kavala municipality strategic agenda

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WP4 Urban Programming

Output 4.7 Integrated Strategic Urban Agenda in KAVALA

ERDF LP Municipality of Kavala (GR)

Version 01

Prepared by:

Municipality of Kavala

http://www.kavala.gov.gr

Reviewed by:

STATUS Content

Management

URBASOFIA

www.urbasofia.eu

Urban Planning Institute

of the Republic of Slovenia

www.uirs.si

http://www.urbasofia.eu/

http://www.uirs.si/

Workpackage 4 Urban Programming

Activity 4.2 Definition of planning scenarios:

prioritization design of urban strategic agenda

D4.7 Integrated Strategic Urban Agenda in

Kavala


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Project number: SEE/D/0297/4.1/X

Project acronym: STATUS

Project title: Strategic Territorial Agendas for "Small and Middle-Sized Towns" Urban Systems

Instrument: INTERREG IV B SEE

Call identifier: South East Europe Call D

Activity code:

Start date of Project: 2012-12-01

Duration: 24 month

Deliverable reference number and title (as in Annex 1): D4.7 Integrated Strategic Urban Agenda

in Kavala

Due date of deliverable (as in Annex 1): 2014-11-30

Actual submission date: see “History” Table below

Revision:

Organisation name of lead contractor for this deliverable:


Project co-funded by the European Commission within the INTERREG IVB

South East Europe Programme (2007-2013)

Dissemination Level

PU Public PU

PP Restricted to other programme participants (including the

Commission Services)

RE Restricted to a group specified by the consortium

CO Confidential, only for members of the consortium (including the

Commission Services)

Output 4.7 Integrated Strategic Territorial/Urban Agenda in Kavala Municipality


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Title:

D 4.7 - Integrated Strategic Territorial/Urban Agenda in ERDF LP Municipality of Kavala (GR)

Author(s)/Organisation(s):

LOCAL TEAM

Io Chatzivaryti, Elena Samourkasidou, Ilias Giarmatzidis, Anna Ntouiapilen, Vasileios Kalpakis

EXPERT TEAM

Pietro Elisei (Urbasofia), Sabina Dimitriu (Urbasofia), Cristina Tartari (Tasca Studio), Derek Martin (independent

intl. expert), Joep de Roo (Eurodite), Daniela Patti and Levente Polyak (Eutropian), ), Rick Bleumink (Eurodite)

Working Group:

WP4

References:

STATUS Final Application Form (INTRA-5108827)

STATUS Project and financial management handbook

Short Description:

Output 4.2, 4.5 and 4.6 are going to be combined and presented as the final Strategic Territorial / Agenda.

Content manager coordinates. Scientific and technological partners provide methodologies and techniques, tools

necessary to facilitate the exchange of ideas, knowledge and expertise in the activated participatory planning process

leading to the final Agendas design.

Keywords:

Strategic territorial agenda, strategy, workshops, participatory tool, geoblog, stakeholders, working groups, solutions,

problems

History:

Version Author(s) Status Comment Date

00 Barbara Music (UIRS) 1. Draft Template of the report 16/09/2014

01 Expert team)

Final Draft Draft of the report 03/12//2014

Review:

Version Reviewer Comment Date

01

Pietro Elisei (CM) Review of Report Template 23/09/2014

xx/xx/2014



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Table of Contents

Table of Contents................................................................................................................................... 4

Table of Figures ..................................................................................................................................... 5

Abbreviation List ................................................................................................................................... 6

1 The importance and purpose of the Strategic Urban Agenda in the Kavala Municipality .... 7

2 Scope and vision of the Kavala Strategic Urban Agenda 2030 ................................................. 9

3 The process leading to design of the ST/UA in Kavala Municipality ..................................... 13

4 Goals and projects of the ST/UA ................................................................................................ 27

5 Implementation of the ST/UA .................................................................................................... 48

6 Project Fiches: Priority projects corresponding to each goal / objective of the ST/UA ... Error!

Bookmark not defined.

7 The Poster Plan ............................................................................................................................ 70

8 Conclusions .................................................................................................................................. 71

9 References .................................................................................................................................... 72

10 Annexes.............................................................................................. Error! Bookmark not defined.



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Table of Figures

Tables

Table 1- Summary of main challenges identified in the desk analysis for the Municipality of Kavala 18

Table 2: List of prioritized projects ....................................................................................................... 42

Table 3: ST/UA´s Action Plan of TPs area ............................................ Error! Bookmark not defined.

Table 4: ST/UA´s Action Plan of TPs area in a timeline ....................... Error! Bookmark not defined.

Table 5: Risk assessment ........................................................................ Error! Bookmark not defined.

Table 6: Monitoring and evaluation framework of the ST/UA .............. Error! Bookmark not defined.

Figures

Figure 1 - Concentration tendencies: relative general accessibility in the EU. Source: ESPON ............ 7

Figure 2 - Illustration of the vision. Source: Kavala Poster Plan, TASCA Studio ................................ 12

Figure 3 - The process of designing the Kavala Agenda (adaptation from source: UIRS Ljubljana) .. 13

Figure 4 - Timeline of the process of ST/UA design (Adaptation after source: UIRS Ljubljana) ....... 13

Figure 5 - Initial stakeholder list ........................................................................................................... 14

Figure 6 - Kavala Municipality and the main intervention areas .......................................................... 15

Figure 7 - Kavala plan used in the operational analysis and stakeholder discussions ........................... 16

Figure 8 - Detailed area of intervention 1 - Kavala city and main areas of focus ................................. 16

Figure 9 - Public Participation in Kavala (October 2014) ..................................................................... 19

Figure 10 - Preparatory meeting attendance by stakeholder status ....................................................... 20

Figure 11 - 1st Workshop attendance by stakeholder status ................................................................. 20

Figure 12 - Workshop 1 working groups .............................................................................................. 21

Figure 13 - The cross-domain priority problems of Kavala. Source: D4.2 Kavala ............................... 22

Figure 14 - Geoblog proposals from the workgroups in Kavala ........................................................... 24

Figure 15 - Workshop 3 attendance by stakeholder status .................................................................... 24

Figure 16 - Final design presentation workshop attendance ................................................................. 25

Figure 17 - Kavala Strategic Territorial Agenda Pillars ........................................................................ 30

Figure 18 - Development of four-season, alternative tourism ............................................................... 32

Figure 19 – The historical city from the sealine .................................................................................... 33

Figure 20 – View of the waterfront from citadel ................................................................................... 35

Figure 21 - Existing areas of regeneration ............................................................................................ 37

Figure 22 - New proposals for regeneration areas ................................................................................. 38

Figure 23 - The four-leaf clover model ................................................................................................. 40

Figure 24 – Zoom plan on the city center (Source: TASCA Studio) ...................................................... 44

Figure 25 – Mobility plan (Source: TASCA Studio) .............................................................................. 45

Figure 26 - Main tourism and landscape proposed interventions (Source: Sabina Dimitriu) ............... 51

Figure 27 - Eastern Access priority project localization (Source: Daniela Patti, Levente Polyak) ...... 53

Figure 28 - Rendition of possible uses for existing building stock (Source: Daniela Patti, Levente

Polyak) .................................................................................................................................................. 54

Figure 29 - Western Access priority project localization (Source: Daniela Patti, Levente Polyak) ...... 55



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Figure 30 - Upper Downtown priority project localization (Source: Daniela Patti, Levente Polyak) .. 56

Figure 31 - Rendition of possible uses for existing building stock (Source: Daniela Patti, Levente

Polyak) .................................................................................................................................................. 57

Figure 32 - Aqueduct Panorama regeneration area (Source: Daniela Patti, Levente Polyak) .............. 65

Figure 33 - Illustration of Aqueduct Panorama path (Source: Daniela Patti, Levente Polyak) ............ 66

Abbreviation List

CKP - cities knowledge platform

ST/UA - Strategic Territorial/Urban Agenda

TP – Territorial Partner

SEE – South Eastern Europe

UC – Urban Centers

UTF – Urban task force

KUC – Kavala Urban Center

ROP – Regional Operational Plan



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1 The importance and purpose of the Strategic Urban Agenda in the Kavala Municipality

The Dutch have a saying: “Standing still is going backwards”. This is very true for Kavala.

As the world is changing rapidly around us, most stakeholders agree that continuing to

approach the development of the town in the same way as in the past is not an option. If

Kavala wants to avoid stagnation or even decline, it has to adapt to the demands of the

contemporary world.

One of those “demands” is the well-researched fact that, with globalisation, there is a strong

tendency to concentrate investment more in bigger, more centrally located cities (Fig 1.). 1st

and 2nd tier cities have no fundamental problem in this respect; 3rd and 4th tier cities,

depending on their specific circumstances, usually have to work at making good development

strategies, but their challenge is mostly “surmountable”. Lower tier cities however, such as

Kavala, again depending on their circumstances, have to work hard on counteracting these

concentration tendencies by developing their own assets, sources of income and developing

new ones by attracting new investment.

Figure 1 - Concentration tendencies: relative general accessibility in the EU. Source: ESPON



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Kavala has the added disadvantage of being really peripheral in the European territory (Fig.

1). Although its isolation has been reduced with Bulgaria and Romania joining the EU, and

the somewhat better (economic) relationship with Turkey than in the past, its hinterland is not

strong. Also recent developments in the Middle East and Ukraine have underlined its

vulnerability from negative developments in not-too-distant parts of the world. For towns like

Kavala, good connectivity is therefore of vital importance, starting with the accessibility to

Thessaloniki, it’s “gateway to the rest of Europe” and beyond that Athens, but also to Drama

and the North and to Thassos and the other islands. Its own airport and port therefore remain

vital.

Fundamental messages

Against this background, the fundamental messages running through this strategic agenda

proposal can be summed up as follows:

1. Governance and not government:

We have to involve organised stakeholders and citizens in the development of their own town.

These days they have to permanently “co-own” their town together with their elected

representatives.

At the same time, we have to convince them that:

- obstacles they may have regarded for a long time as insurmountable can be broken

down with a different approach

- they have to “give and take”, be prepared not to defend their own demands to the very

end, to accept the realistic wishes of other stakeholders and adopt a “you help me, I

help you” attitude.

Such a shift in thinking and attitudes can build on recent first positive steps, such as the

merger of Kavala and Philippi into one municipality, the improved co-operation between the

municipality and the port authority and the pro-active positivism of major stakeholders such

as TEI and Egnatia Aviation

2. A flexible process, not static plans.

This allows the adaptation to change, to take on board new, unpredicted opportunities (who

would have predicted the establishment and growth of Egnatia Aviation in 2004?) and

“impositions from above” (e.g. the Transadriatic gas pipeline)

3. Step-by-step, gradual change.

We need a gradual behavioural shift from a problem-orientated to a solution orientated

approach. However, people must be given time to get used to change and “another way of

doing things”. Quite rapidly implemented, initial, small-scale and visible improvements can

help that process enormously.

4. It’s only a proposal, but it’s feasible

What is put forward in this report and accompanying presentation is a number of proposals for

a Strategic Agenda. It does not have the character of a “take the totality, or leave it”. It is up



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to the stakeholders – or to follow the proposal, the Urban Task Force operating from the

Urban Centre – to decide which elements of the Agenda will be implemented and which will

not, and which will be implemented first and which later. The timeline and phasing of the

implementation of the key action projects has not been elaborated, although the general

framework is the next Structural Funds period 2014-2020. Given the inherent spatial and

functional interaction between the key actions and of course the availability of financing,

clearly much consideration still has to be given to their timing and prioritisation. However,

having said this, the team considers all elements of the proposed Agenda to be in principle

implementable.

Aim of the report

The task of the expert team is fourfold:

1. Elaborate the key elements of a Strategic Agenda for Kavala using the excellent

analytic work done by the Kavala team within the framework of the STATUS project.

2. Identify four key areas of action which, in the opinion of the team, are vitally

important supportive pillars of that Agenda with which the process can be started.

Other important elements of the Agenda, such as energy, waste management,

Festivals, will be mentioned as part of (one of) these key areas of action

3. Identify tools for implementation, from local to European

4. Identify the next steps to be taken.

2 Scope and vision of the Kavala Strategic Urban Agenda 2030

The City of Kavala (“the heart of Eastern Macedonia” or “the cyan city”) represents the

principal seaport of the region and a historic, cultural and religious center with ample traces of

Byzantine, Venetian and Turkish influence. From the 1st January 2011, in accordance with

the Kallikratis Plan (Law 3852/2010), the Municipality of Kavala fused with neighboring

Philippi and the opportunity appeared for integrating and jointly developing the potential of

the two former administrative units. In order to re-establish and strengthen the connections

between Kavala City and the territory, including the Philippi historical site, the area of

intervention is represented by the entire Kavala Municipality.

In its recently-established whole, the Municipality encompasses historical sites from the

Neolithic Age (Dikili-Tash, 2850-2250 BC), ancient Antisara (700 BC) and the ancient city of

Philippi (ca. 360 BC), where the Apostle Paul taught the message of Christ in 52 AD. Lydia’s

baptistery, the point where Paul baptized the first Christian in Europe, as well as metal mines

(including gold) used in the construction of Alexander’s fleet and the heritage left behind by

Muhammad Ali add to the remarkable heritage of the Municipality, a true pinnacle of multi-



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continental culture and history. Considering its outstanding attractions, in order to compose a

concrete and viable strategy, the Agenda’s core focus will have to be based on the area’s most

dynamic economic branch, the high-potential tourism sector.

Rather than aim for the classical “sea, sand and sun” trio that Greece has mostly been known

for, in order to consolidate itself as a terminus destination and touristic regional capital (rather

than gateway to more attractive beaches), Kavala should define its own identity and brand.

One of the aims of this document will thus be to facilitate Kavala’s distancing from the highly

unsustainable seasonal mass tourism model which creates congestion in the city,

environmental damage, a limited amount of preponderantly low-end jobs and an under-

utilization of available resources, and redevelopment of an endogenous four-season tourism

model, by promoting in a concerted way all assets that the Municipality possesses.

Yet apart from tourism itself, the Municipality also possesses a large array of opportunities to

broaden its economic base, in order to further increase the output of its economic production

factors and become more sustainable, moving towards new cooperation and business models.

Therefore, a second aim of the Agenda is supporting the development of local

entrepreneurship within the most promising economic sectors.

A city is only as attractive as it is distinctive, livable and innovative. Another aim of the

Agenda is to support putting an end to outmigration and transit point status, to assist Kavala

to become more attractive for its inhabitants, youth and touristic base. In order to achieve this,

the Agenda will focus on keeping educated youth in town, diversifying local opportunities

and creating an attractive, interesting place to live and visit. Urban regeneration is a key tool

to achieve the above, as it represents a cost-efficient intervention.

Lastly, it is beyond any doubt that in order to survive on the rapidly-evolving map of port and

leisure cities, Kavala will have to reinvent its landscape and interface with the sea. The

waterfront represents the starting point for reimagining the urban structure of Kavala,

a key – and ambitious! – aspect of the present Agenda.

It is the aim of this document to not only provide the city with a strategic development agenda

endorsed by all stakeholders and based on the above-mentioned key pillars, but to also to

generate the next line up of transversal, large scale projects to be implemented in the

2014-2020 programming period, pursuing the use of structural funds as well as the

development of partnerships and favorable conditions for private investment. For the

STATUS Agenda to reap the desired benefits in Kavala, its foreseen initiatives will need to:

1. Ensure seamless integration of existing and new proposed urban functions (e.g. public

open spaces, the Urban Center, existing and proposed touristic facilities);

2. Provide the instruments, temporal and financial framework for Kavala to achieve its

goals and develop its cultural, heritage, touristic and economic potential;



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3. Ensure that development happens concomitant with the protection and valorisation of

the ample natural resources within the Municipality (especially in the Eastern area)

and the outstanding cultural heritage at Philippi, for which a UNESCO application has

been submitted recently;

4. Provide the mechanism for direct participation of key stakeholder groups, in a process

of co-design rather than of consultation or informing, for a long-term good governance

construction in Kavala.

The Vision for the 2030 Integrated Strategic Agenda of Kavala has been defined as the

following:

In 2030, the Kavala Municipality represents a world-renown touristic destination,

encompassing heritage of multi-continental importance, including the northernmost

UNESCO site in Greece. A year-round active touristic hub, the Municipality

distances itself from other destinations as a polyvalent destination with an ample

offer in what regards cultural, religious and archaeological heritage, therapeutic

and wellness, lifestyle, event and blue tourism.

Through the creative use of its local natural and cultural assets, Kavala has

managed to position itself as a highly liveable city, benefitting from an increase in

population – especially youth and qualified graduates – reflected in a steady

economic growth and a very well ranked technical university.

Its broad economic base and innovative approach to new business models have

aided the creation of a smart community with a strong identity, encouraging spill-

overs between its main economic sectors. Developing endogenously, Kavala has

invested mainly in tourism, but also in agriculture, energy, healthcare and

wellness, transport and logistics, an aspect which transformed the city into a stable

local economy, very attractive to foreign investors.

The waterfront is the city’s strong point, and its touristic port, walkable public

spaces and multipurpose buildings (including the Kavala Urban Center) represent

a point of convergence for tourists and inhabitants alike. The regeneration of

Kavala’s waterfront has reshaped the relationship of the city with Thassos, now a

secondary pole of attraction in the area.

Towards the north, the city keeps a strong relation with its hinterland, not only

through the endogenous economic connection of consuming local produce from

farmers and family-run agricultural businesses, but also through its touristic and

agritouristic activities. The network of local producers, which helped position

Kavala in the region as a quality agricultural product generator, is continuously

developing under a unique local brand selling internationally through the tourism

network.



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Within the city, liveability is apparent through the platform of public spaces and the

quality of the town’s regenerated areas: Western access, upper downtown and

eastern access, not long ago struggling neighbourhoods, are now thriving

residential, industrial, creative areas. The Tobacco Warehouses and other

industrial heritage have been successfully redeveloped, making Kavala a city that

does not deny its history, but valorises every facet of it.

Last but not least, in 2030, Kavala represents a city where good governance,

collaboration and community engagement represent the pillars of development,

where dialogue is ensured through creative spaces for social convergence and

where long-term vision and continuity have aided in the reversal of the urban

exodus characteristic of small and middle-sized European cities.

Figure 2 - Illustration of the vision. Source: Kavala Poster Plan, TASCA Studio



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3 The process leading to design of the ST/UA in Kavala Municipality

Based on the STATUS Methodology, the process of designing the Strategic Urban Agenda of

Kavala followed three major steps, to which a fourth one added in order to provide

instruments for implementation and measures for sustainability to the construction of the

Agenda (the WP5 activities – Urban Centers):

Figure 3 - The process of designing the Kavala Agenda (adaptation from source: UIRS Ljubljana)

3.1 Timeline of the overall process of the Strategic Agenda in Kavala Municipality

Figure 4 - Timeline of the process of ST/UA design (Adaptation after source: UIRS Ljubljana)

Kavala Municipality has had a continuous process of stakeholder engagement, going beyond

the 3(WP4) + 1(WP5) workshop methodology of STATUS. Kavala has acknowledged the

difficult task of shifting the paradigm of planning and engaging local stakeholders, therefore

organizing not 4, but 6 stakeholder meetings, including a preparatory workshop, as well

subsequent meetings with the Urban Center core group roughly every two weeks.

3.2 Operational Analysis

Kavala’s operational analysis has been conducted at the local level and has represented a

multilevel assessment of the key actors holding a stake in the city’s strategic development, the

urban/territorial state of art, including availability of data and Geodata, as well as the local

context in what concerns plans, policies and pre-existing investments.

Stakeholder analysis and involvement

Identifying development

problems

Finding and prioritizingsolutions

Designing the Strategic

Integrated Agenda

Creating the necessary

implementation tools

Feb. 2013WP3 Inception

3-4 Dec. 2013WP4 WS 1

17-19 Mar. 2014

WP4 WS2

16-18 Sept. 2014

WP4 WS 3WP5 UTC + UC

8 Oct. 2013WP3

Preparatory workshop

3 Oct. 2014WP4WS 4



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One of the goals of the 3.1 Activity has been to diagnose the local state of the art of main

players and actors within the Municipality (institutions, associations etc.), stakeholders which

usually shape the agenda for interventions and projects in the urban realm.

In this context, the municipality of Kavala surveyed the main local stakeholders and identified

the ones mostly related to its proposed strategy and principles for the STATUS project as

presented in the kick–off meeting. Within this survey, it was important to delineate the actors

able to act within the Municipality of Kavala and, if possible, the ones having authority and

responsibility both within the urban web as well as the rural areas (from both former

Municipalities – Kavala and Philippi).

The key steps for stakeholder

involvement have been their

recording, classification,

evaluation and final selection of

stakeholders to be included in

the SIF. The result of the

analysis is shown in Figure 5:

an initial total number of 17

stakeholders identified, of

which 15 public institutions and

two are civil society and

education and research

institutions, with variable levels of power and interest.

In what concerns the initial identified stakeholders, the aim was to generate a core group

crystallized around the Kavala Municipality, in anticipation of the creation of broader "action

teams for the city”. The group has been further developed, and economic data from the

Operational Analysis has helped in identifying the key private and civil society stakeholders

to be further involved as well.

Operational Analysis

When starting the operational analysis in the STATUS project, the Municipality firstly aimed

at concentrating the most effort on delineating problems, solutions and proposals in the area’s

most dynamic sector – tourism. As most of the contribution within the city’s tertiary sector

(which itself represents 71% of Kavala’s GDP) comes from touristic activity, the initial

strategy aimed at planning for unified and four-season tourism, subsequently focusing on the

areas with the biggest potential: Krinides and Philippi, Kavala city center, the Water route.

At a later stage in the project, the focus shifted both in terms of site and subject prioritization:

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Initial Stakeholder Involvement Form

Public institutions

Civil society

Private stakeholders

University, R&D

Figure 5 - Initial stakeholder list



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1.

2.

3.

1. Kavala City

2. Water Route

3. Krinides and Philippi area

from an acupunctural delineation of touristic “spots” within Kavala’s territory to the

transversal unification of tourism possibilities within a network and under a local

all-encompassing brand;

from a solely tourism-driven strategy to the acknowledgement of the importance of

liveability in Kavala’s city center and making the city more attractive to its

inhabitants, youth, investors and tourists alike.

Area of intervention

The STATUS Agenda covers the whole municipal area, stemming from the merger of former

Municipality of Kavala with the Municipality of Philippi in 2011. Covering 350,61 km² and

having a total number of 78.454 inhabitants (2011 census), the municipality represents a peri-

urban, agro-industrial area, settled along the primary development corridor of international

and national importance (Via Egnatia, E-90). Traditionally recognized as a tourism and

transport hub, the area’s economic and administrative center is represented by the City of

Kavala.

Figure 6 - Kavala Municipality and the main intervention areas



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While there aren’t

currently any pre-existing

urban development

projects in Kavala’s

pipeline, for the

Operational Analysis it

was important to also take

into consideration two

scenarios for the future

railway connection of the

City of Kavala with 1) the

City of Thessaloniki

directly and 2) the

Toxotes station in the City

of Drama.

1. 2. 3.

1. Old City – the Kavala Peninsula

2. Kavala Port

3. Waterfront

Figure 8 - Detailed area of intervention 1 - Kavala city and main areas of focus

Figure 7 - Kavala plan used in the operational analysis and stakeholder discussions



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In order to diagnose the state of the art of development in Kavala Municipality, the analysis

has been conducted both qualitatively and quantitatively, based on several criteria such as: the

strategic importance of the area in a larger context, influence and dependencies, accessibility,

demographics, basic socio-economic magnitudes, quality of urban and natural environment,

local economy, R&D and higher education.

The several challenges identified in the 3.2 SWOT analysis, for the whole region of

intervention, can be summarized as follows:

Location, Accessibility

and infrastructure Kavala has an important geopolitical position, but the terrain is consisting of

46% mountainous causes accessibility problems

Lack of a railway station. Potentially higher freight and passenger

accessibility if the railway connection scenarios become reality (medium-long

term), otherwise good accessibility provided by the E-90;

Poorly developed public transportation network, old and polluting transport

fleet;

Traffic congestion and pollution within Kavala City, particle pollution and

urban space taken over by cars and parking lots, especially on the waterfront;

Population, social

processes, workforce and

unemployment

Aging index is above the national average;

“Brain drain”: Leakage of young people looking for more and better job

opportunities in metropolitan Greek cities and across Europe

High unemployment rates (official around 18,5%, unofficial over 20%).

Natural resources Environmental problems and landscape deterioration due to extensive

historical quarry operations;

Significant natural resources, like mud baths, forests and an extensive

coastline, yet in a fragile balance: Potential boom in tourist numbers must be

controlled to avoid negative impact on natural resources;

Cultural heritage Many significant cultural resources are in the area, like the archaeological site

of Philippi and religious monuments. The problem is the inability to properly

promote them;

Economy High GDP per capita (around €16.578) with a competitive agricultural sector,

although there is a low percentage of exploitation and inclusion of new

technologies at the entrepreneurial activity of the area.

Dominance of traditional family-owned business model.

Absence of clusters and incubators

Primary reliance on tertiary sector (mainly tourism) and gradual abandonment

of primary sector;

Deterioration of market conditions for the local entrepreneurs and

professionals. Significant drop in land and real estate prices, yet low degree of

internationalization of the local economy with very low levels of

specialization.

Tourism There are scattered efforts for tourism development and there is a lack of

highly specialized human resources and workforce in the hospitality sector;

Although Kavala is a known summer destination (tourism contributes around

35% to GDP), the capacity of the regional administration to promote tourism

and to attract tourists from abroad needs to be more effective.

Inertia and inward attitude impede the development of new resources in the

tourist sector and the culture sector.

Highly competitive tourism infrastructure is developing fast in other area of

northern Greece and external markets such as: Turkey, Croatia, Albania etc.

Social infrastructure Problems equipping health infrastructure in small settlements;

Quality of living The area has extensive green with sport and leisure facilities, but there is



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limited green space in the city center of Kavala.

Traffic, noise and emissions are leading to negative impacts on the quality of

life in the City of Kavala.

Table 1- Summary of main challenges identified in the desk analysis for the Municipality of Kavala

In order to prepare the stakeholder workshops and to facilitate the maximization of dialogue

results, Kavala Municipality outlined all relevant challenges listed in the SWOT Analysis,

which represented a starting point in the discussion on Urban Problems (first local workshop).

Validating the initial premise, the conclusion established using the “highest potential”

criterion has been that the tourism potential represents the most relevant instrument for

local economic development. The overarching goal, in this stage of the project, has thus

addressed planning of an integrated and unified tourism product based on culture

(archaeological and religious sites and monuments) and natural resources, through:

motivating and committing local actors and stakeholders,

further incorporating strategic and participatory approaches in the planning process,

improving the quality of life and extending the “living space” of the city,

enriching the tourism product and planning for alternative – “4 season” tourism.

Based on these key focus points, the following main domains of discussion have been

delineated for the first two workshops:

interventions within the urban web of the City of Kavala: implementing Urban

Regeneration plans,

interventions on cultural monuments: creating and promoting cultural routes,

interventions on heritage sites and natural resources (Krinides Mudbaths and Spa,

“Water Route”): preserving and enhancing existing sites, planning infrastructure

interventions.

3.3 Urban programming

The participatory process conducted by Kavala in STATUS aimed at the co-design of its

Strategic Agenda, representing an instrument for creating sustainability through a negotiated,

better informed and long-term involved urban and territorial dialogue.

The key issue that the partner aimed at addressing through this process was the generation of

the most accurate picture of the actual development of Kavala and its obstacles,

subsequently the best supported set of realistic priority actions for the next years in order

to foster competitive development in the area.

Kavala Municipality foresaw the organization of a set of stakeholder workshops following the

STATUS principles which, apart from providing the necessary input for the Agenda, helped

contour a group of active stakeholders, able and willing to be further involved in the

implementation phase of the Agenda’s proposals. Urban Programming in Kavala has

developed the STATUS methodology further, in order to ensure the best results and uptake of

project activities at the local level:



19

1. A preparatory meeting has been held before Workshop 1 with the core group of the

Urban Task Force, hosting an open discussion on the topic of the workshops in order

to get important input for planning the local events in the most effective way.

2. The first workshop on local governance and urban problems introduced and engaged

local stakeholders in the project, in order to identify key issues in the area’s

development and to initiate a bilateral interaction between decision makers and the

local community. Within this workshop, the use of the Geoblog by local stakeholders

has been encouraged.

3. The second workshop aimed at determining the most realistic and applicable

solutions to the important issues defined beforehand, at providing new ideas, selecting

the necessary implementation tools, methodologies and techniques and strengthening

public awareness on the project and its contribution to the local areas.

4. The third workshop focused on the application of strategic agendas derived from the

two previous workshops through the finalization and implementation of selected

strategic planning projects with major interventions (creation of strategic agenda and

poster plan).

5. The results of the workshops have been used afterwards within an intensive 1-week

planning session, where international experts have worked in Kavala at finalizing the

Agenda and presenting it within a fourth workshop.

6. Finally, the results of the Kavala Strategic Agenda process have been publicly

presented by the local and expert team on 12.12.2014

At the time of the Agenda’s presentation within the Kavala Planning Week, the STATUS

project had already produced an encouraging number of activities, meetings and outputs:

Figure 9 - Public Participation in Kavala (October 2014)



20

Phases of stakeholder involvement

The Preparatory Meeting was held

with 16 participants representing the

core gorup of the Kavala UTF: The

Municpality and its development, EU

projects and planning departments,

experts, planners, surveyors and

STATUS local management. The aim of

this meeting was to introduce the future

workshop objectives, agenda and to open

a discussion with the stakeholders

interested in the participation to the

workshop.

The first STATUS Stakeholder workshop held in Kavala on December 3-4 based its

organization on the results of the preparatory meeting and produced important input in regards

to the urban and territorial problems in Kavala Municipality. The total number of participants

was 23, representing 21 stakeholders (Figure 11), from all stakeholder categories. The initial

identified group identified in the Inception Workpackage (Figure 5) has been completed with

private stakeholders as well, such as the Hoteliers Association, following the conclusions of

the Operational Analysis.

Successful dialogue developed during the

meeting, however initial level of interest

from the stakeholders has been average.

The main lesson learnt is that

participatory planning is a constant and

built up process which requires

continuous and consistent effort and thus

actions must be taken towards keeping the

interest of stakeholders alive.

Based on prior STATUS studies and

8 Oct. 2013Prep. Meeting

3 Dec. 2014 WP4 WS1

18 Mar. 2014

WP4 WS2

16 Sept 2014

WP4WS3

3 Oct 2014 WP4WS4


3 -4 Dec. 2014 WP4

WS1

18 Mar. 2014

WP4 WS2

16 Sept 2014

WP4WS3

3 Oct 2014 WP4WS4

12

4

Meeting attendance by stakeholder status

Public institutions

Civil society

Privatestakeholders

University, R&D

Figure 10 - Preparatory meeting attendance by stakeholder status

17

41

Workshop attendance by stakeholder status

PublicinstitutionsCivil society

PrivatestakeholdersUniversity, R&D

Figure 11 - 1st Workshop attendance by stakeholder status



21

Tourism & Culture

Environment

Urban Dev. &

Accesibility

Entrepre-neurship

meetings, 4 workgroups have been formed

tackling the most problematic subjects for

the development of Kavala.

The environment group

Aspects concerning over-consumption of

resources, inadequate protection of natural

heritage with limited human and economic

resources, inadequate environmental planning

and the lack of a Masterplan for the Philippi area,

water infrastructure problems.

One of the main concerns of the group has been the

expansion of Kavala’s urban area, having a negative effect on the landscape and

especially on coastal erosion.

The conclusion of the group is that the environmental problems discussed are of medium

concern and can be addressed with a relatively low cost through soft interventions and

proper planning;

The tourism and culture group

Main concerns were the poor destination branding, tourism infrastructure and

accessibility, as well as the lack of funding for tourism investments.

Lack of destination visibility, support structures, disorganized rural amenities and

generally underdeveloped tourism infrastructure (not sufficient, not diversified, not

connected and not “smart”).

While there is a remarkable tourism product, the conclusion of the group was that it

requires proper planning, integration, common branding, all issues which require a

moderately low investment cost.

The urban development and accessibility group

Aspects concerning public infrastructure have been discussed: lack of well-developed

connections with the airport, modest port facilities, inadequate and insufficient public

transport. Also main problems of concern, the uncontrolled parking, city center

congestion, pollution, lack of sidewalks and cycling lanes have been debated as well.

Regarding the unstructured, not valorized public space, its low quality has been deemed

in need of regeneration, and so has the ample heritage of abandoned places and

buildings. The need to redefine the city-sea relation and to improve the quality of the

seafront is considered key;

Improving the quality of urban space and accessibility has been considered a difficult

priority, as the problems identified require urban interventions and financing of technical,

high-cost projects.

The entrepreneurship group

Figure 12 - Workshop 1 working groups



22

Topics of discussion: high unemployment, deterioration of rural economy, nonexistent

agri-tourism infrastructure, low competitiveness of agroindustry SMEs, lack of

entrepreneurship support structures (clusters, incubators) and outmigration.

Due to the current economic climate, the group problems are considered to be a very high

priority, and private initiative and state funding are needed to overcome current obstacles

The main multidimensional problems defined as a priority, according to the results and

outcomes of the 1st workshop, have been the following:

Figure 13 - The cross-domain priority problems of Kavala. Source: D4.2 Kavala

The 2nd STATUS Workshop was held between 17-19 March 2014 in Krinides and Kavala

City, continuing the involvement of the defined stakeholders in order to determine the most

realistic and applicable solutions to the important issues defined in the 1st workshop, to

provide new ideas, under alternative points of view, regarding the solution of these problems

and to set specific projects and areas for the strategic agenda.

The meeting successfully strengthened the bilateral interaction between decision makers and

local community and the public awareness on the project and its contribution to the local

areas. The stakeholders (36 in total) activated within the initial 4 Workgroups (Figure 12) and

discussed potential solutions to the following problems:

Management and promotion of archaeological and religion sites – absence of

strategic marketing plans and the poor destination branding and cultural promotion.

With the UNESCO candidacy for the Philippi in submission, the following have been

considered priority actions: protection of the pre-historic archaeological sites,

improvement of the accessibility to the Philippi site (roundabout), promotion of

archaeological heritage.


3 -4 Dec. 2014 WP4

WS1

17-19 Mar. 2014

WP4 WS2

16 Sept 2014

WP4WS3

3 Oct 2014 WP4WS4

1. Tourism resources and services: poor destination branding and promotion activities, absence

of strategic marketing planning, inadequate infrastructure and services, accessibility,

marketing and support structures;

2. Inadequate elements in urban planning (public transport infrastructure, lack of sidewalks and

walkways for easy access, no infrastructure for people with disabilities)

3. Port Infrastructure (both trading and passenger port infrastructure is considered to be poor

and of low capacity)

4. Connection to airport (public urban transportation to the airport is inadequate and without

frequent service) and absence of railway connection



23

Tourism Infrastructure – lack of technological support to tourists, insufficient access

to information, absence of an organized network of tourism enterprises and a network

to support tourism professionals. Already-deployed actions consist of the development

of a master plan for tourism (SEE INTOURACT and STATUS-based). Proposed

activities: interconnection of archaeological sites and improvement of accessibility

and visibility, exploitation of existing survey regarding the restoration of

archaeological sites.

Alternative and Spa Tourism – low economic profile of tourists, lack of support

structures for the promotion of alternative tourism of the region, disorganized existing

ecotourism infrastructure. Solutions in development include the initiation of the

Krinides mud bath master plan and a market survey on standardization and promotion

of mud as an end product. Identified priorities: improvement and valorization of the

“water route” and new sport venues.

Cultural Activities – poor marketing and organization of cultural events. Solutions

proposed: upgrading existing festival quality and marketing approach,

development of an integrated cultural calendar, re-use of the elderly center in

Krinides to host also recreation activities

Public Infrastructure and public space – lack of sidewalks and walkways,

insufficient urban public transport infrastructure, low public space quality. Proposed

interventions: regeneration of public space in Kavala city and Krinides, development

of a detour road for Amygdaleonas, development of a touristic bus route and better

connection with the airport in Thessaloniki.

Water and Waste Management problems due to poor system conditions, dumps and

unfit sewer network. Several solutions are already in development (technical

reparation works and construction of water tanks), while proposed future planned

activities have been a better environmental planning (incl. restoration studies) and

expansion of existing water network towards Kefalari.

Environmental Pressures on the countryside – inadequate forest protection, small

scale environmental destructions by breeders and the insufficient planning in the area

of the Philippi. Several solutions have been proposed, of which the definition of new

planned livestock zones and the establishment of a collaboration framework for the

delineation of hunting zones and demarcation of archaeological sites (Krinides).

Agro-tourism & Agricultural Economy improvement. Proposed solutions: constant

oversee and alert for public and EU fund opportunities, further use of existing Easy

Trip platform, further development of local producer exhibitions, online promotion,

etc.

Entrepreneurial Networks .Proposed intervention: development of surveys and

business plan to create a business incubator for the local enterprises in tourism to

further develop spa tourism and extend the “wine routes” project.



24

Figure 14 - Geoblog proposals from the workgroups in Kavala

Between the second and third workshop, the local administration in the Kavala Municipality

changed and the accession of a new mayor presented the opportunity of validating the

strategic direction of the Agenda with different stakeholders as well. The third workshop, held

16-18 September 2014, targeted the new institutional framework for spatial planning, the

provisions regarding design for the region, a summary of already existing results, consultation

with interested parties and possible funding sources.

During this meeting, four alternative

scenarios were realised and each

scenario was analysed under four pillars

(economic base, model of spatial

organization, environmental strategy

and feasibility):

1. Development without intervention,

2. Priority to tourism,

3. Emphasis on the environment and

the primary sector

4. Promoting the development model

of the Kavala-Krinides dipole.


3 -4 Dec. 2014 WP4

WS1

17-19 Mar. 2014

WP4 WS2

16 -18 Sept 2014

WP4WS3

3 Oct 2014 WP4WS4

13

17

1

Design WS and UTF Formation workshop attendance

Publicinstitutions

Civil society

Privatestakeholders

University, R&D

Figure 15 - Workshop 3 attendance by stakeholder status



25

The conclusion of the workshop is that Kavala should pursue the tourism-centric approach,

and that there is an urgent need to select the appropriate financial tools to support the

implementation of the chosen scenario.

The STATUS operational Planning Week held in Kavala 29 September - 3 October witnessed

a team of international experts creating the city's Integrated Strategic Agenda for 2030. The

Romanian-Italian-Dutch-Hungarian team lead by Urbasofia and Eurodite focused on four

major pillars of intervention, supported by innovative implementation tools consistent with

2014-2020 European opportunities:

1. Tourism and Heritage

2. The Waterfront

3. Urban Regeneration

4. Entrepreneurship

The solutions have been presented to the

stakeholders of Kavala Municipality and

have received positive feedback.

Following the presentation, the proposals

have been detailed in the following

chapters of the Kavala Strategic Agenda.

3.4 Kavala’s Urban Task Force and Urban Center

The Urban Task Force (UTF) of Kavala will be a constant generator of proposed solutions for

the problems faced by the Municipality and its local area. After the workshops, an incipient

group of stakeholders, citizens, experts and sector representatives has been identified, together

with those experts and local decision makers dynamic enough to enable the Municipality to

create a representative UTF for the area.

The Kavala UTF will be the result of an ongoing process of stakeholder pool distillation,

as for the municipality the process does not end with STATUS but rather begins with it,

through the constitution of the Kavala Urban Center. The Urban Task Force initially

crystallized in the STATUS stakeholder workshops represents thus a first step in providing

the city with an active group supporting the capacity building of the local urban system as a

whole to define, evaluate and apply solutions for pressing problems. On the other hand the

KUC group represents a task force in itself, and while common grounds and parallelism exist

between these two groups both overseen by Kavala Municipality, the relation between them

will need to be defined in the following period of implementation.


3 -4 Dec. 2014 WP4

WS1

17-19 Mar. 2014

WP4 WS2

16 -18 Sept 2014

WP4WS3

3 Oct 2014 WP4WS4

11

318

2

Final design presentation workshop attendance

Publicinstitutions

Civil society

Privatestakeholders

University, R&D

Figure 16 - Final design presentation workshop attendance



26

Kavala chose not to draft a formal collaboration document between the current members of

the UTF due to the ongoing nature of the group’s consolidation process. However, the

principles of the STATUS Partnership Agreement still apply: dialogue and communication,

collaboration, coordination, continuity and consensus.

The objectives of the UTF are to plan, coordinate and monitor relevant activity of the

stakeholders and to implement the Strategic Agenda in line with local needs, existing

planning documents and feasibility studies. The purpose of the informal agreement in Kavala

has been to create the good practice of open and recurring discussion between the Urban Task

Force members.

With regard to the appointed coordinator for the UTF, the Kavala Municipality will hold the

role, functioning together with the Technical Chamber as the “institutional core”. Starting

configuration of the Kavala UTF:

Function / Actor type KAVALA UTF STAKEHOLDERS

Core Urban Task Force

group

1. Municipality of Kavala

2. Public Benefit Organization “DIMOFELIA”

3. Technical Chamber of Kavala

Territorial / Regional public

authorities and institutions

for development

4. City Council of Kavala

5. Technical Works Department of the Municipality of

Kavala

6. Tourism Department of “DIMOFELIA”

7. 18TH Prehistoric and Classical Antiquities Ephorate

Public service companies 8. Clay SPA & Therapy Centre of Philippi

Research and development

institution

9. Technical Educational Institution of East Macedonia

and Thrace

Private company 10. EGNATIA AVIATION

11. Economical Chamber of East Macedonia

12. Agricultural Club of Kavala

13. Cycling Club of Kavala “CYCLOTRON”

14. Hellenic Trekking Club of Kavala

15. Skiing & Trekking Club of Kavala

16. Architects’ Club of Kavala



27

The Urban Center will be the result of the constant effort of the City Hall and the UC Core

group, a group of institutions and individuals with the main attributions of:

1. Coordinating the Urban Task Force of Kavala in the implementation of the Strategic

Agenda

2. Creating ownership within the Urban Task Force through the designation of

responsibility and working groups

3. Deciding the programme of the Agenda implementation process;

4. Coordinating the activities of the Urban Center, as a key tool for supporting public

participation in municipal decision making.

5. Keeping a direct link with the local, regional, national and European levels on matters

of urban development and ensuring the continuation of redevelopment process in

Kavala through implementation of new projects with new funding.

Figure 17 - Roles and relations of the Urban Center in Kavala

In STATUS Project, the UC is defined as a megaphone for the decision makers, an antenna

for public opinion and needs and, lastly, an arena for urban development negotiation. In

Kavala, the Urban Center will essentially keep the same model, following the best practice of

the Urban Center in Bologna. The Kavala UC is a venue for hosting the meetings &

workshops of the Urban Task Force; a working/conference/exhibition space as well a venue to

facilitate the open dialogue with the public urban development intervention.

The Urban Center is essentially a platform and a forum for bringing the citizens together and

share their ideas and views on the development of the region.



28

Operation mode, including personnel and funding

The Kavala Urban Center will function between the working hours 10:00-14:00 and 17:00-

21:00, Monday to Friday, and will be coordinated by the Urban Center core group, a team of

8 key stakeholder representatives from the Urban Task Force:

One full time employee will be accompanied by an member of UC during the morning shift,

and one part-time employed person will be active during the evening shift.

Chosen location

The Kavala Urban Center has been established within the Municipal Tobacco Warehouse,

operating now as the City’s Cultural Centre. The former warehouse is a city landmark, easily

accessible, geographically located at the very center of Kavala. The building is owned by the

Municipality, and open space available for, plenty of space for exhibition and workshops, currently

hosting cultural uses which attract people to visit.

The Center is located in a first phase at the ground floor, easily accessible for visitors, but

plans are to expand the function within the building to the upper stories as well. Today, it

operates with the support of the Municipality and is coordinated by a committee consisted by

the Planning and Development Direction of Kavala, the Development Department of the

Public Benefit Organization of Kavala and the EU Program Office of the City.

Implementation and achieving first steps

Core Urban Center group 1. Municipality of Kavala – Department of

development and planning

2. Public Benefit Organization “DIMOFELIA”

3. Municipality of Kavala – EU Programme Office

Figure 18 - Urban Center



29

The implementation of the Urban Center will be achieved in two phases, first of which has

already been conducted and is detailed in the previous chapter. The Operational function is

provided through the Municipality of Kavala’s Department of Development and Planning,

with content management ensured by the three Core Group stakeholders.

In a second phase, the Urban Center concept and function will move away from direct public

management and the constitution of an NGO coordinating its operation will be considered.

The team in charge will be expanded based on results and stakeholder involvement within the

previous phase, to encompass a consortium of dynamic actors in the city which proved their

active participation to matters of urban development.

One of the most important aspects to consider regarding the way the Urban Center will work

is how to consolidate its position within the city as a space for public participation, proposal

and production of the citizens’ own urban development projects. Consequently, its marketing

strategy will be strongly linked to the public consultation activities for City Hall’s planning

documents in preparation. As part of this strategy, the first activities to be organized within

the Kavala Urban Center after its opening will be the public hearings on the Municipality’s

new Operational Plan for the next 5 years, as a way to establish and demonstrate the scope of

the Urban Center.

Sustainability

The sustainability of the Urban Center in Kavala relies on its ability to target a wider range of

stakeholders in the region, which in turn will ensure a wider range of topics will be addressed,

fostering the ability to tackle more complex projects.

The Urban Center will consolidate itself based on content and activities in order to continue.

In a first step, the content will be provided by the Strategic Agenda, which will represent the

tool of the Urban Center to implement a long-term Structural Plan for the city. Translating

this novel instrument into practice in Kavala will be a challenge since the city does not draft

planning instruments for longer terms than the Operational Plans, but it can be achieved

through the Urban Center acting as a liaison between the Urban Task Force and the local,

regional, national and EU levels and shifting the paradigm of planning through consistent

participation.

The sustainability of activities will be ensured by the additional role of the Urban Center and

its Core Group to constantly search for opportunities and new sources of funding to

implement new projects designed together with the Urban Task Force.



30

WA

TER

FRO

NT

REG

ENER

ATI

ON

ENTR

EPR

ENEU

RSH

IP

TOU

RIS

M

KAVALA’S STRATEGIC TERRITORIAL AGENDA

PLANNING TOOLS: COHESION POLICY FUNDS, CLLD, ITI, PPP/PPPP,

NATIONAL/REGIONAL PROGRAMMES, LOANS, PRIVATE

4 Goals and projects of the Strategic Agenda

The elements of the proposal can be perfectly portrayed a Greek temple:

Figure 19 - Kavala Strategic Territorial Agenda Pillars



31

A. PILLAR 1: THE DUAL LANDSCAPE AND DEVELOPMENT OF TOURISM

Rationale

The issues that Kavala is confronted with in regard to its touristic attractiveness and

relationship with the adjacent territories (either challengers, like Thassos Island, or supporting

territory of interest, like the northern natural landscape of the Municipality) lies in the lack of

a coherent and integrated touristic strategy to encompass all its vast attractions. Rather

than aim for the classical “sea, sand and sun” trio that Greece has mostly been known for, in

order to consolidate itself as a terminus destination and touristic regional capital (rather than

gateway to more attractive beaches), Kavala should define its own identity. This would mean

moving away from the highly unsustainable and unbalanced seasonal mass tourism model,

which creates congestion in the city, environmental damage, a limited amount of

preponderantly low-end jobs and an under-utilization of available resources, to an

endogenous tourism development model, by promoting in a concerted way all assets that

the Municipality possesses.

The sustainable redevelopment of tourism in Kavala should creatively reinterpret attractions

(cultural, religious, natural, etc) into immersive, 5-sense authentic experiences, which can be

offered year-round. In order to achieve this objective of the Agenda, the tourism of Kavala

should be built on collaboration, integration and interconnection of services and products,

creativity, quality and authenticity, but also on preservation and protection of the

extraordinary-value heritage.

Objectives and priorities:

1. DEVELOPMENT OF TOURISM. Kavala as an all-season touristic capital of the

region –endogenous and sustainable tourism by transforming the Municipality into a

terminus destination rather than a gateway:

a. Transforming seasonality into year-round attractivity and expansion of the

tourism period through flexible and innovative touristic products

b. Upgrading, integrating and promoting the existing tourism services, through a

common brand approach and the creation of targeted packages

c. Expanding target markets through the development of creative alternative

products and activities

d. Developing sustainable tourism businesses through the exploitation of

“distinctive competency” niches: cultural heritage, archaeology and religion,

touring and path tourism, therapeutic and wellness, special group tourism (elderly,

sports veterans)



32

2. THE DUAL LANDSCAPE. Kavala as an attractive, diverse and productive

environment:

a. Structuring the agrarian landscape and connecting the touristic nuclei of

European importance in the plain area

b. Developing soft infrastructure for wellness, outdoor activities and Greek

culture experience tourism (agri-tourism, gastronomy, authentic lifestyle) in

the mountainous area of Kavala

Figure 20 - Development of four-season, alternative tourism



33

B. PILLAR 2: THE WATERFRONT AND THE PLATFORM OF PUBLIC SPACES

Rationale

Kavala is a seaside town.

The sealine represents the main landscape in and of Kavala. Kavala is mainly perceived

from the sea (maritime traffic) and one of its main potentialities is represented by tourism. For

these reasons, the waterfront represents the starting point to think about the future

urban structure of Kavala. Treating about public spaces (street, passages, promenade,

parking places, squares, sidewalk, etc.), their platform starts from the waterfront, which is the

main front not only for Kavala city centre but also for the all territorial structure of Kavala,

including the Philippi archaeological settlement, after the reunion of the two municipalities.

Figure 21 – The historical city from the sealine

The specific waterfront of Kavala is mainly significant for different reasons:

1. The compacted dense city and the historical city of Kavala gravitate around the

waterfront, which could represent the ‘vertebral spine’ of the city and of the

surrounding areas;

2. It represents one of the main income sources of the GDP Kavala system;

3. Accessibility. Rethinking the waterfront means to reconsider the way to enter into

Kavala and to move in Kavala. The very special topography of the city (from the

very sloped hillside to the sea line), the structure of the regional area (connection

Drama-Kavala-Thessaloniki) and the urban mobility in and out Kavala towards the

‘dual landscape’ should be thought structuring a hierarchy in the mobility

management and classifying the waterfront as an environmental and special area.

In 2016 the master plan of the coast has to be renewed by the Port Authority. This

could be an opportunity to invest in strategic decisions on the mobility scheme of the

city, seeing how Kavala is on the tenth EU corridor;



34

4. It appears necessary and strategic to strengthen and structure the relationship

between city and port. Kavala’s identity also depends on it;

5. Because of its linear structure, the waterfront represents an opportunity to establish

sustainable and ‘soft’ connections between different parts of the city (from the western

to the eastern regeneration areas is 5 km) crossing its linear front;

6. Waterfront could represent the main environmental artifice to protect the city from

southern winds;

7. To regenerate waterfront should represent an opportunity to extend touristic season

in Kavala (more than 6 months) and to implement different forms of

entrepreneurship (receptivity, energetic sources, sports, trade fair, business

incubators and support centre);

8. Actors involved and interested in the waterfront are both public and private

(Municipality, Port Authority, Ministry of the maritime transport, shipping companies,

real estate investors, etc.). Their action should be coordinated in order to have a unique

strategic vision. Also for this reason, a Waterfront Task Force, as a part of the Urban

Task Force, should be created in order to manage all the different interests on it.

Nowadays, the waterfront includes some strategic points (abandoned swimming pool, bus

station, etc.) and services (the marina, the merchant port, commercial and leisure facilities, the

cruises ships to Thassos, Limnos, Lesvos, having +30% traffic in 2013 compared to 2012,

etc.) which are not sufficiently used and enhanced. They need to be regenerated and/or

rethought through a logic system. This logic should be extremely correlated with the inner

part of the city and its potentiality in terms of territorial development.

If it is true that the waterfront represents ‘the neglected part’ of the city, the urban

regeneration of Kavala should start from there, pointing out objectives and priority

projects of this redevelopment.


1. A NEW SEALINE (like a new skyline) of Kavala starting from setting and building new

public services on it:

1.1 The realization of the programmed touristic port;

1.2 Renewal of the waterfront (public spaces connected from the sea to the city

urban structure) and building an underground parking place in order to avoid traffic through

the sealine;

1.3 Multipurpose buildings on the waterfront containing services for ‘four seasons

tourism’, culture, health hospitality and business (e.g. Urban Center Kavala possibly

integrated with a business support centre for ‘start up’, a new covered swimming pool, trade

fair building, ecc).



35

Figure 22 – View of the waterfront from citadel

2. MOBILITY AND ACCESSIBILITY items:

2.1 to implement and complete the inner bypass road (EO Drama Kavala) as it is

already previewed in planning tools;

2.2 to create a penetration loop for private mobility inner the city that avoid the

sealine and connects to the inner bypass road. The underground parking place along the

waterfront should represent the condition to boost the city and to make a very strategic

operation of urban regeneration for a touristic city like Kavala;

2.3 to transform the coast in a long bicycle path (7 km), protected from traffic cars

connecting Batis beach to the extreme part of the historical centre, a very panoramic point, a

sort of ‘Punta della Dogana’ in Venice;

2.4 to move the touristic bus station outside of the city centre (one possibility is on

the inner bypass road), in order to accomplish environmental objectives and to make more

efficient connections between it and the city centre (e.g. electric shuttle bus);

2.5 to move the urban and sub-regional bus station outside of the city centre

(western part). It should be close to the penetration road in order to have a fast connection to

Filippi archaeological settlement and Mud Baths and there should arrive the shuttle from

regional airport (Kavala and Thessaloniki) and to Batis beach;

2.6 because of the very hard topography to provide a funicular cable from the

waterfront to the hillside, with could be connected with the touristic bus station or the Region

of Cross (from 0,8 to 1,5 km long). This kind of transport should be very efficient and

spectacular to also appreciate the natural environment and landscape of Kavala.



36

3. THE PLATFORM OF PUBLIC SPACES:

3.1 All the mobility projects should be accompanied by interventions on public

spaces in order to get them accessible and livable (e.g. the new bus station could be an

opportunity to regenerate part of the area, even with commercial services; above the

underground parking place, there could be a very structured platform for a green park and

passages, etc.);

3.2 To transform the city center in an environmental zone 30km/h (0,3 sq km),

where pedestrians (older and younger) should feel safe while walking and cars are strictly

ruled. This part of the city should be connected with the institutional part (e.g. Town hall

square, etc.);

3.3 The commercial and touristic regeneration of the historical city should be

accompanied by transforming it in a pedestrian zone, where only resident cars are admitted.

C. PILLAR 3: URBAN REGENERATION

Rationale

Urban regeneration is not a goal on its own, but rather a tool helping larger strategic goals to

unfold:

Keeping educated youth in town (providing diverse and affordable housing, jobs)

Diversifying economy and stimulating local initiatives (incubation)

Connecting to the surrounding region (markets and fairs)

Opening the waterfront (restaurants and leisure services)

Creating new attractions for tourism (public spaces)

Regeneration is a cost-efficient intervention, building on existing resources. It is therefore

important to identify the resources that represent potentials in the development of the city and

the region, taking into account current local processes:

1. The city suffers from “brain drain”: educated youth, an important resource, are

leaving the city for better job opportunities. It is crucial to keep this youth in town, as

qualified graduates can turn around the city’s economy and demography, making it

more attractive and economically more viable.

2. Kavala’s Technical Institute (TEI) is an important player in addressing youth,

having a great potential for the city and being able to play an important role not only

in providing opportunities to its graduates, but also in acting as a catalyst in the

development of the city’s unique energy sector. This sector, besides being a growth

engine in its relationship with large energy companies, might also enable small

enterprises to connect with each other and to grow into stable local businesses.

3. Family-run agricultural businesses are an important link to the region’s food

production: based in the city’s hinterland region, they represent a quality that is a

strong attracting force for tourists and other consumers. A structure or network to



37

showcase regional products can highlight the quality of local agricultural production

and reposition the city in the larger region and beyond.

4. Kavala’s seaside and topography are a spectacular magnet for the city’s tourism:

better access to the sea and a richer infrastructure to help mobility in the city and the

region will certainly increase the number of visitors.

5. The city’s existing architectural heritage, unused buildings and spaces offer high

quality environment for new activities, to create another dimension in the city’s offer

for residents, entrepreneurs and tourists.

The moment of economic stagnation also represents a unique opportunity to rethink Kavala’s

development strategy. Gradual development, instead of large investments, allows soft

rehabilitation, experimentation and a better understanding of both demands and the city’s

resources.

Figure 23 - Existing areas of regeneration

Kavala’s current strategic plan identifies residential and industrial zones which represent

critical regeneration areas. Their renovation will improve the quality of life as well as the

attractiveness and productivity of the targeted neighborhoods. Beside these areas though,

there is a set of additional potential regeneration zones which are decisive for creating better

access to the city’s most important asset, the waterfront, and for developing links between

various neighborhoods. These additional regeneration zones include the areas of Western

Access, Upper Downtown and Eastern Access, and are included in the Agenda as long-term

proposals for the next Strategic Plan. As part of this latter area, this Pillar contains a special

tool for regeneration, the Aqueduct Panorama Path.



38

Figure 24 - New proposals for regeneration areas

D. PILLAR 4: ENTREPRENEURSHIP

Rationale

Kavala’s economy can be characterized by its potential for growth. Many economic

‘production’ factors are inside, or in the direct vicinity of, the city: skilled labor, agricultural

land and touristic sites with global attractiveness. However, the full potential of these

production factors are not exploited to the full. In economic terms: there is a lot of unused

capacity.

Currently, the economy is characterised by a huge dependency on services. Ca. 71% of the

city’s economy is based on services which mostly connected to tourism.

The tourism industry is mostly active from April until September, so ca. 6 months per year.

Currently there are 1500 hotel beds in Kavala. During high season this often proves not

enough and off season too much, asthe occupancy rate is very much lower. Exact data about

the number of beds and occupancy rates in Kavala is not available.

Visitors to one touristic site area are not automatically visiting other sites in the area. The mud

baths in Krinides attract 50.000 visitors per year. The baptistery of Lydia only 2 km further

along the road attracts only 7000 visitors per year. An increase of 30% in cruise shipping last

year did not lead to any significant increases in other parts of the local economy.

Creating cross connections between tourism sites and services seems a magnificent

opportunity to create more added-value services.

Across the board, the companies in the Kavala area are traditional – family oriented

businesses. For seizing the opportunities that the Kavala area is posing the entrepreneurial



39

spirit in the area needs to be further directed towards new cooperation and business models.

Of course there are already good examples, such as Egnatia Aviation that seems to combine

the potential of the climatic conditions with the attractiveness of the Kavala area for clients to

spend a significant time for training. However, across the board innovation and spill-over

effects within and between sectors are on too low a level.

In order to further increase the output of the Kavala economic production factors we propose

to invest in four economic actions.

1. Broaden the economic activities of Kavala based on present resources;

2. Create clusters that will encourage cooperation and innovation within the sectors;

3. Stimulate development of new business models in the area;

4. Create smart communities.

Kavala has many opportunities to broaden its economic base. Many assets connected to

economic diversification are already present in the area. Basically, the most promising

economic sectors are:

1. Tourism ( religious, sport, urban, culture)

2. Agriculture ( local foods / wines, bulk)

3. Energy (solar/ oil-gas / hybrid systems)

4. Health care and wellness

5. Transport and logistics (port: aviation)

Each sector is in a different state of development, with the touristic sector clearly being most

advanced in its development. Kavala is putting much effort into strengthening the touristic

sector. Rightfully so, however, the other economic sectors are posing great potential for

further development as well. For sustainable development of the city on the long run, it is

important to not be fully dependent on one economic sector. Better to have an alternative mix

of economic activities that, at best, cross-fed from each other. It is not the ambition of this

Agenda to go into further analysis of assets and the growth potential of each of these sectors.

However, the Strategic Agenda should clearly underline the need to diversify the economic

base and further invest in the potentials and spill-overs between these sectors.


1. CREATING CLUSTERS THAT WILL ENCOURAGE COOPERATION AND

INNOVATION WITHIN THE SECTORS

Kavala has several economic sectors that need further innovative input in order to reach better

valorization. A much proved model to create new activities and innovation within an

economic sector is to set up a cluster.



40

Clusters can be defined as geographic concentrations of interconnected businesses, suppliers,

and associated institutions (like universities, associations) in a particular field.1

Development of clusters can support the economic success of a region. The best known

example of a cluster is ‘Silicon Valley’ in the San Fransisco Bay area. However, there are

thousands of clusters all over the world focussing on many different economic (niche) sectors

often bringing much innovation and economic growth for the regions involved.

Well-developed clusters can influence decisions of companies to invest in an area. Basically,

companies base their decision on several factors:

availability of resources;

access to information,

objectives of each company;

pressure upon firms towards innovation and investments.

Generally, clusters consist of the following organizations (four leaf clover model):

1. Universities, research institutes – as suppliers of

innovative products, technologies, processes and services;

2. Industry, especially SMEs – which represent the

innovation demand and in an ideal case they should

determine and absorb the offer mentioned above;

3. Authorities responsible for the process facilitation

(ministries, regional, local authorities, etc.).

4. The fourth actor being the catalyst organizations –

consulting firms, specialized in the technological transfer

and innovation field, technological transfer centers, etc.

2. STIMULATING DEVELOPMENT OF NEW BUSINESS MODELS IN THE

AREA, ESPECIALLY FOR TOURISM

In order to attract new investors and creative entrepreneurs to the Kavala area, innovative

initiatives and new ideas should be stimulated to be put in the market. Especially, the tourism

sector poses good opportunities for creating so-called ‘low hanging fruit’, easily achieved

projects and programmes requiring little effort from the City Hall or other involved

stakeholders. Initiatives in this field could produce spill-over effects into other sectors. Ideas

in this field are the creation of large events (e.g. on the Philippi site), touristic and historical

routes, communities around a certain topic, apps, etc.

1 *PORTER, M. E. (1998), Clusters and the new economics of competition, in: Harvard Business Review, Nov./Dec., Vol. 76 Issue 6, p. 77

Figure 25 - The four-leaf clover

model



41

3. CREATING SMART COMMUNITIES

We live in an information society. Innovative regions should collect and provide the right data

on a wide variety of topics so entrepreneurs will be inspired and enabled to create new

businesses on the base of that data.

Detailed data collection e.g. on target groups, economic input and

output flows, products sold, existing market gaps, etc. will create

incentives in various economic fields. For instance, if more data

becomes available on the number, origin and destination of

tourists, entrepreneurs can create custom-made services and

goods for these target groups. But also in the field of agriculture,

energy, health and transport there is a lot of information that is neither collected nor shared.

Information is an essential element for entrepreneurship.

How could the municipality of Kavala operationalize these economic action points? We

suggest three practical activities which are simple and will reinforce each other’s results:

1) Start a formal cooperation within the Kavala four leaf clover model

2) Start business incubators

3) Start a business support center

These three activities are closely related and could be initiated on a very short notice by the

municipality of Kavala as part of a local economic development programme. These activities

will kick-start the entrepreneurial and innovation cycles in Kavala. Once these processes are

started, innovation cycles will increasingly go faster in time, feeding into other

entrepreneurial activities of the region. All the suggested activities are low-budget initiatives

and could be co-financed out of the structural funds available for Greece. Additional

international expertise could be brought in via EU wide programmes, such as INTERREG,

Horizon 2020 or COSME. Within Chapter 6 – Project fiches, a more detailed description of

the proposed priority projects is given.



42

Table 2: List of prioritized projects

no. Name of the project Topic Funding

opportunities

Opportunities for

partnership

0 The Kavala Urban

Center

Governance and

ST/A

Implementation:

Culture, Heritage

and Tourism, Social

innovation

"Public Sector Reform"

Greek OP

Horizon 2020 – “Societal

Challenges”

URBACT III

Private funding / PPP(P)

KUC will be

established through

partnership

1 The platform of

public spaces

Pillar 2. Urban

development,

public space,

accessibility

"Transport, Infrastructure,

Environment &

Sustainable Development”

Greek OP 2014-2020

URBACT III

Grants and funds, PPP

2 Kavala Mobility Plan Pillar 2. Mobility,

accessibility, public

space, urban

development


Environment &


Greek OP

Horizon 2020 “Smart,

Green and Integrated

Transport”

Public Private Partnership

Kavala Municipality,

the Technical

Chamber, the Port

Authority, local and

regional transport

operators, other

investors

3 Urban renewal of

Kavala’s waterfront

Pillar 2: Waterfront

& Platform of

Public Spaces


Environment &


Greek OP and other state

and EU funding

programmes

Partnership with Port

Authority, Kavala

Technical Chamber,

Ministry of the

maritime transport,

shipping companies,

real estate investors.

Potential

Waterfront TF

4 E-Platform:

Formalization of

entrepreneurship

sector cooperation

Pillar 4:

Entrepreneurship

Direct funding from

entrepreneurs (very small

investment)

E-platform will be

established through

partnership

5 Upgrading and

expanding the

Kavala brand

Pillar 1: Tourism Local & national

funding;

PPP

COSME Programme

Creative Europe

Greek OPs: TIESD, RD,

ROP

INTERREG Europe

URBACT III

Local entrepreneurs,

Historical society,

local food and wine

producers, large

hotels and venues for

events, tourism

companies, sports

and wellness

businesses, places of

worship in the area.

6 Eastern Access 3: Urban Private small investment, Owners, Chamber of



43

Regeneration Structural funds: ERDF

for renovation spaces and

ESF for training and skill

development, H2020

Commerce, Port

Authority

7 Western Access 3: Urban

Regeneration

Private small investment,

Structural funds: ERDF



development, H2020

TEI, Owners,

Chamber of

Commerce

8 Upper Downtown 3: Urban

Regeneration

Private small investment,

Structural funds: ERDF



development, H2020

Owners, Chamber of

Commerce

9 Start a business

incubator

4: Entrepreneurship Structural funds for

Greece, special national

schemes for SME’s and

startups.

Cosme and Horizon 2020

TEI, business owners,

Chamber of

Commerce

10 Expanding and

diversifying available

in-city tourism

capacity and

infrastructure

1: Tourism ERDF and ESF funds

from national OPs

Erasmus + Programme

and ESF priority – Better

Education

Bilateral Grants,

PPP, private investments,

sponsorships

IEE, Horizon 2020

TEI, existing training

providers, tourism

accommodation,

restaurants and bars,

transport operators,

local IT companies.

11 Start Kavala business

support centre

4: Entrepreneurship Structural funds for

Greece, special national

schemes for SME’s and

startups.

Cosme and Horizon 2020

TEI, business owners,

Chamber of

Commerce

12 Agritourism,

authentic cuisine,

local produce and

traditional lifestyle

1: Tourism CLLD UTF, institutions,

agricultors, food

industry, traditional

farms, store owners

in Kavala city center.

13 Aqueduct Panorama

Path

3: Urban

Regeneration

Private small investment

ERDF and ESF

14 Redeveloping and

upgrading sports and

wellness

infrastructure within

a “4-season tourism”

overarching concept

1: Tourism Horizon 2020 European

funds, JESSICA, ERDF

funds through national

programmes, private

investments

Wellness

infrastructure

administrators and

tourism agencies /

companies



44

5 Project Fiches: Key projects corresponding to each goal / objective of the ST/UA

5.1 Priority Project 01: The platform of public spaces

The platform of public space includes small and medium interventions interconnected with

the mobility management plan in order to offer Kavala an urban sustainable and livable town.

It incorporates actions targeting the better regulation and, ultimately some limitation of car

traffic, creation of a pedestrian network and an environmental area of 30km/h, as well as the

regeneration of built public spaces.

Figure 26 – Zoom plan on the city center (Source: TASCA Studio)

Priority actions:

Transforming the city centre in an environmental zone 30km/h (0,3 sq.km), safe for

pedestrians walking. This part of the city should be connected with the institutional

part (e.g. Town hall square, etc.);

Transforming Street Mitropolitou Chrisostomou (where the bus station is now located)

into a promenade of connection between the waterfront and Street Eleftheriou

Venizelou in front of the Town hall. This action (subproject) should represent an

urban design model for public spaces;

Transforming the historical city in a pedestrian zone;

Renewal of Kapnergati’s Square and integration within the city’s pedestrian network;



45

Restoration and reuse of the Medrese (Muslim school of theology) of Hatzi Ali Pasha

located on the east of Kavala’s Medieval Aqueduct;

Urban development of an internal open space adjacent to Kavala’s land wall and

restoration of adjoining listed buildings.

Location

Kavala city centre

Status

Project to be implemented

Timeline

2015 (feasibility studies and technical projects)

2016-17 (implementation phase)

Investments costs estimation

Medium

Funding opportunities

Structural national funds, "Transport, Infrastructure, Environment & Sustainable

Development” Greek OP 2014-2020, URBACT III , Grants and funds, PPP

Opportunities for partnership (if applicable)

-

5.2 Priority Project 02: Kavala Mobility Plan

The Kavala Mobility Plan contains actions aimed at improving the accessibility both

towards and within Kavala city, as well as the system of public and non-pollutant transport,

taking into account the city’s difficult topography and the mobility needs expected as a result

of touristic afflux increase.

Figure 27 – Mobility plan (Source: TASCA Studio)



46

Priorities for the Kavala Mobility Plan:

Implementing and concluding the peripheral road (EO Drama Kavala) as it is already

previewed in planning tools;

Creating a penetration loop for private mobility within the inner city avoiding the

waterfront and connecting directly with the peripheral road. The underground

parking place along the waterfront should represent the condition to boost the city

and to make a very strategic operation of urban regeneration for a touristic city like

Kavala;

Transforming the coast in a long bicycle path (7 km), protected from traffic cars

connecting Batis beach to the extreme part of the historical centre, a very panoramic

point, similar to the ‘Punta della Dogana’ in Venice;

Moving the touristic bus station outside of the city centre (one possibility is on the

inner bypass road), in order to accomplish environmental objectives and to make a

more efficient connection between the station and the city centre (e.g. electric shuttle

bus);

Moving the urban and sub-regional bus station outside of the city centre (western

part). It should be close to the penetration road in order to have a fast connection to the

Philippi archaeological settlement and Mud Baths and it should also accommodate the

shuttle from regional airport (Kavala and Thessaloniki) and to Batis beach;

Because of the very hard topography, providing a funicular cable from the waterfront

to the hillside, with could be connected with the touristic bus station or the Cross

(from 0,8 to 1,5 km long). This kind of transport should be very efficient and

spectacular to also appreciate the natural environment and landscape of Kavala.

Location

Kavala city, from the peripheral road to the waterfront

Status


Timeline


2016-17 (implementation phase for bus stations and peripheral road completion)

2016-18 (implementation phase for the penetration loop, concomitant with underground

parking place – PP3)

2018-2022 (feasibility study and implementation of funicular cable)


High


Structural national funds, "Transport, Infrastructure, Environment & Sustainable

Development” Greek Operational Programme 2014-2020, PPP



47


Partnership opportunities exist between Kavala Municipality, the Technical Chamber, the Port

Authority, local and regional transport operators, other investors

5.3 Priority Project 03: The urban renewal of Kavala’s waterfront

The urban renewal of the waterfront includes renewal of public spaces connected from the

sea to the city urban structure and the realization of several buildings in order to offer

different private and public services both to local inhabitants and to tourists.

Priority actions:

to build an underground parking place in order to avoid car traffic through the sea line

(this operation should be included in the Mobility plan of the coast);

a new multipurpose building on the eastern shore bank, under the historical city. At

the moment of its realization this building could host the already consolidated Urban

Centre, possibly integrated with a business support centre for ‘start up’, spaces for

culture such as auditorium, ecc.

A new covered swimming pool, integrated with the underground parking place of the

waterfront. This structure should be accessible to everyone;

to renovate the public spaces around the waterfront (pavement, lighting, trees,

furniture, ecc) in order to make it more accessible and easier to reach;

the realization of the programmed touristic port.

Location

Waterfront in the city centre (about 1 km long)

Status


Timeline


2016-17 (implementation phase – multipurpose building)

2016-18 (implementation phase – parking place, swimming pool)


High


Structural national funds, private-public partnership


Municipality, Port Authority, Ministry of the maritime transport, shipping companies, real

estate investors, etc. Their action should be coordinated in order to have a unique strategic

vision. Also for this reason, a Waterfront Task Force, as a part of the Urban Task Force,

should be created in order to manage all the different interests on it.



48

5.4 Priority Project 04: E-Platform: Formalization of

entrepreneurship sector cooperation

Description

Often, there are many informal structures for deliberation in the city. Many key stakeholders

in cities regularly meet each other to discuss issues on a case by case base. We suggest to start

a formal discussion and deliberation structure following the four leaf clover model with the

objective to improve entrepreneurship and innovation in Kavala. ( Entrepreneurship / E

platform Kavala).

In the above graph, the first selection of key stakeholders is indicated. The municipality could

initiate monthly meetings with this ‘E-platform’ to discuss the implementation of the strategic

urban agenda and the spatial-social-economic strategy of Kavala. Regularly the public should

be informed and involved of the progress of the implementation. Objective advisors can guide

and feed the process of joint development and implementation.

Priority actions:

Inviting the stakeholders for an initiating meeting on the E-platform;

Appointing a governing council of the E-platform, consisting of the mayor of the

city, the director of the port, the director of TEI, a successful entrepreneur (Director

Egnatia for instance) and a director of a bank. Appointing a Chairman (mayor) and

a Secretary General (eg. Egnatia Director) that function as propellers of the

governing council;

Putting the working agreements in a (light) memorandum of understanding;

Organising one or two-monthly meetings that are prepared by working groups (linked

to the urban centre). Development proposals and conditions need to be discussed.



49

Make concrete agreements, appointments, outputs and activities related to

improvement of the business environment and innovation in the Kavala region.Work

on trust relationships and communicate successes,

If needed, appoint an objective process manager with good communication skills for

the first year that can function as central communication point and support the trust-

and development processes

Two key-project ideas to be worked on are: how to stimulate innovation in the area

(triple helix cooperation programme, longer term objectives of making Kavala a

healthy sustainable economy) and how to stimulate entrepreneurship (short-medium

term, setting up of incubator, next project proposal)

Location

Not applicable

Status

Project under preparation

Timeline

Start January 1st 2015. Concrete agenda ready by March 2015


No large scale investments needed, some budget for meetings, possible external process

manager


Not applicable


Described above – the project is about creating a partnership

5.5 Priority project 05: Upgrading and expanding the Kavala brand

Main action packages for the priority project:

a. Redesigning, publishing and promoting the new Kavala Brand;

b. Telling the stories of the many historical events which left traces in the

territory

c. Setting up, enhancing and equipping a system of thematic routes

a. Redesigning, publishing and promoting the Kavala Brand

The merger between the municipalities of Kavala and Philippi, and thus the many strengths

that it brings, need to be evident in the way Kavala is promoted. A reconsideration of the

Kavala brand, currently “sea, sand and sun” centric, should broaden and include also the

newly acquired assets: a strong historical and religious heritage, local agriculture and wine,

and an important wellness and health sector already developed. The new brand should

encompass these considerations into the Kavala-5 sense experience that will target a much

wider group of users, aiming at being attractive all year round for tourists.



50

The action package is of high priority since it will form the back bone and the fil rouge for

new developments in tourism. It is important to integrate all of the area’s strong suites and to

create a platform for the different actors to communicate and cooperate. The new brand and

story will be disseminated continuously over the implementation of the strategy but it will

also evolve together with it.

Project actions to be undertaken, in order of priority:

Redesigning and publishing the new brand (UTF or citizen events can be

organized in this stage to shape the Kavala brand);

Promoting new brand through all channels; creating an official website, using

social media, engaging local accommodation retailers;

Developing products and packages as unified identification elements for touristic

products: info points, maps, thematic routes;

Setting up a map and info point of alternative activities in the main access points in

and out of the city (port for boats to Thassos, regional bus station) and in hotels.

Telling the stories of the many historical events which left traces in the territory:

o Publishing, promoting and selling books on: St. Paul’s route, water route,

architecture of Kavala, historical route, etc.

Engaging travel bloggers/writers to support in drafting the promotion materials;

Cooperating with hotels, pensions and alternative accommodation providers to

help disseminate the information;

Developing discount policies in cooperation with local entrepreneurs.

b. Setting up, enhancing and equipping a system of thematic routes

The many stages of historical and economic development of the area are visible in the

landscape and architecture, yet this heritage needs to be outlined, revealed, exploited and –

last but not least – connected. A complete historical experience should be viewed in an

integrated manner. Therefore it is important to show the link between the history, and story, at

both municipal (territorial) scale and that within the city of Kavala. The connection between

the routes that have been revitalised, or enhanced in the area (The themed historical routes;

Palia Egnatia inside the city, water route inside the city, architecture history route; trade route)

should be visible also through the city, up to the historical core.

Thematic routes will be set up and developed, keeping in mind the brand and new image of

Kavala. Priority actions:

Defining and setting up infrastructure on existing trails (Palia Egnatia and

redefinition of St. Paul’s Route through Greece, connected on a transcontinental level.

mapping, multilingual signalling, rest and camp sites, interventions into landscape,

etc.)



51

Creating secondary network of trails and cycling paths using pre-existing

agricultural roads and irrigation canals

Intervening in agricultural landscape and creating a grid of well-defined and easily

identifiable routes, enhancing agricultural potential of the municipality by including

it in the touristic cycle network:

Restoring historic routes: Water Way outside the city (Priority linked to PP XX of

Pillar 3)

Defining a thematic architectural route in the city of Kavala (including digital info –

QR codes, integrated in the KAVALA APP)

Figure 28 - Main tourism and landscape proposed interventions (Source: Sabina Dimitriu)



52

d. Using the opportunity of large scale events to promote Kavala and its hinterland

attractions.

With little investment into hard infrastructures, but by soft projects, promotion and bringing

activities to the sites of interest, Kavala aims at fostering cooperation on a larger scale and

increasing awareness of the huge potential of these places. Cultural programming of historical

heritage sites will, in time, convey a self-sustaining identity in the minds of locals but also,

potentially, on an international scale.

Priority actions:

Developing the Philippi Festival of culture and arts;

Developing religious special events - Saint Lydia's feast day Festival (May 20);

Engaging local artistic and cultural associations, even citizens into creating historical

re-enactment of the Battle of Philippi;

Internationally promoting the Wood Water Wild festival (including developing a

programme in English)

Partnering up with event organisers to:

Organise themed day trips: involve hiking and climbing association, NGO's, water

route association; religious sites;

Disseminate flyers and maps telling the stories of the different routes;

Promoting local food and wineries;

Location

Kavala historical districts;

Water way and aqueduct;

Kavala Municipality hinterland: arable / plain areas to the N-East between Kavala and

Philippi / Lydia and mountainous areas in the North-West part;

Status

Project under preparation.

Timeline

2015 – 2016 (Kavala Brand establishment and soft projects

2015 – 2018 (implementation of infrastructure interventions (routes, landscaping)


Low-medium


Greek Operational Programmes 2014-2020:

Transport, Infrastructure, Environment and Sustainable Development

Rural Development

Regional Operational Programme

Public Private Partnerships

Creative Europe

COSME Programme



53

INTERREG Europe

URBACT III


Historical society, Trekking association, local food and wine producers, large hotels and

venues for events, tourism companies (both local and online international websites), sports

and wellness businesses, places of worship in the area.

Support from local hiking and climbing and historical associations may by elicited as

volunteering in waymarking and providing useful information about the routes; also the

interested parties may support in disseminating the information in targeted groups via their

online media channels.

5.6 Priority project 06: Eastern Access

Figure 29 - Eastern Access priority project localization (Source: Daniela Patti, Levente Polyak)

At the eastern side of the old town, the magnificent vacant tobacco warehouse buildings can

host a variety of activities related to the shipbuilding industry and other arts and crafts already

present in the neighborhood’s ateliers planned to be demolished. The relocation of some of

these activities, as well as the use of the warehouse space as a business incubator can bring

new economic vitality in the area. The vacant shops along the waterfront are natural sites for a

series of cafes and restaurants with a view of the sea, creating a stronger connection to the

water. The former hospital across the bay is a perfect building for affordable student and

graduate housing, bringing youth and new life in the neighborhood.

Priority actions:



54

reactivate warehouse

reuse vacant shops

clean bay

Location

Eastern Waterfront

Status


Timeline

Beginning 2015: claning bay and accessing some shops

Mid 205: reactivation spaces and start renovation of tobacco warehouses.


Low for bay and shops, medium/high for tobacco warehouse depending on status (to be

verified)


Private small investment, Structural funds: ERDF for renovation spaces and ESF for training

and skill development, EU Cooperation projects in the realm of H2020


Owners, Chamber of Commerce, Port Authority

Figure 30 - Rendition of possible uses for existing building stock (Source: Daniela Patti, Levente Polyak)



55

5.7 Priority project 07: Western Access

Figure 31 - Western Access priority project localization (Source: Daniela Patti, Levente Polyak)

Due to its relative proximity (less than a kilometer) to the Technical Institute, the former

industrial site at the riverfront offers itself as a perfect satellite site for industries related to the

energy sector, a specialty of the Institute. TEI Satellite is conceivable as an energy start-up

campus, helping small energy businesses to grow and create the region’s most important

energy tech hub. Expanding the regeneration area along the riverfront towards the north and

the east, the vacant historical buildings connected to unused green spaces carry the potential

of new public spaces and showcases of the region’s agricultural and arts and crafts products.

Priority actions:

- Reconnect waterfront promenade

- Improve trasversal passages across street

- reduce traffic on street

- Use abandoned buildings close to TEI for technological start-up companies

- Use abandoned properties for agri-food showcases

Location

Western Waterfront

Status


Timeline



56

Beginning 2015: setup stakeholders

Mid 2015: Acessing some of the properties and improving the waterfront


Low-Medium


Structural funds: ERDF for renovation spaces and ESF for training and skill development.

EU Cooperation projects in the realm of H2020

5.8 Priorty Project 8: Upper Downtown

Figure 32 - Upper Downtown priority project localization (Source: Daniela Patti, Levente Polyak)

In the area north of the centre, an integrated regeneration scheme has to take into account both

the empty tobacco warehouses and the vacant shops as workshops. Reused as small business

incubators, regional product selling points, and affordable student or graduate housing, these

spaces can contribute to the revitalization of the centre.

Priority actions:

- Map abandoned properties (shops and tobacco warehouses)

- Develop a program that can be attractive both to owners and potential renters.

Location

Upper Down Town

Status


Timeline

Beginning 2015: Mapping



57

Mid 2015: piloting program in some areas


Low (shops), medium (warehouses, depending on conditions).




EU Cooperation projects in the realm of H2020


Owners, Chamber of Commerce

Figure 33 - Rendition of possible uses for existing building stock (Source: Daniela Patti, Levente Polyak)

5.9 Priority Project 9: Starting a business incubator

The municipality of Kavala could support the

development of business incubators. Incubators

support startup and early-stage companies in their

first stages of development. Incubation programs can

be co-funded by local, regional or national

governments as part of an overall economic

development strategy.

http://en.wikipedia.org/wiki/Startup_company



58

In the case of Kavala it would be a ‘natural’ choice to start an incubation programme for

tourism. There is much need to diversify the services in this sector and involve more starters

and young entrepreneurs. Offering startups the facilities, knowledge and in some cases capital

injections to start their own business, could provide the incentives to local and non-local

entrepreneurs and investors to come to Kavala. For a physical location for an incubator

several of the vacant building in the centre would be an excellent starting point.

Next to an incubation programme for tourism, also an incubator for agri/ local food would be

highly recommendable. All assets for a productive local agricultural sector are there, yet there

is a need for innovation and local entrepreneurship. An incubation programme in this sector

will be very complementary to the tourism sector. There are several incubator networks in

Europe that provide good examples on how to start up and maintain incubators.

Last but not least, the business incubator could address the technological aspects related to

energy (oil, wind, solar) and transport (aviation) in collaboration with TEI and local

entrepreneurs.

All these business incubators would benefit by the geographical vicinity, as they would be

clustered in neighborhoods, but they would also be supported and put in a city-wide network

thanks to the creation of a business support center.

Priority actions:

This action is strongly connected to the previous project (E-platform). The incubator

can be a first concrete project to be decided upon and supported by the governing

council.

Find and select a group of interested locally rooted companies in the field of tourism

that are interested in innovating their services and products

The city hall, TEI and the entrepreneurs have to develop a stimulation programme for

young entrepreneurs in the field of tourism. This stimulation programme ( see for

example www.yesdelft.nl perhaps inspiration for YES!KAVALA!) should support

young entrepreneurs with space, a network and some support from the government in

developing their ideas. It is relevant that the cluster of small companies are tight

together so they can learn from each other. Matchmaking activities with larger

companies need to be organised to facilitate seed money and follow-through of

innovative product ideas.

Involve EU management authorities. In the next EU programming period, much EU

funds are reserved for stimulating entrepreneurship, especially SME’s.

Location

http://www.yesdelft.nl/



59

- For instance one of the old warehouses. Provide the facilities that a team of local

entrepreneur can start to run the incubator facilities

Status


Timeline

- Start in 2015, programme ready by May 2015 so that the summer season of 2015 can

function as first pilot summer for the incubator

- Ongoing: activities, festivals and local projects


- Low to medium


- Structural funds for Greece, there are special national schemes for SME’s and startups.

Other possibilities are Cosme and Horizon 2020


- Municipality of Kavala, TEI, local entrepreneurs

5.10 Priority project 10: Expanding and diversifying available tourism

capacity and infrastructure

Description

The wide range and number of attractions within the administrative boundary of the

municipality of Kavala generates interest on very different scales. In order to support a more

balanced use of existing potential, the various sites – whether they are health, wellness,

religious or historic – should be connected and integrated, and proper attention should be

given to one of the most pressing problems revealed in the STATUS workshops: tourism

infrastructure improvement. For ensuring the best accessibility and information provision,

as well as attractivity for youth and users of modern technology, this integration needs to be

conducted both physically (through bus routes, markings, etc) and within an ICT-enabled

virtual environment network stimulating tourist interaction.

This project ties in with the themed system of routes and the upgraded brand of Kavala and

will ensure a balanced spill-over between touristic sectors and a heightened and more constant

distribution of touristic activity in the different periods of the year. The project also strongly

relates to the priority actions of the Waterfront/Mobility Pillar, as it will contribute to better

and more environmentally friendly transport in the Municipality.

The project aims at developing the following three priority subprojects:

a. An expansion of the accommodation existing offer through low-cost innovative

solutions



60

Evaluating the potential of creating a tourism and culture branch in the Kavala TEI, in

partnership – analysis, studies, discussions with TEI and other relevant actors;

Evaluating the potential of creating a Kavala Cultural Institute to specialize youth in

history, archaeology, heritage (discussions, feasibility study). Significant gain in

visibility of the KCI would be achieved by co-locating the center with the Kavala

Urban Center, the TEI or other culturally representative institutions or organizations;

Implementing the Kavala Cultural Institute and developing a curricula for training and

specialization programmes; contracting staff, establishing work programme;

Establishing partnerships and developing qualification and requalification courses for

the hospitality businesses; analysing the potential for developing apprenticeship

programmes in collaboration with main hospitality players: hotels, restaurants and

bars, travel. Developing a municipal programme for retrofitting unused buildings (for

hostels, hotels, seasonal renting) and creating camping sites;

Identifying potential sites for hotels, hostels, seasonal renting houses and camping

sites, including / inviting owners in the municipal programme, creating partnerships

and supporting interested property owners to develop tourism lodging.

Developing a funding application strategy for temporary use, low cost / low impact

touristic accommodations;

Application for funding and implementation;

b. An integrated local touristic transport system,

Developing a consortium / group of implementation: bringing local and regional bus

operators and private shuttle services around the table to define the best way to

cooperate and share responsibilities and benefits of creating Municipal touristic bus

routes; Including local accommodation providers and other tourism service providers

(incl. for example landmark administration staff) to support in disseminating

information but also providing necessary data in order to create cost efficient routes

Defining the routes, correlated with the municipal map of themed paths – point 1 and

7 and with the setting of the new touristic bus / shuttle station in Kavala (priority

project XXX of Pillar 2);

Regulating the provisions for touristic transport in the Municipality and conditions for

an environmentally friendly service;

Upgrading the existing transport fleets of bus operators;

Defining a schedule (for regular touristic transport services) and booking procedure

(for on-demand services) as well as a payment policy;

c. A city App integrating the municipality's complete touristic offer with GPS-enabled

location-based services,

Involving local IT companies in developing the best solutions and implementation

plan;



61

Commissioning locally the extension of free wireless service to the Kavala city center;

Engaging big companies into sponsoring routes; incentives; use and promotion of their

own equipment;

Developing web- and GPS- enabled access to:

Information on landmarks, using QR codes on sites to be provided with

additional details or augmented-reality displays of the landmark's appearance

through ages

Information on location of sights, info-points, souvenir shops, Kavala authentic

local products shops, etc.;

Information on transport, bus routes and schedules, etc.

Hiking / biking trip planner and GPS-enabled trip assistant, integrated with

location-based alerts (i.e. For bad weather), SOS, etc.

Social media plugin and the possibility to "share" your trip experience

Incorporation of services into integrated mobile portal/app using open source software,

being delivered as freeware to tourists

Promotion of KAVALA APP on web (booking.com, trip planning websites, ticketing

sites, etc) and on site (QR codes in all hotels, info points, inside shuttle busses from

airports, etc).

Location


Status


Timeline

Establishing partnerships and developing training / specialization programmes in tourism and

hospitality: 2015 – 2017

Supplementing available tourism infrastructure: 2015 – 2018

Kavala APP and transport system: 2015 – 2017


Medium


European ERDF and ESF funds from national OPs

Erasmus + Programme and European Social Fund priority – Better Education

Bilateral Grants and other granting opportunities

PPP opportunities and stakeholder investments

Intelligent Energy Europe, by giving focus to sustainable transportation in the area to

the potential application for funding

HORIZON 2020: Societal challenge 4 “Smart, green and integrated transport” -

(research & innovation on European transport system, smart mobility)



62

Societal Challenge 3 "Secure, Clean and Efficient Energy" - smart cities

H2020 Pillar "Leadership in enabling and Industrial Technologies" (LEIT): LEIT

Information and Communication Technologies

Horizon2020 ICT-enabled societies calls;

Kavala APP: Private capital and sponsorships (service payment of small amounts by

companies who want to be included in the App)


Partnership for the development of skilled people in the tourism industry is important between

the Municipality of Kavala and the TEI, as well as with existing training providers, tourism

accommodation, restaurants and bars, transport operators, local IT companies.

5.11 Priorty Project 11: Start Kavala business support centre

This project is linked to the development of the E-platform and the incubator project. A

Kavala business support centre could channel and facilitate the businesses development.

Services that could be provided by the business centre are:

1. Collecting and providing access to business data

2. Support in accessing EU funds

3. Support in procedures and standardization.

For a well-functioning business support centre it is relevant to closely map the existing needs

of the entrepreneurs and cooperate with already existing business initiatives, such as the local

chambers of commerce.

Priority actions:

Appoint a business support manager

Analyse the existing business support structures in Kavala and determine which

services and products are missing for entrepreneurs. ( needs analysis)

Develop a business support proposal which will be discussed and approved by the E-

Platform

The BSC should function as a linking pin between the overall economic programmes

of the area ( tourism, agriculture, transport, health care and energy ) and the enormous

amount of EU funds available for economic development, poverty reduction and

innovative, export oriented entrepreneurship in Greece for the period 2014-2020 ( over

€ 20 billion EU support).

First serve as information and networking point. Gradually the centre can develop into

a real shared services centre and lobby instrument towards Athens.

Location

Anywhere in the city of Kavala. Preferably easy accessible, visible. Connected to the urban

centre.



63

Status


Timeline

Start in 2015


Low


- many. Structural funds for Greece, there are special national schemes for SME’s and

startups. Other possibilities are Cosme and Horizon 2020


Create business partnerships between companies in Kavala area.

5.12 Priority project no 12: Agritourism, authentic cuisine, local

produce and traditional lifestyle

Description

The food sector is an important industry of the Municipality of Philippi, particularly keeping

in mind the current trend of new entrepreneurs starting local agricultural farms. However,

within the city of Kavala, the importance of the agriculture and wine production on municipal

level is not yet evident, despite great potential stemming from the quality of the products.

The gastronomic and oenological experience of Kavala can be developed municipality-wide

through a concerted action of developing both in-city retail of staple products and territorial

development of agritourism farms and services.

By making use of the vacant shops within the city center – see Regeneration chapter – the

local agrifood-wine component can be brought within the city, showcased to locals as well as

tourists and thus supporting the expansion of the touristic interests beyond the immediate

inner city touristic attractions and Thassos. Within the territory, small producers of local

foodstuffs and wine can associate and be integrated into a network offering cultural

gastronomic and oenological excursions, tastings of wine and local products.

The project provides both horizontal and vertical linkages between sectors (economic and

public/private), as well as a strong urban-rural connection within the Kavala Municipality.

Priority actions:

Facilitating the start-up of cooperation among local producers: meetings, fairs,

workshops;

Setting up a platform for exchange of knowledge and information (specific section of

the geo-blog or designated website)

Setting up an institutional framework for local traditional producers – CLLD.The idea

is to redevelop productive agriculture in an urban-rural partnership with:

Kavala Municipality and the Kavala Urban Task Force;



64

Local farmers: promotion of small farms with low/medium intensity production

of high-quality products and encouragement of part-time farming, agricultors /

periurban agricultors, traditional farms and households in Kavala's hinterland

(Philippi, Palea Kavala, Krioneros, Zygos, Krinides etc.)

Existing and potentially interested food industries within the Municipality, local

entrepreneurs targeting the development of upper-echelon (premium, bio) products

for local use and export;

Logistics companies for distribution and export,

Tourism companies for strategic partnerships (agritourism and day-trips from the

city);

Preparation and agreement upon the CLLD Strategy in full detail (participative

process);

Preparation of action plan and funding application. Key investments for the CLLD

Strategy:

Establishment of a unique foodstuffs and animal product brand for the area;

Creation of a common platform and structure to manage the small producers’

needs, to enable communication and to foster synergy within the Kavala area.

Development of an incentive policy for commercialized production of fresh

produce, animal products, fruit crops by supporting farm enterprises and micro

farms (differentiated policies, start-up funds, etc) – both production and

commercialization;

Developing and supporting the creation of business plans for local entrepreneurs

to implement creation or expansion of agritourism facilities;

Jointly creating packages for Kavala rural experience: wine tasting / winemaking

experience, cattle farm experience / cheesemaking, traditional farming / travel

back in time, etc.

Expansion and rehabilitation of irrigation systems, investments in technology;

Operationalizing economy chain partnerships: incentives for using local

produce as feedstock for food industry;

Periodic review and monitoring of CLLD Strategy.

Location


Status


Timeline

2015 – 2018


Medium


CLLD instrument: Structural funds, European Social Fund, National agriculture funds, etc.



65


Partnership for implementation necessary between: Kavala, UTF, other state institutions,

agricultors / periurban agricultors, local entrepreneurs in food industry, traditional farms and

households in Kavala's hinterland, store owners in Kavala city center.

5.13 Priorty Project 13: Aqueduct Panorama Path

Figure 34 - Aqueduct Panorama regeneration area (Source: Daniela Patti, Levente Polyak)

One of Kavala’s most known attraction is the aqueduct. An iconic landmark and symbol of

the city, the aqueduct can also be a platform to discover the city from unknown angles. As a

matter of fact, at the bottom of the aqueduct lies a very pleasant and green pathway that runs

between the historical urban tissue. The aqueduct then terminates on both sides on the highest

points of the city, which provide a very nice panoramic view. This could become a tourist

attraction and bring flows of people in areas currently not very frequented by just having

some communication activities and the setup of a terrace and some cafe’.



66

Figure 35 - Illustration of Aqueduct Panorama path (Source: Daniela Patti, Levente Polyak)

Location

Eastern Waterfront

Status


Timeline

Beginning 2015: claning pathway

Mid 2015: realisation of terrace, cafe’ and activities to attract visitors


Low






67

5.14 Priority project 14: Redeveloping and upgrading sports and

wellness infrastructure within a "4- season tourism" overarching

concept

Description

As stated before, one of the main objectives of the strategy for Kavala is to transform the

municipality into a touristic attraction year round. At the moment, the area is already a well-

known destination for sports veterans, large scale sports events and wellness tourism (albeit

only on a national level so far). In order to reap the maximum effects of these assets, they

should be considered as a whole, promoted and exploited as such – concomitantly with using

these ready-established activities as leverage for promoting the additional initiatives – local

culture, food, wineries and traditions.

Priority actions:

Rehabilitation of open space and development of adjacent services for the Kavala

sports hub (stadium, closed Olympic pool), including development of sports-themed

connections with the Kavala sailing ports and beaches and wellness/relaxation themed

connection with the Krinides Mud Baths; Feasibility study, masterplan and action plan

implementation for the extension of the mud baths wellness pole and of bath

infrastructure, including diversification of services (spa, massage, recovery therapy

after sports, kinetotherapy, etc.) and products (packaged mud, creams, gels, other

products) using the Kavala unique brand;

Creation of social / health tourism packages for the low season for target groups

(elderly, sports veterans, school class trips for children) and linking services together:

e.g. Creation

Creation of social / health tourism packages for the low season for target groups

(elderly, sports veterans, school class trips for children) and integrating the wellness

assets – eg. Offering special packages with kinetic therapy and mudbath sessions to

swimmers coming to train in the Olympic basin; Valorisation of existing built

facilities through the development of sports competitions and events: swimming

competitions, sailing, triathlon-type challenges, cross events for special causes,

Krinides spa week (in off-season), etc.

Location

Kavala – Krinides Mud Baths, Stadium and pool area, coastal area (beaches, ports / new

marina, etc).

Status


Timeline

2015 – 2016 (soft actions implemented) – 2018 (infrastructure extensions)



68


Medium-high


Horizon 2020 European funds, JESSICA, ERDF funds through national programmes, private

investments, etc.


Wellness infrastructure administrators and tourism agencies / companies



69

6 Implementation of Kavala Municipality’s Integrated Strategic Agenda

The implementation of the Agenda represents now a successfully started process and it will be

further conducted through the newly set up Urban Center. At this point, while a preliminary

prioritization has been discussed with the Urban Task Force, it is still early in the process to

delineate a specific implementation action plan.

As many South Eastern European middle-sized cities, Kavala is confronted with the problem

of lacking citizen participation in urban development. Without a consultative process in

planning, ownership of development strategies is limited to the administrative and political

factors, so it is difficult – if not impossible – to plan for more than 5 years, the period of office

for local administrations in Kavala.

Structuring an identity for the city is a long-term process which requires vision and a plan

transcending cycles of local political power and reuniting in its provisions the views and

needs of all stakeholders. The STATUS Process has produced this long-term vision for 2030,

which can be now used as leverage for discussion and creation (for the first time) of a

Structural Plan for 15 years. Yet in order for such a complex framework for implementation

to be successful, it has to rely on tools for public participation, consultation and support to the

local community. The Urban Center is the most important one of these instruments and needs

to be implemented for several reasons:

Facilitating the transition to a new system of long-term planning and providing the

framework for the 5-year Operational Plans of the city;

Creating ownership and implementing urban development projects responding to the

community’s needs;

Creating a link between projects and sources of funding, from European to local

private investments;

On a longer term, even influencing EU policy through local good practice concerning

the redevelopment of small and middle-sized (3rd and 4th tier) cities facing important

global challenges.

Considering these aspects and the difficulty of the task, the following months will be

dedicated to creating the framework for implementation, UTF work groups for specific

projects, action plan timeline, risk assessment and monitoring framework.



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7 The Poster Plan



71



72

8 Conclusions

PIETRO AND JOEPPLEASE HERE

9 References

STATUS Project Deliverables:

Output D3.1 Stakeholder Involvement

Output D3.2 Operational Analysis

Output D3.5 Report on Plans and Policies

Output D4.2 Report on Territorial Governance and Problems

Output D4.3 Draft Strategic Urban Agenda Kavala

Output D4.6 Poster Plan

General Urban Plan of Kavala (2010)

http://gis.ktimanet.gr/wms/ktbasemap/default.aspx (national cadastral office for orthophotos and

coordinates)

www.kavala.gov.gr/

www.kavalagreece.gr

maps.google.com/

http://gis.ktimanet.gr/wms/ktbasemap/default.aspx

http://www.kavala.gov.gr/

http://www.kavalagreece.gr/

https://maps.google.com/

kavala municipality strategic agenda

Documents