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Berlin –
neighbourhood fund |
Copenhagen green jobhouse |
Hamburg
Schanzenkieker |
Lisbon
Public facility |
Glasgow
Crown Street |
Dublin
Digital hub |
Vilnius
The Community Capacity Building programme
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Valletta
Timber Balcony Grant Scheme |
| How was that particular
project/activity started, by whom and with what motivation?
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The neighbourhood fund and the new
funding possibilities were publicly announced (poster: “the Kiez
becomes a Millionaire”). Applications could be handed in at the
Neighbourhood Management office in a non-formal style, some were
only brought forward verbally. 114 applications were handed in,
37 projects were chosen and implemented:
• 53,1% initiated by residents,
•33,3% by local initiatives
•8,3%: local businesses
•3,2% Schools and kindergardens
•2,1%: churches;
main motivation was improvement of living environment and
quality of lifespecially for kids. Most of the applicants were
active in the neighbourhood before and familiar with writing
applications (in particular, the education sector used to
realistic calculations). |
The green jobhuouse in Kongens
Enghave was started through the work in a Kvarterløft working
group consisting of residents and professionals from the local
administration.
Motivation was the high unemployment in the neighbourhood.
The project was developed in close co-operation with the
local administration working with employment issues. The local
political council had authority to change the service according
to the wishes of the project.
It has been one of the most highly prioritated projects in
Kvarterløft in Kongens Enghave |
The city was motivated to improve
the street-cleaning in the neighbourhoods. The city cleaning
company had a similar motivation to improve its reputation
through an effectivisation of the services
The project was initiated by STEG – as step in improving the
quality of life in the neighbourhood. It was carried out as part
as STEGs work in Karolinen and Schanzenviertel. Through this
work the theme of Garbage and dirt was brought up.
STEG developed the concept and found the necessary partners
in professional, ministries, cleaning company and the private
house-owners.
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The project was started by the
Municipality to provide lacking facilities for the neighbourhood
as well as a tourist attraction point as some kind as a “welcome
centre” leading to the monumental Castle area, reusing, and
restoring an old palace. |
Instigated by the local enterprise
company (formally Glasgow Development Agency, now Scottish
Enterprise Glasgow), working with the City Council and Scottish
Homes (now Communities Scotland). GDA committed a significant
resource to the masterplan approach to neighbourhood development
- a new one for Scotland . A major factor to the success of this
approach was that the Project Director was based locally and the
local community was involved
Crown Street represents the
first newly built owner-occupation in Gorbals |
The Digital Hub is an imitative by
the Irish Government to create an international digital
enterprise area in Dublin City . Dublin City Council, enterprise
Ireland , IDA (Industrial Development authority), Ireland are
key partners in developing The Digital Hub. The vision of the
digital Hub is to create a global centre of excellence for
innovation, creativity, research and learning. Upon completion
the Digital Hub will offer companies a managed and secure
environment in one of the most attractive and sought after areas
to work and live in Dublin .
The government invested Eur130 million in the project which
includes funding for media Lab Europe, the Anchor Tenant. |
The Community Capacity Building
programme was started by OTRA as a part of
Vilnius Old Town Renewal Programme in a year 2000.
Motivation: Strategy of
Vilnius Old Town Revitalisation (1996-1997) where support and
PPP
development was stressed as one of the priority goals. |
The scheme was initiated by the
Malta Environment and
Planning Authority in 1996 to regenerate and upgrade the
Three Cities and
Valletta . Wooden balconies are believed to have been
introduced locally in
the 18th century. Gradually they gained popularly to become a
standard
feature in town houses. Unfortunately the introduction of
alternative
material like aluminium has had a deleterious effect on the
traditional
townscape. The grant scheme aims to help alleviate the
financial cost of
maintaining timber balconies in order to encourage their
continued use.
Since 1996 MEPA has already contributed up to Lm86,000
through the scheme
to help 155 owners of timber balconies in Valletta ,
Floriana, Senglea,
Cospicua, Vittoriosa and Kalkara.
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| What are the institutional
arrangements for that particular project/activity after the
initial funding has ended? Who is running it and how will it be
funded?
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In general, the applicants who
receive funding are responsible for carrying out the project. As
a project it might well end after the funding ends, which is
never later than 1 year. Responsibility for the maintenance of
the projects lies with the applicants. So, in most cases no new
institutional arrangements are needed. This is the case for some
physical improvements as well as festivals.
Overall, there were two funding models: financial support to
kick-off / carry out a new project or money to buy some
additional goods/instruments to improve an existing project.
After funding has ended, there are three types of follow-up
arrangements:
1.The running costs are taken over by the responsible
group/association and the participants. This is for instance the
case in some training schemes.
2.Maintenance costs are taken over by public authorities. For
example projects with no specific target group (eg public
toilet).
3.The project ended.
In all cases, the so-called appropriation of revenues is
mandatory. So, e.g. instruments which were bought for projects
have to be listed in an inventory. The handing back of
instruments is organised on a single case level and depends on
whether the recipient can secure the appropriation of revenues.
Examples for arrangements after funding ended:
•Problem solution training for kids: carried on by local
initiative on a honorary basis (kids pay small fee)
•Mediation training: carried on by an association with public
funding (Socially Integrative City budget)
•Learning support project: local association, project now
financed by fees
•Renovation of fountain: carried out and finished, financed
by urban renewal program
•Installation of public toilet: maintenance is taken care of
by district authority (for 1 year) |
The project has never had any
initial funding. It has from the start been financed through the
ordinary revenue for unemployment measures in Kongens Enghave as
part of the local administration until the end of 2001.
From 2002 onwards (with the closing down of local councils)
the project is run as a part of the city-wide unemployment
service on a contract with the department for social affairs and
labour market in the Municipality of Copenhagen .
The project has been successful in additional fundraising for
the development of new methods – such as national foundations
and the EU-social Fund. |
During pilot phase STEG dealt with
concept and co-ordination. The sanitation company were the
producers. After the end of pilot phase (end of 2002) the city
has included the project in its normal financing.
With city sanitation company the model was taken on as a
standard in 3 inner city districts because of the positive
experiences with pilot project and because it fitted the new
political goals of the new Senate – safety and cleanliness
Responsible for the continuation is the city sanitation
company – financing according to the standard fees for owners
and tenants and extra financing from the city.
Very few means for special action after end of pilot phase
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The facility has been administrated
by the Lisbon Municipal Agency of State-owned Dwelling Resources
and Public Facilities, as an organisation that should work
within the possibility of making profit and to reinvest
financial resources, having in mind a specific dynamism of some
kind of an independent enterprise and a reduction of municipal
financial support using at the same time some privileges within
contracting procedures of external partners and service
delivering (changed recently again, having now the same
legislation as normal public sector complying with European
legislation).
Despite of this intention, the Municipality has been
financing the bigger part of all activities of this agency. |
There are two organisations - the
local
housing association who own a number of houses in Crown St
and supply
management services to owner-occupiers. There is also a Crown
St Trust that
will be responsible for looking after the public spaces. |
The Government has committed to
funding the project through the initial stages. In July this
year the digital Hub Development Agency was established. It is
established to implement the development of the development of
the Digital Hub Project. The Board is appointed by the Minister
of Communications, Marine and Natural Resources and includes
enterprise, education, business, arts social and urban
regeneration interests. The sponsoring partners are Department
of the Marine and Natural Resources, IDA Ireland and Dublin City
Council.
The functions of the agency include:
(a)procure, secure the provision of and to promote and
facilitate the development, including the carrying out of
construction or maintenance works, of the digital hub as a
location for digital enterprises and related activities;
(b)formulate strategies to encourage individuals and
enterprises engaged in digital content and related activities to
locate in the digital hub;
(c)promote and facilitate the procurement of technical and
communications infrastructure to attract digital enterprises
to the digital hub;
(d)prepare a development plan.
(e)prepare estimates of the costs of implementation of the
development plan and propose possible funding options;
(f)oversee and manage implementation of the development plan;
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OTRA is still the only institution
authorised/ financed by Vilnius Municipality to develop the
programme. The funding is being allotted annually and this
particularly part is being though/ recognised by politicians as
one of the most pro-spective and needed. |
The public funds for this sector is
increasing on three levels;
(1) Housing Authority has a series of supporting funds
(20-30) depending on income brackets, first-home buyers, old
houses etc.
(2) MEPA - Planning Authority incentives like timber balcony
grant schemes have been extended in the past two years and
diverse initiatives are being proposed on other aspects.
(3)Finance - Government. The Government has launched tax
relief in the past two years directed at new home owners and
these were further directed to those home buyers (on works
commission) in the Cottonera/Valletta etc.
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| Has there been an exit strategy?
When and how did stakeholders involved discuss the future
ownership? Describe how you came to these solutions and of
problems of getting there.
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The future of the project and the
problem of maintenance costs was part of the negotiations with
the neighbourhood jury. A guiding principle of the neighbourhood
fund was that the projects should not create additional costs
which are not covered within the allocated budget. So, the
maintenance costs of the projects had to be covered by the
budget. The proposals had to take this into account. E.g., the
construction of a new public toilet was difficult because the
department asked for a 10 years maintenance plan. |
Because the project from the
beginning has been a part of the normal routines of service in
the neighbourhood it has not been necessary to have an actual
exit strategy – the exit strategy so to speak embedded in the
project.
This was part of the argument for starting the project in the
first place – because the long term effect on the neighbourhood
would be greater than if you set up at temporary organisation..
When the local council closed it was decided to keep these
special local activities because of their successful methods.
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The pilote project was set to 2
years and was ended at 31.12.2002. The goal was during this
period to gather experience with the new cleaning model and the
co-operation between different partners. Only at the end of this
period would it be decided if it was going to be continued.
The important stakeholders were the city of Hamburg and the
city sanitation company. They started discussing the future in
Feb. 2002, but the decision to continue wasn not taken until
january 2003. The process involved problem-analysis, discussions
with stakeholders and internal STEG workshops.
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The transferring from municipal
administration to the Municipal Agency has been planned since
the very start of this project. The intervention of the Local
Council has always been restricted. At this Moment Library and
Local Council have been moved into another municipally owned
building by leaving specifically designed space out of specific
use. |
Yes & No - yes in that the original
organisations that set it up are pulling out and leaving it
to the owners (incl the HA); no in that there was not a special
strategy - it was typical house development.
The stakeholders discussed the future ownership in the
beginning of the project.
We have learnt from experience that the public sector cannot
do it all itself, so this time it is a mixture of community
ownership (the HA) and
private ownership (owner-occupiers) This is the third
regeneration of the
Gorbals in 50 years - previous attempts were public sector.
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Currently in phase one of the
project and moving to phase 2. A developer competition is
underway which will develop the nine-acre site
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Not yet, as the programme is
experiencing intensive development stage. The growing PPP
bewteen OTRA/ municipal and P sector (also Church) is regularly
meeting and discussing ways and methods of co-operation and
common actions directed to improve living environment and
protect the architectural/ urban heritage properties.
We recognise the process of community involvement is a very
slow one and depends on change of mentality (recent turn from
the non-private/ state
managed to free market economy) and economic situation. As
the economics is still transiting and radical social changes are
still in place, development
of the programme remains both challenging and prospective
from the point innovations development. The program also is
starting gradually to shift from being focused on an upgrade of
physical environment towards putting
more attempts to built parallel new instruments for seeking
social cohesion. |
There is no exit strategy for this
scheme,
since this is a one off grant scheme.
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| What incentives are there for the
future owners (tax reliefs, reputation, income)?
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The incentive is the produced good
itself. The good has been produced out of a demand so it is more
than likely that it will be used. In some cases where private
funding was sought for public goods, the company which was asked
looked for advertising possibilities. This was the case for
instance ion debates over a public toilet in the Wrangelkiez. It
would have been possible to find private funding for maintenance
if in return the company would have been allowed to use public
space for advertising. The neighbourhood jury opted against such
a model. |
The incentives for the future owner
– the City of Copenhagen - lies in the satisfaction (and good
reputation) for successful and cost effective problem solution.
The incentives for the employees have been the freedom of
developing new methods and being a part of groundbreaking new
procedures – which also strengthens future job opportunities.
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The city sanitation company hopes
to improve services and reputation through the continuation of
the projects. They have realized this in the framework of the
model-project.
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We could name it the possibility to
gain reputation and to get profit and opportunity of
reinvestment. |
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The core development is a nine-acre
site located just 10 minutes from the city centre within the
historic Liberties area of Dublin .
In 2002 the Irish Government adopted a strategy for the
development of the Digital media sector in Ireland . Its aim is
to develop a world-class Digital content Industry based on the
targeted development of a number of clusters at the intellectual
property end of the market, namely enabling technology and high
value content and applications ....
specifically The Digital Hub should be developed as a
showcase for digital content in order to market the capabilities
and benefits of Digital Media/Content to the corporate sector in
Ireland and internationally. The establishment of a Digital
Media Cluster in Dublin is the focal point for the development
of the Digital Media Sector nationally and internationally.
Clustering like minded companies is a proven concept
internationally
Specific incentives include:
Clustering a Mix of Irish and International Digital Media
Companies
High Speed Broadband network
Access to a Network Operations Centre
State of the Art Accommodation for Digital Media Companies
Fostering of new collaborations between Enterprise , Media
Lab Europe and Third level Institutions
Access to specialised courses for Digital media in new
technologies
Increased access to technology for local and wider
communities
Innovative pilot project to address the digital divide. |
No incentives still. (conditioned
financial support instead) |
Besides the Balcony Grant Scheme
which is issued on a regular
basis, there are other incentives, offered by the Housing
Authority to
upgrade habitable and vacant dwellings. These incentives
include subsidies
on adaptation work in owner occupied dwellings; Subsidies on
adaptation
works in leased private dwellings and financial aid for
adaptation work in
residences occupied by persons with disability.
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Mainstreaming and Anchoring
