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Regions forEconomic Change
EN
Networkingfor Results
Brussels, 16–17 February 2009
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European Commission, Directorate-General for Regional Policy
Unit B1 – Information and communication
Raphaël Goulet
41, Avenue de Tervueren, B-1040 Brussels
Fax +32 2 29-66003
regio-info@ec.europa.eu
http://ec.europa.eu/regional_policy
© European Communities, 2009
Reproduction is authorised provided the source is acknowledged.
Printed in Belgium.
The texts of this publication do not bind the Commission.
The opinions expressed in this publication are those of the author
and do not necessarily refl ect the views of the European Commission.
Photos: © EC DG REGIO
DOI 10.2776/4193
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3Regions for Economic Change: Networking for Results
Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Rising to the challenge of good practice exchange – an update on ‘Regions for Economic Change’ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Defining good practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Cohesion Policy promoting policy learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Progress so far . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Map of ‘Fast Track Networks’ in 2008 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
INTERREG IVC – Regions for Economic Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
URBACT II – Urban Networks for greater cohesion and competitiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Capitalising on innovative approaches towards demographic change – ESF6 CIA . . . . . . . . . . . . . . 14
The ‘HerO’ Fast Track Network: Cultural Heritage as Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
RegioStars 2009 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Contents
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5
The ‘Networking for Results’ conference is the fi fth thematic conference to take
place as part of the ‘Regions for Economic Change’ initiative. This year, it focuses
on the experiences and benefi ts of networking across three broad themes:
innovation & creativity, climate change & sustainable development and urban
adaptation.
In preparing it we have benefi ted from the experience of the four previous
conferences focused either on specifi c challenges – regional innovation,
fostering competitiveness, responding to demographic change, or on the
process of sharing good practices. Since our last gathering, facing up to our
long-term challenges has become much more demanding with the onset of
the 2008 global fi nancial crisis, but no less crucial.
From our work on future perspectives – Regions 2020 – we know that European
regions will be aff ected asymmetrically by the trends in the major challenges
we all face. These may cement existing patterns of territorial disparity and even
create new ones. Some regions will face the combination of expected new
trends, creating complex problems at regional level. Development challenges will therefore vary at regional level both in terms
of size and nature, accentuating the need for tailor-made responses to transform these challenges into opportunities.
In the 21st-century global knowledge economy, functioning and eff ective networks are essential to accelerate learning and help
make informed policy choices. I believe that the ‘Networking for Results’ conference theme is therefore more relevant than ever
before. In the uncertain times we live in, a results-oriented approach is a key starting point.
By off ering an integrated set of good practice tools linked to priority themes, the ‘Regions for Economic Change’ initiative aims
to help regions eff ectively network and share their experiences.
‘Regions for Economic Change’ was launched in November 2006, just over two years ago. In this brochure you will fi nd an
overview of its progress and early successes. In particular you will fi nd presentations of the work now underway in the INTERREG
IVC and URBACT II programmes and of the 2009 RegioStars fi nalists.
In my view, Cohesion Policy is an excellent framework within which to foster links and help Europe and its regions face up to
future challenges. To be eff ective in meeting these, we need integrated solutions that bring diff erent levels together (EU, national,
regional) and that fully take into account the specifi c circumstances of each region. I am confi dent that the fi fth ‘Regions for
Economic Change’ conference will bring us further along the road in this joint endeavour.
Danuta HübnerMember of the European Commission
responsible for Regional Policy
Foreword
Regions for Economic Change: Networking for Results
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6
Rising to the challenge of good practice exchange – an update on 'Regions for Economic Change'
Regions for Economic Change: Networking for Results
Regions for Economic Change makes a stronger link between interregional co-operation and operational programmes.
IntroductionEurope's Member States and regions are diverse. Our regions and
municipalities have widely ranging abilities to design and deliver
policy. Still, each region and city is striving to improve its level of
development from its own starting point. As a result, there is a huge
stock of expertise, good practice and experience in our cities and
regions. It is very likely that the policies planned in a particular terri-
tory may be informed, reinforced or improved by ideas already im-
plemented in another region. Regions may benefi t from cooperat-
ing, learning and networking with one another. Indeed, they should
share knowledge in order to save time and resources and fi nd the
optimum solution tailored to their circumstances.
These concerns have prompted the creation of the 'Regions for
Economic Change' initiative – RfEC – sealed with the adoption of
a Commission communication1. It was launched in the context of
the strengthened focus within Cohesion Policy on the key objec-
tives of the Lisbon Strategy, i.e. human resource development, in-
creased investments in innovation and the knowledge economy,
business support and developing critical EU infrastructure. Its aim is
to reinforce the work of sharing good practices, networking and the
transfer of ideas – mainly through two pan-European networking
programmes – INTERREG IVC and URBACT II.
1 COM(2006) 675 fi nal, 8.11.2006.
Defining good practiceGood practice in regional development (and any public policy
process) means certain prerequisites have to be in place, such as
fair and reliable procedures, a sound legal basis for public action,
fi nancial control and control over policy funding. Cohesion Policy
provides a set of common rules for managing and accounting for
European taxpayers' money and a set of minimum procedures for
organising programmes.
Beyond these minimum rules it is possible to speak of good prac-
tice in programme management2, but this is not the main focus
of the RfEC initiative. Good practice in the RfEC sense of the term
concerns the promotion of sound policy ideas. The quality of the
ideas, projects and strategies supported through the programmes is
what determines success in achieving the programme’s underlying
objectives.
Even in a thematic context, good practice is a fl uid concept, diffi cult
to defi ne and linked to broader themes of learning and innovation.
There exist several defi nitions for it, depending on the context and
various attempts to promote learning and innovation in many dif-
ferent sectors and at many diff erent levels throughout Europe3. It
may be identifi ed, described and communicated in diff erent ways,
e.g. by distributing case studies, setting up award schemes, using
formal evaluations, methodologies, tool kits, publications, twinning
and exchange programmes, training courses and networking activi-
ties.
Good practice is essentially linked to how public authorities learn
– how they innovate and improve. Examples of good practice, as
presented in case studies, evaluations and tool kits, are in fact only
information which is ideally well structured. The main success fac-
tor determining whether it is actually made use of is the know-how
and knowledge of the reader or user. The basic constraints on the
successful transfer of a good practice are 1) whether the prac-
tice, project idea or methodology is appropriate for transfer, 2)
the capacity of the organisation at whatever level to manage the
change involved and 3) the will to implement change.
The benefi ciary of good practice is the key stakeholder when it
comes to committing to innovation and successfully communicat-
ing a good idea, although Cohesion Policy is also playing its role in
promoting policy learning.
2 Good practice on specifi c themes relating to programme design, delivery, management and evaluation is the concern of the independent network IQ-NET http://www.eprc.strath.ac.uk/iqnet/default.cfm
3 See the report to the EP Committee on Regional Development (REGI) 'Best Practices in the fi eld of regional policy and obstacles to the use of structural funds' http://www.europarl.europa.eu/meetdocs/2004_2009/documents/dv/pe405396_/pe405396_en.pdf
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Cohesion Policy promoting policy learning
Sound policymaking and good practice are promoted through
Cohesion Policy mechanisms by means of various instruments: the
emphasis on evaluation and evidence-based policymaking, promoting
interregional learning and the sharing of good practices.
Evaluation is a cornerstone of Cohesion Policy and relies on
evidence-based evaluations that inform programme objectives and
the setting of relevant indicators. An evaluation culture is necessary
for policymakers to assess the success of their strategies, identify
good practices and qualify the ‘value’ of their practices.
In the current programmes, our concept of evaluation has devel-
oped. During this programme period, we encourage managing au-
thorities at Member State level to undertake ongoing evaluations of
all or parts of programmes according to need. If we try to evaluate
everything at one time, breadth will militate against depth. We need
to build knowledge and learning over time, across all our work, and
evaluation may contribute to this.
The Commission's own evaluation work in 2008 and 2009 is
currently focused on ex post evaluation of the 200006 period
and is thematically focused. In that way the plan is to clearly
demonstrate what has been achieved in diff erent policy areas and
learn for the future how eff ectiveness and impact may be enhanced.
Valuable messages will be highlighted at programme and strategy
performance level when the studies are published in 2009.
Analysing ERDF co-financed innovative projects. A study already performed for DG REGIO by the consultancy
group Technopolis carried out 60 case studies (now in the
database – see Box ‘Case studies’) and made comparative
analyses of 10 projects. The study emphasises the diff erent
approaches to, and the common success factors of,
innovative projects. The comparative analysis draws lessons
on the thematic content of the 10 projects (developing clus-
ters, growing businesses, science-industry linkages, ICT as a
growth driver and innovative fi nance) and on the process of
delivering these innovative projects (project planning and
design, partnership and leadership, sustainability and the
added value of public support).
The study is available at: http://ec.europa.eu/regional_
policy/sources/docgener/evaluation/pdf/innovative_
projects_fi n.pdf
The 200006 ex post evaluations will not only draw conclusions on
the eff ectiveness and impacts of the programmes, but illustrate
some of their fi ndings through case studies of projects in the recent
period of 200006. An approach of analysing good practice at
project level may enhance insight into the eff ects of Cohesion Policy
and strengthen the quality of evaluations and their credibility.
Progress so farSince 2006 we have made important progress in delivering on the
good practice agenda set out in the proposals of the RfEC initiative.
These were fourfold:
A. Themes: The themes for ‘Regions for Economic Change’ were
successfully integrated into the INTERREG IVC and URBACT II
programmes. Those 30 themes, under which capitalisation or 'Fast Track'
projects are encouraged, were chosen because of their relevance to
the three thematic guidelines or the cross-cutting territorial dimension
of the Community Strategic Guidelines for Cohesion Policy.
B. Improved communication: More eff ective communication is a
key part of ‘Regions for Economic Change’. Its task is to ensure the
rapid dissemination‘’ of ideas, results and details of the good prac-
tice projects. This has been ensured by holding regular conferences,
of which this is the fi fth, with related publications such as this bro-
chure, maintaining dedicated web pages, the launch of the 2008
and 2009 RegioStars awards and the creation of a database of good
practice projects (see Box ‘Case studies’).
C. Fast Track Networks: These networks are ‘capitalisation’projects
in which the European Commission supports the work to actively
Cohesion Policy promotes interregional policy learning and the sharing of good practices.
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8 Regions for Economic Change: Networking for Results
transfer identifi ed good practices. Indeed, the Fast Track targets more
rapid dissemination of good ideas through the relevant mainstream
national, regional or interregional programmes. Initially, three Fast
Track Networks were launched on a pilot basis but are now fully in-
tegrated into the INTERREG IVC and URBACT II programmes. Success
rates for capitalisation projects have been relatively high. Following
the results of further calls for proposals under the programmes (i.e.
the IVC call which ended in January 2009) the number of such net-
works is likely to increase. By the end of 2008 the Commission was
supporting 12 Fast Track Networks, fi ve under INTERREG IVC and
seven under URBACT II. In this brochure you will also fi nd articles
presenting the two programmes, INTERREG IVC and URBACT II, and
showcasing the work of two of the Fast Track Networks, HerO and
ESF6 CIA.
D. Two-way bridge: The two way bridge should serve as a tool to
link the networks and the managing authorities and prepare for a
fertile ground for good practices. The link between these players
is vital to the success of the initiative. The Commission is support-
ing integration and encourages regions to act more strategically
in choosing the networks of interest to it. Closer partnerships are
necessary for success so that the managing authorities may benefi t
from the networks’ input.
Case studies
As part of the RfEC initiative, a searchable database has been
made available online, containing detailed descriptions of
projects funded under the EU’s Cohesion Policy from 2000 on-
wards. It complements the previous ‘success stories’ database
(now being refreshed) which was essentially a communications
tool for liaising with the media and the general public.
The case studies have been developed primarily for project
promoters, policymakers and other practitioners to provide
analysis of projects and support exchange of experience
amongst policymakers.
Containing over 120 projects, the database may be searched
under 10 themes or 40 subsections, by member state or
region. The detailed case studies present the regional strategic
context, activities and results achieved, the partnership
developed, the innovative dimension, the obstacles encoun-
tered in implementing the innovation project and conclude
with the lessons learnt and good practices identifi ed.
Case studies database: http://ec.europa.eu/regional_policy/
projects/practices/index_en.cfm
In the context of the RfEC initiative, the objective is to provide an
integrated set of tools, tailored to the context and objectives of EU
Cohesion Policy on themes particularly relevant to our regions and
municipalities.
ConclusionsCohesion Policy has already achieved a great deal, but one of its
strengths has been its ability to evolve and fulfi l its role as one of
the pillars of European integration. The Commission will continue
to build on the achievements to date under the RfEC initiative by
supporting the Fast Track Networks, the networking programmes
generally and the integration of the lessons learned from network-
ing activities and evaluation activities generally into the mainstream
programmes. There has been signifi cant progress under the diff erent
work strands under the RfEC initiative so far, but much still has to be
done to ensure that results are achieved from this promising start.
The two-way bridge serves to link networks and managing authorities.
Rising to the challenge of good practice exchange – an update sing t he chao thg to tooo o ttoon 'Regions for Economic Change'iiiiioiioi
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9
© EuroGeographics Association for the administrative boundaries
0 1,000 Km
INTERREG IV CPIKE - Promoting Innovation and the KnowledgeEconomyB3 Regions - Regions for Better BroadbandconnectionESF6 CIA - Capitalising Innovative Approachestowards Demographic ChangeRAPIDE - Regional Action Plans for InnovationDevelopment and EnterpriseERIK ACTION - Upgrading the innovation capacityof existing firms
URBACT IIURBAMECO - The urban, social, economic and cultural regeneration of public housing estates in urban areas
MILE - Managing Migration and Integration at local level
OpenCities – Openness and the Competitive Advantage of Diversity
UNIC - Urban Network for Innovation in Ceramics
HerO - Heritage as Opportunity: Sustainable Management Strategies for Vital Historic Urban LandscapesBuilding Healthy Communities - Urban Health network for "Building Healthy Communities"RegGov - Regional Governance of Sustainable Integrated Development of Deprived Urban Areas
REGIOgis
Canarias
Guyane GuadeloupeMartinique
Réunion
Açores Madeira
Regions for Economic Change: Fast Track NetworksDistribution of the networks' partners at regional level
Map of 'Fast Track Networks' in 2008
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10 Regions for Economic Change: Networking for Results
Business start-up centre for internet and telecommunications-based companies.
Capitalising on experience – INTERREG IVCThe interregional co-operation programme, INTERREG IVC, provides
an opportunity for regions to work together to build on existing
good practice which they can put to use in their area. It off ers an
innovative way of improving Regional Policy implementation and is
known as Capitalisation.
The Tuscany Region in Italy wanted to improve regional in-
novation support services and infrastructure for its enterprises.
Having already taken part in a network of regions collecting and
sharing their experience on innovative policies, Tuscany decided
to move to the next level and transfer these practices into their
own regional framework. When the occasion arose to present
‘Capitalisation’ projects under INTERREG IVC, they jumped at the
chance to continue sharing with European partners.
INTERREG IVC – behind this enigmatic name lies the idea that with
so many good ideas in Europe, we do not always need to reinvent
the wheel; that by working together and sharing experience, we can
advance more quickly together.
Interregional co-operation, part of the European Territorial Co-
operation (third) Objective of EU Cohesion Policy, can be seen
as a truly European use of funds. Unlike the Convergence and
Competitiveness Objectives, which distribute the funds on a na-
tional or sub-national level, the European Territorial Co-operation
Objective seeks to go beyond borders: two or more countries work-
ing together to overcome obstacles across a common border (cross-
border co-operation, ex-INTERREG A); a geographical grouping of
countries treating common challenges and issues (transnational,
ex-INTERREG B); and a Europe-wide ‘laboratory’ where exchang-
es and transfers at policy-level of good practices can take place
(interregional co-operation, ex-INTERREG C).
The INTERREG IVC programme aims to achieve this by fi nancing
networks of European regions under two main streams: Regional
Initiative Projects, which covers activities relating to the exchange of
experience and identifi cation of good practices; and Capitalisation
Projects, which builds on good practices already identifi ed and
focuses on transferring these practices to regional programmes.
The case of the Tuscany Region clearly illustrates the advantage of
participating in an INTERREG IVC project. Unlike other programmes,
INTERREG IVC targets the policymaking bodies at local, regional and
national levels. This is not to say that all other organisations are ex-
cluded, but bodies governed by public law need to demonstrate
how they aff ect Regional Policy. Exchanges with other regions allow
authorities to assess the eff ectiveness of their policies on a strate-
gic level. For Capitalisation Projects in particular, the managing
authorities and the bodies responsible for implementing Regional
Policy are a key element of the partnership. Within the two-year
lifespan of the project, each participating managing authority is ex-
pected to sign an action plan detailing how the good practice will
be put in place in their region.
Many regions have realised the potential of working with public
authorities from other countries, as witnessed by the overwhelm-
ing response to INTERREG IVC’s fi rst call for proposals – almost 500
applications were received in January 2008, requesting over three
times the total programme’s budget!
The selection process may have seemed severe, but with only €321
million over seven years, it is obvious that only the best will receive
funding. However, by September almost one quarter of the total
budget was allocated to projects which covered a wide range of
issues. A total of 41 projects were approved.
At present, the six approved projects under the ‘Capitalisation’ strand
cover:
Entrepreneurship and SMEs
• ERIK Action, led by the Regional Government of Tuscany, aims to
improve the eff ectiveness of regional innovation support services.
ICHNOS Plus aims to roll out the models of one-stop shops for
businesses developed under the INTERREG IIIC project (ICHNOS)
to mainstream regional programmes, under the lead partner
ANCITEL Sardinia.
INTERREG IVC – Regions for Economic Change
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11
Working together to build on existing good practice.
Information society
• B3 Regions, led by the Piedmont Region, tackles a key theme for
the development of the knowledge economy: implementing
broadband connections in remote or disadvantaged areas.
• The PIKE project aims to stimulate the successful uptake of
Information Society policies at regional level, particularly in
the area of broadband and internet access, and eGovernment
practices. Ireland’s EEIG ERNACT leads this project.
Innovation, research and development
• RAPIDE, led by the South West England Regional Development
Agency, deals with the role of the public sector in stimulating in-
novation in regions, in particular helping mainly small businesses
bring innovative products to market more quickly.
Employment, human capital & education
• Best practices for tackling demographic change falling birth
rates and increasing life spans are the focus of the ESF6CIA project,
led by Aufbauwerk Region Leipzig GmbH.
Given the fact that the ‘Capitalisation’ strand was newly introduced
in 2007 and that there are more stringent requirements in place for
projects to fulfi l, less than 5% of project applicants in the fi rst call
for proposals selected this option. Out of 13 applications, six were
selected for approval, of which fi ve will benefi t from what is known
as ‘Fast Track’ assistance from the European Commission. This saw a
high rate of success compared to the success rate generally under
the fi rst call.
As indicated above, Capitalisation projects take as their starting
point existing good practices that have been identifi ed. These can
come from any of the Structural Funds programmes, as long as they
relate to one of the two INTERREG IVC priorities: Innovation and the
Knowledge Economy, and Environment and Risk Prevention.
The ‘Fast Track’ option is part of the EC’s Regions for Economic Change
initiative. Through the INTERREG IVC programme, and URBACT II, the
Commission provides further assistance to selected projects, with
the aim of ensuring that the identifi ed results are transferred into
the main body of Regional Policy.
You may be wondering, ”How do I apply to be a Fast Track project?”
There is no separate, specifi c application process – applicants
choose either Regional Initiative or Capitalisation Project during the
annual calls for proposals (second call closed in January 2009). In
parallel with the eligibility and quality assessment carried out by
the Joint Technical Secretariat, the European Commission assesses
Capitalisation Project applications for Fast Track labelling (see ques-
tions on the RfEC site). The fi nancing decision for all projects is
taken by the Programme Monitoring Committee.
The most striking feature of Capitalisation Projects is its focus on
transferring existing good practices into Regional Policy. This con-
ference will showcase how the fi rst projects are advancing with this
most strategic of tasks.
Learn more about the INTERREG IVC programme and Regions for
Economic Change:
http://ec.europa.eu/regional_policy/cooperation/interregional/
ecochange/index_en.cfm
http://www.interreg4c.eu
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Cities and metropolitan areas are the
engines of Europe's economic devel-
opment. They are also the frontline
in the battle against obstacles to
growth and employment – especially
social exclusion and environmental
degradation.
Cohesion Policy plays and will continue to play an important role
in the development of Europe's towns and cities. The urban di-
mension is now fully integrated into the Operational Programmes
co-fi nanced by the European Regional Development Fund (ERDF).
Building on the experience and strengths of the URBAN Community
Initiative, Member States and regions have been given the possibil-
ity to design, programme and implement tailor-made, integrated
development operations in all European cities. The exchange of ex-
perience amongst them as well as mutual learning are vital for the
success of these operations.
For this reason, the European Union co-fi nances a special exchange
programme for European cities: the Urban Development Network
Programme URBACT II. The Programme’s general objective is to
improve the eff ectiveness of urban development policies and to
strengthen the common concept of integrated urban development.
It contains a clear focus on the capitalisation and dissemination of
knowledge and actively contributes to the implementation of the
(renewed) Lisbon-Gothenburg Strategy. With a budget of around
€69 million (78% of which is co-fi nanced by the European Regional
Development Fund), the URBACT II programme will fi nance a total
number of 46 thematic networks and 14 working groups.
URBACT II is an important vehicle for the Regions for Economic
Change initiative, targeting the concept of faster implementation of
ideas. One of the key ideas of the URBACT II programme is to connect
its networks and working groups to ERDF Operational Programmes.
The envisaged strong links between the city administrations and
(regional or national) EU managing authorities can thereby work
for the benefi t of both sides: managing authorities benefi ting from
better prepared project applications and cities having the bonus
of directly communicating and interacting with their funding
authorities in charge. Jointly prepared ‘Local Action Plans’ are crucial
reference documents for both sides. This ‘two-way bridge’ is one key
element of the Regions for Economic Change initiative.
After the fi rst call for proposals, 21 thematic networks and 6 work-
ing groups were approved for funding under the URBACT II pro-
gramme. To strengthen the Regions for Economic Change approach
in all networks, partners were asked to have their relevant manag-
ing authorities join the projects where possible. More than 200
managing authorities across Europe followed this request and are
now associated project partners – proving their keen interest to
jointly work with cities on urban issues.
Seven of the 21 networks have received the European Commission's
‘Fast Track΄ Label. This special label is given to networks which
intend to make a vital contribution to one of the priority themes
of the Regions for Economic Change initiative, which have indi-
cated their interest in working closely with managing authorities
and Commission Services, and which have (fi nally) undergone an
assessment by the European Commission.
In contrast to other URBACT II networks, these seven Fast Track
Networks contain three important elements which should allow
cities to implement their concepts and ideas faster:
• A strong ‘two-way bridge’. The managing authorities of the network
partner cities are actively involved in the Fast Track Networks. The
close co-operation between the two levels will improve good gov-
ernance and enable cities to implement their Local Action Plans
under relevant EU programmes. Most of the ERDF Operational
Programmes already contain provisions to support operations
arising from Regions for Economic Change. In contrast to other
URBACT II networks, the degree of co-operation is stronger within
Fast Track Networks.
• Active support from the European Commission. The Services of
the EU Commission support the networks with their thematic ex-
pertise and administrative capacity. Depending on the theme of
the network, diff erent Commission Services join the networks as
partners.
URBACT II – Urban Networks for greater cohesion and competitiveness
Regions for Economic Change: Networking for Results
Dirk Ahner, Director General of the Directorate General for Regional Policy of the European Commission, at the 2008 URBACT annual conference in Montpellier, France.
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13
Selected Thematic Networks
(Fast Track Label)Content
Regions for Economic Change Priority Theme
BHC Building Healthy Communities – capitalising
knowledge and good practice on urban factors infl uencing health
Building Healthy Communities
Open CitiesOpenness and the competitive
advantage of diversity
Managing migration
MILEManaging migration and integration at local level – for cities and regions
UNICNetworking for innovation in
European ceramics cities
Sustainable urban development
HerOCreating and implementing sustainable
management strategies for vital historic urban landscapes
RegGovRegional governance of sustainable integrated
development of deprived urban areas
URBAMECOFostering the social, economic and cultural
regeneration of distressed urban areas
• Networks in the European spotlight. As an extra bonus for making
extra eff ort as Fast Track Networks, these projects are regularly invit-
ed to present and discuss their thematic ideas in front of European
audiences. Opportunities include the annual Regions for Economic
Change conferences, OPEN DAYS and more focused conferences
and seminars organised by the European Commission.
So far, the experience of both cities and regions in applying this
new governance model has been extremely positive. It is clear in
most cases that close co-operation between cities and managing
authorities has led to additional assets for both sides.
The URBACT II programme will open its next call for proposals in
2009/10. Commission Services will again ask cities and regions to
join the Regions for Economic Change initiative and apply for the
Fast Track Label. A special focus will be on four highly relevant, urban
priority themes under Regions for Economic Change:
• Integrated policies on urban transport
• Sustainable and energy effi cient housing stocks
• Marginalised youth
• Brownfi elds and waste disposal sites
Learn more about the URBACT II programme and Regions for
Economic Change at:
http://ec.europa.eu/regional_policy/cooperation/interregional/
ecochange/index_en.cfm
http://www.urbact.eu
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14 Regions for Economic Change: Networking for Results
Despite inequalities between EU member countries, most experi-
ence demographic change which is characterised by a decrease in
mortality and fertility rates leading to a decline in the proportion of
the working population. Demographic change presents a range of
economic challenges in terms of fi nancing health care and retire-
ment as well as maintaining the employment skills base. This leads
to a discussion involving employers, older workers, trade unions and
other key stakeholders on how the quality of work should encourage
prolonged working.
Some good working practices related to managing an ageing work-
force have been developed under a previous European Social Fund
Article 6 funding stream, with the two-year ‘ESF6 CIA’ project build-
ing on these. Thus, ‘ESF6 CIA’ capitalises on innovative approaches
towards demographic change through the exchange and transfer
of existing good practices, such as: raising awareness of the issues
related to demographic change; older workers mentoring younger
workers; specifi c training; and business development related to
managing age diversity, to name just a few. The project is fi nanced
under INTERREG IVC and has been labelled as a Fast Track Network
by the European Commission under the Regions for Economic
Change initiative. For this reason the European Commission is di-
rectly involved and forms an additional project partner (Directorates-
General Employment, Regional Policy, Education and Culture). A key
focus of the Fast Track Network is to strengthen the links between
project partners and the relevant regional managing authorities as
well as other key regional stakeholders. Their involvement will be in-
strumental in the dissemination and implementation of action plans
aiming to improve the management of workforce ageing. The direct
collaboration with the European Commissions assists in facilitating
the transnational co-operation between Member States and further
aids innovation.
The following two examples illustrate some of the good practices
the ESF6 CIA project will capitalise on.
‘CAWA: Guidelines for a Changed Workforce’
The overall aim of this project was to raise awareness and de-
velop guidelines related to the issues faced by older workers
and their employers on a European level but within national
frameworks. The processes and practices developed under the
CAWA project promote creative approaches to workforce age-
ing by encouraging the social partners and employers to assess
and develop benchmarks for innovative policies and practices.
Forums and workshops have been organised in Austria, Spain,
Sweden and the United Kingdom focusing on case studies rep-
resenting diff erent industrial sectors and geographical regions.
With additional input from Bulgaria, these international meet-
ings led to the development of sectoral, national and eventually
European benchmarks for good practice related to the employ-
ment of older workers.
'FIT 4 WORK: Interdisciplinary tools for SMEs
'FIT 4 WORK' brought together partners located in the broader
Leipzig region. The partners were from diff erent disciplines and
worked together to fi nd an integrated approach to giving as-
sistance to SMEs. This approach included personnel manage-
ment, health management and training modules for employ-
ees. Through collaboration with the major health insurance
company and the public labour safety organisation, a number
of analytic tools were made available to help businesses.
Capitalising on innovative approaches towards demographic change – ESF6 CIA
ESF6 CIA capitalises on innovative approaches towards demographic change.
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15
The partner structure of the ‘ESF6 CIA’ project aims to match less
experienced regions with those that are more advanced, thereby
helping all partners benefi t from each other in one of two ways.
Firstly, partners (especially from the new Member States) with less
experience in managing demographic change will choose from a
pool of good practices developed under the previous ESF Article 6
funding stream, the good practices that provide the best match for
their regional demographic situation. Secondly, partners providing
these good practices will also exchange these with other partners
who off er equally good practices. Thus each partner region ben-
efi ts from another’s work on workforce ageing and demographic
change. This partner structure is instrumental to the success of the
dual objective of exchange and transfer. The structure of the network
has been specifi cally chosen to optimise the transfer of good prac-
tices between partner regions.
In summary, the development and improvement of good practices
from ESF Article 6 projects was only the fi rst step. The second logical
step is the capitalisation and transfer of identifi ed good practices to
other regions. Through the involvement of managing authorities and
other relevant stakeholders, the third step will be implementation of
these good practices. The practices will be analysed and formulated
in specifi c regional Action Plans, which is the main outcome of the
ESF6 CIA project. These Action Plans will ultimately form the fi nal
result of intensive interregional exchange between the partners, in-
volving workshops and thematic seminars conducted over the life
of the project. The success of the project therefore rests on good co-
operation and exchange between the partners, regional authorities
and relevant stakeholders.
Project PartnersAufbauwerk Region Leipzig GmbH (DE) – Lead Partner
Working Lives Research Institute (WLRI),
London Metropolitan University (UK)
RESOC Mechelen (BE)
University of L’Aquila (IT)
Region of Western Greece (GR)
AICCRE (IT)
Roses City Council (ES)
Institute of Sociology – Bulgarian Academy of Sciences (BG)
Abruzzo Region (IT)
South-Transdanubian Regional Development Financial
& Servicing (HU)
Ministry of Labour and Social Policy (BG)
Learn more about ESF6 CIA at:
http://www.esf6cia.eu
Contact name: Silvana Rückert
E-mail: rueckert@aufbauerk-leipzig.com
ESF6 CIA kick-off meeting in Leipzig on 23 and 24 October 2008.
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16 Regions for Economic Change: Networking for Results
Regensburg, Germany.
The ‘HerO’ Fast Track Network: Cultural Heritage as Opportunity
European cities bear testimony to the continent's long and turbu-
lent history. Evolved over centuries, historic urban areas illustrate
Europe's development and – up to now – strongly infl uence the
identity and self-understanding of our regions. However, historic
towns and cities are not to be seen as an accumulation of signifi -
cant monuments. They need to be considered as living organisms
and vital living spaces for their inhabitants. Furthermore, the rapidly
changing basic conditions of modern life pose a major challenge to
historic urban landscapes. The imbalance of progress and the pres-
ervation of the historic urban fabric often result in either economic
stagnancy or the loss of cultural heritage values and with it the loss
of identity. The network ‘HerO Heritage as Opportunity’ addresses
the basic question of how to maintain and foster the attractiveness
and competitiveness of historical old towns in Europe.
Co-fi nanced under the URBACT II programme and being one of
its seven Fast Track Networks, the HerO network wants to help
cities achieve a good balance between preservation of built
cultural heritage and the sustainable, future-proof socio-economic
development of historic urban landscapes.
It aims to manage confl icting interests regarding its use and balance
the diff erent demands of the local economy, inhabitants, tourists,
property owners and conservators. The HerO network is designed
to develop new methodologies, concepts and policies and discuss
their application in situ.
All cities in the network have a unique cultural heritage and common
challenges ahead. As these challenges vary widely in diff erent
political, economic and historical contexts, the network comprises
10 city partners with diff erent histories and diff erent traditions and
coming from diff erent parts of Europe. A carefully selected mix of
small-, medium- and larger-sized cities will also help guarantee
the transferability of results to cities across Europe. In order to
capitalise on previous experiences and also create new synergies,
the HerO project work will be carried out in close co-operation with
EAHTR, The European Association of Historic Towns and Regions.
This association represents almost one thousand historic towns in
Europe.
Project PartnersRegensburg (DE) – Lead Partner
Graz (AT)
Naples (IT)
Vilnius (LT)
Sighisoara (RO)
Liverpool (UK)
Lublin (PL)
Poitiers (FR)
Valencia (ES)
Valletta (MT)
In the development phase of the HerO network, several main topics
have been identifi ed for discussion in the 30-month implementation
phase of the network:
• Fostering and developing the cities' economic attractiveness and
competitiveness;
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17
HerO partners in Regensburg, Germany.
• Ensuring proper conservation of historic monuments and at the
same time facilitating careful integration of new architecture into
the historic cityscape;
• Ensuring multi-functionality and an appropriate mix of housing,
commerce and tourism opportunities in the old town area, while
balancing the needs of visitors and inhabitants alike;
• Communicating the ‘heritage values’ of a place;
• Facilitating the integration of new infrastructure and advertise-
ments in public space without harming the visual integrity of the
historic urban landscape;
• Supporting and attracting the (local) economy while maintaining
the distinct character of the historic city centre.
As a main result, the HerO network will develop integrated
and cross-sectoral management strategies for the sustainable
development of historic urban areas. These Local Action Plans are
strategic documents which contain a set of concrete measures on
a local level. Their implementation will mainly take place within
Operational Programmes co-fi nanced by the European Union.
This solid ‘two-way bridge’ is a key feature in the innovative
approach of HerO. Concrete actions on the ground will fi nally bring
reports and other written documents to life. This process of ‘mate-
rialising’ networking results is underlined by the fact that the HerO
network involves not only 10 cities, but also 10 managing authorities
of the relevant Operational Programmes. This ‘partnership in action’
is targeted at ensuring that the experiences and ideas gained from
the network are taken on board in the mainstream Operational
Programmes.
The HerO partners already benefi t from close co-operation with the
managing authorities and from enhanced funding possibilities with-
in Operational Programmes. Managing authorities for their part can
expect better prepared project applications with high relevance
to European policies. In this context, ‘Fast Track’ is understood by
network partners as a ‘fast track to concrete outputs’ and a ‘fast track
from ideas to their realisation and implementation’. In addition, the
HerO partners value the opportunity to be part of a policy develop-
ment cycle which infl uences future European policies in a bottom-
up approach. Thematic assistance from European level is provided
by the Directorates-General for Regional Policy, Environment, and
Education and Culture.
Learn more about the HerO network at:
http://www.urbact.eu/hero
Contact name: Matthias Ripp
E-mail: hero@regensburg.de
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18 Regions for Economic Change: Networking for Results
RegioStars awards.
The RegioStars 2009 Awards were launched at the 2008 Regions for
Economic Change conference. Mr Dirk Ahner, Director-General for DG
Regional Policy, explained that the aim of these awards is to highlight
innovative projects within the 271 EU regions that could be attractive
and inspiring to other regions. The themes announced for RegioStars
2009 centre on learning from good practices and support the themes
of climate change as well as the 2009 European Year of Creativity.
RegioStars 2009 has seen applications of innovative projects
from 18 Member States. The two thematic award categories are:
‘Research, Technological Development and Innovation’ and
‘Adaptation to or mitigation of climate change’4. The third award
category is called ‘Radio or television spot or programme that high-
lights the contribution of Cohesion Policy’. The fi nalists from all three
categories selected by the RegioStars Jury are listed below and a
summary description can be found on the Inforegio website:
http://ec.europa.eu/regional_policy/index_en.htm
RegioStars 2009 – FINALISTS
CATEGORY
1 Research, Technological Development and Innovation ROADEX – INTERREG project, lead partner Västerbotten, Sweden
This project involves transnational collaboration, networking and
research on a wide range of aspects aff ecting rural roads, which
maximises their potential and contributes to the sustainability of local
communities.
Lahti Cleantech Cluster, Päijät-Häme, Finland
The aim of this project was to strengthen the development work be-
tween companies and development organisations specialising in re-
cycling, materials and energy effi ciency, water management and soil
decontamination.
Berlin Adlershof – City of Science, Technology and Media, Berlin,
Germany
This project saw a campus (Adlershof ) developed into a leading
Science Park, improving links between science, research & technology
and innovative business and effi cient services.
Proof of Concept, north-east England, United Kingdom
The Proof of Concept Fund, an early-stage technology investment
fund, is at the heart of science and technology SME development,
investing at the very earliest stages of business creation and growth.
4 The two thematic categories are further divided into three sub-categories. Please see: http://ec.europa.eu/regional_policy/cooperation/interregional/ecochange/regiostars_en.cfm?nmenu=4#2009
Science Park Potsdam – Golm, Brandenburg, Germany
As a result of a regional strategy, scientifi c and academic institutions
have established themselves at the Science Centre in Golm, this in
turn becoming one of the most signifi cant drivers of innovation in
the region.
LOFAR, Northern Components, the Northern Netherlands Provinces,
the Netherlands
The LOFAR project is aimed at developing and constructing a sensor
network for the collection and processing of real time streaming data
for a highly sensitive radio telescope used in an array of geophysical
sensors in the fi eld of precision agriculture.
DIPLE Printing Technologies, Wales, UK
The main aim of DIPLE was to carry out case study projects with part-
ner companies and to develop best practice methodologies and in-
novative uses of printing to create high-quality value-added products.
These could then be used as the basis for knowledge transfer.
Cenaero Recherches, Hainaut, Belgium
This project aimed to start up a new centre of excellence in aeronautical
research dedicated to advanced simulation and modelling for
multi-physics applications, virtual manufacturing, multi-scale material
and structure modelling, multidisciplinary optimization, and high
performance computing.
ISFOC, Castilla la Mancha, Spain
Focusing on fi eld tests, standardisation and know-how in a develop-
ing market, the Institute for concentration photovoltaic systems aims
to work in collaborative projects in order to assist companies and uni-
versities to adapt their supply to the technological demand in the fi eld
of concentration photovoltaic systems.
RegioStars 2009
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19
NORTHERN MARITIME CORRIDOR
West Midlands Technology Network, West Midlands, United
Kingdom
The aim of WMTN was to make university expertise more accessible to
companies and to use that expertise in a practical way in an eff ort to
make a strategic diff erence to the region's productivity by increasing
the competitiveness of regional companies.
REGENERGY, INTERREG project, lead partners Berlin and
Brandenburg, Germany
This is a Europe-wide network of pioneering communities and re-
gions working on innovative organisational, regulatory, policy and
fi nancing solutions in the area of heating and cooling.
SpaceInnovation SAAR, Saarland, Germany
This initiative organises the innovation process between the European
space community and non-space, high-tech, sectors in Saarland,
providing a spin-in approach that generates new and high quality
collaborations.
Lasers for Micromachining and Diagnostics, Lithuania
This project brought together four Lithuanian laser technology and
photonic enterprises for the purpose of developing top quality
industrial lasers intended for particularly subtle micromachining.
Centre of Excellence ΄Nanoscience and Nanotechnology΄,
Central Slovenia
This R&D project on nano-electronic devices for nanotechnology
has combined research facilities at public research units with those
in the business sector, providing closer co-operation and better
utilisation of research results for economic development.
Ashfi eld Skills Centre, East Midlands, United Kingdom
This project delivered fi ve discrete, but philosophically linked learn-
ing environments over the course of four years, delivering high qual-
ity vocation courses to meet the skills shortages identifi ed by local
employers.
Corallia – The Hellenic Technology Clusters Initiative, Attica, Greece
This project facilitates the advancement of industry-driven
innovation clusters in knowledge-intensive and export-oriented
technology segments where there is capacity to build a worldwide
competitive advantage and a sustainable innovation ecosystem.
Corallia has supported the emergence of the fi rst cluster in Greece
in the area of microelectronics and embedded systems.
ESTIIC: Fostering competitiveness through Innovation and
information society, INTERREG project, lead partner Asturias, Spain
The aim of this interregional project has been not only to improve
regional co-operation in specifi c technological areas but also to har-
ness the knowledge obtained through collaborative projects for use
in the future.
CATEGORY
2 Adaptation to or Mitigation of Climate Change
Photovoltaic Electricity Production, Ile de la Réunion, France
This project involves photovoltaic electricity production from panels
located on three industrial buildings connected to one transformer,
thereby increasing the autonomy of the island's electricity production,
adapting techniques in a tropical environment and creating local
employment.
The Northern Maritime Corridor, INTERREG project, lead partner
Rogaland, Norway
The overall aim and vision of this interregional project is that the
Northern Maritime Corridor should be a means of effi cient, safe and
sustainable transportation, connecting coastal areas and enhancing
regional development in the North Sea Region and the Northern
Periphery Region.
EnergyAgency.NRW, North Rhine-Westphalia, Germany
This service provider acts as a strategic platform with wide-ranging
competence in the energy domain, from funding of research,
technical development, demonstration and market launch to energy
consultancy and continuous vocational training.
CATEGORY
3 Television spot or programme that highlights the contribution of Cohesion Policy
The third category in the 2009 RegioStars Awards called for TV spots
and programmes that have highlighted the contribution of Cohesion
Policy. Clips will be shown during the RegioStars Award ceremony and
will be available with the Conference proceedings.
‘ The EU Funds in the Czech Republic’ highlighted, through a witty
TV spot, the contribution of Cohesion Policy in the development of
infrastructure and improvement of the regional road network.
‘Do you know about … ESPA?’ and ‘Now, you know about …ESPA’ from
Greece, cleverly played on a well known movie, to raise awareness of
the National Strategic Reference Framework.
‘It's good to be proud’ from Hungary, showed several short spots
demonstrating how Hungary has developed through successful EU
co-funded projects under their National Development Plan.
‘ The European Union and the Province Zuid-Holland’ from the
Netherlands, produced a series of documentaries aimed at the view-
ers of the region, and highlighted the wide variety of projects that
have been developed in the region through EU funding.
‘National Cohesion Strategy Image Campaign’ from Poland used a
well known TV personality to host a show, mixing expert opinion with
the views of children, to demonstrate the impact of EU funds.
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InforegioConsult the Inforegio website for an overview of EU European Regional Policy:
http : //ec.europa.eu/regional_policy/ regio-info@ec.europa.eu
KN
-83-08-125-EN-C
InforegioConsult the Inforegio website for an overview of EU European Regional Policy:
http : //ec.europa.eu/regional_policy/
regio-info@ec.europa.eu
Regions for Economic Change 2009Networking for Results
The aim of Regions for Economic Change is to address core issues facing Europe by building a stronger link between the exchange
of good practices in EU networking programmes (INTERREG IVC and URBACT II) and the main body of EU Cohesion funding in
national and regional Operational Programmes. To achieve this aim, Regions for Economic Change has introduced four elements:
identifi cation of priority themes focused on the Lisbon Agenda, emphasis on a two-way bridge between thematic networking and
the mainstream programmes, an enhanced joint communication eff ort and a ‘fast track’ option, where the Commission will off er its
expertise to a number of networks.
This brochure has been produced as part of the Commission’s work under the third element above. It forms part of the 2009 Regions
for Economic Change spring conference, where more than 500 participants from regions throughout Europe will meet to discuss how
European Regional Policy can help regions to learn from one another and translate network outputs into action through mainstream
programmes. It describes the progress made in implementing Regions for Economic Change in 2008 and includes summaries of the
25 shortlisted candidates for the 2009 RegioStars Awards, which will be presented during the conference.
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