Categories
Espinho

2. Urban rehabilitation area of the coastline of the city of Espinho

Summary

The “Urban rehabilitation Plan of Espinho’s Coastal Area (ARULE) focuses on the oldest and most central part of the city, chosen by the Municipality to initiate a process of urban rehabilitation, in its multiple aspects: physical, economic and social.

It integrates a set of actions of urban regeneration and improvement of the urban environment, namely: Rehabilitation of the public space (with the area of 10.5 ha), resulting from the burial of the Northern Railway Line, inserted in the Requalification Space Railroad Channel of the City of Espinho (ReCaFe), structuring in the city and that lacks of a new use. It includes the rehabilitation of buildings (public and private) with more than 30 years and / or in poor condition, as well as commercial spaces and other spaces, without restrictions on the use, including buildings, classified as architectural architectural interest.

Solutions offered by the case example

Taking advantage of the opportunity to co-finance the ReCaFE under a game plan, tourism of Portugal and the contract of the Strategic Plan for Urban Development (PEDU) under the NORTH 2020 programme, coupled with the support granted to the Urban rehabilitation, at the level of the built (private) under the financial Instrument IFRU 2020, in the form of loans and tax benefits, it was possible to initiate the urban rehabilitation process of the city, with a view to improving its urban environment .

The city and in concrete the most central part, is being the subject of a process of urban rehabilitation, at the level of public space, through the contract of Requalification of the railway channel of Espinho – ReCaFE, the responsibility of the municipality, and other works, The level of urban mobility and the requalification of the private building, promoted by residents.

It is an integrated implementation of several projects, transversal to several departments of the municipality (horizontal integration), which involves several public stakeholders (infrastructures of Portugal, tourism of Portugal; Municipality of Espinho) and private (investors, local agents and residents). For this it is necessary to define a new integrated and participatory governance model.

The integration of public investment with the private and its use of synergies, aims to create a space of excellence, structuring for the city, capable of enhancing the local economic and social development, attracting investment to the Area and therefore to establish and attract resident population.

This process of urban rehabilitation is expected to promote a greater environmental, urban and landscape quality of the central area of the city of Espinho, as a factor of territorial structuring, social welfare, competitiveness of Local and regional economies, as well as the establishment of the resident population.

Canal Space after burial and before the intervention of ReCafe

Building on the sustainable and integrated approach

The project INT-HERIT intends to discuss solutions to make more integrated the urban rehabilitation process of the city of Espinho: On the one hand the public investment, through the project of ReCaFE, already underway and on the other, private investment, through the Rehabilitation of the building, promoted by residents and economic agents and now taking the first steps.

The sustainability of the urban rehabilitation process depends on the integration of these two projects. The rehabilitation of the public space constitutes a catalyst for the rehabilitation of the building, the revitalisation of local trade and therefore the attraction of greater investment. In this measure, taking into account the structuring and fundamental character of this area so central to the city, which involves beyond the municipality, several stakeholders (public and private), it is essential to have an integration of public investment with the private, in order to Constitute an exemplary case of sustainability and integration.

Rehabilitation of the ongoing Canal Railway Space

Based on a participatory approach

It is an integrated and participated project, since its execution involves several stakeholders (public and private).

Through the ULG group it has been possible to create moments of debate and public discussion spaces in the context of the urban rehabilitation process and the different projects underway, encouraging the various stakeholders to become active agents in a process of Collective learning.

In a first phase, in the construction of the Tunnel and burial of the Railroad Line, involved the participation of “Infraestruturas de Portugal”, with the monitoring of the municipality.

In the design phase, it was the target of a competition of ideas at international level, with the participation of several teams of designers. In a more consolidated phase, already in the phase of architecture project, was presented publicly to the citizens and local agents, where they could present their suggestions.

In a second phase, when the project was carried out at the level of public space, including basic infrastructure, it involved several departments of the Municipality. As far as urban rehabilitation is concerned, private individuals, such as residents, merchants and service providers, are involved as promoters of the building rehabilitation process, regardless of their function. In the context of economic rehabilitation and the occupation and dynamization of the rehabilitated space, it involves investors and other economic agents;

Rehabilitated buildings

What difference has it made? How did the result indicator shift?

In the area of the city there is a new dynamic in the urban rehabilitation process, already extended to another area of urban rehabilitation, materialized: Area over 4000 m2 already rehabilitated, which include an area of public space and more buildings rehabilitated; there is a growing number of requests for rehabilitation of buildings under the IFRU; of request for inspection to obtain the level of conservation of the building and ongoing rehabilitation processes. There is also a growing number of requests to change the use of the building, specifically spaces for local accommodation.

Why should other EU cities use it?

As the integrated implementation of several projects, transversal to several departments of the municipality and involving several public and private Stakeholders can generate more integrated, participatory and sustainable governance models.

In this way, the equipment becomes available in the public spaces more oriented to the needs of the users and in the case of the private building, the rehabilitation makes the city more harmonious.

Key Facts and Figures:

Start and end dates of case example

September 2017- December 2020

Date of preparation of this case example

May 2019

Who prepared the case example?

Espinho’s Team

Budget

The investment of the Municipality with the rehabilitation of the public space in the ReCaFe 13 191 519,01 €

Extra information and hyperlinks

http://portal.cm-espinho.pt/pt/galerias/recafe-requalificacao-do-canal-ferroviario-de-espinho

http://portal.cm-espinho.pt/pt/galerias/montagem-passagem-pedonal-a-norte-recafe

http://portal.cm-espinho.pt/pt/galerias/recafe-vai-dar-uma-nova-imagem-a-zona-costeira-da-cidade-jn

http://portal.cm-espinho.pt/pt/galerias/montagem-da-passagem-superior-pedonal-a-norte-recafe/

Categories
Dodoni

2. A participatory approach for Cultural Heritage management

Summary:

A major administrative reform in Greece named «Kallikratis Programme» brought a major reform of the country’s administrative divisions. The Kallikratis Programme further reduced the number of self-governing local administrative units by compulsory merging the 1033 municipalities and communities which the Kapodistrias reform had already agglomerated to just 325 municipalities.

The Municipality of Dodoni consists of 56 small villages and the whole area is characterized by the abundance of ancient monuments which depict the depth of history and prove that the area presents an outstanding interest.

The municipality of Dodoni hosts the Ancient Theatre of Dodoni, a cultural monument of archaeological value globally. The area is surrounded by the river Acheron and both the narrows and the estuaries of Acheron and its surrounding area belong to the European network of protected nature areas 2000 (Natura 2000). There are also paths which give access to natural and cultural heritage and give added value to environmental connectivity. The “passes of the Acheron”, “the gates of Ades”, is a place of outstanding natural beauty and of great importance. Moreover, folk museums, churches and monasteries, stone bridges and traditional watermills are some of the special elements that the municipality can display.

The above mentioned cultural heritage is spread in all the area of the Municipality. Hence, the case is if a participatory approach can overcome the hurdles faced by a municipality composed of 56 small villages and tackle cultural heritage challenges since there is no local authority able to coordinate and direct all these remote villages and there is not enough funding.

Solutions offered:

Participatory management is about strengthening the relationship between cultural heritage institutions and professionals, and everyone interested or engaged in cultural heritage – civil society, the public, owners, caretakers, businesses, etc. In the case of Dodoni associations play an important role in keeping traditions.

The solution proposed is a mechanism that will be able to have a holistic management approach and direct the collaboration of the villages. More specifically the suggested model is Crowdsourcing. Crowdsourcing is a type of participative online activity in which an individual, an institution, a non-profit organization, or company proposes to a group of individuals of varying knowledge, heterogeneity, and number, via a flexible open call, the voluntary undertaking of a task. The crowd should participate by bringing their work, money, knowledge and/or experience, which always entails mutual benefit.

The model will be based on an online platform, under the auspices of the municipality, which will be accessible by all the citizens. The Municipality will be broadcasting problems to the public, and an open call for contributions to help solve the problem and vice versa. Members of the public will submit solutions to contribute.

Building on the sustainable and integrated approach

The strategy of the project ensures a sustainable and integrated approach from the very start of the process. While the social system of the Municipality cannot cover the need that exists, because there is a lack of funds, experts, infrastructure and personnel, establishing the crowdsourcing platform with the support of the Municipality of Dodoni will fill in these gaps.

The sustainability of the project is ensured while participatory management approach of tangible, and intangible cultural heritage is an innovative approach, introducing a real change in how cultural heritage is managed and valued. It is also more sustainable in the long term than the approach used to date. It is a creative process that involves experimenting with, exploring and testing old and new ideas and options in different contexts. It is about being open-minded. It means being prepared to go beyond the passive acceptance of ‘popular will’.

Moreover, with all the 56 villages united, the Municipality will be facilitated in order to request for funding.

Based on a participatory approach:

The whole idea is based on a participatory approach whilst each citizen, village, organization will assist in their way. They will receive the satisfaction of a given type of need, be it economic, social recognition, self-esteem, or the development of their place, while the Municipality (crowdsourcing) will obtain and use to their advantage all that the user has brought to the venture.

Participatory management demands both knowledge of cultural heritage, and knowledge of the relevance of cultural heritage in society and the relations between people and cultural heritage. Participatory management of cultural heritage expresses the will to move towards more participation in everyday, common practice.

What difference will they make? How did the result indicator shift?

The participatory management by the crowdsourcing model is a good tool to involve people in the preservation of their cultural heritage by creating a sense of appropriation of their patrimony and build a shared responsibility on its preservation. Strengthen social ties in the community is a natural spill over of the initiative. Another expected shift on the result indicator is raising the awareness on social media to these matters and support social and economic development in the community.

Why should other EU cities use it?

All EU cities could use this kind of approach as it will give them the opportunity to reinforce and develop their communities. This model uses a sustainable approach to help the citizens and the municipality by responding to the demand.

In this way the cost, both economic and of Human Resources, for the administration is greatly reduced, if not completely, while the object of the action remains of public domain with all the advantages for the place related to this aspect. The participatory approach in the process is also very important, as it raises the awareness of the citizens. The cooperation between the Municipality and the people living in all the remote villages could be hard in the beginning, but if it is successful it could bring great results to a city and its heritage in terms of innovation and sustainability.

Key Facts and Figures:

Start and end dates of case example
February 2019 – December 2020

Date of preparation of this case example
21/12/18

Prepared by:

The Municipality of Dodoni with the consulting of external experts

Extra information and hyperlinks

https://en.wikipedia.org/wiki/Participatory_management

Categories
Dodoni

1. Start up Social Cooperative Enterprises (SCE)

Summary

The Municipality of Dodoni has the highest senior citizen rate in the country along with a huge problem of lack of services for their welfare, while the elders also confront the low accessibility to health infrastructure and benefits. Moreover, the municipality has the necessity of infrastructure for disabled people and for staff with expertise. On the other hand, there is a monumental cultural heritage that is not exploited to the maximum, whilst it constitutes a great advantage for Dodoni. Because of the above mentioned issues and because the existing social functions are unable to seize the possible potentials on their own, the Municipality of Dodoni has decided to support and promote the idea of the establishment of Social Cooperative Enterprises (SCE). The establishment and development of the social enterprises is supported by the Social Enterprise Ecosystem in Greece (SEE-GR) initiative. The ecosystem aims at providing financial and nonfinancial services such as seed capital in the form of a loan and specialized consultation services (mentoring) to the social enterprises during their first three years of operation. These initiatives will be supported by the Local Bank.

Solutions offered

The project concerning the startup of Social Cooperative Enterprises offers a variety of opportunities for the improvement and the support of the aforementioned issues. The two proposed categories of SCE are: (a) “Social Care Cooperative Societies”, which are concerned with the production and provision of social welfare services to specific population groups such as the seniors and the people with disabilities, (b) “Social Cooperative Societies of Collective and Productive Purpose”, which concern the production of services to meet the needs of collectivity by promoting the local cultural heritage, promoting employment, strengthening social cohesion and strengthening local and regional development.

As the Municipality of Dodoni has the highest senior citizen rate in the country along with a huge problem of lack of services and infrastructure, the founding of a Social Care Cooperative Society for the seniors and the people with disabilities will:

  • Provide care for the people with special needs.
  • Provide creative employment for people with disabilities in all forms and degrees of disability.
  • Provide psychological counselling and support.
  • Educational programs for people with disabilities, environmental education, and intercultural education.
  • Escort for senior people for day-to-day activities, cultural events and socialisation actions.
  • Provide nursing services and buy medicines. Create new work positions.

As the Municipality of Dodoni has a great cultural heritage with the archaeological site and the monuments, establishing a Social Cooperative Society oriented in touristic will:

  • Render touristic services
  • Promote the local culture and products in a professional and more organised manner
  • Create new work positions

Building on the sustainable and integrated approach

The strategy of the project for the startup of Social Cooperative Enterprises ensures a sustainable and integrated approach from the very start of the process. While the social system of the Municipality cannot cover the need that exists in social services, because there is a lack of funds, experts, infrastructure and personnel, establishing the SCEs with the support of the Municipality of Dodoni will fill in these gaps. The sustainability of the project is ensured while the SCEs are social and solidarity economy bodies which are non-single-person legal entities and are administered on an equal footing by their members.

All the economic activities are based on an alternative form of organisation of relations of production, distribution, consumption and reinvestment, based on the principles of democracy, equality, solidarity, cooperation and respect for man and environment. They apply a system of convergence in pay and quotas in the distribution of profits with the ultimate purpose of developing activities of collective and social benefit.

Based on a participatory approach

The Municipality has involved the local stakeholders and during the scheduled ULG meetings, that take place regularly in Dodoni, they gather for discussion and consultation in order to devise strategies for the implementation of the project. Using this participatory approach mixed with the know-how of the different stakeholders will gain notable outcomes and will foster possible future collaborations.

The focus of the meetings is in helping and supporting the processes. Each stakeholder will assist in their way, while the Municipality will provide for the locations which will be used to host the SCEs and for the promotion of the project while the local bank will provide for the funding of the project.

What difference will they make? How did the result indicator shift?

The startup of Social Cooperative Enterprises, which is promoted by the Municipality of Dodoni, will serve for the greater good of Dodoni. The SCEs will make a difference in the unemployment in the first place, as new work positions will be created.

On the one hand, the Social Care Cooperative Society for the seniors and the people with disabilities will provide care, support and help to the citizens who do not have a place to address to. On the other hand, the Social Cooperative Society which will be oriented in the touristic area, will make a great difference in the emergence and the highlighting of the wealth and the cultural heritage of the place.

Finally, there will be an awakening of the social communication for the city, translated in a significant number of news, in local and national newspapers and all the aforementioned will conclude in the support of the local development.

Why should other EU cities use it?

All EU cities could use this kind of approach as it will give them the opportunity to reinforce and develop their communities. These models of Social Enterprises use a sustainable approach to help the citizens and the municipality by responding to the demand, as well as, at the same time new work positions are created. In this way the costs, both economic and of Human Resources, for the administration is greatly reduced, if not completely, while the object of the action remains of public domain with all the advantages for the city related to this aspect.

The participatory approach in the process is also very important, as it raises the awareness of the citizens. The cooperation between public and private sector could be hard at times, but if it is successful it could bring great results to a city and its heritage in terms of innovation and sustainability.

Key Facts and Figures:

Start and end dates of case example

November 2018 – December 2020

Date of preparation of this case example

30/11/18

Who prepared the case example?

The Municipality of Dodoni with the consulting of external experts

Extra information and hyperlinks

Categories
Alba-lulia

2. THE REHABILITATION AND REVITALIZATION OF THE PRINCELY PALACE (THE E BODY) – ALBA IULIA MUNICIPALITY

FROM signing the financial contract with the Managing Authority, TO finalisation of the public acquisition procedure for the selection of the constructor.

Case example Summary

The construction of the Princely Palace, which started in the middle of the XIVth century, was made on the settlement of the former bishop palace. The process of the construction was realized in successive stages and the maximum development was reached in the XVth century, when the wings of the building were developed along 3 inner courtyards. During the Habsburg governance, several functionalities are assigned to the building: the eastern part becomes a military barrack, the western part is transformed into the Roman-Catholic residence of the bishop. From the beggining of the XVIIIth century it becomes a military building.

The rehabilitation and revitalization of the Princely Palace, the main measures taken into account refer to the rehabilitation of the E body within the building, according to the existing specific legislation concerning historical monuments. The project covers specialized intervention works upon the artistic, archaeological and architectural components of the building. Concerning the rehabilitation of the Princely Palace, the financing contract was signed, in May 2017, with the Managing Authority of the Regional Operational Programme 2014-2020. From this point (May 2017) until the official start for the public procurement procedure, Alba Iulia Municipality prepared all the documents needed for the file, according with the national legislation, and sent this file at National Agency for Public Procurement (governmental Agency), who had to verify and validate the procedure. After all this official procedures the public procurement was published at the end of November 2017. The deadline for submitting offers was January 2018. There have been submitted 3 offers, but none of them were admissible from technical point of view. This measure was in concordance and possible, according with our national legislation.

Cancellation of the award procedure was followed by appeals from those who submitted offers and in the end of May 2018, the Municipality was allowed to reopen the public procurement procedure by the National Agency for Public Procurement. This time, the deadline for submitting offers was end of July 2018. There have been submitted 5 offers and at the middle of November 2018, has been declared winner a private company, SC EURAS SRL – which is one of the most representative company in the field of restauration in Romania. The contract with this company was signed at the beginning of December 2018 and the works for restauration of the Princely Palace started in the same month.

Solutions offered by the case example

The project proposes a local investment that generates a regional, national and European impact, by making use of an historic monument, included in the national historical monument list. The Palace is located in the Urban Site ”Alba Iulia Fortress” an important architectural complex.

The major objectives of the project are the conservation, restoration and sustainable use of the Ensemble of the Princely Palace in Alba Iulia – Exhibition Center Main Body ‘E’ in the surface of 3113.64 square meters, through consolidation, preservation, restoration and interior decoration, exhibition facilities for sustainable use in accordance with its historical status and with national and European valences.

The focus group of the project is:

  1. Local Market, made up of all the people in Alba Iulia who could and would be willing to visit the Alba Carolina Citadel, whether for recreational purposes (walk, promenade) or for knowledge (such as groups organized by students from the city’s educational institutions);
  2. The National Market, made up of all the people who could visit the Alba Iulia Fortress, practicing forms of tourism such as business tourism, cultural tourism, weekend tourism or just passing through the city;
  3. The International Market, which is the world ‘s leading emitters of tourists (Germany, United Kingdom, Japan, Sweden, Denmark, Italy, France, Spain, Switzerland) as well as from the countries with the most tourists who have visited the city in recent years (Italy, Hungary, Austria, Germany, France, Poland, United Kingdom, etc.).

Building on the sustainable and integrated approach

Alba Iulia Municipality has an Integrated Urban Development Strategy for 2014 – 2023 which covers as well the cultural management of the city and the cultural development at short, medium and long term (http://www.apulum.ro/ro/pdf7/SIDU_-_versiune_consolidata_august_2017.pdf). In this Strategy Alba Iulia is projected to become a city for tourists, a city for citizens and a city for investors in 2023. This is the main one to refer to during the INT-HERIT Project.

Portfolio of projects needed to achieve the vision and achievement of The Integrated Urban Development Strategy objectives are interconnected. The quality of life and the harmonious development of Alba Iulia is conditioned to a significant extent by the level of development of transport infrastructure, public utilities, education, research, health and social infrastructure. Territorial cohesion, a complex concept, with particular reference to balanced territorial development, the reduction of disparities between different areas and the exploitation of territorial potential, is one of the main concerns of the European Union. The city of Alba Iulia will also have the role of Center of polarization of the economic and social activities for the localities in the neighbouring area.

Based on a participatory approach

For the implementation of this action, it was necessary to create a partnership (in order to apply for the Regional Operational Programme 2014-2020), in which:

  • Alba Iulia Municipality is the Lead Partner: main owner of the Palace; technical and administrative/executive team for the implementation of the project; co-financier of the project (2%);
  • Ministry of Defence as partner 1
  • Ministry of Culture as partner 2

Other actors involved in this Case Example:

  • Representatives of the National Museum of Unification – scientific role and opinion formers;
  • Representatives of the University of Alba Iulia – scientific role and opinion formers;
  • Representative of the Batthyaneum Library, one of the most important library in Romania – scientific role and opinion formers;
  • Architects who have completed the technical project – Technical and control role;
  • Representatives of the Alba Iulia Direction for Culture – scientific role and opinion formers;
  • Representatives of the Managing Authority for the Regional Operational Programme – Controller role for the implementation of the project.

What difference has it made? How did the result indicator shift?

The starting point of the works is very important for the building itself. The project will highlight the remains of the Principality, until the middle of the 17th century, during which Alba Iulia was the capital of Transylvania, but will also take into account the construction phases and the artistic components that must be preserved in situ of the other epochs: Roman, Medieval, Renaissance, Baroque. All the studies necessary for the project development were the result of a comprehensive partnership of the City Hall of Alba Iulia with all the factors described above (historical study and history of art, parament, archeology, geotechnics, biology and technical expertise).

The arrangement of the spaces for new functions will be in line with the historical, architectural and volumetric possibilities of the construction. Proposals will mainly target:

  • A museum of the Principality of Transylvania;
  • Setting up a cultural center and a conference center;
  • Arrangement for temporary or permanent exhibitions and workshops for plastic artists, bookstore / café / wine cellar;
  • Setting up commercial spaces on the ground floor of E Body;
  • Setting up a kitchen / baker in the former kitchen on the ground floor of the E Body and a dining room;
  • Reconstitution of the gate from the entrance to the palace in E Body;

Consolidated, restored and equipped facilities according to the proposed functions are to be introduced into a local, national and international cultural circuit on the one hand and on the other hand they will define the Principality Museum as an institution open to urban space.

Why should other EU cities use it?

The Princely Palace is an important architectural complex, located in the wider ensemble of the Alba Carolina Citadel. The history of the palace includes many stages of construction – the Roman era, medieval, Renaissance, baroque, the 19th century and the 20th century – with rebuilding, reconstruction and refunctionalisation works, all connected at the same time to the urban neighborhoods. There’s a good part here from the history of fortifications (Roman and Medieval) in Alba Iulia and the history of several institutions with major importance in the history of Transylvania.

The functions proposed by the project are cultural and are considered by the specialists, right for the building as a historical monument and will also attract as many tourists as possible. In the long term, the project will bring a plus value on all levels, from cultural, commercial, tourism, food, publicly, locally and subsequently to economic and cultural development at county, regional, local, national and international level.

Through the project there are also designed levers which aim at the constant increase of the number of visitors after the restoration of the main body of the Palace: from about 2,000 now, to 26,000 after the first year of project implementation and over 60,000 after another five years.

Key Facts and Figures:

Start and end dates of case example

The preparation of the project started in 2014. In 2016 the project was submitted for evaluation and in may 2017 was signed the financial contract with the Managing Authority of the Regional Operational Programme 2014-2020. After a long process of evaluation (preparing the public procurement procedure and validation of this procedure, solving all the appeals regarded to the procedure by the National Council for Solving Complaints), in December 2018, the Local Authority, was able to start the works of restauration and rehabilitation of the Princely Palace. This process will last until July/August 2020, according to the financial contract.

Date of preparation of this case example

January – February 2019

Who prepared the case example?

Alba Iulia INT-HERIT Local Team

Budget

The budget for the Princely Palace project is:

  1. Eligible amount non – refundable FEDR/FC/ FSE/ILMT: 17.905.821,66 RON (4.023.780,14 EURO) – 85%;
  2. Eligible amount non – refundable from the national budget: 2.738.537,43 RON (615.401,66 EURO) – 13%;
  3. Eligible amount co – financing from beneficiary: 421.313,45 RON (94.677,17 EURO) – 2%.

Extra information and hyperlinks

Categories
Alba-lulia

1. THE BIGGEST 100

Summary

We organised the #Thebiggest100 – “The largest image of people in a country / continent”, in which 4,807 people recreated Romania’s map, having the number “100” in the middle in 29 of September 2018.

This autumn, on September 29 and 30, the 11even Association of Cluj-Napoca, together with the City Hall of Alba Iulia and Kaufland Romania, organized an exceptional festival – Joy in Motion – involving the community from the city of the Union during the 2 days in games, contests and activities involving the movement.

Because in 2018 we celebrate 100 years of the Great Union, we thought to mark this festival with a special event. We gathered thousands of people from Alba Iulia and other communities from Romania and together we have formed #CelMaiMare100 (#TheBiggest100). This event was held on the first part of September 29 in the Joy of Movement Festival and we benefit from the presence of an evaluation team from Guinness World Records to confirm this world record.

Guinness World Record has recently published the latest record shot down in Alba Iulia, “The largest image of people in a country / continent”, in which 4,807 people recreated Romania’s map, having the number “100” in the middle, on September 29 , on the West Side of the Alba Carolina Citadel.

Solutions offered

#Thebiggest100 was not only able to break down the world record for the largest map of a country of people but also the record of volunteers who have ever been involved in an event organised in Alba Iulia, more than 300 volunteers were engaged for this action. One of the greatest impact of this action was the capability to mobilise thousands of people around cultural heritage in cultural actions: 4,807 children, youngsters and adults from 67 localities across the country arrived in Alba Iulia on Saturday to enter Guinness World Records with the largest map of a country of people at a special event. Inside the map of Romania made up of people was created the figure 100 as a sign of respect for the Great Union of 1918.

During the event, activities for children and adults were organised throughout Alba Carolina Citadel. Thus it was an opportunity for all those presents, locals and people from other parts of Romania, to discover the unique cultural heritage of the city of the Union.

Building on the sustainable and integrated approach

The event was organised by The 11even Association of Cluj-Napoca, together with the City Hall of Alba Iulia, Kaufland Romania and Student League of the University December 1, 1918 from Alba Iulia.

The 11even Association was born in Cluj-Napoca in 2012, from the desire of people with experience in the business, journalism and event organisation, to support various community causes through beautiful projects carried out in several communities in Romania. They have created the Joy in Movement project in Romania, in which they believe that communities that participate in sports and recreation develop strong social connections, are safer places, and people living in them are generally healthier and happier than communities where physical activity is not a priority. Only at the 2017 edition of their program, over 75,000 children, parents and grandparents participated in 1,500 outdoor activities in 12 cities with the support of over 1,000 volunteers.

Municipality of Alba Iulia prepared the 100 figure project together with Străjan Design Office from Alba Iulia, which covered the entire plateau area of the ditch area around Gate IV of the entrance to the Alba Carolina Citadel.

Kaufland Romania was the main sponsor of the event, together with the City Hall of Alba Iulia.

Student League of the University December 1, 1918 from Alba Iulia was represented by Andreea Cordon, student at Alba Iulia University, who took over the coordination of over 300 volunteers to form #TheBiggest100.

Based on a participatory approach

In order to achieve its main goal concerning these world record event, the Municipality established partnerships with relevant actors such as representatives of the cultural NGOs and associations, students from the University, from High Schools (local and from other cities), with the economic domain (entrepreneurs, private entities etc.), decision makers within the local and central public authorities.

What difference has it made? How did the result indicator shift?

December 1, 1918 took place the Great National Assembly in Alba Iulia, which popularly legitimised the union of Transylvania and Banat with the Kingdom of Romania. In 1922, in Alba Iulia, the official ceremony for the crowning of the Kings of Great Romania, Ferdinand I and Maria, also took place in the city, which granted the symbolic importance of the city due to its role as a historical capital.

In the year of the National Centenary, organising the #Thebiggest100 – “The largest image of people in a country / continent”, in which 4,807 people recreated Romania’s map, having the number “100” in the middle, in Alba Iulia, was a great opportunity to bring back our national identity in the heart of the people, especially in the heart of the youngsters. Also was a great opportunity to promote the Alba Carolina Citadel as the place of our unification and our national pride and identity.

The young people who took part in this event had two great opportunities:

  1. Once, they have taken part in something that can be proud – Official recognition by Guinness World Records in the year when they celebrated 100 years of the unification of their home country;
  2. They had the opportunity to take part in sports activities in the largest Citadel in Romania. This will make them come back in this place and know him better.

The promotion of the Alba Carolina Citadel through this event was positive and had a great impact in local and national news, and had even an international impact by publishing an article on Guinness World Records official web site

Why should other EU cities use it?

For Alba Iulia, organising such event/s, was a great opportunity to promote its local values such as cultural heritage, involvement in social activities, partnerships with different stakeholders and national identity. The most important thing was that through these events we managed to bring together different kind of people – from the city, from other parts of Romania and also tourists.

For the reasons listed above, we also recommend other European cities (but not only) to create this kind of activities, because they bring together people and they give them the opportunity to know each other and most of all they give them the opportunity to know you.

Key Facts and Figures:

Start and end dates of case example

Organising the event started at the beginning of 2018 and end in 30 of September 2018.

Date of preparation of this case example

November 2018

Who prepared the case example?

Maria Elena Seemann

Gabriel Izdraila

Budget

The budget for the Joy of Movement Festival in which we organised #Thebiggest100 was 200.000 Lei (43.000 euros).

Extra information and hyperlinks

Joy of Movement Festival

#CelMaiMare100 (#Thebiggest100)

Guinness World Records

Categories
Cahors

2. The experimental rehabilitation of a demonstrator building, part of the ENERPAT SUDOE program

Summary

Located in the heart of the historic city center of Cahors, the demonstrator building was created by fusing two adjoining buildings: one older on Saint James Street, the other more recent on Petit Mot Street. These two buildings, originally built in the 13th-14th centuries, have been remodeled over time. However, they are dilapidated and have been vacant for many years.

The objective of the rehabilitation is to improve the building’s energy efficiency while preserving its historical and architectural interest. The aim is to offer a comfortable and qualitative housing for future occupants.

Reconciling a high-performance thermal renovation with the rehabilitation of a historical building requires a specific and innovative approach. The use of suitable ecological materials, targeted technical interventions to avoid altering existing structures, and the study of the hygrothermal behavior of buildings are key to the success of this project.

Once the rehabilitation has been completed, the residents will participate in the evaluation of the project by identifying any dysfunctions and suggesting improvements.

Solutions offered

The 2 joined buildings (each with 4 stages) will have a floor area of ​​approximately 300 m2. The project consists of renovating the building and creating three spaces:

– On the ground floor and the 1st floor: a tertiary space (offices). Part of this space could be dedicated to informing inhabitants about eco-renovation approaches;

– On the 2nd floor: a one-bedroom apartment that could accommodate a student or a researcher (in the field of historical preservation or energy efficiency) who would be in charge of processing the data from the monitoring system and analyzing the results.

– On the 3rd and 4th floors: a three-bedroom duplex apartment that could suit a family that wants to settle in the city center.

The approach will:

– Develop a usager-focused approach to meet the expectations and needs of future occupants. The rehabilitation will improve the quality of living conditions and adapt the housing to the needs of current lifestyles (housing functionality, additional spaces, terrace…).

– Promote the local production of eco-renovation materials. The renovation of the building will test the use of eco-materials that can be produced locally, including various times of insulating plasters (lime-hemp, lime-sand, rigid and semi-rigid wood fiber) as well as woodwork (windows, doors) made out of local wood.

– Establish “a permit to do”, in other words, to take a different approach to restoring historical buildings by transforming historical renovation regulations into assets and testing new methods or techniques.

– Improve energy efficiency while respecting and preserving historical interest. Renovations must improve the comfort of residents, significantly reduce energy consumption while preserving the historical elements that give the downtown area its charm and character.

– Improve knowledge of the thermal behavior of different building materials and constructions as well as on uses and energy management. The hygrothermal behavior as well as the energy consumption of the building will be analyzed thanks to suitable measurement sensors.

Building on the sustainable and integrated approach

Through the ENERPAT project and the rehabilitation of the demonstrator building, the Grand Cahors Agglomeration wishes to develop a regional cluster on its territory, on the theme of the rehabilitation of historic buildings. It is a collective approach that brings together various actors in the fields of vocational training, research, construction and historical preservation, among others, from the creation of the cluster to its operation.

ENERPAT is fully committed to achieving the objectives set by the Occitanie Region, which wants to become the first energy-positive region in Europe. The project is also part of the Cahors, the Heart of the Agglomeration urban strategy, whose goal is to rebuild a vibrant city center, welcoming new inhabitants and diverse economic activities in a preserved, modernized and secure environment.

Based on a participatory approach

The project is innovative in its methodology that promotes a shared approach among all stakeholders involved in construction to develop territorial value chain around the eco-renovation of historical buildings. Workshops were held before the start of the renovation with various actors (craftsmen, project manager, programmers, laboratory) to collectively select the materials to be tested. Site visits with artisans will be organized in Spring 2019.

In addition, future occupants will be involved in the project. Residents will be interviewed regularly concerning their comfort and the quality of their housing. The aim is to integrate their point of view on the ease of housing maintenance, accessibility, services, comfort (hygroscopic, acoustic).

What difference has it made? How did the result indicator shift?

The renovation is still in progress.

By combining the two small buildings, the new building will offer larger and more comfortable living spaces. The project will reconstruct a large medieval arch on the ground floor on Saint James Street to open the building on the street and bring light inside. The top floor will be an opportunity to open the living spaces onto a view of the rooftops of Cahors.

Why should other EU cities use it?

The aim of the ENERPAT project is to propose a set of recommendations for eco-renovation techniques and energy-efficient materials that are both architecturally and economically adapted to the renovation of residential buildings in historic centers.

The results of this project, as well as the recommendations that will be made following the experiments, will be communicated in order to promote their replication. The cities of the SUDOE space (South West Europe), confronted with the same heritage issues as Cahors, Vitoria and Porto, may be interested in carrying out similar experimentation and renovation procedures.

Key Facts and Figures:

Start and end dates of case example: September 2018 to summer 2019.

Date of preparation of this case example: 2018

Who prepared the case example: ENERPAT local technical team – Grand Cahors Agglomeration

Budget:

Public aids allows the project to be financed up to 80%

Extra information and hyperlinks

https://www.ladepeche.fr/article/2018/10/22/2893050-une-maison-experimentale-de-l-eco-renovation.html

https://www.ladepeche.fr/article/2018/06/04/2810680-un-chantier-test-en-matiere-d-eco-restauration.html

https://www.ladepeche.fr/article/2018/01/31/2732304-cahors-leader-d-un-projet-sur-l-eco-restauration.html
Categories
Cahors

1. The regeneration of 72 Château-du-Roi Street

Summary

Château-du-Roi Street is the laboratory for the urban development public project: ‘Cahors, the Heart of the Agglomeration Strategy’. Here are tested all the policies implemented in this framework, before being used in other City neighbourhoods or in the smaller towns of the Grand Cahors Agglomeration.

The 72 on Château-du-Roi Street is a very old building in a medieval neighbourhood. Till now, it was divided into eight very small apartments, many of them vacant, very uncomfortable and unsanitary, even dangerous.

The City of Cahors and its agglomeration set up very proactive policies to support the restoration of built heritage in priority neighbourhoods, including Château-du-Roi Street. As a result, the building was bought by the city by the power of eminent domain and then sold to a private investor.

The new owner of the building started the restoration work last June. The plan is to create three apartments for families with terrace (by merging the existing apartments) and a space on the ground floor for activities (shop, association, artisans…). Thanks to the Cahors ULG workshops in springtime, the owner updated her first rehab project and decided to reopen the façade instead of keeping it closed to the street, in order to bring light (and life!) back to this narrow street.

Solutions offered

The first point is the way public policies facilitated the sale and restoration of 72 Château du Roi Street to buy: financial support, technical support/expertise thanks to the Heritage Department of Cahors. In addition to supporting building restoration, the policy also helped fight vacancy and adapt existing apartments to the needs of modern families. Financial support is provided by several public administrations and is broken down as follows:

  • Eco restoration: Occitanie Region and Grand Cahors Agglomeration (Enerpat)
  • Facades restoration support: city of Cahors, Lot Department and Occitanie Region
  • Fight against housing vacancy: city of Cahors
  • Moderate rent housing: ANAH (national agency for housing)

The second point is the impact of the ULG’s work on the evolution of the restoration project, from a closed façade to an opened façade, opened on the street, allowing the visitors (tourists and inhabitants) to peek into the historical courtyard. The patrimonial prescription imposed the reopening of the two arches on the ground floor, the restoration of the Renaissance crossing on the first floor and the demolition of a small building in the courtyard. Misunderstood at first, the ULG meetings and exchanges led the owner to change her project and understand the need to move from a closed facade to an opened facade on the street, allowing visitors (tourists and locals) to throw a glance in the historic courtyard.

This private project is fuelling the dynamic of revitalisation undertaken on the street.

Building on the sustainable and integrated approach

To make its policies efficient, the city has also to elaborate a transversal approach to mobilise financial supports between its partners. The city can then support private projects with public projects (new highlighting of the street, green spaces, new road…). For example, it allowed the city helping the owner of 72 to use natural / bio-sourced materials to restore her building.

Cahors’ ULG is the main stakeholder of the project to revitalise the Château-du-Roi Street. With this group, the City is experimenting its way to work with users of the city and to build better public (and private) projects. The main aim is to build then reinforce the participative approach for future projects, to involve all concerned users in order to build projects that respond to concrete needs and demonstrate uses.

Based on a participatory approach

The private investor is member of the ULG; she’s restoring a building but she’s not a resident of the street. The approach we implemented with our ULG in the Château-du-Roi Street allowed her to adapt and update her project. She welcomed a visit with the ULG members (journalists came too: the city used this project as an example of good practice). Workshops and exchanges in the ULG highlighted the need to increase luminosity in the street and of bringing back activities and communication through the street, buildings, inhabitants and users of the street (tourists, students, etc.). Related to this conclusion, she decided to reopen the façade on the street.

What difference has it made? How did the result indicator shift?

Work is still in progress, but you can already see the difference between the building before and the building now. The building is recovering its original shape and its medieval arches.

More difficult to evaluate, the way citizens reuse the street now. The building was opened for public visits during European Heritage Days last September. It has been a real success.

Why should other EU cities use it?

To sustain the restoration of built heritage in mid-sized cities which don’t have a lot of means, it is very useful to identify then prioritise the buildings or the streets or the neighbourhoods concerned by public aids, to be able with financial partners to concentrate all resources in the same place(s).

Participative approaches are a very useful way to share public projects with stakeholders, but also to allow private investors to share their projects. It is an opportunity to change the way people look at dis-invested places by allowing them to better know and appropriate the heritage of the place. By making them contribute to a project, collective approaches make people proud of their living environment and they become more easily stakeholders of projects driven by our cities.

Key Facts and Figures:

Start and end dates of case example: From June 2018 to summer 2019.

Date of preparation of this case example: Autumn 2018

Who prepared the case example: Int Herit local technical team – City of Cahors & Grand Cahors Agglomeration

Budget:

Public aids allows the project to be financed up to 60% (see point 3)

Extra information and hyperlinks

http://www.mairie-cahors.fr/cahors/presse/dp/2018/DP-chantier-Bat-rehabilitation.pdf

https://actu.fr/occitanie/cahors_46042/cahors-immeuble-xv-siecle-se-revele-rue-chateau-roi_17701949.html

https://actu.fr/occitanie/cahors_46042/urbanisme-devenir-la-rue-chateau-roi-cahors_16013283.html

https://www.ladepeche.fr/article/2018/07/06/2831768-rue-chateau-roi-batisse-insalubre-renait-joyau-medieval.html

The video about the regeneration of 72 Château du Roi Street
Categories
Sigulda

2. Sigulda Castle Complex as an Event Space

Summary

The city of Sigulda (LV) has created an excellent multi-purpose Event Space in the Sigulda Castle Complex. There are several outdoors venues that can serve for various events different in size and character – starting from small gatherings, wedding ceremonies, and ending with concerts or festivals that can host up to 5 000 visitors in medieval open air stage. There are also indoor spaces that may complement outdoor events and can also serve on their own – a gallery space, a co-working space, and in the near future – the Sigulda New Castle with permanent exhibition and a wedding hall, which currently is under restoration.

Solutions offered by the case example

10 years ago Sigulda Castle Complex was a rather undeveloped area somewhat remote from the city centre where few summer events were held in the medieval castle ruins. Now this previously degraded area has been turned into a lively part of the city where local businesses and craftsmen reside in the renovated spaces. However, to keep the place alive a packed calendar of events that are interesting not only to locals but also attracts visitors from the whole region as well as the capital city Riga is crucial. The events bring visitors and customers to the local businesses throughout the year thus maintaining (and creating new) workplaces and promoting development of new services.

Events held in Sigulda Castle Complex are crucial part of site marketing strategy. There is an overall tourism strategy for city of Sigulda, including Castle Complex as one of priorities, but to ensure the site is visited and loved by local residents and people from neighbouring cities unique events are organised throughout a year: concerts, gastronomy festivals, opera festival, outdoor cinema nights, markets etc.

Building on the sustainable and integrated approach

The key to the successful event management is the integrated approach where all the involved parties work together: municipality team (culture, tourism, marketing departments), event organisers. City of Sigulda has developed a program to attract partners for events offering co-financing if proposed event meet municipality’s priorities.

Based on a participatory approach

The event management has certainly built on the participatory approach. There are regular Sigulda Development Agency meetings with the entrepreneurs residing in the Castle Complex where day-to-day information is exchanged. Entrepreneurs are invited and encouraged to participate in all the events that are organised in the Castle Complex.

What difference has it made? How did the result indicator shift?

There is an overall increase of number of registered visitors in Castle Complex by 12% yearly and an increase in time they spend there by 20%.

Increase in number of events organised by 55%, visitors – 80%.

Increase in number of businesses in the Castle Complex 75%.

Why should other EU cities use it?

To find a contemporary use of their cultural heritage which justifies spending of public money in restoration and maintenance processes.

Key Facts and Figures:

Start and end dates of case example:

2017/2018

Date of preparation of this case example:

31.01.2019.

Who prepared the case example?

Sigulda Municipality

Extra information and hyperlinks: .

http://tourism.sigulda.lv/

Categories
Sigulda

1. Promoting entrepreneurship in Sigulda Castle Complex

Implementation Challenges:

  • Ensuring the integrated approach in the delivery of the strategy & their related actions/projects
  • Maintaining involvement of local stakeholders and organising decision-making for delivery
  • Setting up Public Private Partnerships for delivery

Summary

The city of Sigulda (LV) has developed an Arts and Crafts quarter in the old Castle Complex. Workshops representing various traditional crafts are open to public and intend to provide a “hands on” experience where visitors can produce their own pieces. The main goal is to show how the valorisation of sites can not only attract new visitors but also promote entrepreneurship and job creation.

Solutions offered

A previously degraded area has been turned into a lively part of the city by attracting local businesses and craftsmen to reside in the renovated spaces. Smart selection of both the Castle Complex residents and the activities that together make a good mix of attractions interesting to locals as well as visitors thus creating a constant flow of people and keeping the place alive.

Solution to empty spaces and maintenance costs – restoration of cultural monuments is very expensive; therefore, use of public money can only be justified if the restored spaces are used and at least the maintenance costs are covered through the usage – it can be income through ticket sales or rental cost. In case of Sigulda one part of the renovated spaces is all rented out to creative local businesses and the other part – the New Castle – will be opened to public providing new services – an interactive exposition, a wedding hall, an exhibition space, and the income of these newly created services will cover the maintenance cost of the cultural monument.

Building on the sustainable and integrated approach

The work on the Development Strategy of Sigulda Castle Complex 2013 – 2018 ensured a sustainable and integrated approach from the very start of the development process of Sigulda Castle Complex. All the stakeholders were involved and listened to before taking the final decision of which direction to take back in 2012. The process has resulted in a revitalised area opened to public were maintenance costs are covered by different private users of the buildings.

The tourism season in Sigulda is summer and the first part of fall when there is a natural flow of visitors attracted by beautiful nature that surrounds the Castle Complex. However, for small businesses to stay alive there is an income necessary throughout the year. Therefore, the smart selection of creative businesses that are complementary to each other and provide hands on experiences is crucial. During the low season these provide educational opportunities to school children and families. Other type of complementary businesses – co-working space, photo studio, etc., and events that are organised also in low season for the local public, like skating ring in winter, ensure there are people visiting and using the space throughout the year.

Based on a participatory approach

The project has certainly built on the participatory approach through ULG meetings, which has played a role in listening to stakeholders needs and ideas. There are also weekly Sigulda Development Agency meetings with the entrepreneurs residing in the Castle Complex where day-to-day information is exchanged. Entrepreneurs are invited to participate in all the cultural events that are organised in the Castle Complex.

What difference has it made? How did the result indicator shift?

There are around 30 newly created work spaces in Castle Complex right now, and the number will increase as soon as all the spaces are rented out. Also there is an overall increase of number of visitors in Castle Complex and an increase in time they spend there.

Why should other EU cities use it?

To find a contemporary use of their cultural heritage which justifies spending of public money in renovation and maintenance processes. Also to support and encourage the local craftsmanship in order to retain uniqueness and value of different cultures in a globalised world.

Key Facts and Figures:

Start and end dates of case example:

June 2016 – October 2018

Date of preparation of this case example:

2.11.2018.

Who prepared the case example?

Sigulda Municipality

Budget:

The whole revitalisation of the Castle Complex (all the buildings including the medieval castle) has cost about 10 ml euros. The decision to promote entrepreneurship by smart selection of local businesses and craftsmen hasn’t cost anything to the Municipality. Quite contrary, the maintenance costs are covered by entrepreneurs. The budget for the reconstruction of the last three buildings that are solely rented out to entrepreneurs was about 660 000 euros.

Extra information and hyperlinks:

http://tourism.sigulda.lv/news/3663/


Categories
Intercommunale-Leiedal

2. Using momentum as a lever for a new governance model at the Transfo heritage site

Case example by Leiedal, representing the 13 cities and municipalities of the Kortrijk region.

Case example Summary

The Transfo heritage site is subject to a growing number of initiatives and dynamics, which obviously is a good thing. One of the latest announcements is the development of an indoor climbing hall at Transfo, a public-private investment of about 2 million euros. These types of investments create a snowball effect, in the sense that they fuel and accelerate the enthusiasm to be part of the Transfo story.

The project partners, however, have difficulties in managing these dynamics: the current governance framework shows traces of wear. To fully embrace these dynamics and opportunities, the partners need an agile, collaborative, integrated and sustainable governance framework. INT-HERIT offered the window of opportunity to invest in the development of this new model.

The assignment is proving a greater challenge than anticipated: the growing number of dynamics coincides with the current disruptive changes in sectors like energy and mobility, having an impact on the energy and mobility strategies for Transfo and therefor fuelling the need for an even deeper integration.

Solutions offered by the case example

The new governance framework include a set of instruments, which are still under construction. The instruments that are developed are (1) a new organisation chart, (2) a dynamic 3D model of the site to visualise cost allocation and to manage property rights and rights of use and (3) a model for a co-operation agreement between the structural partners of Transfo. Gradually, other complementary instruments will be developed.

The improved organisation chart includes new elements, like the introduction of (a) a consultative body for users, (b) a selection committee evaluating new initiatives on the site, (c) a quality supervision committee and (d) a financial working group. It also suggests improvement of the existing structures, especially the board supervising the quality of architectural and restorative interventions.

The dynamic 3D model is linked to a database, translating the complicated horizontal and vertical structure of owners, tenants and users into one comprehensive visualisation. The model is a preliminary one, in anticipation of a detailed professional model.

The partners are shaping the model for the co-operation agreement, following the political discussions between the municipality of Zwevegem and the Province of West-Flanders.

Building on the sustainable and integrated approach

The implementation of an improved governance model has, in essence, the objective to make it more sustainable and resilient, more integrated (both vertically as horizontally), more flexible and more collaborative. It covers both aspects on macro level (master-planning / strategy) as well as aspects on micro level (How do we renegotiate contract so that current users contribute in maintenance of public spaces? Who will manage collective utilities? How do all the partners and users streamline their communication within the Transfo brand? etc.). The new organisation chart and cost allocation model will offer the tools to manage this kind of questions.

Based on a participatory approach

Inter-municipal organisation Leiedal is elaborating the governance framework, together with the stakeholders from the municipality and the Province, taking into account suggestions from external expert, the Flemish Heritage Agency and users of the site.

Shaping an organisational and financial governance framework typically is not something that is very open to citizens and community participation, because of the high level of technicality of the subject.

It is, however, the objective to include stakeholders in the governance of the site. The user group for instance will discuss both small and big issues and opportunities, coordinating and cooperating with the quality supervision committee, the financial working group, etc. The user group includes amongst others a representative of the housing development, the operator of Transfo Diving, the operator of Transfo Climbing, the event agency responsible for the management of the event halls at Transfo, a representative of the businesses of the New Transfobuilding, etc. The group meets twice a year and in between if necessary. The meetings are also a platform to communicate new initiatives, to align different interests and to resolve dilemmas and conflicts.

What difference has it made? How did the result indicator shift?

The mere fact of working together around a new governance framework and having discussions within the Urbact Local Group entailed a change in mindset of the partners. They all have become aware of the major challenges in managing a complex and multi-user heritage site (which is listed!), avoiding conflicts and streamlining initiatives and opportunities. The real changes will be more tangible once the governance framework is rolled out.

The partners have learned that the framework is not just one but a set of instruments that allow to streamline initiatives and dynamics, to improve integration and final results.

Why should other EU cities use it?

The governance framework (being the set of instruments) might be of interest for the management of (large) heritage sites where there are both different owners and different users. The framework offers / will offer instruments to allocate costs, to keep track of property and user rights, to streamline decision making and communication, to monitor quality, etc.

Taking into account the disruptive changes in the field of energy and mobility (and even the combination of both), the governance structure has to be able to manage an even more complex future. The Transfo partners, for instance, have recently tendered a study examining the introduction of a LECo (Local Energy Community) at Transfo. Transfo has a high concentration of both energy demand (diving tank, houses) and supply (a solar park of about 2.000 panels will be installed on top of the new Transfo parking in 2021).

Key Facts and Figures:

Start and end dates of case example

Start in 2018 – still running

Date of preparation of this case example

2018

Who prepared the case example?

Intermunicipal organization Leiedal is elaborating the governance framework, together with stakeholders from the municipality and the Province, taking into account suggestions from external expert, the Flemish Heritage Agency and users of the site.

Budget

The budget is limited to a commitment of time from each of the partners. A budget is needed for the development of the detailed 3D model, estimated at about 5.000 euros.

Extra information and hyperlinks