e.g. test plans, framework plans, master plans)
- the assignment of responsibilities in a Circular Land Use Management system in
urbanised regions
- a fundamental decision on land use policies
- existing funding programmes and additionally
- information instruments for land owners
- marketing.
The following existing instruments should be used to protect open spaces and areas for
recreational purposes, especially in growing urban regions:
- concepts for areas serving the purpose of compensation for land use (areas for
compensation and replacement measures), pools for compensatory areas and
compensation measures
- definition of protected areas by the nature conservation authorities
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preserving and enhancing the value of: recreational spaces, special outdoor uses,
greenhouse production, agriculture.
Shrinking regions, towns or cities need supplementary instruments to adequately
counter the consequences of outward migration, vacancy, loss of functionality and
excess space availability:
- urban restructuring
- financial support programmes focussing on brownfields/greyfields and C-class space.
-
New toolkit for Circular Land Use Management
In future, existing instruments should be combined with new or comprehensively
reformed instruments to ensure that economic incentives are available. These
instruments will essentially seek to pursue three approaches:
- to exert influence on land prices (e.g. through a comprehensive reform of taxes on
land or reforming property acquisition taxes) in order to reduce the incentives for
prospective private and public builders to resort to space newly qualified as building
land,
- to implement pricing mechanisms for earmarking greenfields for development
purposes (e.g. through tradable rights to qualify land as development land, or
through a charge for earmarking land for development purposes, each in connection
with cost-benefit es) so as to give the municipalities additional motivation for the
development of core areas;
- to implement new funding schemes, and perform appropriate modifications of
existing financial support schemes so as to facilitate Circular Land Use Management
(e.g. through reforms of the German system of municipal equalisation transfers,
through soft loans, real estate funds, liability insurance for dismantling, subsidies to
renaturation projects) in order to give a major boost to the development of urban
core areas.
- With the targeted players and directions of action being highly different, the only
feasible thing is evidently to bundle these instruments, i.e. to use them
concurrently, if a major contribution is to be made to achieving the goals of Circular
Land Use Management. As these instruments have hardly any influence on the
spatial allocation of their effects, they always have to be developed and applied in
combination with the established planning and legal instruments.
Aiming to create an appropriate toolkit for Circular Land Use Management, various
measures are being proposed to the Federal government. For instance, altogether 14
activities that can be implemented in the short- to mid-term as well as in the long-term
are being recommended, some of which will require further research or investigations:
- improving the steering impact of spatial planning
- stepping up financial support to projects aiming to mobilise high-potential sites in
urban core areas
- strengthening the support to private brownfield revitalisation initiatives
- providing technical support in conception and practical implementation of B-class
land funds
- providing technical support in conception and practical implementation of C-class
land funds
- mobilising existing sites with potential which are owned by the Federal government
- promoting the spreading of information about sites and an awareness of land
availability
- advancing the instruments of urban restructuring
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-
-
creating a resilient mechanism for cost/benefit balancing in the context of
nondedication of land to development purposes or earmarking new land for
development
considering implementation of a levy on earmarking greenfield sites for
development
reviewing the implementation of tradable rights to earmark land for development
purposes
reviewing a comprehensive reform of taxes on land
reviewing purpose-tying for core-area development projects within the system of
municipal equalisation transfers
reviewing an expansion of the duty to dismantle/to reduce impervious surfaces, and
a rollout of liability insurance for dismantling.
The Federal government has only limited scope for exerting influence in a process of
rollout and implementation of Circular Land Use Management as the Federal state
governments and the municipalities have considerable leeway to shape their approach
in the fields of spatial planning and building law. It will therefore be of crucial
importance that the Federal government and further major groups of players - Federal
states, public players at municipal and regional level, private enterprise, institutional
land owners, the real estate industry as well as private households and owners of small
properties - closely cooperate in creating a suitable framework for Circular Land Use
Management.
The research done in the ExWoSt field "Fläche im Kreis" has shown that the approach of
Circular Land Use Management across policies and action areas is a necessity in order to
overcome the deficits inherent in the implementation of sectoral or isolated activities
and instruments.
The simulation games have demonstrated that the public authorities must take on the
role of a central player and motor in initiating and implementing Circular Land Use
Management.
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6. Towards Land Use Management for sustainable cities
6.1.
ULSG and local action plans
URBACT Local Support Groups and Local Action Plans
6.1.1 City of Baia Mare
Description of the Local Action Plan
Local Development Plan must point on tools and instruments to management of lands,
which has loosed its primal functions. Baia Mare is an example city, which is touched by
economic transformation. Because of that many industrials has been closed (in short
period of time were closed 5 mains, a 2 zincs' mills), there have e huge wastelands (260
hectares) appeared. There was degradation of environment and fall the cities' economic
base also. Economic transformation of Baia Mare's industry has become; something like;
generator of many economic and social problems. It is most observed in those districts
where had been the strongest relation to bigger factory, main or mill.
Those undeveloped areas require locals development plans; considering of existing
documents and local authorities policy; to gain investors.
The terrain placed near the “Firiza” River on both sides (on the western side is the
actual lead processing plant “ROMPLUMB” and on the eastern side “Herja” mine) will be
subject of Local Development Plan because of it's a typical post-mining area where
some projects must start. These are typically mining and mine-related production areas
which caused pollution within the city and in the river. The area can be transformed
into a touristic corridor towards the “Firiza” Lake and “Izvoare” Spa. Therefore studies
have to be made in order to seize the implication of keeping the actual lead processing
plant and to reduce the negative effects of the closed mine. After that character of this
area will be completely changed.
Mining causes the destruction of natural ecosystems through removal of soil and
vegetation and burial beneath waste disposal sites. The restoration of mined land in
practice can largely be considered as ecosystem reconstruction — the reestablishment
of the capability of the land to capture and retain fundamental resources. In restoration
planning, it is imperative that goals, objectives, and success criteria are clearly
established to allow the restoration to be undertaken in a systematic way, while
realizing that these may require some modification later in light of the direction of the
restoration succession. The direct impacts of mining disturbance to land surfaces are
usually severe with the destruction of natural ecosystems, either through the removal of
all previous soils, plants, and animals or their burial beneath waste disposal facilities.
Other indirect or multiplier effects can occur through the fragmentation of the original
natural ecosystems and the alteration of surface and groundwater drainage patterns.
There is also a probability of recurrence of impacts after mining (even after site
reclamation) where mining wastes are regarded as secondary ore bodies, and old spoil
heaps and tailings dams are reworked for metals and gangue minerals. The accident
occurred in 2000 at the Aural gold and silver producing plant at Baia Mare in Romania
clearly showed the environmental consequences of reprocessing wastes activities when
50–100 t of cyanide were released into the Danube river system. The cyanide plume
travelled to the Black Sea some 2000 km from the source of the spill, causing mortality
of river biota.
Baia Mare has had, until recently, a mono-economy based on mining with all its
correlated processes (extracting, processing and stocking materials, etc.) All this,
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although being the back bone of Baia Mare’s economy, had to be ceased due to
environmental concerns. The region has tried since then to reconvert itself and to
redirect its economy to other domains and field. One of the main fields, which could
represent the basis of a new multi-lateral economy is a very strong and viable publicprivate partnership, able to support even the actions of small and medium enterprises.
a. Given that Baia Mare is known as a "critical area from the viewpoint of pollution. In
the region, despite its location in an attractive natural environment, a detailed dynamic
and strategic is of the ecosystem has been provided". The utilisation of natural
resources and the rigorous pollution control are priorities with major impact on the
strategy and the action plans in the context of the Local Agenda 21
b. The challenges the city of Baia Mare has faced in the past several years, due to its
evolution from a mining city to a modern one, have made it stronger and ready for the
trends of the new millennium. The regeneration of urban activity in the old city centre,
the introduction of modern community education, the promotion of the ideal city
vision, and the action plans of the Local Agenda 21 in accordance with sustainable
development concepts, point to the implementation of total quality principles, in a
typically Eastern European city entering a new millennium and new social structures. An
important step in the evolution of the city is the change.
c. The Local Public Administration of Baia Mare takes full responsibility of the strict
observance of the sustainable development principle, combining elements of cultural
preservation and modernity in its strategic vision.
d. The local development potential is really a challenge for the Municipality of Baia
Mare due to the location within the North-West region and within the Tisza Basin. This
potential is taken into consideration especially by seizing the existing Baia Mare Urban
System (comprising 14 cities and villages in an area of about 30 km around the
municipality), the proposed High Speed Road Baia Mare – Satu Mare – Nyiregyhaza and
also the borders with Ukraine. In this respect we will focus on a sub-regional
development, which will be first build starting from the Baia Mare Urban System and the
proposed High Speed Road and a further extension to the upper Tisza basin.
The TRB is the largest sub-basin (157,186 km2) of the Danube Basin (801,463 km2),
being divided into three main parts:
• the mountainous Upper Tysa in Ukraine: the headwater section upstream of the
Ukrainian-Hungarian border, including the border sector and tributaries of Romania;
• the Middle Tisza in Hungary: receives the largest tributaries Bodrog River and
Slana/Sajo River collecting water from the Carpathian Mountains in Slovakia and
Ukraine as well as the Somes/Szamos River, the Crisul/Koros River system and the
Mures/Maros River draining Transylvania in Romania, and
• the Lower Tisza downstream of the Hungarian-Serbian border, where it receives the
Bega/Begej River and small tributaries through the Danube-Tisa-Danube Canal System.
Short insight on the evolution of the mining area of Baia Mare
In the early 1990s, Romania had an estimated 464 mines of various dimensions for coal
and other minerals. Of these, production has been ceased in 344 of the most
uneconomic mines; 82 have been completely closed and the physical closure of 191
mines contracted out; the remaining are currently under care and maintenance awaiting
ultimate closure. At the beginning of 2004, an estimated 120 mines were still under
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operation but many dependent on subsidy from the budget and incurring additional
debts to the national and local governments.
Closure of uneconomic mines has triggered large-scale redundancies in the mining
sector in Romania since 1997. The work force has been reduced from 173,000 in 1997 to
58,000 in 2004, the bulk of these redundancies having occurred in 1997. Implementation
of the mining sector strategy will necessitate additional mine closures in some regions.
While the social protection obligations of the Government, in terms of payment of
wages, severance pay, and unemployment benefits have been met, the settlements
affected by mining sector restructuring have faced severe hardships in the form of high
unemployment and decline in quality of life, local infrastructure and social services.
The Government of Romania has developed a strategy for recovering its mining sector
over the period of 2004–2010. The strategy centers around four main objectives: (i)
facilitating commercial approach to the mining industry, (ii) reducing direct
involvement of the Government and attracting private capital, both local and foreign,
into the mining industry, (iii) estimating and mitigating environmental impacts of the
mining sector and promoting responsible environmental management, and (iv)
mitigation of social problems due to the closure of non-viable mines and economy
revitalization in the affected mining regions; and conditions of strategy
implementation. The strategy also aims at meeting the European Union requirements
that operating subsidies to “metal” mines are phased out by 2007 and operating
subsidies to Coal mines are phased out by 2010.
Key statistics for the Local Action Plan project
Location in the urban context: Ferneziu Quarter
Size: about 100 - 150 ha (the proposed intervention area)
Number of inhabitants: lack of data
Ethnic composition: lack of data
Age structure: lack of data
Social situation (unemployment, income levels): lack of data
Economic situation: lack of data
Housing (number and ownership structure): incohesion ownership structere (State
property, Community of Baia Mare, corporate body, private property)
Infrastructural facilities: it is planned to reconvert the entire quarter into a tourism
corridor and to reshape the river from a polluted one into a green river corridor and
source of alternative energies (Hydro-energy).
Problems and topics of the Local Action Plan
The one of the most important problems to solve in Baia Mare is a new management of
post-industrial terrains, especially the ones affected by pollution.
So at this framework of Local Development Plan we'd like to diagnose chosen area which
is example of problem described above. We would like describe deeply all strengths,
opportunities and weakness with deficits which are related to the studied area.
This work will let us to draw up all priorities in moves which are required to activate
this area in economic and social meanings.
Defined targets translated into the map will let:
- to illustrate of destination state
- there will be possibility of monitoring of changes
- there will be possibility of sharing chosen informations to activate this area
Local Support Group should be most significant element of LPD on social communicating
filed. Members from local community of studied area were chosen to LSG.
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Mining causes the destruction of natural ecosystems through removal of soil and
vegetation and burial beneath waste disposal sites. The restoration of mined land in
practice can largely be considered as ecosystem reconstruction — the reestablishment
of the capability of the land to capture and retain fundamental resources. In restoration
planning, it is imperative that goals, objectives, and success criteria are clearly
established to allow the restoration to be undertaken in a systematic way, while
realizing that these may require some modification later in light of the direction of the
restoration succession. The direct impacts of mining disturbance to land surfaces are
usually severe with the destruction of natural ecosystems, either through the removal of
all previous soils, plants, and animals or their burial beneath waste disposal facilities.
Other indirect or multiplier effects can occur through the fragmentation of the original
natural ecosystems and the alteration of surface and groundwater drainage patterns.
There is also a probability of recurrence of impacts after mining (even after site
reclamation) where mining wastes are regarded as secondary ore bodies, and old spoil
heaps and tailings dams are reworked for metals and gangue minerals. The accident
occurred in 2000 at the Aural gold and silver producing plant at Baia Mare in Romania
clearly showed the environmental consequences of reprocessing wastes activities when
50–100 t of cyanide were released into the Danube river system. The cyanide plume
travelled to the Black Sea some 2000 km from the source of the spill, causing mortality
of river biota.
The topics that we would like to address are:
- National and European policies favouring urban regeneration: economic, social and
environmental aspects;
- Sustainable development as response to the overall aim of the EU Sustainable
Development Strategy which aims to identify and develop actions to enable the EU
to achieve a continuous long-term improvement of quality of life through the
creation of sustainable communities able to manage and use resources efficiently,
able to tap the ecological and social innovation potential of the economy and in the
end able to ensure prosperity, environmental protection and social cohesion;
- Conservation and management of the existing natural resources and the
development of new approaches for secondary resources processing (industrial
wastes, housekeeper wastes, DEEE)
- The importance of energy efficiency, sustainable & ecological transports,
sustainable consumption & production and public health in urban regeneration
projects as a response to challenges imposed by EU’s objective regarding climate
change and clean energy;
- The role of Public private partnerships in urban regeneration;
- Urban liveability - Polycentrism as a key to revitalizing local sub-centers and
renewed urban environment through high quality mixed neighborhoods: revitalizing
housing, open spaces and industrial sites;
- Urban creativity - Multiculturalism: how to increase community capacity and
enhance social integration through the promotion of multi-cultural activities,
Support to the entrepreneurial initiatives in the sectors of tourism and fruition of
cultural goods, Valorization of social and cultural diversity, Development of forms of
mining tourism;
- Urban innovation - A dynamic economy supporting the long term prosperity of the
many communities, Understand the interrelatedness of the economic, physical,
social, funding and delivery issues in a sustainable housing market, Conversion from
a mono-economy based on mining, to a multi-lateral economy
- The role of active and innovating neighbourhoods in urban regeneration by effective
involvement of local actors/stakeholders in Community Regeneration projects -
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-
-
strengthening the capacity for local actors to develop and generate good practice
solutions to key issues linked to the overarching theme of community regeneration.
Participation at local level is one of the core component of the methodology for
developing urban sustainable development;
The role of education, innovation and research from the urban regeneration
perspective;
Reducing Environment and Security Risks from Mining in the Tisza River Basin by
Management of mining, quarrying and ore-processing waste, including the
assessment of risks linked to mining waste, Improvement of management of waste,
Prevention and Remediation Issues in Non-Ferrous Mining. Improving regional
cooperation for risk management from pollution hotspots as well as the
transboundary management of shared natural resources;
The role of public finance from the urban regeneration perspective; the contribution
of the regional policy of the EU to the urban regeneration process.
The political objective to be pursued
The political objective is to raise awareness on the importance of the participation of
cities and regions in the in meeting the environment targets at the EU and national level
by means of policies and sustainable urban regeneration projects.
Baia Mare can provide a European model for a city trying to reconvert itself and to
redirect its economy to other domains and field, such as natural resources conservation
and management by improved processes, use and development of industrial recycling,
use and improvement of the existing infrastructure and of education for regeneration
and development purposes
The strategic relevance of the activity
Urban regeneration and particularly the environmental aspects of regeneration projects
among the priorities of the EU:
- The implementation of the Leipzig charter on Sustainable European cities, precisely
the need to improve the energy efficiency;
- The Goteborg agenda of the EU and the necessity to move towards sustainable
development and to reinforcement of the protection of the environment;
Baia Mare is one of pioneers among the members of the Romanian Municipalities
Association in developing and improving the Urban Network in Romania, as well as a
development pole for the North-West Development Region, Carpathian Euro Region,
Tisza River Basin (neighborhood and good relations with Hungary and Ukraine).
The added value of such an approach
- The added value consists in the in the first place in the relevance of the development
to the political priorities of the EU in promoting sustainable urban development, energy
efficiency growth and job creation in cities and regions. Secondly, the issue of urban
regeneration and especially the environmental aspect of such projects are of a
particular importance for cities in actions for mitigation and adaptation to climate
change.
- The development is of strategic relevance in our view and could represent an added
value for the EU’s opinions related to the energy package and the white paper on
climate change, by providing examples on how EU policies are implemented in concrete
urban regeneration projects.
The development will encourage the promotion best practices examples: local
initiatives of public policies, programs and projects of urban regeneration and also to
reflect on new measures taken at local level in connection with the reviewed European
strategy for sustainable development approved by the European Council in June 2006.
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Desired outputs of the Local Action Plan
Implementation of Local Development Plan must cause:
- improvement of environmental quality
- increase terrain's attraction;
- organize building capacity of this area;
- obtain green terrains;
- come into being of investment's areas which will be generating employments;
- obtain UE standards in soils protection;
- improvement of road network;
- increase of technical infrastructure standards on the closest postindustrial area.
LPD should point on methods and instruments to manage of geographic space. This
knowledge will be spread.
Strenghts and Weaknesses of the project
Strengths & Opportunities
- study of conditions and spatial
development directions of Baia Mare
Municipality and monuments register;
- IT information system containing
parcels and buildings data;
- low level of city indebtedment;
- Programme of co-funding of the low
emission liquidation;
- human capital of the services
responsible for the implementaion of
development actions;
- fair road connection with the whole
region;
- easy access to public transport
infrastruture (bus and trolley lines);
- a convenient distance to the planned
motorways and fast roads;
- good connection between districts and
city centre using public and private
transport;
- high class of architecture heritage;
- strong feeling of affiliation of the
inhabitants to the districts
- decreasing impact of mining activity on
the transport network;
- interest in investments terrain along
“Firiza” River and further towards the
“Firiza” Lake on the part of investors
- One of the most dynamic city in
Romania
- Innovative city
- Existing Urban System
Weaknesses & Deficits
- poor standard of housing infrastructure
(in some quarters);
- bad technical condition of the
monuments;
- high range of post-industrial areas
which need revitalization and
recultivation (both terrain and rivers);
- lack of own financial resources for
implementing a recultivation
programme;
- lack of spatial development plan;
- lack of projects and feasibility studies
on urban recultivation;
- unregulated ownerships of postindustrial objects and areas;
- lack of big investors interested in
terrains located within the city (the
main investors are covering residential
plans and commercial development)
- limited possibilities of the housing
revitalization financing with the EU
funds;
- not enough transport infrastructure;
- increasing number of people at the
post-productive age;
- high level of social exclusion;
- rroma communities
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Current status of the management of land use of the project
Tasks/stages already completed:
Establish working group in the Baia Mare Municipality.
Choosing the area which will be an object of Local Action Plan.
Updating of the study of conditions and spatial development directions of Baia Mare
Municipality.
Tasks/stages yet to be completed:
Establish Local Support Group.
Finish the updating of the study of conditions and spatial development directions of Baia
Mare Municipality.
Problems/limitations of earlier land use management initiatives:
Limited financial resources.
Unregulated ownership structure of post-industrial areas .
Necessity of updating the study of conditions and spatial development directions of Baia
Mare Municipality before approaching the spatial development plan.
Key areas/elements of the Local Action Plan for which you require inputs from the
partners and exchange activities
1. Integrated instruments of spatial planning and managing.
2. Implementation of strategic goals on an operational level.
3. Effective monitoring and evaluation of the actions undertaken.
4. Identification of development barriers of choosen areas .
5. Gaining investors.
6. Land development for economic functions.
7. Ordering of ownership structure.
8. Improving technical infrastructure.
9. Improving city’s image
10. National and European policies favouring urban regeneration: economic, social and
environmental aspects;
11. Sustainable development as response to the overall aim of the EU Sustainable
Development Strategy which aims to identify and develop actions to enable the EU to
achieve a continuous long-term improvement of quality of life through the creation of
sustainable communities able to manage and use resources efficiently, able to tap the
ecological and social innovation potential of the economy and in the end able to ensure
prosperity, environmental protection and social cohesion;
12. Conservation and management of the existing natural resources and the
development of new approaches for secondary resources processing (industrial wastes,
housekeeper wastes, DEEE)
13. The importance of energy efficiency, sustainable & ecological transports,
sustainable consumption & production and public health in urban regeneration projects
as a response to challenges imposed by EU’s objective regarding climate change and
clean energy;
14. The role of Public private partnerships in urban regeneration;
15. Urban liveability - Polycentrism as a key to revitalizing local sub-centers and
renewed urban environment through high quality mixed neighborhoods: revitalizing
housing, open spaces and industrial sites;
16. Urban creativity - Multiculturalism: how to increase community capacity and
enhance social integration through the promotion of multi-cultural activities, Support to
the entrepreneurial initiatives in the sectors of tourism and fruition of cultural goods,
Valorization of social and cultural diversity, Development of forms of mining tourism;
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17. Urban innovation - A dynamic economy supporting the long term prosperity of the
many communities, Understand the interrelatedness of the economic, physical, social,
funding and delivery issues in a sustainable housing market, Conversion from a monoeconomy based on mining, to a multi-lateral economy
18. The role of active and innovating neighbourhoods in urban regeneration by effective
involvement of local actors/stakeholders in Community Regeneration projects strengthening the capacity for local actors to develop and generate good practice
solutions to key issues linked to the overarching theme of community regeneration.
Participation at local level is one of the core component of the methodology for
developing urban sustainable development;
19. The role of education, innovation and research from the urban regeneration
perspective;
20. Reducing Environment and Security Risks from Mining in the Tisza River Basin by
Management of mining, quarrying and ore-processing waste, including the assessment of
risks linked to mining waste, Improvement of management of waste, Prevention and
Remediation Issues in Non-Ferrous Mining. Improving regional cooperation for risk
management from pollution hotspots as well as the transboundary management of
shared natural resources;
21. The role of public finance from the urban regeneration perspective;
22. The contribution of the regional policy of the EU to the urban regeneration process
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6.1.2. City of Bristol
Description of the Local Action Plan
Situation
Bristol has established working relationships with partner municipal authorities through
the West of England Partnership. This sub-region of the South West of England includes
the City of Bristol Council, Bath and North East Somerset Council, North Somerset
Council and South Gloucestershire Council. The partners are working together to ensure
appropriate development of land in the sub-region.
This network will also be linked to the existing ‘Core Cities’ of England who are facing
similar pressures in enabling development.
Challenges
To enable regeneration within a developed urban environment in need of renewal and
investment, when adjoining greenfield areas are more attractive to developers and
could more easily deliver the housing and associated infrastructure needed by the subregion.
The regeneration and economic development of priority neighbourhoods in the city, are
key objectives for the city, the sub-region and region. The need to stimulate
competitiveness, enterprise and promote wealth creation in these areas is recognised
and a strategic programme of investment for delivery under ERDF Strand 3- Urban
Enterprise- is being developed with the aim of raising the level of enterprise creation
and competitiveness in the priority areas.
To achieve long-term beneficial effects, the new businesses created plus inward
investment attracted and investment by existing companies must have suitable
employment sites. Sites must also be available to en-able continued and sustainable
employment and wider enterprise opportunities to locate in these priority areas.
Greenfield opportunities, created in urban extensions, could act as a drain on business
location and expansion from our priority areas, reducing the economic, employment and
regeneration benefits. Appropriate spatial planning for this growth is therefore a key
component of our overall competitiveness and enterprise creation strategy.
Composition of the Local Support Group
Municipality of Bristol/Bristol City Council
West of England Local Authorities
Core Cities of England
Regional Development Agency (RDA)
Network between municipal authorities and associated partners. All are preparing Core
Strategy Development Plan Documents for their respective Local Development
Frameworks – statutory planning documents – and identifying ways and means of
ensuring delivery of sustainable growth.
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6.1.3. City of Bytom
Description of the Local Action Plan
Local Development Plan must point on tools and instruments to management of lands,
which has loosed its primal functions. Bytom is an example city, which is touched by
economic transformation. Because of that many industrials has been closed (in short
period of time were closed 5 mains, a 2 zincs' mills), there have e huge wastelands (260
hectares) appeared. There was degradation of environment and fall the cities' economic
base also. Economic transformation of Bytom's industry has become; something like;
generator of many economic and social problems. It is most observed in those districts
where had been the strongest relation to bigger factory, main or mill.
Those undeveloped areas require locals development plans; considering of existing
documents and local authorities policy; to gain investors.
The terrain placed near old “Powsta_ców _l_skich” mine will be subject of Local
Development Plan because of it's a typical post-mining area where some projects has
been started. Northern ring road, and part of A1 motorway are almost finished. After
that character of this area will be completely changed.
Some key statistics:
Location in the urban context: Stroszek i Sucha Góra
Size: 388 ha
Number of inhabitants: 150
Ethnic composition: lack of data
Age structure: lack of data
Social situation (unemployment, income levels): lack of data
Economic situation: lack of data
Housing (number and ownership structure): incohesion ownership structere (State
property, Community of Bytom, corporate body, private property)
Infrastructural facilities: it is planned to build the A-1 highway and the northern stretch
of the bypass round the Katowice conurbation in the near neighbourhood
Problems and Topics
The one of the most important problems to solve in Bytom is a new management of
postindustrial terrains.
So at this framework of Local Development Plan we'd like to diagnose chosen area which
is example of problem described above. We would like describe deeply all strengths,
opportunities and weakness with deficits which are related to the studied area.
This work will let us to draw up all priorities in moves which are required to activate
this area in economic and social meanings.
Defined targets translated into the map will let:
- to illustrate of destination state
- there will be possibility of monitoring of changes
- there will be possibility of sharing chosen informations to activate this area
Local Support Group should be most significant element of LPD on social communicating
filed. Members from local community of studied area were chosen to LSG.
Desired outputs
Implementation of Local Development Plan must cause:
- improvement of environmental quality
- increase terrain's attraction;
- organize building capacity of this area;
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- obtain green terrains;
- come into being of investment's areas which will be generating employments;
- obtain UE standards in soils protection;
- improvement of road network;
- increase of technical infrastructure standards on the closest post-industrial
area.
LPD should point on methods and instruments to manage of geographic space. This
knowledge will be spread.
Strengths and weaknesses related to the project of Local Action Plan
Strengths & Opportunities
- study of conditions and spatial
development directions of Bytom
Municipality and monuments register;
- IT information system containing
parcels and buildings data;
- low level of city indebtedment;
- Programme of co-funding of the low
emission liquidation;
- human capital of the services
responsible for the implementaion of
development actions;
- low prices of properties regarding
neighbouring cities;
- good road connection with the whole
region;
- easy access to public transport
infrastruture (bus and tram lines);
- a convenient distance to the planned
A-1 motorway;
- good connection between districts
and city centre using public and private
transport;
- high class of architecture heritage;
- strong feeling of affiliation of the
inhabitants to the districts
- decreasing impact of mining activity
on the transport network;
- interest in investments terrain along
Strzelców Bytomskich Street on the part
of investors
Weaknesses & Deficits
- poor standard of housing
infrastructure;
- bad technical condition of the
monuments;
- high range of post-industrial areas
which need revitalization and
recultivation;
- lack of own financial resources for
implementing a recultivation
programme;
- lack of spatial development plan;
- lack of projects and feasibility studies
on urban recultivation;
- unregulated ownerships of postindustrial objects and areas;
- lack of big investors interested in
terrains located away from Strzelców
Bytomskich Street
- limited possibilities of the housing
revitalization financing with the EU
funds;
- bad technical condition of transport
infrastructure;
- increasing number of people at the
post-productive age;
- high level of social exclusion;
Current status of the management of land use of the project
Tasks/stages already completed:
Establish working group in the Bytom Municipality.
Choosing the area which will be an object of Local Action Plan.
Updating of the study of conditions and spatial development directions of Bytom
Municipality.
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Tasks/stages yet to be completed:
Establish Local Support Group.
Finish the updating of the study of conditions and spatial development directions of
Bytom Municipality.
Problems/limitations of earlier land use management initiatives:
Limited financial resources.
Unregulated ownership structure of post-industrial areas .
Necessity of updating the study of conditions and spatial development directions of
Bytom Municipality before approaching the spatial development plan.
Key areas/elements of the Local Action Plan for which you require inputs from the
partners and exchange activities
1. Integrated instruments of spatial planning and managing.
2. Implementation of strategic goals on an operational level.
3. Effective monitoring and evaluation of the actions undertaken.
3. Identification of development barriers of choosen areas .
4. Gaining investors.
5. Land development for economic functions.
6. Ordering of ownership structure.
7. Improving technical infrastructure.
8. Improving city’s image.
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6.1.4. City of Kavala
Nature of problems/challenges of the Local Action Plan for LUMASEC
Our Local Action Plan in LUMASEC Project is located at the fringe of the urban tissue.
The area is geographical located at outside the limits of the city however adjacent to it
in the West. This sprawl area is located at the East of the former fish port, and south
and west of the Kipoupoli neighborhood, all of the above parts of the city plan. The
sprawl area is fully mapped. In the past there were efforts made to include the area of
“Panagouda”, as its called, in the city plan however these efforts failed due to
bureaucratical procedures. The new General Urban Plan includes Panagouda however
there are still some decisions to be made in order to enable an urban and street design
plan for this area. A flume that divides the area into two sections runs Panagouda. The
area is characterized by dense vegetation and within this area there are over 70 houses
being built illegally. This “properties” appeared at this green area at the early 50’s,
when the area was just countryside and until today its was considered an area outside
the city limits and therefore the squatters weren’t punished. Today, the urbanization of
the city surrounded this sprawl area and made necessary the need to address the
problem and deal with it.
What we would like to achieve is to map in detail the area that will now be included at
the General Urban Plan and proceed into the conduct of an urban plan. This planning
process we believe that will safeguard the areas natural environment, will eventually
legalize the properties lying there for over 40 years now and make them part of the city
with all the rights and obligations that this means.
The vision for this area is to become a model neighbourhood concerning the
environmental factor. In particular, we intend to approve the development of the area
plan under very specific environmental conditions such as: energy saving, alternative
energy resources, bioclimatic buildings etc. We chose this environmental friendly
development twist for the area due to its proximity to the largest urban forest of the
city, one located within the urban tissue and also due to the fact that the area is run by
a natural stream. The way to achieve this environmental friendly development for the
area is to provide the necessary motives towards that urbanization such as: greater
urbanization rate (ability to built a greater extend of your property either in height or
in extend), and measures for the financial support of the property owners to built that
kind of buildings.
Even though the area is relatively small, we have however to keep in mind that Kavala
is a compact city and therefore that small area within the geographical core of the city
may as well be important. Also the area is neighboring to the fish port area- former
industrial zone, one of the areas that will become regenerated (according to the
General Urban Plan) into a leisure and cultural activities quarter. It is estimated that
areas dynamic will be further reinforced and therefore the natural beauty and
environment of the Panagouda area needs to be somehow safeguarded.
Key statistics of the project:
Location in the urban context: As mentioned above, at the fringe of the city.
Size:49.500 m2
Number of inhabitants:250
Ethnic composition: Greek
Social situation (unemployment, income levels): low incomes
Housing (number and ownership structure): 77 houses
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Infrastructure facilities: They have water and power however not legally and not based
on the urban infrastructure network. They get it form near by houses (from the
adjacent urban areas)
Problems and topics that you want to address with your Local Action Plan
The problems rising from the inclusion of the area at the new General Urban Plan is that
this area were never urban before and that means that was never designed for urban
use. There is a total lack of planning, the properties are dispersed in an anarchy within
the green area as well as all the infrastructures are illegally and as hoc made. We are
describing here a typical sprawl area that needs to have a proper urban plan in order to
become incorporated at the urban tissue. What is even more challenging is to develop
and urban plan that will both respect the urban forest there and the stream and the
same time become functional for the people living there as well as to the ones visiting
Panagouda.
Desired outputs of your Local Action Plan
We are aiming at a local urban plan for the area with a supporting street design. This
urban plan will focus on the environmental friendly function of the area and will
eventually introduce innovative practices in terms of sustainable energy resources as
well as energy saving housing. Moreover, we will get a chance to update the maps that
we already have for the stream and forest and also we have the possibility to design
once more the infrustructural network that the area needs since the one that it now has
is made in an ad-hoc manner. We believe that transforming this former sprawl merely
housing are into an environmental friendly residential quarter will definitely improve
the quality of life of the people living there, it will become an example to follow in
urban planning, it will protect the are from the land uses conflicts with its adjacent
urban areas and it will make the area much more attractive to investments since the
land values will increase.
Strengths and weaknesses
Strengths & Opportunities
Weaknesses & Deficits
¾ Inclusion of the area at the urban
¾ The bureaucratical procedures
tissue
needed in order to have the final
¾ Rescue of the urban forest there
approval to include Panagouda at
¾ Inhabitants social and urban
the Urban plan of the city and
inclusion
moreover to initiate the urban
¾ Fully functional urban and street
plan procedures
planning
¾ The time limit of the project to
¾ Model urban area increasing the
provide a relatively substantial
attractiveness of the area
¾ Safeguard of the area towards the
result regarding the planning in
pressure put upon the area by its
the area
¾ The confused property status of
adjacent-under regeneration area
the area: an urban sprawl area,
of the fish port
actually belonging to 2 national
body’s: the Ministry of Agriculture
(jurisdiction in providing land for
agriculture) and the Ministry of
Social Welfare (providing land to
refugees population from former
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wars). It therefore there will be a
need to conduct a survey on the
way to transfer the property
rights to the squatters since the
area no longer belongs either to
the agricultural areas nor to the
refugee ones.
Current status of the management of land use of your project
Tasks/stages already completed:
The area is included to the new General Urban Plan, the area is fully mapped, we have
concluded the plan mapping the stream and it is submitted to the regional authorities
for its approval.
Tasks/stages yet to be completed:
The approval by the Regional Administration for the exact geographical boundaries of
the stream, defining also the urbanization area of the rest of Panagouda. After the
approval of the above plan we will proceed into conducting a detailed urban plan for
the area, an environmental friendly one.
Problems/limitations of earlier land use management initiatives:
We were confronting problems funding the necessary studies for the area to be
urbanized. We need the urban plan and moreover, we were confronting problems
mapping both the urban forest there and the stream running though it.
Key areas/elements of the Local Action Plan for which you require inputs from the
partners and exchange activities
We would like to exchange activities with the other partners in the field of the causal
relationship within urban sprawl areas as well as address the issues of articulation
between strategic and operational level of planning. We also would like to exchange
know-how with our partners on the issues of environmental planning as well as on the
modes to overcome the bureucratical obstacles in the planning processes: one of the
major burdens in planning in Greece.
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6.1.5. City-Region of Saint-Etienne / Epures
Nature of problems/challenges of the Local Action Plan
•The rationalization of the land use consumption to limit urban sprawl and accelerate
the urban renewal of the city centre and other urban centres
Artificialization of 220 Ha /year in a context of population decreasing (-1700 hab / year)
One habitant had a space consumption of 417m2 in 1999 and of 452m2 in 2005
•The location of the good use at the good place: housing near public transport
infrastructures,...
In 2006, only 50% of new dwellings were located at less than 300 m. of a public
transport infrastructure
•The increase of quality, density and diversity of housing in new projects
Key statistics of the Local Action Plan project
Location in the urban context:
The project concerns all the territory of the Communauté d’agglomération de SaintEtienne Métropole
Size: 570 Km2
Number of inhabitants: 380 000 hab.
Housing (number and ownership structure): 164 000 housing
Infrastructural facilities: old motorway and rail line from Lyon (NE), new motorway and
old railway to Clermont-Ferrand (NW), new motorway and old railway to Le Puy en
Velay (SW),
Problems and topics that you want to address with your Local Action Plan
To establish an integrated land use strategy dealing with housing, economic,
agriculture, transport, environmental land use issues
To have a good articulation between strategic level (master plan) and operational level
(projects)
To find new financial resources to fund the land use strategy: by a redefinition of
existing public budget, by the mobilization of private funds,...
Desired outputs of your Local Action Plan
An Integrated Land Use Strategy at the inter-communal scale
A diagnosis of past evolutions and the integration of future trends to identify land use
issues
A list of public objectives to tackle land use issues
A spatial schema declining the integrated land use strategy
The strategic places to constitute public land banks and their future vocation (housing,
economic)
The strategic places to preserve from urbanization
The strategic places for urban renewal projects and indications about their content
(housing, mix of economic and housing)
A list of actions to implement the schema: action with municipalities, public private
partnerships,...
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Strengths and weaknesses
Strengths & Opportunities
Weaknesses & Deficits
- elaboration of the new housing local
strategy by Saint-Etienne Metropole
(Programme Local de l‘Habitat)
- sectorial reflexions (housing,
economics,...)
- elaboration of the first strategic master
plan (Schéma de cohérence territoriale
Sud Loire)
- the public contract building between
Saint-Etienne Métropole and the Région
Rhône Alpes (financial opportunities)
- public budget capacities limited
- a lack of public private partnership
Current status of the management of land use of your project
Tasks/stages already completed:
data concerning land use consumption, new dwelling evolutions, land use market,...
identification of existing tools for local authorities intervention in land use field
Tasks/stages yet to be completed:
identification of strategic places to organize urban development (housing, economics)
definition of land use needs in link with demographic and economic development
Problems/limitations of earlier land use management initiatives:
cooperation between local authorities administrations structured on thematic
competence
mobilisation of private actors: developers, banks, land owners (private or public)
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6.2. ULSG and Knowledge and Dissemination Plans
URBACT Local Support Groups and Knowledge and Dissemination Plan
6.2.1. CERTU France
Nature of topics / problems / challenges of the Knowledge and Dissemination Plan
France has developed some spatial planning document at different levels such as SCOT,
PDU, PLH or PLU. Especially for SCOT or PLH, what kind of strategic land use policy
could be built linked to this documents and how to implement it?
What kind of experiments, methods , tools could we find? How to make private actors
contribute in an integrated land use management policy?
What can we learn from European experiences?
Topic and challenges:
- Collecting good practices, but also problems of sustainable land use management
systems
- Developing indicators and criteria for good practices
- sharing European experiences on sustainable land use management policies and tools
at different level, within different contexts and facing different kind of problems
- developing an interest on local level (public and private stakeholders) for the
elaboration and implementation of sustainable land use management policies and tools
Problems:
- some target groups are difficult to make interested in such issues
- it is often difficult to make it possible to understand the national contexts and
problems on that kind of issues
Key statistics for your Knowledge and Dissemination Plan:
Context and contents:
Developing methods, tools and knowledge on sustainable land use management
Involving all the stakeholders needed in the development and implementation of
sustainable land use management policies and tools
Dissemination on different level and target groups, from scientific publication to the
elaboration of documents or events for local authority professionals or elected
representatives, private stakeholders and citizens
Actors:
Members of other knowledge dissemination groups
Actors at national level: professional or politician groups or associations
Actors and stakeholders at local level: political decision makers at municipal, intermunicipal and regional level, technical professionals at the same levels, private
stakeholders
Actors of the scientific community
Instruments:
Scientific, technical and popular publications
Organization of networking capitalisation and dissemination
Events for politician decision makers, technical professionals or citizens at local,
regional or national level
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Key areas/elements of the Knowledge and Dissemination Plan for which you require
inputs from the partners and exchange activities
Concrete topics and needs will be found within the exchanges with the partners.
An important point is to give precise elements on national contexts and problems so as
to be able to understand the situations and either takes benefit from the policies or
tools developed or give elements to find solutions. There is a need for a quick
production of general papers within a general framework.
Desired outputs / products of your Knowledge and Dissemination Plan
From a general point of view, it is interesting to share experiences and problems on
sustainable land use management policies and tools and to capitalize and disseminate
the knowledge trough our national and regional networks.
From a more local point of view it will be useful to try and imagine policies, tools and
methods on sustainable land use management.
Knowledge Dissemination: How is the transfer / exchange of knowledge between
Research Institute / University and other actors organized?
As a national body, the CERTU will participate in the local support group organized by
EPURES and also work on knowledge and methods capitalization and dissemination at
national level.
Its “capitalization and dissemination support group” consist in a Network of networks
trough the organizations involved: researchers, public (local authorities representatives)
and private stakeholders, concerned and involved in land use management:
- Association des Etudes Foncières (ADEF)
- Fédération Nationale des Agences d’Urbanisme (FNAU)
- Assemblée des Communautés de France (ADCF)
- Club des maîtres d’ouvrages de SCOT
- Syndicat National des Aménageurs Lotisseurs (SNAL)
- Association pour la Promotion de l’Enseignement et de la Recherche en Aménagement
et Urbanisme (APERAU, a network of universities with a master degree in Urban
planning)
Common events and productions will be developed with these actors
Strengths and risks related to your project of Knowledge and Dissemination Plan
Large and reliable network of different actors with different profile and competences
and higly interested in the issues of the project
Organizing the share of experiences and problems with the foreign partners so as to
make it profitable within the knowledge and dissemination plan
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6.2.2. University of Karlsruhe
Nature of topics / problems / challenges that you want to develop in your Knowledge
and Dissemination Plan for LUMASEC
Topics and Challenges:
- Collecting good practices but also problems of sustainable land use management
systems
- Developing indicators and criteria for good and best practices
- Developing methods and techniques for the improvement and the adaptation on
partner level what existing sustainable land use management systems are concerned
- Developing tools for governance, networking and participation
- Developing interpretation systems and tools for reaching different and mixed target
groups (“land use management interpretation”)
- Special focus on private actors on local level, for instance from the real estate
development companies
Problems:
- Some target groups are difficult to reach
- Topic and theme is difficult to be interpreted to certain target groups (citizens,
children)
- To reduce these problems, external expertise will be integrated into the knowledge
and dissemination plan
Key statistics for your Knowledge and Dissemination Plan
Context and Contents:
- Technical level: Improving, adapting and developing methods for sustainable land use
management
- Cooperation level: Finding organisation forms for cooperation on different levels
(networks, subnets, inter-communal unions, working groups etc.)
- Dissemination level: Dissemination on different levels, from scientific publications
within the Knowledge Disseminations Groups to “give away”-actions for citizens around
events. Development and use of interpretation systems for special target groups.
Actors:
- Members of other Knowledge Dissemination Groups
- Actors from partner cities and city regions
- Actors concerned with the implementation of land use conceptions (political decision
makers on local/regional level, technical planners like architects, private investors,
NGOs etc.)
- Actors concerned with the acceptance of technical and political decisions (citizens,
children, youth, NGOs)
- Actors of the Scientific Community
- Political decision makers on EU level
Instruments:
- Scientific and popular publications, guidelines
- PPI (products, projects, initiatives) within the networking processes
- Knowledge transfer through “networking networks” within Capitalisation Networking
- Events and associated public relation work (for instance press releases)
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Key areas/elements of the Knowledge and Dissemination Plan for which you require
inputs from the partners and exchange activities
Concrete topics and themes have to be fixed within cooperation and depending on the
concrete needs and win-win-situations of the partners, but key areas will be find on all
levels mentioned above.
Desired outputs / products of your Knowledge and Dissemination Plan
- General level: new knowledge, knowledge dissemination, development of
consciousness, development of competences
- Tool and instrument level: Products depending on the concrete needs and win-winsituations of the partners
Knowledge Dissemination: How is the transfer / exchange of knowledge between
Research Institute / University and other actors organized?
- A specific network architecture will be developed for the needs of the different actors
what knowledge dissemination is concerned: A main network (Capitalisation network)
will be responsible for the network knowledge and the general coordination whereas
subnets (for instance thematic groups) will be able to focus on specific projects.
- Common and concrete PPIs (projects, products, initiatives) will help to establish winwin-situations between all interested actors.
Strengths and risks related to your project of Knowledge and Dissemination Plan
Strengths & Opportunities
Network and even based approach allows
involvement of different actors with
heterogenous competence profiles and
ensures high acceptance of developed
products
Risks & Threats
Sustaining the Capitalisation Network
after the end of funding period will only
be successful if the partners get their
win-win-situations
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6.2.3. University of Ljubljana
Nature of topics / problems / challenges that you want to develop in your Knowledge
and Dissemination Plan for LUMASEC
Topics and Challenges:
- Collecting good practices as well as constraints of sustainable land use management
systems
- Developing indicators and criteria for good and best practices
- Developing methods and techniques for the improvement of the existing sustainable
land use management systems
- Developing tools for governance, networking and participation
- Developing tools for reaching different and mixed target groups in land use
management
Problems:
- Some target groups are difficult to reach (politicians)
- Topic and theme is difficult to be interpreted to certain target groups (citizens,
children)
- lack of administrative NUTS 3 (or NUTS 2) regions in Slovenia as impediment for land
use management at the city-region level;
- To reduce these problems, external expertise will be integrated into the knowledge
and dissemination plan
Key statistics for your Knowledge and Dissemination Plan:
Context and Contents:
- Technical level: improving, adapting and developing methods for sustainable land use
management
- Cooperation level: Finding organisation forms for cooperation of different levels
(networks, inter-municipal associations, interest groups, etc.)
- Dissemination level: dissemination on different levels, from scientific publications
within the Knowledge Disseminations Groups and other interested groups. Development
and use of interpretation systems for special target groups.
Actors:
- Members of other Knowledge Dissemination Groups
- Actors from partner cities and city regions
- Actors concerned with the implementation of land use concepts (political decision
makers on local/regional level, technical planners like architects, private investors,
NGOs etc.)
- Actors concerned with the acceptance of technical and political decisions (citizens,
children, youth, NGOs)
- Scientific community
- Political decision makers on EU level
Instruments:
- Scientific publications, guidelines, media coverage, public relations
- PPI (products, projects, initiatives) within the networking processes
- Knowledge transfer through “networks” within Capitalisation Networking
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Key areas/elements of the Knowledge and Dissemination Plan for which you require
inputs from the partners and exchange activities
Concrete topics and themes have to be fixed within cooperation and depending on the
concrete needs and win-win-situations of the partners, but key areas will be find on all
levels mentioned above, especially how to manage urban sprawl at the regional level
and efficient recycling of land in the inner-city areas
Desired outputs / products of your Knowledge and Dissemination Plan
- General level: new knowledge, dissemination activities, development of
consciousness, development of competences
- Tool and instrument level: Products depending on the concrete needs and win-winsituations of the partners
Knowledge Dissemination: How is the transfer / exchange of knowledge between
Research Institute / University and other actors organized?
- A specific network will be developed for the needs of the different actors what
knowledge dissemination is concerned: A main network (Capitalisation network) will be
responsible for the network knowledge and the general coordination whereas thematic
groups will be able to focus on specific projects.
- Common and concrete PPIs (projects, products, initiatives) will help to establish winwin-situations between all interested actors.
- meetings, brainstorming, networking
Strengths and risks related to your project of Knowledge and Dissemination Plan
Strengths & Opportunities
Network allows involvement of different
actors with heterogenous competence
profiles and ensures high acceptance of
developed products
Risks & Threats
Sustaining the Capitalisation Network
after the end of funding period will only
be successful if the partners get their
win-win-situations
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7. Conclusions and expected results of LUMASEC
The contents of the Local Action Plans and the Knowledge and Dissemination Plans of
LUMASEC have a broad field of actions and projects; basis knowledge and questionnaire
results from the partners highlight that a strategic land use management for sustainable
European cities should deal with four “knowledge pillars”:
- Data Information
- Governance
- Involvement of people
- Products, like Toolkit for municipalities on land use management.
Data Information
Management of Data and how to deal with the information structure: these are the
challenges of this knowledge pillar. It is not the question, how much information, but
much more, what kind of management strategy with the data pool has to be followed.
The discussion fields are the occurrence of urban sprawl and the land use management.
Governance
The second topic is related to the questions of governance and the practice of public
private partnership (PPP) connected with the questions of land use management and
sustainability. Network and Partnerships mechanisms should be the essence of the
management process.
Involvement of people
The third topic is related to participation and implementation of land use management.
Citizen’s participation has to be considered as the key to success of planning
implementation, sharing vision and reality. Municipalities or regional bodies should
learn from this process and should be able to share public interests with inhabitants.
LUMASEC products
Finally, the forth knowledge pillar is dedicated to a Toolkit for local stakeholder as well
as policy recommendations to municipalities, regional bodies and European Union.
The purpose of this Land Use Management Tool Kit will be to assist municipalities and
interested citizens in the purpose of sustainable land use. The Tool Kit will help
municipalities to identify the benefits of pro-active planning, actions required and
resources available to help.
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References
Working Group on Sustainable Urban Management, DG ENV, 2004
European Environment Agency-European Commission, Urban Sprawl – an ignored
challenge, 2006
Chris Couch, Urban Sprawl in Europe, 2007
Petitet Sylvain, Guet Jean-François, How to restrain urban Sprawl? The French way,
2008
Pichler-Milanovic Natasa, European Urban Sprawl: Sustainability, Cultures of
(Anti)Urbanisme and Hybrid Cityscapes, 2008
UNFPA, The State of the population, 2007
Statistisches Bundesamt 2007
United Nations, Demographic Trends in Europe, 2006
Glossary of terms for Brownfields, 2004
German Ministry of Housing, Brownfields, 2007
CLARINET, www.clarinet.at, 2001
Preuß Thomas, Ferber Uwe, Circular Land Use Management: new strategic, Planning and
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Lee Oliver, The scale and nature of European Brownfields, CABERNET 2003
Grimski Detlef, Urban Brownfields in Europe, 2001
German Statistics, Statistisches Bundesamt 2003
Christian Norberg-Schulz, Genius Loci, 1997
BBR, Memorandum – Towards a national urban development policy in Germany, 2008
Florida Richard, The rise of the creative class, 2002
Landry Charles, The creative city – a toolkit for urban innovators, 2000
Pricewaterhousecoopers – ULI Europe, 2008, Real Estate Market Trends in Europe 2008
Dormois Remi, Strategic land use management, 2007
Bryant and Bailey’s, Political Ecology, 1997
Kaiser Edward, Urban Land Use Planning, 1995
Engelke Dirk, FLAIR Project 2008
European Commission, Lisbon Strategy, COM2001.0264_en.pdf
European Commission, Lisbon Strategy, COM2005_330_en.pdf
European Commission, Gothenburg_agenda.pdf
Espon, nr-espon-2013, www.espon.eu
The Leipzig Charta, www.eu2007.de
European Commission, Thematic Strategy on the Urban Environment, 2007
European Commission, Urban Audit, www.urbanaudit.org
European Commission, ESDP European Spatial Development Policy 1999
Rennes Metropole, Pour une métropole européenne du XXIème Siècle, 2007
Vancutsem, Urban Trends in European Cities – the Munich case, ISOCARP Review 2008
MMR, Munich Metropolitan Region, 2008
Stuttgart City, NBS Atlas, 2006
BBR Bonn, Fläche im Kreis, 2007
Other references
Selle Klaus, Planen Steuern Entwickeln 2005
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