the urbact ii programme - wordpress.com ii theme cities, ... strengthening triple helix cooperation...

To be completed by Lead Partner:

Acronym of thematic network RUnUP

URBACT II Theme Cities, Engines for growth and jobs –

Promoting Entrepreneurship

TN with the FAST TRACK label (yes/no) No

Lead Partner (institution and country) Gateshead Metropolitan Borough Council, United Kingdom

To be completed by URBACT Secretariat (US):

Project number (serial number/code)

Received by URBACT Secretariat (date)

Approved by Monitoring Committee (date)

Form to be filled in in English, signed and returned by 21 Oct. 2008 latest:

- in an electronic format (with scanned version of all signed documents) to the following address: [email protected];

- AND by regular mail (documents must be postmarked no later than 21 Oct. 2008) to the following address: URBACT Secretariat

194, Avenue du Président Wilson 93217 St Denis La Plaine – France

Documents to be annexed (official templates available on URBACT website):

- 5 financial tables

- Baseline study

- Letters of commitment signed by all partners

- Letters of intent signed by all Associated Managing Authorities

- Audit trails signed by all partners

- Joint Convention signed by all partner

The URBACT II Programme

EUROPEAN UNION

European Regional Development Fund

Final Application Form TN URBACT II

CONTENT

1 PROJECT IDENTITY ........................................................................................................... 4

1.1 PROJECT TITLE AND LEAD PARTNER ............................................................................................................................... 4

1.2 UPDATED SUMMARISED DESCRIPTION OF PROJECT AND ISSUE ADDRESSED .................................................................... 4

1.3 PARTNERSHIP ................................................................................................................................................................. 4

1.4 PROJECT DURATION FOR IMPLEMENTATION PHASE ......................................................................................................... 6

1.5 PROJECT COST (IN €) ....................................................................................................................................................... 6

2 SYNTHESIS OF DEVELOPMENT PHASE ACHIEVEMENTS....................................... 7

2.1 LIST OF ACTIVITIES IMPLEMENTED DURING DEVELOPMENT PHASE (PHASE I).................................................................. 7

2.2 DEFINITION OF ISSUES TO BE ADDRESSED BY THE PROJECT (SUMMARY OF BASELINE STUDY OUTPUTS) ......................... 9

2.3 SUMMARY OF LOCAL SITUATIONS, PARTNERS’ EXPECTATIONS AND POTENTIAL CONTRIBUTIONS

(SUMMARY OF BASELINE STUDY) – ½ PAGE MAX. PER PARTNER ........................................................................... 10

3 OBJECTIVES, EXPECTED OUTPUTS AND DELIVERABLES ................................... 12

3.1 SYNTHESIS OF PROJECT OBJECTIVES ............................................................................................................................. 12

3.2 CONCRETE OUTPUTS AND RESULTS............................................................................................................................... 17

3.3 LIST OF EXPECTED OUTPUTS/ DELIVERABLES................................................................................................................ 18

4 URBACT LOCAL SUPPORT GROUPS (ULSG).............................................................. 20

4.1 COMPOSITION AND FUNCTIONING OF URBACT LOCAL SUPPORT GROUPS AT PARTNER LEVEL ................................... 20

4.2 INTEGRATION OF ULSG ACTIVITIES TO PROJECT WORK PROGRAMME .......................................................................... 22

5 INVOLVEMENT OF MANAGING AUTHORITIES ....................................................... 23

6 METHODOLOGY AND USE OF EXPERTISE ................................................................ 24

6.1 METHODOLOGICAL FRAMEWORK FOR PROJECT IMPLEMENTATION ............................................................................... 24

6.2 LEAD EXPERT AND OTHER THEMATIC EXPERTS TO BE INVOLVED.................................................................................. 25

7 COMMUNICATION AND DISSEMINATION PLAN...................................................... 26

8 WORK PROGRAMME FOR IMPLEMENTATION PHASE ........................................ 31

9 ESTIMATE OF THE CARBON FOOTPRINT AND RESOURCE CONSUMPTION

FOR IMPLEMENTATION PHASE..................................................................... 36

10 PROJECT MANAGEMENT............................................................................................. 37

10.1 PREVIOUS EXPERIENCE OF LEAD PARTNER ................................................................................................................ 37

10.2 GENERAL COORDINATION AND OVERALL RESPONSIBILITIES ....................................................................................... 37

10.3 OPERATIONAL MANAGEMENT, INCLUDING ADMINISTRATIVE AND FINANCIAL ASPECTS............................................. 38

11 INVOLVEMENT OF PARTNERS ................................................................................... 38

12 PROJECT FINANCE ........................................................................................................ 39

13 DECLARATION OF MAXIMUM AMOUNT OF EXPENDITURE TO BE

CERTIFIED AT THE END OF THE DEVELOPMENT PHASE..................... 41

14 BANK INFORMATION...................................................................................................... 43

15 DETAILED INFORMATION ON THE LEAD AND PROJECT PARTNERS ............ 44

16 DETAILED INFORMATION ON THE ASSOCIATED MANAGING AUTHORITIES

................................................................................................................................... 51


17 CERTIFICATION .............................................................................................................. 54

ANNEX 1 – ELIGIBILITY CRITERIA FOR FINAL APPLICATION FOR THEMATIC

NETWORKS ........................................................................................................... 56

ANNEX 2 – ADDITIONAL INFORMATION CONCERNING THEMATIC

NETWORKS WITH THE FAST TRACK LABEL ........................................... 58

1. FAST TRACK LABEL AND COMMISSION SUPPORT ....................................................................................................... 58

2. TWO-WAY BRIDGE ......................................................................................................................................................... 58


1 PROJECT IDENTITY

1.1 Project title and Lead partner

Acronym of thematic network RUnUP

Full title (if acronym used) Role of Universities for Economic Devel-opment in Urban Poles

Lead partner Gateshead Metropolitan Borough Coun-cil, United Kingdom

1.2 Updated summarised description of project and issue addressed

(max. 100 words)

RUnUP addresses how the economies of medium sized cities (50,000-200,000 people) can benefit from increased university-business-public sec-tor interaction to foster improvements in entrepreneurship and innovation. Triple helix organisations will work together to drive forward: 1. Understanding economic transformation and arrangements for the gov-

ernance of innovation (Phase 1 application 2.1.3)

2. Underpinning the role of universities and Local Authorities in supporting local economic clusters and competencies (Phase 1 application 2.1.4)

3. Strengthening triple helix cooperation to improve knowledge exchange and technology transfer (Phase 1 application 2.1.2)

4. Creating appropriate conditions for stimulating knowledge based activi-ties (people, place and framework) (Phase 1 application 2.1.1)


1.3 Partnership

(Please refer to eligibility criteria listed in Annex 1)

Section I – Full partners

Name of institution

(precise type of in-

stitution)

Region Member or Partner

State

Convergence

or Competi-

tiveness1

Lead Partner

Gateshead Metropoli-tan Council (Local Au-thority)

North East England

United Kingdom Competitive-ness

Partner 1 City of Barakaldo [Municipal Autonomous Organism for Local Development-Inguralde] (Local Authority)

Bizkaia (Basque Country)

Spain Competitive-ness

Partner 2 City of Solna (Local Authority)

Stockholm Sweden Competitive-ness

Partner 3 Comune di Campo-basso (Local Authority)

Molise Italy Competitive-ness

Partner 4 Municipality of Patras [Patras Municipal Enterprise for Planning and Development ’ADEP SA’] (Local Authority)

Western Greece

Greece Convergence

Partner 5 Municipality of Leszno (Local Authority)

Wielkopolska (Greater Po-land) Poland Convergence

Partner 6 Communauté Urbaine de Dunkerque- Grea-ter Dunkirk Council

Nord-Pas-de-Calais France

Competitive-ness

Partner 7 University of Potsdam (Public Body)

Branden-burg South-West Germany Convergence

Partner 8 Municipality of Águeda Centre l Portugal Convergence

Section II - Associated Managing authorities2

Name of insti-

tution

Name of region Member State Convergence

or Competi-

1 For partners from EU Member States only.

2 URBACT II projects are strongly recommended to involve Managing Authorities in their activi-

ties, which can be done essentially by: 1) including them as “full partners” in the completed partnership

(8 min. – 12 max) or 2) inviting them to take part as “Associated Managing Authorities”, for the partici-

pation of which a minimum budget line of 40.000 euros shall be dedicated in each project budget. This

budget line is to be included in the project budget and will not be available for other purposes.

Please note that if the relevant Regional or National Operational Programme (ERDF) does not

cover the theme addressed by the network, and/or the use of other funds seems more appropriate, the

Managing authorities of other relevant implementation programmes (e.g. ESF, Cohesion Fund…) can be

associated.


tiveness

Lead Partner One North East

North East Eng-land United Kingdom

Competitive-ness

Partner 1 City of Barakaldo [Municipal Autonomous Organism for Local Development-Inguralde] (Local Authority)

Bizkaia (Basque Country) Spain

Competitive-ness

Partner 2 City of Solna (Local Authority) NUTEK Sweden

Competitive-ness

Partner 3 Regione Molise Molise Italy

Competitive-ness

Partner 4 Municipality of Patras [Patras Municipal Enterprise for Planning and Development ’ADEP SA’] (Local Authority)

Region of Western Greece Greece Convergence

Partner 5 Wielkopolska Marshals’ Office of the Wielkopolska Region in Poznań

Wielkopolska (Greater Poland) Poland Convergence

Partner 6 Conseil Régional Nord-Pas-de-Calais

Région Nord-Pas-de-Calais France

Competitive-ness

Partner 7 Ministry of Eco-nomics (MW) / Ministry of Infra-structure and Spatial Planning (MIR)

Brandenburg South-West Germany Convergence

Partner 8 CCDRC (Com-mission of Co-ordination and Development of the Centre)

Centre l Portugal Convergence

Section III - Observer cities3

Name of insti-

tution

Name of region State

Observer city 1 Observer city 2

3 A Thematic network may invite up to 2 cities to participate to the project as observers, at their

own cost, coming from non Member/ Partner States.


1.4 Project duration for Implementation phase

Project start date 21st November 2008

Project end date 21st May 2011

Duration in months (30 months max.) 30

1.5 Project cost (in €)

ERDF funding 470,060.00

Public co-financing (EU PP) 176,569.00

Private co-financing (EU PP) 0

Public co-financing (Non EU PP) 0

Private co-financing (Non EU PP) 0

TOTAL 646,629.00


2 SYNTHESIS OF DEVELOPMENT PHASE ACHIEVEMENTS

2.1 List of activities implemented during development phase (phase I)

The RUnUP partnership, led by Gateshead Council, has been highly success-ful in achieving its stated objectives for the development phase.

1. Building and finalising partnership and financial and man-agement structure. Gateshead Council, with ongoing consensus from initial first phase partners, has successfully completed recruit-ment for the second phase. An additional 4 cities have been added, ensuring that the 50/50+1 rule has been adhered to. The final part-nership now has representation from 9 countries, 5 competitiveness cities and 4 convergence cities, with a clear geographical spread across the EU.

As the project developed, it was clear that focusing on cities as Full Partners would be of maximum benefit to the project, so only one university was brought in as full project partner (Potsdam) as op-posed to the previous plan to recruit 2-4 Universities as Full Part-ners. This is because cities are able to secure ongoing University engagement in the project through excellent local links, formalised through the ULSG and maintained at the transnational level through excellent communications and widespread participation in transna-tional meetings.

In addition to this, partner cities have had success in recruiting Man-aging Authorities as Associate Partners. A total of nine Managing Authorities are supporting the RUnUP network. A formal partnership meeting was held in 27th May 2008, involving all 5 initial partner cities as well as the Lead Expert Clive Winters. An additional 2-day partnership meeting in September 2008 comple-mented this meeting. This meeting allowed the completed RUnUP partnership to meet together for the first time, leading to consensus on key issues such as second phase budgets and work packages. As was outlined in the initial application, project and financial man-agement were a high priority for the lead partner city. Robust Audit Trails have been developed for the project, with all partners being given clear guidance on protocols and arrangements that will be in place for the duration of the project.


2. Preparation and Completion of baseline study. After the first partnership meeting, partners were made aware of the information needed and the arrangements that must be put in place for success-ful Baseline Study visits.

This allowed the Lead Expert to complete the first 5 Baseline Study visits easily. Reports were completed on each city’s Study and for-warded to the Lead Partner who in cooperation with the Lead Expert, developed a synthesis report to inform planning for the second phase. The individual reports were developed in partnership with the relevant cities to ensure that they had full input, leading to clear and correct arguments. These meetings also marked either the first meeting of the ULSG or expert advice on the successful setting up of the ULSG, depending on local situations. So that the six-month development phase was as successful as pos-sible, initial plans for the Lead Expert to conduct one single ‘round trip’ to all partners was changed. The Lead Expert instead carried out a series of linked visits, joining 2 or more Baseline Study visits to-gether at a time. As additional partners were recruited, visits were arranged according to pressures caused by holiday periods. The final Baseline Study was then produced in September 2008. This was commented on by all partner cities and the key themes were used to form the basis of work packages. The study was also circulated around all ULSG members and posted on the RUnUP web-site to maximise dissemination.

3. Setting up Urban Local Support Groups. Due to the ‘triple helix’

focus of the project, it was apparent very early that each ULSG would have a very similar model. This model would necessarily comprise organisations representing the public, private and academic sectors. This formed the framework around which locally represen-tative organisations would be recruited.

By the time the Lead Expert conducted his Baseline Study visit, all cities had identified their ULSG partners and the Expert was able to hold interviews with them. ULSG initial meetings were either held during the Lead Expert’s visit or in the 2 weeks preceding it.

4. Information and communication. Communication and dissemina-tion is something that underpins the success of the project. Whilst there has inevitably been less communication work in phase 1 than will be undertaken in phase 2, efforts have been made to increase awareness of the project internationally and domestically. One of the key tasks was to ensure that cities were aware of the launch of the project. To this end, details of the project were circulated across European networks using the Regional Brussels Office network. The


consequence was a high number of enquiries both from cities eager to join the network and cities eager to maintain contact with the partnership.

Whilst the initial phase 1 application had a specific action aligned to developing a website for RUnUP, it was felt that strictly focusing ef-forts on using the URBACT website would be best. Following re-programming request the funds previously destined for project de-velopment were redistributed, and the template pages on the URBACT site were populated. These pages give clear details on the purpose of the project as well as partner profiles.

5. Completion of final application. As outlined in the phase 1 appli-

cation, and evidenced here, a key task has been for the Lead Partner to complete the final second phase application. This has involved all partner cities at all stages, as well as the ongoing advice of the Lead Expert to guarantee a well-balanced Urbact project proposal.

2.2 Definition of issues to be addressed by the project (summary of baseline study outputs) (1 page max.)

The RUnUP baseline study has added substance to the strategic objectives outlined both above and in the first phase application. A key concern has been to take enterprises as the point of departure for enquiry when investi-gating triple helix interactions. This ensures that economic competitiveness is supported driven by structures and processes designed with Lisbon Agenda focused 'economy objectives' in mind.

Thematic Work Area 1. Understanding economic transformation and arrangements for the governance of innovation (Phase 1 applica-

tion 2.1.3)

The baseline study has shown that Local Authorities often deliver services that do no take account of local economic transformation and that they do not mobilise knowledge and innovation based partners to support local eco-nomic development priorities. The result is local economic development that fails to take full advantage of university expertise and lacks clarity of what actual local economic drivers are. The same research has clearly demon-strated in the Baseline Study and ‘State of the Art Paper’ that there is sig-nificant regional, national and European research and support towards the transfer of knowledge and innovation. The key to gathering and exploiting support at local level is to be aware of, and distinguish the state of eco-nomic transformation within the urban poles. This will lead to an under-standing of the governance of innovation and the transfer of knowledge. It will also help to inform and shape economic development strategy.

Actions to be undertaken in this thematic work area include:


• Mapping of the state of economic transformation and related eco-nomic needs at the local level (1.1)

Thematic Work Area 2. Underpinning the role of universities and Local Authorities in supporting local economic clusters and compe-

tencies (Phase 1 application 2.1.4)

The baseline study has indicated that the role of universities is often nar-rowly defined to providing specific services to specific stakeholders such as university based start-up enterprises. In addition, it was shown that the attention of university work is often not focused on the local level, but is instead geared towards wider concerns such as international markets and research. The baseline study has also shown that local authorities are stra-tegically positioned to manage economic transformation at local level, but do not mobilise knowledge and innovation based partners to support local economic development priorities. The result is local economic development that fails to take full advantage of university expertise and is not driven by Local Authorities.

Actions to be undertaken in this thematic work area include:

• Triple helix partnership led economic development strategy (2.1)

Thematic Work Area 3. Strengthening triple helix cooperation to improve knowledge exchange and technology transfer (Phase 1

application 2.1.2)

Innovation and entrepreneurship are to a great extent built upon the effec-tive exchange and absorption of knowledge. The partners in the Run UP network need to enhance their individual and organisational knowledge of their local and regional knowledge based institutions. Only by understand-ing the structures, key contacts, key research and educational themes and existing approaches of universities to working with their local economy can they support the development of triple-helix structures and the alignment of university activity to local economic development priorities. In addition, a lack of understanding of the roles and practices of stakeholders was high-lighted.

Actions specifically linked to this thematic work area include:

• Creation and development of thematic triple helix partnerships (3.1)

• Cross-sectoral exchange and peer review programmes (3.2)

• Cross-sectoral entrepreneurship and innovation training programmes (3.3)

Thematic Work Area 4. Creating appropriate conditions for stimu-lating knowledge based activities (people, place and framework) (Phase 1 application 2.1.1)

The baseline study outputs have served to reinforce both the challenges


and opportunities presented to cities close to major capitals. On the one hand these cities are close to major economic centres and can potentially benefit from knowledge-based interactions. On the other hand the major capitals often 'pull' both people and business investment from RUnUP part-ners. The development of interventions aimed at taking advantage of the unique geographical positioning and internal composition of RUnUP cities in particular the development of incubator centres and marketing on economic sectors will contribute to providing the framework for increased economic sustainability and competitiveness.

Actions specifically linked to this thematic work area include:

• Talent attraction and retention strategies (4.1)

• Triple helix partnership personal and business location strategy (4.2)

• Creating a distinctive ‘local brand’ (4.3)

Thematic Work Area 5. Best practice activities to learn and inform

The baseline study also served to highlight the way in which RUnUP part-ners have a variety of experiences and successes that can inform the work of other cities, as well as the need to look beyond the partnership for best practice e.g. the development of knowledge based spin-outs at Karolinska Institute in Solna, the theoretical model of the Citadella dell Economia in Campobasso and strategic development between the municipality and uni-versity in Agueda.

It is therefore proposed that ULSGs, under the guidance of the Lead Partner and Lead Expert, will undertake:

• Best practice case studies (5.1)

• Inter-ULSG peer review studies (5.2)

• ULSG study visit programme (all cities) (5.3)

• Attend external conferences (5.4)


2.3 Summary of local4 situations, partners’ expectations and potential contribu-tions (summary of baseline study) – ½ page max. per partner

Name Local situation & challenges – Expectations – Potential contributions

LP Gateshead Gateshead has a population of 190,500 and is located in the North-East Region of England, with 6.3% unemployment in 2006 (North East 6.7% UK average of 5.2%). Gateshead has undergone sig-nificant economic transformation from traditional manufacturing industries, although this still accounts for 17.6% of employment, into a more service sector based economy. One key challenge fac-ing Gateshead is that it has no university located within its metro-politan borough, although there is an excellent range of universities within 2-20 miles.

Key challenges include:

� The stated aim of developing the creative economy lacks sub-stantial justification.

� The role of the local authority in driving forward economic de-velopment is unclear and must be rearticulated.

� There is a need for increased triple helix partnership activity and a related local needs focus.

� The offer of business and personal accommodation unique to the non-core city is not being taken advantage of.

RUnUP participation will allow for:

� A more coherent articulation of the state of economic transfor-mation through better shared resource and intelligence.

� Triple helix cooperation focused on agreed aims and objectives directly related to local economic need.

� The development of a 'Gateshead offer' to individuals and busi-nesses based on the shared expertise and resource of triple he-lix partners.

Gateshead's contribution to RUnUP will include:

� Member of the Project Management Group (PMG) (12.1):

� Leading on thematic work area 4 - Creating appropriate condi-tions for stimulating knowledge based activities (people, place and framework).

� Organising 1 RUnUP ULSG study visit programme round (5.3)

� Development and implementation of actions (1.1: 2.1: 3.1, 3.2, 3.3: 4.1, 4.2, 4.3: 6.3: 7.1: 10.2: 11.1:)

� Participation in actions (5.1, 5.2, 5.3, 5.4: 6.1, 6.2)

� Contribution to communication and dissemination at local level: (8.1, 8.2, 8.3, 8.4:)

4 To be adapted in the case of partners that are not Local/ Regional authorities but National au-

thorities, Research centers or Universities, etc.


PP1 Barakaldo Barakaldo with a population of 98,000 people is located in northern Spain, in the Autonomous Community of the Basque Country. Bara-kaldo has undergone a significant physical and economic regenera-tion moving from heavy industry (10.9% of total employment in 2005) into a service sector driven economy (76.5% of total em-ployment). However, this has not included the development of knowledge based economy activities. In particular, Barakaldo has only a small campus location of the University of the Basque Coun-try, and the city lacks direct engagement with the technology trans-fer and spinout activities of the university.


� Its economic structure has changed significantly, in particular around the service sector, but consideration needs to be given to the exact sectors or type of knowledge–based activities in which the municipality would like to develop further.

� To date partnership working in projects between the municipal-ity and universities has been limited. There is a need to estab-lish a deeper, targeted relationship with this kind of stake-holders.


� Fully articulate the transformation of the local economy, led by the municipality through Inguralde, in partnership with local ac-tors (universities and companies).

� Explore new “triple helix” collaboration activities, to address specific problems and challenges of local economic develop-ment.

� Develop a strategy that supports existing sectors and the crea-tion of new strategic ones, linking knowledge and research with entrepreneurial activity and competitiveness of local sectors.

Barakaldo’s contribution to RUnUP will include:


� Development and implementation of specific actions (1.1: 4.1: 4.2: 5.3: 6.3: 7.1 and whenever it is possible, 11.1.)

� Participation in meetings and events (6.1 and 6.2)

� Contribution to the communication and dissemination activities (8.1: 8.2: 8.3 and 8.4)

PP2 Solna Solna has a population of 65,000 and is located in the East of Swe-den, bordering the capital Stockholm. Solna has little manufacturing industries and is dominated by a service sector based economy, where ICT, life science and corporate services are the dominating sectors. Several large enterprises have their head office in Solna and many foreign companies have their office in Sweden there. In Solna the Karolinska Institutet (KI) medical university is situated. KI is a top three-ranked Swedish university, which is internationally famous for the Nobel Prize awards.



� There is a need for increased triple helix partnership in the life science sector, in particular between the municipality and Karo-linksa Institute.

� Increasing the number of spinout companies from the Karolin-ska Institute and enlarging the number of commercialisation opportunities.


� Deeper and better Triple Helix linkages between the City, KI, Stockholm-Uppsala Life Science cluster and the Stockholm Chamber of Commerce

� Solna is the place to do business when it comes to life science

� Support of spin-outs and licensing through incubation within the KI innovation system

Solna’s contribution to RUnUP will include:


� Development and implementation of actions (2.1: 3.1, 3.2, 3.3:

4.1, 4.2, 4.3: 5.1, 5.3: 6.3: 7.1: 10.2: 11.1:)

� Participation in actions (6.1, 6.2: 9.1:)

� The contribution to the communication and dissemination activi-ties (8.1, 8.2, 8.3 and 8.4).

PP3 Campo-basso

Campobasso with a population of 53,321 people is the capital of the central Italian region of Molise (see figure 1.1) bordered by the Sannio and Matese mountains and the Adriatic Sea. The economy of the Municipality and Province of Campobasso and Region of Molise is based on Agriculture and Trade. The business population is mainly composed of Small and Medium-Sized Enterprises and this along with a 13,7% rate of unemployment.


• existing economic structure is dominated by small scale/uncompetitive agriculture

• lack of entrepreneurial culture between businessmen • small scale operative capacity of Local Economic Development

actors and bodies


• strategic transformation of rural sector towards competitive agricultural businesses

• increased training and education opportunities for business operators

• participated Local Action Planning for Local Economic Development actors

• Development of new economic sectors in particular Bio-Medical and Sustainable industries

Campobasso contribution to RUnUP will include:

• Discussing with project partners about locally implemented methodologies


• Hosting study visits • Bringing ULSG action results to RUnUP partners • Member of the Project Management Group (PMG) (12.1)

� Development and implementation of actions (1.1: 2.1: 3.1, 3.2, 3.3: 4.3: 5.1, 5.3: 6.3: 7.1: 10.2: 11.1:)

� Participation in actions (6.1, 6.2, 6.3) • The contribution to the communication and dissemination

activities (8.1, 8.2, 8.3 and 8.4).

PP4 Patras The City of Patras with a population of 171,616 is the capital of the Peloponnese region of Western Greece and Prefecture of Achaia.

In line with the economy of Greece, international sea transportation and commerce are important elements of the economy of the Achaia prefecture with transportation accounting for 7.2% of gross value added, recognising the importance of Patras as a gateway to the markets of the European Union. Activities in agriculture and manufacturing remain of significant importance although activities in these primary and secondary sectors have declined by 2% and 7.5% respectively between 1995 and 2001.


� No strategy for supporting economic development of existing or future sectors

� No industrial liaison activities to support entrepreneurial devel-opment

� Need for industrial modernisation and industry creation.


� Support to existing sectors which are predominantly agricultural and manufacturing based

� Upgrading of mature industry with activities delivered by part-ners led by the Science Park of Patras

� Development of new industries within the local economy

� Enforce the regional innovation pole of Western Greece, which has competitive advantages in innovation and business activity relating to technologies in informatics and communications and environmental management and protection.

Patras’s contribution to RUnUP will include:

� Member of the Project Management Group (PMG) (12.1)

� Development and implementation of actions (2.1: 3.1, 3.2, 3.3:

4.3: 5.1, 5.3: 6.3: 7.1: 10.2: 11.1:)

� Participation in actions (6.1, 6.2: 9.1:)

� The contribution to the communication and dissemination activi-ties (8.1, 8.2, 8.3 and 8.4).


PP5 Leszno Leszno with a population of 64,000 is located in Central West Po-land, Wielkopolska region between two economic centres of Poznań and Wrocław. The unemployment rate in Leszno is 5.2% in com-parison to 9.6% in whole Poland (indicators for June 30th 2008). The economy in Leszno is based on traditional industries with low levels of productivity. The three higher education schools located in Leszno don’t really meet the expectations of the local business. There is also a lack of “real” partnership working between business support organisations in Leszno, each with small numbers of staff. In addition engagement with regional organisations (universities or knowledge transfer institutions located in Poznań) is minimal.


� A need to fully articulate the state of transformation in the local economy due to a lack of

� A need to fully understand how knowledge based partners in Leszno deliver activity in support of economic transformation.

� Increased triple helix partnership activity and a related local needs focus.

� The offer of business and personal accommodation unique to the non-core city is not being taken advantage of.


� A more coherent articulation of the state of economic transfor-mation through better shared resource and intelligence.

� Triple helix cooperation focused on agreed aims and objectives directly related to local economic need.

� The development of a 'Leszno offer' to individuals and busi-nesses based on the shared expertise and resource of triple he-lix partners.

Leszno's contribution to RUnUP will include:


� Organise and deliver a thematic conference (6.2)

� Implementation of actions: (1.1: 2.1: 3.1, 3.2, 3.3: 4.1, 4.2, 4.3: 5.1, 5.2, 5.3: 6.3: 7.1)

� Participation in actions: (6.1, 6.2)

� Communication and dissemination at local level: (8.1, 8.2, 8.3, 8.4)

PP6 Dunkirk The Greater Dunkirk Council, consisting of 18 towns stretches from the Belgian border to the Calais region and has 210,000 inhabitants and is one of the first energy platforms in Europe. The unemploy-ment rate is 10,9% in 2007. With 33% of private employment in the industrial sector, Dunkirk is an industrial and seaport conurba-tion, marked by the establishment of an internationally important iron and steel centre in the 1960s. Dunkirk is now the seat of Uni-versité du Littoral Côte d'Opale, a split-site multi-disciplinary uni-versity. Greater Dunkirk Council and the Université du Littoral Côte


d’Opale are bound by a contract, which defines the objectives for the University (research and development, student life, interna-tional relations, culture) and funding by the Greater Dunkirk Council (4.5 millions euros in 2000-2006). A new phase of development is under way, expanding on the Lisbon-Gothenburg strategies for rela-tionships between Greater Dunkirk Council, Université du Littoral and businesses, which will stress on entrepreneurship, innovation, job creation.

The RUnUp networks results will feed the debates on the economic strategy and the RUnUp Local Support Group will be the same as the Economic Strategy steering group. The local action plan result-ing from the RUnUp network will contribute to the Economic Strat-egy Action Plan.


� How to involve the University in technology transfer

� Open new fields of economic development and set up solutions to explore and support emerging and new economic sectors

� Creating the right conditions to develop entrepreneurship in university

� Retention and attraction of business creators, students, re-search and creators on our territory

� How to involve SME’s in innovative process and create a support group to help innovators (people, place and framework)

� How to develop partnerships with larger local businesses and seize opportunities to develop innovation projects created by them


� Development of a new cluster on sustainable industrial devel-opment, in particular the development of entrepreneurship linked to the environmental research centre of the University.

� Economic diversification of the existing energy sector into new knowledge economy areas linked to the environmental sector.

Dunkirk’s contribution to RUnUP will include:


� Development and implementation of actions (1.1: 2.1: 3.1, 3.3: 4.1, 4.2: 6.3: 7.1:)

� Participation in actions (5.1, 5.2, 5.3: 6.1, 6.2: 9.1: 10.2: 11.1)

� Contribution to the communication and dissemination activities (8.1, 8.2, 8.3 and 8.4).

PP7 Potsdam With a population of more than 150,000 Potsdam is the capital of the state of Brandenburg with close linkages to Berlin. Research has a long tradition in Potsdam. Three state and two private universities with 22,000 students as well as more than 40 science and research institutes generates the densest population of research and scien-tific facilities of any city in Germany with more than 5.000 highly


qualified people working in it.

As the only non-local authority partner in the RUnUP-network, Potsdam can contribute from the perspective and resource of a uni-versity to the network objectives and development.

Key challenges (the University has to confront) include:

� Isolation from the development of the city both geographically (location) and in relation to the economic development and em-ployment within the city

� Relatively low regional economic effects for city economic de-velopment

� University and science landscape focus mainly on Education and – international orientated research with limited recognition of business and regional needs

� High percentage of Potsdam students living in Berlin

RUnUP Participation will allow for:

� The proofing of applicable methods and instruments to widen commercialisation activities for the university in various fields, further education, patenting, licensing and spin-outs

� Cooperation within the ULSG will help to establish close links with Triple Helix Partners

� Methods to develop and implement instruments to increase the regional economic effect of the university work

Potsdam’s contribution to RUnUP will include:


� Organise and deliver a thematic conference (6.2):

� Development and implement of actions: (2.1: 3.1, 3.2, 3.3: 4.2: 7.1)

� Participation in actions: (5.1, 5.3: 6.1, 6.3: 10.2: 11.1:)


PP8 Agueda Águeda has a population of 49 041 inhabitants and is located in the Centre Region of Portugal. Águeda has a significant economic trans-formation from traditional manufacturing industries and a Superior School of Technology and Management, which is part of University of Aveiro. Key challenges include:

� The industrial model is still based on mass production at low la-bour cost

� Labour force is under qualified and requires knowledge ex-change into areas with higher skill levels applicable to the eco-nomic needs


� The need to implement technological change in production proc-esses based on research and development from universities and knowledge centres

� Low level of entrepreneurs applying new technologies and de-veloping new products, with factors of differentiation, and ap-plying productive methods and techniques, as energetic and en-vironmentally corrects

� The need to reinforce the links between universities, enterprises and public organisations, towards the creation of concerted strategies of social-economical development


� Better understanding between knowledge centres, public or-ganizations and enterprises to develop public policy that allows economic, social and territorially sustainable development

� Greater understanding and awareness of best practice and dif-ferent methods of

� Creation of new opportunities, generation of new enterprises and job offers in micro and small enterprises of technologic and environmental base that contribute to Águeda’s industrial base.

Agueda’s contribution to RUnUP will include:


� Development and implement of actions: (2.1: 3.1, 3.2, 3.3: 4.1, 4.3: 5.3: 6.2; 6.3: 7.1:11.1)

� Participation in actions: (5.1, 5.2: 6.1: 10.2)


3 OBJECTIVES, EXPECTED OUTPUTS AND DELIVERABLES

3.1 Synthesis of project objectives

Please list and describe the objectives to be pursued within the framework

of your project, among which shall be included the following 5 compulsory objectives:

1. Ensuring project coordination and management

Please describe objective and related actions (this involves, among others, the provision to the URBACT Secretariat of all contractual documents re-

lated to project creation, reporting procedures, payment claims, project clo-sure, etc. as foreseen in the Programme Manual – Fact sheet 6b).

All partners will be represented on the Project Management Group (PMG), which will be lead and chaired by the Lead Partner, Gateshead. This group


will meet alongside other network activities (e.g. thematic workshops) and will take decisions on strategic issues brought to the meeting by the lead partner or other network partners. Each partner on the PMG will have an equal vote and decisions will be made by consensus of partners.

The Lead Partner will recruit a full time (FT) dedicated Project Co-ordinator. This post will assume responsibility for network implementation and report-ing as outlined in the Programme Manual. The co-ordinator will be sup-ported by part time (PT) Communications officer and PT fi-nance/administration officer. These staff will form the RUnUP project team hosted by the Lead Partner.

Project coordination and management will include Actions: 5.4: 6.1, 6.2, 6.3: 8.1, 8.2, 8.3, 8.4: 9.1, 10.1: 9.2: 12.1, 13.1, 13.2:

2. Developing and implementing exchange and learning activities on sustainable urban policies with a focus on the project’s topics

Please describe objective and related actions. This involves, among others, the organisation of a series of seminars/ workshops/ site visits, etc. allow-

ing partners and associated Managing Authorities to exchange and learn building on partners’ experience, needs and contributions. Please specify the different types of related activities to be developed.

Action 3.2 Cross-sectoral exchange and peer review programmes. One of the networks objectives is to develop exchange programmes, which will be an excellent tool for exchange and learning activities. There will be an initial series of 1 day ‘job shadowing’ sessions across ULSGs followed by longer term up to 1 month exchange secondments where staff will work in each other's organisations to build triple helix knowledge and develop con-tacts. Peer reviews will be undertaken to give a critical perspective on the host organisation from another sector.

Participants will produce a joint report suitable for wide dissemination, with a discursive style giving the opportunity for host to respond to challenges and criticisms.

Action 5.1 Best practice case studies.

ULSGs will work to identify case studies of interest from within their mem-bership, with papers to be circulated across the entire partnership to facili-tate learning and exchange. These case studies will focus on examples of best practice or instances of failure to influence any of the four strategic themes. Each ULSG strategic theme group will provide at least two case studies over the 30-month period of between 1000 and 3000 words.

Action 5.2 Inter-ULSG peer review studies.

Cities aligned to this action will send a representative of their ULSG on a


five-day peer review visit to another ULSG. The representative will spend time in organisations representing all three dimensions of the host partner's triple helix. This will enable partners to have access to best practice and also give a critique on actions and processes in place at other local levels. Partners involved will participate in one 'sending' and one 'hosting' action over the 30-month period. Participants will produce a report of between 1000 and 2000 words giving a constructive critique of the host's achieve-ments against all four strategic themes.

Action 5.3 ULSG study visit programme.

All ULSGs will participate in study visits to sites of best interest across Europe. There will be one study visit per year in which 3 representatives of each ULSG will participate (in addition to Managing authority reps). The sites will be identified by the Lead Expert and Lead Partner and joint discus-sion papers will be produced after the visits to share knowledge between the wider ULSG memberships and beyond the network. These papers will be coordinated by the Lead Expert and will draw out lessons to be learned for RUnUP partners in all four strategic themes. The papers will be dis-seminated across the network and all available contacts beyond the part-nership.

Action 6.1 Open/Close conferences.

Amongst the most visible forms of exchange activity will be the open and close conferences for the RUnUP network. These will take the form of the-matic conferences with full partnership participation and invitations ex-tended to all ULSG members as well as identified external audiences. The themes of the events are at this stage anticipated to be:

� The development of triple helix structures to improve knowledge ex-change and technology transfer (Theme 3)

� The role of RUnUP in creating appropriate conditions for stimulating knowledge based activities, namely people, place and framework (Theme 4)

Action 6.2 Thematic network events

Between the open and close events will be 3 thematic network events at 6 monthly intervals based on the four key thematic work areas of the RUnUP network. Again, participation will be extended beyond the partners and ULSG members to involve stakeholders at the local, regional, national and European levels. The identified themes for the events are currently:

� Understanding of economic transformation and the governance of in-novation (Theme 1)

� The role of Universities and Local Authorities in supporting local eco-nomic clusters and competencies (Theme 2)


� The absorptive capacity of Small and Medium Sized Enterprises (Linked to Theme 4)

Full papers will be produced based on the event outputs, with dissemination planned at thematic pole meetings as well as standard dissemination ac-cording to the communications plan.

Action 6.3 ULSG meetings + ‘open conferences’

Joint learning and exchange underpins the activities of the ULSG. Whilst the framework for their activities will be set by bi-monthly meetings at the local level, a range of activities will complement these. Each ULSG will hold an annual ‘open conference’ at which invited stakeholders will discuss the progress and impact of RUnUP, focussing on themes identified in the previ-ous 12 months working.

Each ULSG will be obliged to produce a six monthly progress report which will take the form of a mini research paper, prepared with the input of rep-resentatives of all ULSGs.

3. Fostering the impact of project activities on local policies

Please describe objective and related actions. This involves, among others,

setting up and animation of an URBACT Local Support Group by each pro-ject partner, production of a Local Action Plan by each partner as a result of

exchange and learning activities, as foreseen in the Programme Manual – Fact sheet 2a. Beyond these 2 compulsory elements, you may develop ad-ditional actions related to this objective.

Action 1.1 Mapping the state of economic transformation and re-

lated economic need

A key issue highlighted in the baseline study report was the lack of coher-ent information on the state of local economies, lack of clarity on drivers for change and transformation, and a lack of usable local data.

Partners will work to bring together representatives of key triple helix or-ganisations to develop a joint response to these challenges. By pooling ex-isting data and intelligence, an up to date and comprehensive 'economic picture' will be developed to inform policy development and identify suc-cessful arrangements for the governance of innovation and economic trans-formation.

Action 2.1 Triple helix partnership led economic development strat-

egy.

The RUnUP partners have a limited perspective (normally of their own uni-versities) of the capability of Universities to support economic development.


Based on the results of Action 1.1, triple helix partners will work together to link existing organisational goals and targets. After a process of distillation those targets with most cross-sectoral buy in will form the basis of an agreed cross-sectoral economic strategy. These strategies will contribute to developing actions in activities 4.1, 4.2 and 4.3 and form a key starting point for the final Local Action Plans.

Action 3.1 Creation and development of thematic triple helix part-nerships As with every aspect of the RUnUP network, ULSGs are critical in fostering the impact of network activities at the local level. Each partner city has developed the core ULSG in the development phase and this will be made sustainable and robust in the initial months of the second phase. These groups will not simply guide the network but will be involved in the development and implementation of all aspects of RUnUP. Each ULSG in-volves core triple helix partners from the academic, private and public sec-tors.

Action 3.3 Cross-sectoral entrepreneurship and innovation training programmes.

In order to ensure that triple helix organisations benefit from the outcomes of work across the network, cross-sectoral training programmes will be de-veloped. Delivered at the local level, these will involve a series of linked lectures and master classes addressing the overarching themes of the net-work. The Lead Expert will advise ULSG managers on appropriate topics to be explored, with ULSGs having the delegated authority to set up and de-liver the programme.

This 'self-help' style recognises that expertise exists within ULSGs and many seminars may be delivered by organisations already engaged in the local group. ULSG funding is aligned to these training programmes to en-sure that external expertise may be brought in when appropriate and that the necessary resource is in place to produce course materials and pay for venues. Over the course of the 30 month period a minimum of 3 seminars and 2 full day master classes will be delivered at the local level.

Action 4.1 Talent attraction and retention strategies.

People are as critical to entrepreneurship and innovation in the Lisbon era as financial markets. Partners will work across the triple helix to develop joined up sets of interventions to attract and retain the most skilled workers currently often lost to major capital cities. These interventions will form strategies that will look not simply at local migration flows but also national and international migration, training opportunities, job market trends and conditions, and structural 'place based' issues.

In order to be successful these strategies will be coordinated by local au-thorities but will rest on the full input of all stakeholders across all triple he-lix sectors.


Action 4.2 Triple helix partnership personal and business location

strategy.

This strategy model will complement the people based strategy above. Recognising and taking advantage of key characteristics of the RUnUP part-ners such as proximity to major cities, prevailing disused buildings due to business relocation and dynamic housing markets. Partners will work to de-velop a suite of interventions to deliver attractive offers for investors and individuals. Combining the infrastructure expertise and resource of local authorities with the understanding of business needs and the desires of en-trepreneurs held by the other aspects of the triple helix, the strategy will be truly multi-sectoral.

Action 4.3 Creating a distinctive ‘local brand’

It is essential that partners in this network develop a local distinctive brand, which identifies their economy and distinguishes their locality from their surrounding area. In particular this is vital for areas of new sector formation identified by all the partners and economic diversification highlighted by Dunkirk and Agueda.

The results of Actions 4.1 and 4.2 will enable partners to develop a ‘local brand’, which will represent and convey the attraction that their economy has to offer in respect of people, place and framework.

Action 7.1 Develop Local Action Plan.

A key responsibility of the ULSG will be to undertake exchange and learning activities with a view to the ultimate delivery of a Local Action Plan (LAP). The LAP will be established on a continual basis by each of the partners throughout the implementation phase of the network. The initial challenges and actions identified in the baseline study will be further investigated and potential solutions identified through the involvement and learning of part-ners through the delivery of actions in each of the thematic work areas. Best practice approaches identified within the LAP will be taken and re-worked to fit with established local culture and working practices in each of the cities. LAPs will be monitored locally by the ULSG at each meeting and their development reported at each 6-monthly project management group meeting. LAP priorities will form the basis of applications for funding and will be developed with support from the relevant managing authority.

Activity 8.4 Political and Strategic Engagement. Acknowledging that the delivery of actions developed through the RUnUP network requires sen-ior buy in, RUnUP partners will engage with political leaderships at their lo-cal level as well as Managing Authorities on a regular basis. This will heighten awareness of the network and increase the impact of the networks outcomes on local development. Regular briefings will be given to strategic


officers in key triple helix organisations and these individuals/organisations will be invited to all ‘open’ sessions and conferences available. Again, these will be done through regular briefing notes prepared by the Lead Partner.

Action 9.2 Thematic Pole briefings.

Representatives of the Lead Partner will feed back findings from Thematic Pole meetings to leads of ULSGs in order that local network development and delivery is maximised. Local partnerships will also be provided detailed information on the outcomes of study visits and the outcomes of engage-ment in external conferences. This will be done through regular policy dis-cussion papers developed produced by the Lead Expert and Lead Partner.

Activity 10.2 Lead Expert engagement at the local level. As well as providing regular advice and guidance to the network, the Lead Expert will undertake a series of planned visits to all network partners. These will give an opportunity not only to drive forward the work of the ULSG and partner city, but also to lead a 2-hour ‘RUnUP’ briefing session with invited guests from both inside and outside the ULSG.

Action 11.1 Managing Authority engagement. Managing Authority in-volvement is critical in the work of the network, and as a consequence all ULSGs will seek to engage the Managing Authority on a regular basis. Rep-resentatives will be present at all ULSG meetings when possible and will be invited to and supported to participate in all transnational learning confer-ences in addition to the open and close events.

4. Taking part to the implementation of the Capitalisation process

at programme level

Please describe objective and related actions. This involves, among others,

the participation of project’s Lead partner and Lead expert to the Thematic Pole activities, as foreseen in the Programme Manual (Fact sheets 2a and 3a). Beyond this compulsory activities, you may plan different ways of con-

tributing to capitalisation at programme level.

Activity 5.4 External conferences. There is a clear drive to participate in research conferences beyond the RUnUP network and URBACT pro-gramme. Representatives of RUnUP will also liaise with external networks to inform policy development through the work of the network e.g. Assem-bly of European Regions, Innovating Regions of Europe. At the beginning of each year the Lead Partner will identify a programme of up to 6 confer-ences and/or networks that the RUnUP partnership should be engaged with.

Activity 9.1 Thematic Pole Events. Representatives of the RUnUP net-


work will participate in Thematic Poles on a regular basis to address the is-sues facing medium-sized cities in developing successful economic strategy, particularly through participation in the URBACT Conferences and through the promotion of case studies (resulting in shared learning) based on Action research. Also, the results of wider engagement with cities identified as best practice (allowing for wider comparison and improvement and modifi-cation of approaches at the local level) and visited as part of the work pro-gramme will be disseminated and fed into the capitalisation process. One of the issues is the urban-region interaction and this is seen as an important part of the capitalisation process e.g. the findings of the network influenc-ing regional innovation strategies etc and the second around university-industry interaction at the level of medium sized cities which has been high-lighted but not explored in practice. The Lead Expert and Lead Partner commit to attend a minimum of 2 Thematic Poles per year.

5. Developing and implementing communication on and dissemina-tion of project’s activities and outputs

Please describe objective and related actions. This involves, among others, setting up and updating the space dedicated to the project on the URBACT website (to be every 3 months minimum). Please refer to section 7 of this

document.

Action 8.1 Website updates.

Once every month the Lead Partner will update the RUnUP website with a comprehensive update on the networks progress and new plans. Each up-date will include a review of ULSG activity, press coverage of the network, outcomes of any completed tasks, updates on meetings and other items of interest.

Action 8.2 Six monthly reporting.

Once every six months a deeper update will be given. This will be based on ULSG 6 monthly reports given by all partners, as well as the information held in overall network update briefings and policy discussion papers. Mov-ing beyond the website, the Communications Officer will regularly update partners and ULSG members on progress through electronic briefings. These will be adapted where appropriate and disseminated to external stakeholders and press contacts on a planned basis, and will be sent to Thematic Pole meetings.

Action 8.3 Press contacts.

The Communications Officer will specifically target ‘trade press’ contacts, using personal phone calls and emails to increase and maintain interest in the network and its outputs. This will be undertaken at regular 6-monthly intervals but in addition alongside key network activities e.g. thematic


events, conference. Specifically the Communications Officer will co-ordinate press releases and the publication of network outputs with the partner cit-ies.

3.2 Concrete outputs and results

Please define the concrete outputs and results you intend to develop through your project activities (1 page maximum), among which shall be included the Local Action Plans to be produced by each partner as a result

of the exchange and learning activities (compulsory output):

Output 1. Local Action Plans

All network partners will deliver comprehensive Local Action Plans (Action 7.1) as a result of the activities undertaken throughout the networks lifecy-cle. These action plans will include a series of tangible actions to be under-taken by triple helix partners after the closure of the RUnUP network. Spe-cial emphasis will be given to actions that seek to utilise ERDF in an innova-tive manner to address the initial thematic work areas of the network. All partners will be obliged to highlight how the work undertaken during the network has informed the final recommendations and actions within the LAP.

Output 2. Transferable training programme.

The cross-sectoral exchange and peer review programmes (Action 3.2) and the cross-sectoral entrepreneurship and innovation programmes (Action 3.3) developed and undertaken by partners will form the basis of a training model to be transferred beyond the network. The Lead partner and Lead Expert will evaluate the success of each training programme and will iden-tify 'exemplar lessons'. The materials and results from RUnUP partner's training sessions in each of these lessons will be synthesised to produce a RUnUP entrepreneurship and innovation training programme. The pro-gramme will be based on a series of documents styled on teaching aids – exploring the key issue, highlighting best practice, explaining methods to communicate lessons on the subject, suggesting the format for training sessions etc. The final output will consist of proposed linked training mod-ules.

Output 3. Compendium of best practice in entrepreneurship and in-novation.

Utilising the outcomes of the ULSG study visit programme (Action 5.3) and incorporating information from local actions surrounding peer reviews and exchanges (Action 5.2), RUnUP will deliver a themed compendium of de-tailed best practice guides. These will explore successful strategies in ad-


dressing the four thematic work areas of the RUnUP network. The compen-dium will include a maximum of 5 detailed case studies.

Output 4. Talent attraction and retention strategy template.

Partners undertaking the development of talent attraction and retention strategies (Action 4.1) will exchange their experiences in order that the Lead Partner can coordinate the development and publication of strategy development guidance. This will be available to all cities wishing to create their own local strategy.

Output 5. Personal and business location programme guide. In a similar fashion, those cities leading on the development of strategies and programmes to best utilise medium city infrastructure and characteristics (Action 4.2) will work together to produce a definitive set of guidelines. These will guide non-capital small-medium sized cities in best methods to coordinate multi-agency and multi-sectoral resource, objectives and plan-ning processes to create a sustainable and deliverable local infrastructure programme.


3.3 List of expected outputs/ deliverables

Expected Outputs/ De-

liverables

Quantity Number of partici-

pants when relevant

Achieved by

Men Women

Seminars/ meetings5 5 LP (See below)

Opening Conference (6.1) 1 Lead Partner

Themed Network Events (6.2)

3 Lead Partner

Closing Conference (6.1) 1 Lead Partner

Thematic reports6 6 All Partners

Network opening briefing (6.1)

1 Lead Partner

ULSG 6 monthly updates (8.2)

45 (9x5) All Partners

Overall network 6 monthly updates (8.2)

5 Lead Partner

Final network report (13.2)

1 Lead Partner

URBACT Local Support Groups7 (3.1)

9 All partners

Local Action Plans8 (7.1) 9 All partners

Space dedicated to the network on the URBACT website. Monthly update (8.1)

30 Lead partner

5 Please feel free to detail this item and insert rows according to the different types of meetings

you intend to organise (e.g. thematic seminars, workshops, steering group meetings, Thematic Pole meet-

ings, kick-off meeting, closure event, communication event if different, etc.)

6 Idem, please feel free to detail this item and insert rows according to the different types of re-

ports and written outputs you intend to produce (e.g. seminar reports, thematic reports, final report, etc.)

7 Please note that it is compulsory to have one per partner.

8 Please note that it is compulsory to have one per partner.


URBACT LOCAL SUPPORT GROUPS (ULSG)

3.4 Composition and functioning of URBACT Local Support Groups at partner level

Name Composition of ULSG (list of

city departments, institu-

tions, organisms, NGOS, etc.

to be included)

Information on the organisa-

tion, animation and activities

of ULSG at partner level

LP Gateshead Gateshead Council Economic De-velopment

Gateshead Council Chief Execu-tive’s Department

Newcastle City Council

Gateshead College

Northumbria University

Newcastle University

RTC North Ltd (Regional Tech-nology Centre),

North East Chamber of Com-merce (NECC)

Engineering Employers Federa-tion (EEF)

One North East (Managing Au-thority)

Articulated on a triple helix ba-sis, the ULSG in Gateshead will include representatives of local administration, university and enterprises.

The Gateshead Local Support Group will consist of a Core Group of organisations who will meet bi monthly to develop and address the needs of the Work Programme at local level. As Lead Partner in the RUnUP net-work, Gateshead Council will chair the meetings however de-cisions will be taken in partner-ship and consensus.

The core group of the ULSG will consist of the original members assembled as part of the devel-opment phase. They exhibited a very clear and motivated sup-port for the aims and objectives of the RUnUP network.

To enable effective discussion and decision-making, this group will not exceed 12 people.

In line with the concept of the ‘triple helix’ structure, the Local Support Group will diversify ac-cording to need however, the core partner grouping will re-main intact throughout the life of the network.

To allow additional ‘partners’ to contribute and be involved in the network, smaller sub-groups will be created and convened to add value and expertise to the different network themes.


Specific tasks undertaken by the ULSG include:

o Mapping local economic transformation and govern-ance of innovation (1.1)

o Developing a triple helix partnership led economic development strategy (2.1)

o Creating themed triple helix partnerships (3.1)

o Delivering cross-sectoral ex-change and peer review pro-grammes and entrepreneur-ship and innovation training programme (3.2, 3.3)

o Developing a talent attrac-tion and retention strategy (4.1)

o Creating triple helix partner-ship personal and business location strategy (4.2)

o Establishing a distinctive lo-cal brand (4.3)

o Participate in best practice activities to learn and inform (5.1, 5.2, 5.3, 5.4)

o Attending opening and clos-ing conferences and six monthly thematic network events (6.1, 6.2)

o Produce ‘Themed Policy’ po-sition papers – ULSG brief-ings and lobbying papers on thematic work area 4. (6.2)

o Attend bi-monthly meetings including annual one-day ‘open conferences’. (6.3)

o Producing a local action plan (7.1)

o Participating in communica-tion activities (8.1, 8.3, 8.4)

o Progress updates – 1 per six months (8.2)

PP1 Barakaldo Municipality of Barakaldo

Inguralde – Municipal Autono-

Articulated on a triple helix ba-sis, the ULSG in Barakaldo will


mous Organism for Local Devel-opment

University of the Basque Country (School of Advanced Industrial Engineering

School of Technical Engineering of Mining and Public Works

Multidisciplinary University Group

Chamber of Commerce and In-dustry; a

Private companies located in Ba-rakaldo (Leroy Merlin, Xupera).

include representatives of local administration, university and enterprises.

Notwithstanding its initial core composition (as described on the left), the group will be flexi-ble to allow other additional members to get involved, ac-cording to the needs of more value and expertise that might be identified throughout the network.

The general organisation of the group and secretary functions will be assumed by Inguralde (as representative of the city in the RUnUP network).

However, according to their field and experience, each member will assume the dynamization of monographic meetings about specific issues, as well as par-ticipate actively in all the rest of the meetings of the group.

Every decision will be taken in partnership and consensus.


o Identification of priority sec-tors and types of activities for new knowledge-based economies. (1.1)

o Definition of new strategies for facing key challenges in economic development -talent attraction and reten-tion; business and personal accommodation; etc (4.1, 4.2:)

o Development of best prac-tice case studies (5.1)

o Participation in the study visit programme. (5.3)

o Periodical meetings (bi-monthly) including at least one ‘Open Conference’. (6.3)

o Development of a Local Ac-tion Plan. (7.1)

o Progress reports - six


monthly. (8.2)

PP2 Solna City of Solna

Stockholm Chamber of Com-merce

Stockholm-Uppsala Life Science Cluster

Karolinska Institutet

Karolinska University Hospital

Karolinska Development,

Karolinska Innovation

Karolinska Inistutet Science Park

KI Unit for Bioentrepreurship

Stockholm Science City

The Solna URBACT Local Sup-port Group consists of the city, the chamber of commerce, clus-ters and several bodies and companies within the KI innova-tion system.

The Group had the first meeting at August 18, 2008 and may add more participants during the project timeframe. Addi-tional partners may be added, but the number will not exceed 12.


o Developing a triple helix led economic development strategy (2.1)

o Create and develop thematic triple helix partnerships (3.1, 3.2,3.3)

o The key mission for the Lo-cal Support Group is to make Solna a place to do business in the Life Science sector (4.1, 4.2, 4.3)

o Develop and deliver best practice activities (5.1 and 5.3)

o Attend six-monthly thematic network events

o ULSG plans to meet four times yearly during the pro-ject timeframe and then be-yond that as a permanent institution (6.3)

o Develop Local Action Plan (7.1)

o Progress reports - six monthly. (8.2)

PP3 Campobasso Municipality of Campobasso

Province of Campobasso University of Molise

Campobasso ULSG will have bi-monthly meetings, organized on a workshop methodology base; Campobasso Municipality will


Science and Technology Park of Molise (Molise Innovazione) Catholic University of the Sacred Heart Chamber of Commerce Finmolise S.p.A. Unioncamere Molise Assindustria Molise Matese per l’Occupazione A.T.I. - "I.S.S.E.L." – Iniziative di Sviluppo Socio-Economico Locale Centro Fieristico Polifunzionale di Selva Piana Spa

chair the workshops, facilitation will be provided through external expertise. The ULSG meetings will determine permanent eco-nomic development actor work-shops


o Identifying local economy key challenges (1.1)

o Integrate economic development planning at different levels - national, regional, local (2.1)

o Strengthening triple helix partnership through learning (3.2 and 3.3)

o Create a distinctive local brand (4.3)

o Development and application of local action plan (7.1)

o Create and monitor training and education opportunities for local businesses (

ULSG workshops will be open to business enquires and support requests, case study evaluation, training experiences, study vis-its; in particular ULS will host “problem solving” meetings will existing companies facing par-ticular problems and with new business idea owners

Campobasso ULSG will operate in the project framework through:

o Development of local action plan (7.1)

o Best Practice case Studies to Learn and Inform (5.1)

o ULSG study visit programme (5.3)

o ULSG meetings and open conferences (6.3)


PP4 Patras Municipality of Patras (Patras Municipal Enterprise for Planning and Development ‘ADEP SA’)

The LSG will be managed from a Steering committee with repre-sentatives from all organizations


Managing Authority of the Re-gional Operation Program of Western Greece

University of Patras

Hellenic Open University

Patras Science Park

Business Innovation Centre of Western Greece

Chamber of Achaia

that compose the LSG of Patras. The Steering committee will have 9 members where 2 mem-bers will represent the Munici-pality of Patras, 2 members will represent the Managing Author-ity of the Regional Operation Program of Western Greece and one member will represent each of the other organizations that will participate in LSG. The Steering Committee’s over-all task is to ensure a consensus on the objectives, methodology, inputs and results of the LSG. o The Steering Committee will

meet every 2 months to re-view (6.3):

the progress in the implemented actions and tasks: the future actions: the approval of reports:

Specific tasks undertaken by the ULSG will include: o Producing an economic de-

velopment strategy (2.1) o Creating and developing a

thematic triple helix partner-ship (3.1)

o Improving understanding and exchange between triple helix partners (3.2 and 3.3)

o Creating a distinct local brand (4.3)

o Producing best value case studies (5.1)

o Attending ULSG study visit programme

o Producing Local Action Plan (7.1)


o Engaging with Expertise to deliver programme (10.2)

PP5 Leszno Municipality of Leszno

LFP (Leszno Pump Factory)

Higher Vocational State School

Higher School of Marketing and Management

The group will consist of a steer-ing group (10 people) with addi-tional organizations represented through the open forum that will allow for more wide-ranging dis-cussion and inclusivity.


Higher School of Humanities

Regional Chamber of Industry and Commerce

Centre of Innovation and Tech-nology Transfer

Poznań Science and Technology Park


o Identification of priority sec-tors for economic support building on results of local economic research – develop support programme (1.1; 2.1)

o Implementation of cross-sectoral training programme - including peer led sessions (3.1, 3.2, 3.3)

o Developing a talent attrac-tion and retention strategy (4.1)

o Creating triple helix partner-ship personal and business location strategy (4.2)

o Establishing a distinctive lo-cal brand (4.3)

o Best practice case studies (5.1)

o Study visit programme – transnational (5.3)

o Identified external events (facilitated by budget). (5.4)

o Six monthly Thematic Event Policy position papers – ULSG briefings and lobbying papers on key strategic is-sues of common interest (6.2)

o Bi-monthly meetings includ-ing One-day ‘open confer-ences’ annual. (6.3)

o Development of local action plan. (7.1)

o Contributing to communica-tion activities (8.1, 8.2, 8.3, 8.4)

PP6 Dunkirk Greater Dunkirk Council

Université du Littoral et de la Côte d’Opale

Conseil Régional Nord-Pas-de-Calais (managing authority),

The LSG (10 people) will consist of a steering committee. It will meet every two months to re-view the implementation of the project, approve actions, and approve reports. The LSG will be


Conseil Général du Nord,

Dunkerque-Technologies,

Chamber of Commerce and In-dustry

Ruche d’entreprises de Saint-Pol (business centre).

responsible for the local action plan elaboration, implementa-tion and evaluation.

It will also feed the other groups resulting from the implementa-tion of the Economic Strategy (especially with the innovation monitoring group, University Development monitoring group).

In order to allow additional local partners to contribute and be involved in the network, a co-operative platform will be cre-ated. This platform will be open to representatives of other Higher Education organisations (EPID, ISCID), SME’s, a group of businesses, representatives of the students, job centres and representatives of economic or-ganisations (ex: Flandre Cré-ation, Dunkerque-Promotion).


o Mapping of the state of eco-nomic transformation and understanding the govern-ance of innovation (1.1)

o Developing a triple helix led economic development strategy (2.1)

o Developing and strengthen-ing triple helix cooperation (3.1, 3.3)

o Creating appropriate condi-tions for stimulating knowl-edge based activities (4.1, 4.2)

o Participation in best value activities (5.1, 5.2, 5.3, 5.4)

o Attending meetings and events (6.1, 6.2, 6.3)

o Producing local action plan (7.1)

o Contributing to communica-tion and dissemination ac-tivities (8.1, 8.2, 8.3,8.4)


PP7 Potsdam University of Potsdam (Institute of Geography),

Association ProWissen e.V.,

Chamber of Commerce Potsdam

(Department of Innovation and Environment),

Municipality of the State Capital of Potsdam (Department for Economics and Communication),

University of Applied Sciences, complan

Kommunalberatung, ERDF-Managing Authority

The Potsdam ULSG consists of partners who are highly respon-sible for economic development and innovation in the State Capital of Potsdam. To ensure effective work the core ULSG group is rather small. Further administrative experts and part-ners on local, regional and state level, science organisations etc. will join the ULSG depending on the topics to be discussed.

The ULSG will meet 3 to 4 times yearly. The project partner, Uni-versity of Potsdam, supported by external expertise, will pre-pare meetings.


o Mapping of local transforma-tion and need (1.1)

o Strengthening the role of universities and local au-thorities (2.1)

o Creating and developing tri-ple helix partnership (3.1)

o Organising and supporting exchange programmes on local level (3.2, 3.3)

o Developing triple helix part-nership personal and busi-ness location strategy (4.2)

o Initiating case studies / re-search work on specific top-ics on university level and synthesis of the results (5.1)

o Organising study visits for ULSG members on transna-tional level (5.3)

o ULSG meetings - four per year (6.3)

o Delivering Local Action Plan (7.1, 11.1)

o Organising information and publication events on local level (8.1, 8.2,8.3, 8.4)


PP8 Agueda Municipality of Águeda

University of Aveiro (UA)

Superior School of Technology and Management of Águeda (ESTGA)

Employment and Professional Training Institute (IEFP)

Business Association of Águeda (AEA)

Abimota

Industrial Quality Laboratory (LIQ)

Industrial Association of Aveiro’s District (AIDA)

The group will consist in 4 public entities, and 4 private entities, being that 2 of those are related to high education, ESTGA and UA, 4 are business associations, AEA, AIDA, LIQ and Abimota, and 1 of training and employ-ment, IEFP.

This group might be enlarged as other needs are identified by the LSG, and by concerning the capital gains that the news partners might bring to the net-work.

The group will gather monthly, to discuss questions related to the network and the project on-going.


o Produce a triple helix led economic development strategy (2.1)

o Create and develop triple helix partnership (3.1)

o Improve triple helix compe-tencies (3.2, 3.3)

o Develop a talent attraction and retention programme (4.1)

o Undertake best practice ac-tivities (5.1,5.2, 5.3)

o Hold monthly ULSG meet-ings (6.3)

o Develop a local action plan (7.1)

o Produce six monthly report (8.2)


3.5 Integration of ULSG activities to project work programme

Please describe how you plan to integrate the activities of the ULSG in the

project work programme (activities, outputs, etc.). 1 page maximum

The emphasis of RUnUP is on ensuring that all aspects of the networks work involves the tangible input of ULSG members, as has been adequately high-lighted in all previous sections. Local partners will be tasked with ensuring that the transversal objectives identified for the RUnUP network are imple-mented at a local level not by the local authority, but instead by a compre-hensive partnership of stakeholders. This is indeed the only and natural option for RUnUP, as all objectives identified in section 3.2 involve the ac-tive involvement if all ULSG members.

The ULSG’s work programme is therefore essentially a tailored, local ver-sion of the transnational work plan. In turn, the ULSG’s activities are es-sentially local implementations of common, transversal RUnUP activities. All partner ULSGs will be involved in the following actions:

o Best Practice Case Studies (Action 5.1)

o ULSG Study visit programme (Action 5.3)

o Opening/Final Conference (Action 6.1)

o 6-Monthly Thematic Events (Action 6.2)

o ULSG Meetings (Action 6.3)

o Communication and Dissemination activities (Actions 8.1, 8.2, 8.3 and 8.4)

These will inform the development of the Local Action Plans (Action 7.1) that will provide next steps for local actions based on the outcomes of the overall network.

ULSGs will be heavily linked to the overall network by informing the Lead Expert of key issues of interest and debate across the partnership. This will allow the Lead Expert and Lead Partner to influence debate at Thematic Pole sessions, influence Thematic Pole research commissioning, and provide themes for RUnUP policy papers.

ULSGs themselves will develop case study papers that will influence wider debate and exchange across the Network, and will develop policy position papers on topics of local interest. The latter will directly inform the direc-tion of travel for the network and the substance of Local Action Plans where applicable.


4 INVOLVEMENT OF MANAGING AUTHORITIES

Please describe how you plan to concretely involve the (associated) Manag-ing Authorities into the project’s activities (e.g. contributions expected from MA, specific events for MA, etc.). 1 page maximum

RUnUP partnership feels it is vital that Managing Authorities (MAs) are not artificially added to the network, but that they are instead equally valid partners as other stakeholders. For this reason MAs will be invited to at-tend all ULSG meetings and to operate in the same proactive way as any other ULSG member. The RUnUP network has the support of all nine part-ner managing authorities and the active engagement and involvement of eight authorities in the implementation phase. In this sense they are in-volved in the network not as special Associate Partners, but instead as stakeholders in the economic development of the localities and the imple-mentation of ERDF funds to further economic prosperity.

In addition to this, all MAs are invited to major milestone events. These will include the open and closing conferences and thematic events under-taken every 6 months throughout the duration of the network. Where ap-plicable, MAs will lead sessions in each of the conferences and events on issues related to regional policy and the implementation of Structural Fund policy.

MAs will be involved in tangible actions such as secondment programmes and will also be eligible to participate in ULSG study visits if they are nomi-nated by their peer organisations at the local level. When a city seeks to develop the economic policy and strategy detailed in section 3.2 above, they will be asked to involve MAs in the drafting stages and also to have MAs as joint signatories on the finalised policy.

5 METHODOLOGY AND USE OF EXPERTISE

5.1 Methodological framework for project implementation

Please describe the methodology you are going to implement with regards to exchange and learning activities and as far as capitalisation and produc-

tion of knowledge are concerned (1 page maximum).

The dominant methodology for the RUnUP network is an Action Research Framework. The Baseline Study including State of the Art has brought to-gether a wealth of academic, statistical and sector specific materials to pro-


vide a comprehensive contextual base. Building on this firm foundation of thematic knowledge, RUnUP partners are keen to emphasise the impor-tance of using real life scenarios and environments to add to theoretical materials.

The ULSGs will therefore be critical in exchanging, developing and contrib-uting to knowledge. Intra-ULSG learning will be facilitated through local cross-sectoral training sessions, secondment programmes and mini-conferences. Inter-ULSG learning will be facilitated by transnational policy paper exchanges, transnational peer support and potential transnational secondments. Representatives of ULSGs will also participate in annual study visit programmes, allowing all ULSGs to share information and thoughts whilst visiting key European sites of best practice.

These study visits will form the basis of case studies, written by nominated members of the RUnUP delegation. These papers will form the basis of lo-cal policy discussions and recommendations. Case studies will also be de-veloped by individual ULSGs or ULSG members with specific experiences to share. These case studies will form a compendium on an annual basis and will be disseminated in line with the wider communication plan.

Beyond the RUnUP network specific actions, the Thematic Pole will provide an excellent resource for capitalisation. RUnUP representatives will feed through key items of research, policy or case studies to add to the cumula-tive work of the “Cities – Engines of Growth” pole.

5.2 Lead expert and other thematic experts to be involved

Please outline how you intend to use the expertise resources available from

the URBACT programme9 (main tasks to be assigned to Lead expert and corresponding amount of days, plans to call in additional ad hoc expertise, etc.) – 1 page maximum

The Lead Expert’s main perspective is on the role of how a university can be linked to its local economy rather than what policy and history dictates that it should do. This is a critical aspect for RUnUP as universities are the delivery mechanism for the strategies developed by the municipalities. In this context the Lead Expert’s role is focused on understanding how the economic policy of the partners is translated into activities and projects that support development of local industry around the themes identified in the MIT paper (see State of the Art), and as a knowledge source of best prac-tice approaches that can be modified and adopted to suit local conditions. This brings in the university and industry perspective into the triple helix.

A key area is around economic strategy formulation, which has been high-

9 Please refer to the Programme Manual, Fact sheet 2a, section 5.


lighted, in the vast majority of Baseline Studies. In this context the RUnUP network requires additional expertise in the form of an individual with de-tailed knowledge of economic planning concepts and the workings and ap-proaches of municipalities and can provide this linkage into the triple helix type concepts.

Looking at this in the context of the state of the art, the Lead Expert’s in-volvement will be around the knowledge economy, engaging industry, the role of universities and the thematic expert dealing with the issues of the medium-sized cities in particular the role of the municipalities. This will mean an estimated 36 days being assigned to a Thematic Expert to com-plement the Lead Expert. A total estimate of 85 days will be assigned to the Lead Expert.

In order to avoid relying on purely external expertise, the RUnUP network partnership acknowledges the substantial amount of high quality, diverse expertise available in ULSGs. When it is felt that a particular ULSG or the partnership at large needs ad-hoc expert support or guidance on issues not identified above, the first step will be to identify ULSG members that are acknowledged experts in the field. When such a person or organisation is identified they will provide the required information and/or guidance.

Beyond this ad-hoc expert advice, ULSG members will use their experience and knowledge to develop case studies and discussion papers. These will be circulated around the entire RUnUP partnership to provoke debate and inform other ULSGs.

6 COMMUNICATION AND DISSEMINATION PLAN

Please provide your communication and dissemination plan for Implementa-

tion phase along the following lines

1. Who will be your target groups ? (5 lines)

Describe the categories of the audiences you want to reach10 (e.g.: the po-

litical authorities, universities, research centres…)

The triple helix model that underpins the network means there is clarity on key target audiences:

o Universities. Departments responsible for interaction with business, as well as innovation and entrepreneurship centres.

10 Please note that this list will be used as a reference for a coming related

contact list to be completed with your local contacts.


o Local Authorities (especially non-capital/non-regional capital cities). Departments dealing with economic development strategy and busi-ness support. Also education departments

o Businesses. Particularly SMEs in traditional industries.

o Other government. National, Regional and EU departments and or-ganisations aiming to promote entrepreneurship, innovation and wider economic development.

2. What are the project identity and its main messages? (15 lines)

Summarize who you are/ what you do/ what are your objectives/ your val-ues and specificities. Describe the main characteristics of the logo and graphics charter you intend to use.

The RUnUP network seeks to bring stakeholders from academic, business and public sectors together to boost economic development in small-medium sized cities. Recognising the all-encompassing nature of economic development, RUnUP is inclusive in nature, reaching out to all sectors of the economy to inspire and support entrepreneurship and innovation.

The network involves many stakeholders that could be described as formal-ised institutions. To give the network credibility with these, the graphics charter is relatively formal itself. The logo is based on a dynamic text based model, obviously belonging to the URBACT family and having a strong European identity. All publications and outputs will be branded with this logo alongside the URBACT and EU logos

3. Who will be the webmaster in charge of fulfilling and up-dating

your pages on the URBACT website? (3 lines)

If this person is not your communication officer, explain your working inter-nal organization in terms of management/ information flow between you

and the URBACT Secretariat…

The Communications Officer will be responsible for the updating of RUnUP sections on the URBACT website. This officer will be supervised by the Pro-ject Co-ordinator.

4. How will you organize your final event ? (10-15 lines)

Describe in terms of Communication the organization of the event (e.g.: formal conferences, diners, other original ideas…) / your targeted guests /

the expected participants and global results…


RUnUP’s final event will be a formal, thematic conference at which the key outcomes of the network are communicated to a multi-sectoral audience. The Leader of Gateshead Council will give an opening speech, followed by interactive sessions on the key themes addressed within the network. This will be complimented by the addition of a keynote speaker – ideally a high profile political figure responsible for economic policy at a national or Euro-pean level.

The target audience will include local authority officers and politicians, managing authority officers, representatives of university departments re-sponsible for innovation and business linkage, as well as officials from rep-resentative bodies for businesses from all sectors. In addition to this, invi-tations will be extended to officials from local, regional, national and Euro-pean organisations involved in economic development, innovation and knowledge transfer – for example government departments and European Commission DGs.

5. What will be your communication materials ? (3-5 lines)

Describe your main tools (e.g.: brochures, flyers, CD-roms, others…)

Environmental sustainability is a key concern for the RUnUP network, there-fore electronic PDFs detailing 6 monthly progress reports for the entire network as well as individual cities, and the URBACT website will be central communication tools. In addition, CDs with core documentation will be dis-tributed at key meetings and conferences such as the EU Week of Cities and Regions. The end of the network will be marked by the widespread dissemination of a CD pack, which will contain all network documents and outcomes in an accessible way.

6. How, where, when will you disseminate the URBACT materials?

(15-20 lines)

Explain your main quantitative and qualitative objectives. Describe your or-ganization (e.g.: partnerships/ specific places/ event opportunities… )

In keeping with our commitment to environmental sustainability, emphasis will be given to continual electronic distribution of materials via email and the RUnUP web pages. In addition to this, materials will be disseminated at transnational and local events.

Beyond the RUnUP network framework, partners will identify key confer-ences and events such as the European Employment Week and European Week of Cities and Regions to disseminate information through. These will be identified on an annual basis to allow for clear forward planning, with criteria for events being an economic/entrepreneurship/innovation focus.


Finally, partners and their ULSG members will disseminate information through their individual networks, be they international organisations that they belong to or local partnerships.

7. Which media are you targeting? How will you reach the media at

a local level? (15-20 lines)?

Give the names of (minimum) 5 medias11 you will target for each partner.

Explain your main methods to reach them (e.g.: press kits, press releases, press conferences or press trips, other…)

The Communications Officer for the RUnUP network will target the following types of media;

• Websites – partner cities own websites and those of ULSG partners

• Newspapers – local & regional newspapers & trade press

• Radio – local & regional radio stations

• Newsletters – partner cities own newsletters and those of ULSG partners

• Television – local & regional television networks

The RUnUP network will reach the above media at a local level by using the knowledge, experience and contacts of network partners. A full media con-tact list for the RUnUP network has been compiled and is attached as Ap-pendix 1 to the final application. The Communications Officer will produce press releases for all network activities and work with network partners to publicise the activities and outcomes of the RUnUP network.

8. Please illustrate what practical measures will be implemented to ensure that working methods, progress and outcomes are shared with all interest parties in a transparent way (15-20 lines).

(e.g. publication of minutes on the website, open seminars…)

Transparency and accessibility are cornerstones of RUnUP’s approach to dissemination. The Communication Officer will work closely with all partner cities to ensure that regular updates are available. These will outline pro-gress towards objectives at the city level and will be presented on the RUnUP web page. In addition to this, all ULSG meetings will be minuted, with minutes and related documents made available under each city’s spe-cific page on the URBACT website.

All press coverage will be monitored by the Communication Officer and up-loaded to the RUnUP web page. All meetings will have sessions with a

11 Please note that a completed media contact list for each partner of your

project will be due to the URBACT Secretariat for phase II.


number of places allocated to non-partners. This will give anybody the op-portunity to find out more about the network and its progress, be they members of the public or individual businesses. In addition, all ULSGs will have one open session per year, which will act as a local RUnUP conference in which a wider number of stakeholders and interested parties will be able to participate.


7 WORK PROGRAMME FOR IMPLEMENTATION PHASE

(Please refer to objectives and actions listed in section 3.1. and to outputs/ deliverables listed in 3.3.)12

Objective Action Month of start

Month of end

Description of activities, components, means

Responsible/ contributing partners

Location when rele-

vant

Expected outputs/ deliverables

1. General coordination and project management

1 30 Recruitment of RUnUP Project Team • FT Project Co-ordinator • PT Communications Officer • PT Finance/Admin Officer

Lead Partner Gateshead

2. Exchange and learning activities

3.2

1 6 Cross-sectoral Secondment and Peer Re-view Programme Planning

o Secondment template agreed o Forward plan of secondments developed

Participating Partners ULSGs

3.2 7 16

15 24

Cross-sectoral Secondment and Peer Re-view Programme

o Host and sending organisation agreed o Individual candidates agreed o Secondments take place

Participating Partners ULSGs

Participating Partner Loca-tions

3.3 12

15

Cross-sectoral Entrepreneurship and In-novation Training Programme Planning

o LE to advise on linked lectures and masterclass topics

o Expert speakers to be identified and booked

o Confirm venue and book o Invitations to all ULSG members plus

identified external stakeholders o Electronic briefing note to identified

media contacts o Book catering

Participating Partners ULSGs Lead Expert

Participating Partner Loca-tions

Transferrable Training Programme

12 Please ensure the coherence between the work programme and the budget. Particularly, each action defined in the work programme must have a budget.

The budget per action must be indicated in table n° 1.5 “EXPENDITURES PER ACTION” of the project budget (see section 12 “project finance”). Moreover,

each budget line in table 1.4 “DETAILED BREAKDOWN OF EXPENDITURE” of the project budget must be linked to a single action of the work programme.


16 20

20 24

o Produce briefing pack plus presenta-tions

Lectures and Masterclass Events

o Deliver 3 lectures o Deliver 2 masterclasses

Develop Proposal for Transferable Training Programme

o Agree format and modules o Consolidate learnings from Actions 3.2

and 3.3 o Develop proposal for training pro-

gramme modules

5.1 16, 22 17, 23 Best Practice Case Studies o ULSGs to identify local case o ULSGs to complete paper o Paper disseminated across network

All Project Part-ners ULSG Lead Partner

5.2 15 18 20

17 20 24

Inter ULSG Peer Review Studies Pro-gramme Planning

o Lead Partner and Particpating Part-ners to agree format for study visits and dates

o Report template to be agreed and produced

o Project Partners to arrange structure for visit – accommodation and mee-tings

Inter ULSG Peer Review Studies Delivery

o ULSG representatives to visit host network partner and undertake critical review

Inter ULSG Peer Review Studies Reporting

o Visit reports to be comiled and forwar-ded to Lead Partner

o Lead Partner to produce visit report and discuss with participating net-works

o Lead Partner to develop best practice paper and distribute to all ULSG’s

Participating Partners ULSG, Lead Partner

Participating Partners Lo-cations

5.3 1 5 ULSG study visit programme pre planning o Identify sites for visits and confirm

Lead Partner and Lead Expert


with hosts

5.3 5 6 ULSG study visit programme bookings o Book all travel and accomodation for 3

ULSG reps per partner o Confirm agenda and disseminate

All Partners UL SG

5.3 8, 18, 24

8, 18, 24

ULSG study visit programme o Undertake study visits

All Partners ULSG

TBC

5.3 9, 19, 25

9, 19, 25

ULSG study visits programme reports o Produce 2-10 page report on findings

from study visits o Disseminate across RUnUP network

Compendium of Best Practice

o Using reports from Action 5.1 and 5.2 produce and disseminate compen-dium of best practice


Compendium of Best Practice in Entrepreneurship and Innovation

6.1 1 25

2 28

Opening Conference o Confirm venue and book o Invitations to all ULSG members plus


media contacts o Book catering for 100 people o Produce RunUP briefing pack plus

presentations o Present Opening Conference

Closing Conference

o Confirm venue and book o Invitations to all ULSG members plus


media contacts o Book catering for 100 people o Produce RunUP briefing pack plus

presentations o Present Opening Conference

Lead Partner All Poject Part-ners Lead Partner All Project Part-ners

Gatesehad Gateshead

Conference Conference

6.2 1 3 Thematic Network Events pre-planning o Confirm Meeting venues for 9, 14, 20

month meetings o Confirm topics

Lead Partner TBC


6.2 8, 13, 19.

9, 14, 20.

Thematic Network Events o Invitations to all ULSG members plus


press contacts o Book catering for 100 people o Produce RUnUP briefing pack plus pre-

sentations o Confirm external speakers o Deliver Transnational Meeting

Lead Partner + Host Project Partner

TBC Thematic network events x 3

10.1 1 30 Lead Expert Activity with Lead Partner o Lead Expert to provide support to Lead

Partner in development of the RunUP Implementation Phase

o Lead Expert to attend identified events, conferences and meetings with Lead Partner

o Lead Expert to assist Lead Partner in the development and achievement of Outputs


Various Lo-cations throughout the RunUP network

10.2 1 30 Lead Expert Activity with Project Partner and ULSG

o Lead Expert to provide support to Network Partners and ULSGs in delive-ry of the RunUP programme

o Additional Expertise (where required) to be employed to supplement lear-ning and delivery throughout the Ru-nUP network

All Project Part-ners and ULSGs

Project Part-ner Locations

12.1 1, 7, 13, 19, 25, 29

2, 8, 14, 20, 26, 30

Project Management Group Meetings o Finalise agenda and circulate o Hold management group meetings

Lead Partner + Host Partner

TBC

12.1 2, 8, 14, 20, 26, 30

3, 9, 15, 21, 27, 31

Project Partner Meeting Reports o Produce reports on transnational mee-

tings o Update website o Report to Thematic Pole o Disseminate report to all ULSG mem-

bers and external audiences including press contacts

Lead Partner

3. Impact on local policies

1.1 1 6 Mapping the State of Economic Transfor-mation and Related Economic Need

Participating ULSGs

Partici[ating ULSG Loca-


o Research question/hypothesis agreed by ULSG

o Research plan developed o ULSG resource identified o Research undertaken o Sector Foresight exercise undertaken o Report produced and disseminated

Mapping the state of Economic Tran-sormation and Arrangements for the Governance of Innovation

tions

2.1 1 6 Triple Helix Partnership Led Economic De-velopment Strategy

o Research question/hypothesis agreed by ULSG

o Research plan developed o ULSG to undertake analysis of report

produced in Action 1.1 to : o Identify Role of Triple helix

partners o Produce Economic Develop-

ment Strategy

Participating Partner ULSGs

Participating ULSG Loca-tions

3.1 1 6 Creation and Development of Thematic Triple Helix Partnership

o Formalise Core Triple Helix partnership o Using results from Action 2.1 create

Thematic triple helix partnerships o Formalise Thematic triple helix part-

nerships

All participating Partner ULSGs

URBACT Local Support Groups x 9

4.1 7 30 Talent Attraction and Retention Strategies (people)

o Using information from Action1.1 and 2.1 ULSG to agree activities to be un-dertaken for sedctor specific talent re-tention and attraction startegies

o ULSG to undertake pilot activities to inform the development of a strategy

o ULSG to develop talent attraction and retention strategy


Talent Attraction and Retention Strategy template

4.2 7 30 Triple Helix Partnership Personal and Bu-siness Location Strategy (Framework)

o Using information from Action 1.1, 2.1 and 4.1 ULSG to agree activities to be undertaken for the provision of triple


Personal and Business Location Programme Guide


helix available support for enterprises o ULSG to undertake pilot activities to

inform the development of a stratgey o ULSG to develop personal and busi-

ness location programme guide

4.3 7 30 Creating a Distinctive ‘Local Brand’ (Place) o Capitalising on the results of 4.1 and

4.2 ULSG to agree what constitutes a ‘distinctive local brand’

o Distinctive local brand to be developed and marketed to target sec-tors/markets


6.3 1 30 ULSG meetings o Full ULSG meeting list produced for all

partners o List of meetings on website o ULSG work plans developed and

agreed with Lead Expert o Hold all ULSG meetings according to

plan

All partners

6.3 1 3 ULSG ‘open conferences’ o All ULSGs to nominate date for annual

open conferences

All Partners

6.3 12, 23

15, 27 ULSG ‘open conferences’ o Confirm venue and book o Invitations to all ULSG members plus


press contacts o Book catering for invited people o Produce RUnUP briefing pack plus pre-

sentations o Deliver conference

All Partners

7.1 1 30 Develop Local Action o Final Local Action Plans developed

All Partners Local Action Plans x 9

8.2 3, 9, 15, 21, 27,

3, 9, 15, 21, 27

ULSG meeting reporting o Minutes of all ULSG meetings to Lead

Partner and uploaded to website

All Partners Lead Partner

8.4 1 30 Political/Strategic Engagement o PP to provide regular briefings to local

All Partners


political members

11.1 1 30 Managing Authority Engagement o PP to engage MA with regular briefings

through attendance at: o ULSG meetings o Thematic Network Events o Open/Cose Conference

o Mas will aslo receive copies of all six-monthly reports, interim network re-ports and final network report.

All Partners

4.Capitalisation process at pro-gramme level

5.4 1, 6, 18 6, 12, 24

External conference attendance o Annual programme of external events

developed

Lead Partner Lead Expert Selected Project Partners

TBC

5.4 11, 23 Week of Cities and Regions Lead Partner and Lead Expert

Brussels

5.4 7, 19 European Employment Week Lead Partner and Lead Expert

Brussels

8.1 1 1 Re-launch of RUnUP web pages for phase 2

o Update with all new member details and revised work plan

Lead Partner

8.1

1-31 incl 1-31 incl RUnUP Web Site Updates - monthly Lead Partner Space dedicated to the network o the URBACT website – Monthly updates x 30

8.2 9,15,21,27, 31

10,16,22,28,32

RUnUP Progress Briefings - six monthly o Complete and disseminate to all ULSG

members plus identified external stakeholders and press

Lead Partner Overall network six-monthly brief-ings x 5

8.3 10,16,22,28,32

10,16,22,28,32

Press Updates - six monthly o Contact list for key press contacts up-

dated o Electronic and oral contact made with

all contacts o Advice given to partner cities on com-

munication methods

Lead Partner

8.2 3, 9, 15, 21, 29, 31

3, 9, 15, 21, 29, 31

ULSG Reports - six monthly o All partners to produce report on pro-

gress of ULSG o Reports uploaded to website

All Partners ULSG six-monthly updates x 45

9.1 1,10, 23 1, 13, 25

Urbact Annual Conference

o Partnership to agree attendees Lead Partner Lead Expert

TBC


o Attend conferences

Selected Part-ners

9.1 5, 10, 17, 22 Provi-sional

5, 10, 17, 22 Provi-sional

Thematic Pole Events attendance o 1 representative from Lead Partner +

Lead Expert to attend minimum 2 per year

Lead Ex-pert/Lead Part-ner

Paris

9.2 5,10,17,22 Provi-sional

5,10,17, 22 Provi-sional

Thematic Pole Briefings o Lead Partner to produce update on

Thematic Pole activities o Disseminate across network

Lead Partner Lead Expert

13.1 12 and 24

14 and 26

RUnUP Interim Report Packs o Synthesis report of ULSG updates, pol-

icy papers, case studies, site visits and secondments

o Relevant academic and professional literature identified

o CD pack created for dissemination o Dissemination across network and

identified external stakeholders and contacts

Lead Partner Lead Expert

13.2 28 30 RUnUP Final Report o Synthesis report on outcomes of pro-

ject developed o CD pack created for dissemination o Dissemination across network and

identified external stakeholders and contacts

Lead Part-ner/Lead Expert

Final Project Report


8 ESTIMATE OF THE CARBON FOOTPRINT AND RESOURCE

CONSUMPTION FOR IMPLEMENTATION PHASE

A variety of climate control initiatives have been implemented both at EU and national levels. To

reach the emission reductions set by the Kyoto Protocol, the European Commission launched the

European Climate Change Programme in March 2000. Under this umbrella, the Commission works

with industry, environmental organisations and other stakeholders to identify cost-effective measures

to reduce emissions.

In order to contribute to these initiatives, the URBACT II programme has in-cluded, in the criteria for the assessment of projects, efforts proposed by the partners to mitigate impact on CO2 emissions. While acknowledging that face to face meetings are important in trans-national exchange and learning activities, a specific attention will be paid to checking if projects show special awareness re-garding this issue.

Activity Estimation of carbon

per unit of travel

Nb of journeys Carbon consumed

Short flights (1 hour in air)

0.2 tonne 36 7.2 tonnes

Medium length flights (2hours in air)


Long length flights (‘3 hours in air)


Short Train journeys (up to 300km)

0.01 tonne 0 0 tonnes

Medium train jour-neys (more than 300km)

0.02 tonne 0 0 tonnes

Virtual meetings (carbon mitigation)

Other

Total 46.40

Appendix 2 is a breakdown of the RUnUP network carbon footprint


9 PROJECT MANAGEMENT

9.1 Previous Experience of Lead Partner

Please describe Lead Partner’s experience with regard to management of international cooperation projects or similar activities (max 1/2 page)

Gateshead Council has significant experience of participation in and man-agement and delivery of successful externally funded projects. In particular Gateshead has expertise in managing and delivering ERDF & ESF resources. Gateshead Council has acted as programme co-ordinator for Objective 2 funding targeted at priority wards across Gateshead. This has involved co-ordinating a £4m programme of local projects delivered by partner organi-sations over a 5-year period. Gateshead also has experience of being the accountable body for Single Regeneration Budget (SRB) resources on behalf of the Managing Authority, One NorthEast. We have successfully delivered 6 programmes of SRB funding totalling approximately £50 million. SRB part-nerships were established to co-ordinate each programme involving stake-holder organisations.

Gateshead Council also has extensive experience of European network ac-tivity through its involvement in the Eurocities Network. As part of this en-gagement the institution is experienced and capable in cooperation between European cities on numerous issues areas including Environmental, Cultural and most importantly economic development issues. Gateshead has chaired the Employment Working group for 2 years and has been responsi-ble for major European Benchmarking exercises in the field of local eco-nomic development. Gateshead also played a critical role in the Interreg Waterfront Communities project, leading on a major work stream that addressed best practice in ur-ban development and its role in wider economic development. This network involved EU cities from across the EU with Gateshead organising transna-tional research, conferences, benchmarking and works studies. The author-ity was also involved as a partner in the Interreg TouriSME project that ana-lysed the role of SMEs in local development and how issues such as tourism could be used to increase development. This multi-sectoral project involved close cooperation with other European cities, regions as well as universities, private sector organisations and Regional Development Agencies. Gates-head Council is also involved in EU Progress projects to address socio-economic exclusion and multiple deprivation in European cities, and will be a local partner in a forthcoming transnational networks conducting peer re-views of cities across Europe regarding economic inclusion and social devel-opment.


9.2 General coordination and overall responsibilities

Please describe who will be involved in project management/ coordination

and what specific activities will be undertaken. Please outline responsibili-ties for actions (max 1/2 page)

Gateshead Council as lead partner will take overall financial and legal re-sponsibility for the RUnUP network. The project co-ordinator will ensure that the subsidy contract is signed by Gateshead for the grant when the fi-nal application is approved.

The project co-ordinator will be a FT post dedicated to the success of the RUnUP partnership. Gateshead Council will establish a project board to steer the direction of the RUnUP partnership at a strategic level. This will consist of 3 senior managers; Director, Head of Economic Development and Head of Policy. Reporting to the project board will be a project team. This team of officers from across the council will support the co-ordinator in the operation and implementation of the network. They will include specialists from the business team, external funding team, partnerships team, techni-cal finance and internal audit. The project team led by the co-ordinator will ensure all of the actions required during project implementation and re-porting are successfully delivered. The co-ordinator will be the RUnUP pro-ject liaison with the Urbact secretariat and the key contact for our project partners and lead expert.

The co-ordinator will be based in the Economic Development Service of Gateshead Council and will report to an Economic Development Manager. They will be supported by a PT administration and finance officer and a PT communications officer.

9.3 Operational management, including administrative and financial aspects

Please describe who will be involved in operational management, including administrative and financial. Please outline responsibilities for actions (max 1/2 page)

As senior officer, the Project Co-ordinator will have ultimate responsibility for all aspects of project management. The Finance and Admin Officer will deal with the relevant operational tasks on an ongoing basis however. The project co-ordinator will lead on; • Project implementation

- Delivery of the work packages and outputs; (see Appendix 3and4) - Clearly link activities in the work programme to the RUnUP budget; - To follow Gateshead’s internal management and control system; - To make Urbact funding claims using PRESAGE; - To transfer funding to the network partners; - To take part in the activities of the Thematic Pole; (Action 9.1 & 9.2)


- To participate in activities of the Urbact Programme - To ensure that the URBACT Local Support Groups are set up by each Project Partner; (Action 6.3) - To ensure the RUnUP network’s results and findings are communicated to a wide audience at local, regional, national & European level (Actions 8.1- 8.4) • Project reporting - To submit the RUnUP activity & finance progress reports to the Secretariat on behalf of the network (Action 13.1) - To submit the RUnUP final report to the Secretariat (Action 13.2)

10 INVOLVEMENT OF PARTNERS

Please specify the role and activities of project partners, which elements of

the work programme they will be involved in and if any partners will be taking a more active role in the coordination of the project (steering group, etc.). Max. 1 page.

The objective of the RUnUP project as managed by Gateshead Council is to be as inclusive and equal as possible. For this reason all project partners will participate in suitable project work packages.

o Setting up and maintaining ULSG (3.1)

o Development of Local Action Plans (7.1)

o Commissioning and conducting Local Economic Research (1.1)

o ULSG meetings and ‘open conferences’ (6.3)

o 6 monthly ULSG progress reports (8.2)

o Cross-sectoral training (3.3)

o Cross-sectoral secondments (3.2)

o ULSG study visits (5.3)

o Production of policy papers (9.2)

o Production of Local Case Studies (5.1)

o Attendance at open and close events + thematic network events (6.1 and 6.2)

The Lead Partner will have sole responsibility and involvement in the coor-dination of the project, thus ensuring simplicity and clear accountability. In addition, the Lead Partner will have sole responsibility for the external representation of the partnership These tasks will be :

o Attendance at Thematic Pole meetings (9.1)

o Attendance at Urbact Annual Conferences (9.1)

o Regular updating of RUnUP webpages (8.1)


o Provision of 6 monthly RUnUP update briefings (8.2)

o Development of interim reports and documentation -12, 24 and 30 months (13.1)

o Financial monitoring and 6 month reporting

11 PROJECT FINANCE

Please provide the completed 5 separate Excel financial tables with data related to the budget for the Implementation phase (Phase II).


12 DECLARATION OF MAXIMUM AMOUNT OF EXPENDITURE TO BE CERTIFIED AT THE END OF THE DEVELOPMENT PHASE

I hereby, as signing person of this Final Application form and on behalf of the

Lead Partner, attest on my honour that the project development phase (phase I)

will be closed with a total and final certified expenditure (from the beginning un-

til the administrative closure of phase I) that amounts to maximum13:

63,371 €

This total amount will correspond to the following breakdown per category of ex-penditure:

Category of expenditure Total (in €)

1. Project co-ordination 806

2. Personnel 37945

3. Meetings organisation 1200

4. Travel and accommodation 14141

5. Communication and dissemination 0

6. External expertise 4860

7. Equipment 0

8. URBACT Local Support Groups 3719

9. Managing Authorities 700

Total 63,371

I am aware that, at the end of the development phase (phase I), my project will

not be allowed to declare and certify more than the amounts per category of ex-

penditure as indicated in the breakdown table above. All exceeding expenditure

will not be accepted by the URBACT II Managing Authority.

I am also aware that the sum between the maximum amount of expenditure

that will be claimed for phase I and the proposed budget for the implementation

13 Please indicate the maximum amount of expenditure that will be claimed for phase I, which includes

ERDF, Norwegian/Swiss funds (if part of project funds) and partners co-financing.


phase (phase II) must not exceed the ceiling established for the maximum

budget of a thematic network14.

The non respect of this condition will cause the rejection of this Final Application

form.

Moreover, the sum between the maximum amount of expenditure that will be

claimed in categories 8 and 9 for phase I and the budget proposed for categories

8 and 9 for phase II, must respect the ceilings foreseen for the URBACT Local

Support Groups and for the involvement of the Managing Authorities of opera-

tional programmes15.

14 The total budget for a thematic network (phase I plus phase II) shall be no more than € 710 000.

Additional information are available in the Programme Manual, Fact sheet 2a.

15 For thematic networks (phase I plus phase II), category 8 dedicated to the URBACT Local Support

Groups must have a minimum financial allocation of € 70.000, and category 9 dedicated to the involvement of the Managing Authorities of operational programmes must have a minimum financial allocation of € 40.000.


13 BANK INFORMATION

Name and address of Lead Partner’s bank Cooperative Bank Plc, 84-86 Grey Street, Newcastle Upon Tyne, NE1 6BZ

Bank account holder Gateshead Council

Account number 0262000255

IBAN (International Bank Account Number) GB55CPBK08021162000255

BIC/SWIFT SWIFT/BIC - CPBKGB22

Internal reference Project Cost Centre – JD160


14 DETAILED INFORMATION ON THE LEAD AND PROJECT PARTNERS

LEAD PARTNER

Institution Gateshead Council

Contact per-son

Andrew Tate, Economic Development Manager

VAT number

Legal status Local Government

Address Civic Centre, Regent St

Postal code NE8 1HH

Town Gateshead

Region Tyne and Wear

Country England

Phone 0044 191 433 2084 Mobile

Fax

E-mail [email protected]

Certifying body

Internal Audit, Financial Management, Gateshead Council

Project Coordinator at the Lead partner

Name Chris Wilson

Institution Gateshead Council

Address Civic Centre, Regent St, Gateshead, NE8 1HH

Country England

Phone (of-fice)

0044 191 433 3000 (mo-bile)

Fax


Contact Per-son

Chris Wilson, RUnUP Project Co-ordinator

Person responsible for the financial management at the Lead partner

Name Linden Watson

Phone (of-fice)

0044 191 433 3000 (mo-bile)

Fax


Contact per-son

Financial Contribution


Source Legal basis for decision of funding Amount (in €)

Gateshead Council revenue funding Cabinet Approval 21 Oct 08 89,949

PARTNER 1

Organisation City of Barakaldo

Department Inguralde – Municipal Autonomous Organism for Local Development

Legal status Local Authority

Address Aldapa, 3A

Postal code 48901

Town Barakaldo

Region Biscay - Basque Country

Country Spain

Phone (of-fice)

+34 94 478 94 06 (mo-bile)

Fax +34 94 478 94 04


Contact per-son

Teresa Gaminde

Certifying body

Delegate Inspector of the Council of Barakaldo



Municipal Budget Approval of the

President of Inguralde* 13,575

* Financial management of the activities carried out in Barakaldo in the context of this thematic network will be assumed by Inguralde, the Municipal Autonomous Organism for Local Development of Barakaldo.

PARTNER 2

Organisation Solna

Department Employment and Skills Office

Legal status Local Authority

Address Stadshusgangen 2

Postal code SE-171 86

Town Solna

Region Stockholm

Country Sweden


Phone (of-fice)

+46-8-734 20 00 (mo-bile)

Fax


Contact per-son

Mathias Forsberg

Certifying body

NUTEK



City Budget City Council 11,682

PARTNER 3

Organisation Municipality of Campobasso

Department General Management

Legal status Municipality, Public body

Address Piazza Vittorio Emanuele, 29

Postal code 86100

Town Campobasso

Region Molise

Country Italy

Phone (of-fice)

+39.(0)874.405251 (mo-bile)

Fax +39.(0)874.412251


Contact per-son

Antonio Iacobucci, Maria Di Muzio

Certifying body

Financial Management Area, Municipality of Campobasso



Municipality budget Town Council decision 13.065,00 €

PARTNER 4

Organisation Municipality of Patras

Department Patras Municipal Enterprise for Planning and Development (ADEP S.A.)


Legal status Public

Address Mezonos 108

Postal code 26222

Town Patras

Region Western Greece

Country Greece

Phone (of-fice)

00302610966287 (mo-bile)

Fax 00302610966232


Contact per-son

Ioannis Kostopoulos

Certifying body

Greek Ministry of Economy, Single Payment Authority



Patras Municipal Budget Municipal Council Decision 8,710

PARTNER 5

Organisation Municipality of Leszno

Department Promotion and Development Department

Legal status Local authority

Address ul. Karasia 15

Postal code 64-100

Town Leszno

Region Wielkopolska (Greater Poland)

Country Poland

Phone (of-fice)

+48 65 529 81 23 (mo-bile)

Fax +48 65 529 81 24


Contact per-son

Alicja Szczepińska

Certifying body

Sylwia Tyszko Implementing Authority for European Programs Chief accountant ul. Wspólna 2/4, 00-926 Warszawa tel. 22 461-88-04, fax. (22) 461 89 66 Email: [email protected]




Local public co-financing

City’s Council Decision 8.710,00

PARTNER 6

Organisation Communauté Urbaine de Dunkerque

Department Direction du Développement Economique et du Tourisme- Tourism and Economic Deve-

lopment Direction

Legal status LA

Address Pertuis de la Marine

BP 5530

Postal code 59386

Town DUNKERQUE CEDEX 01

Region Nord-Pas-de-Calais

Country France

Phone (of-fice)

+333 28 24 54 29 (mo-bile)

Fax +333 28 62 72 41

E-mail yannick [email protected]

Contact per-son

Yannick Vissouze

Certifying body

Denis Druon, Trésorerie Municipale (French Ministry of Finance)



Communauté ur-baine de Dunker-que/ Greater Dun-

kirk Council

Decision to be taken by the community council 13 065 €

PARTNER 7

Organisation University of Potsdam

Department Institute of Geography

Legal status Public Body

Address Am Neuen Palais 10

Postal code 14469

Town POTSDAM

Region Brandenburg


Country Germany

Phone (of-fice)

+49.331.9772305 (mo-bile)

Fax


Contact per-son

Prof. Manfred Rolfes

Certifying body

TBC



University budget University decision 8.710,00 €

PARTNER 8

Organisation Municipality of Agueda

Department Office of Organization, Planning and Administrative Modernization

Legal status Public Organism

Address Praça do Município

Postal code 3750-500 Águeda

Town Águeda

Region Centre

Country Portugal

Phone (of-fice)

+351 234610070 (mo-bile)

Fax +351 234610078


Contact per-son

Marlene Marques

Certifying body

Regional Commission of Co-ordination & Development of the Centre



Municipality Budget President of Municipality of Agueda – delegated power

8,710


DETAILED INFORMATION ON THE ASSOCIATED MANAGING AUTHORITIES

ASSOCIATED MANAGING AUTHORITY 1 (ASSOCIATED TO LEAD PARTNER – GATESHEAD COUNCIL)16

Organisation One NorthEast

Department Europe & Skills Strategy

Legal status Regional Development Agency

Address Stella House, Goldcrest Way, Newburn Riverside

Postal code NE15 8NY

Town Newcastle

Region North East of England

Country England

Phone +44 1912296455 mobile

Fax +44 1912296237


Contact per-son

Emma Harvey, Transnational Development Senior Specialist

ASSOCIATED MANAGING AUTHORITY 2 (ASSOCIATED TO PARTNER BARAKALDO)17

Organisation

Department

Legal status

Address

Postal code

Town

Region

Country

Phone mobile

Fax

E-mail

Contact per-son

16 Insert name of corresponding partner.



ASSOCIATED MANAGING AUTHORITY 3 (ASSOCIATED TO PARTNER SOLNA)18

Organisation Nutek

Department

Legal status

Address PO Box 22038 Hantverkargatan 29

Postal code 104 22

Town Stockholm

Region

Country Sweden

Phone 086819100 mobile

Fax


Contact per-son

Susanna Rockstrom

ASSOCIATED MANAGING AUTHORITY 4 (ASSOCIATED TO PARTNER CAMPOBASSO)19

Organisation Regione Molise

Department Programming Department

Legal status Region, Public body

Address Via Cavour, 31

Postal code 86100

Town Campobasso

Region Molise

Country Italy

Phone +39.(0)874.429365 mobile

Fax +39.(0)874.429304


Contact per-son

Councillor Gianfranco Vitagliano

ASSOCIATED MANAGING AUTHORITY 5 (ASSOCIATED TO PARTNER PATRAS)20

Organisation Region of Western Greece

Department Western Greece Special Managing Authority

Legal status Public

Address Patron-Athinon 28





Postal code 264 41

Town Patras

Region Western Greece

Country Greece

Phone 00302610461670 mobile

Fax 00302610422978


Contact per-son

Mihalis Tzortzis

ASSOCIATED MANAGING AUTHORITY 6 (ASSOCIATED TO PARTNER LESZNO)21

Organisation Marshal’s Office of the Wielkopolska Region

Department Implementation of Regional Programme Department

Legal status Public body

Address ul. Strzelecka 49

Postal code 61-846

Town Poznań

Region Wielkopolska (Greater Poland)

Country Poland

Phone + 48 61 858 12 63 mobile

Fax + 48 61 858 12 93


Contact per-son

Małgorzata Barton

ASSOCIATED MANAGING AUTHORITY 7 (ASSOCIATED TO PARTNER DUNKIRK)22

Organisation Conseil Régional Nord-Pas-de-Calais

Department Economic Affairs Direction

Legal status LA

Address Hôtel de Région

151, Avenue du Président Hoover

Postal code 59555

Town LILLE cedex

Region Nord-Pas-de-Calais

Country France

Phone +333 28 82 82 82 mobile




Fax


Contact per-son

Yannick Giry

ASSOCIATED MANAGING AUTHORITY 8 (ASSOCIATED TO PARTNER POTSDAM)23

Organisation Ministry of Economics of the State of Brandenburg

Department ERDF-Funding / ERDF-Subsidies

Legal status Public Body

Address Heinrich-Mann-Allee 107

Postal code D-14473

Town Potsdam

Region State of Brandenburg

Country Germany

Phone +49 (0) 331 866 8034

mobile

Fax +49 (0) 331 866 8368


Contact per-son

Stefan Krapp, Ministry of Infrastructure and Spatial Planning (MIR)

ASSOCIATED MANAGING AUTHORITY 9 (ASSOCIATED TO PARTNER AGUEDA)24

Organisation CCDRC (Regional Commission of Co-ordination and Development of the Cen-tre)

Department

Legal status Public Organization

Address Rua Bernardim Ribeiro, 80

Postal code 3000-069 Coimbra

Town Coimbra

Region Center

Country Portugal

Phone +351 239400100 mobile

Fax +351 239400115


Contact per-son

Ana Veneza




15 CERTIFICATION

I hereby certify that the information stated in this application is to the best of my knowledge accurate and true.

Signature Elected representa-tive25

Name (capital letters): COUNCILLOR MICK HENRY

Position: Leader of the Council

Date: 17 October 2008

Signature Lead Partner

Name (capital letters): ANNE BRITTON

Position: Head of Economic Development, Gateshead Council

Date: 17 October 2008

Official Stamp

25 In case the Lead Partner’s institution has no elected representatives, the signing person must be in

the position of committing the institution’s resources to be engaged in the project (staff, budget, etc.).


ANNEXES

ANNEX 1 – ELIGIBILITY CRITERIA

ANNEX 2 – ADDITIONAL INFORMATION FOR FAST TRACK LABEL


ANNEX 1 – ELIGIBILITY CRITERIA FOR FINAL

APPLICATION FOR THEMATIC NETWORKS

The Final applications submitted within the deadlines to the URBACT Secretariat will be checked for compliance with the eligibility criteria listed below.

Any Final application failing to fulfil all the eligibility criteria will be de-clared ineligible.

1) the Final application and all required documents are submitted within the deadline set for the Thematic Networks, 21 October 2008 latest.

2) the Final application is complete in terms of number of documents re-quired and includes:

- the Final Application Form signed and stamped

- the 5 financial Excel sheets

- one signed letter of commitment for each partner included in the partner-ship

- one signed audit trail for each partner

- one signed letter of intent for each associated Managing Authority

- the Joint Convention signed by all partners

- the baseline study

3) the Final application is complete in terms of information and data required in the documents (all sections in the Final application form and in all re-lated documents have been properly filled using the official templates pro-vided by the URBACT Secretariat)

4) all the documents required are signed, dated and stamped by the Lead partner and Project partners when required

5) the Final application refers to a project bringing together

- 8 partners minimum and 12 partners maximum, which have designated one of the authorities as Lead Partner (plus possibly up to 2 observer cit-ies from non Member/ Partner States)

- partners from at least 3 Member and Partner States

- no more than 3 non-city partners, each being from a different Member/ Partner State

6) the proposed final partnership is balanced with regard to the participation of partners from Convergence objective regions and Competitiveness ob-jective regions, and includes:

- 50% partners from Convergence regions and 50% partners from Competi-tiveness regions in the case of an even number of partners (Partners from


Norway and Switzerland will not be taken into account when considering this balance);

- 50% + 1 partners from Convergence regions or 50% + 1 partners from Competitiveness regions in the case of an uneven number of partner (Partners from Norway and Switzerland will not be taken into account when considering this balance).

7) all candidate partners are “beneficiaries of the programme” or “other partners” in the sense of the Programme Manual (Fact Sheet 1 – sections 5.2. and 5.3. ; Fact sheet 2a - sections 2.2.a and 2.2.b)

8) the candidate partners are not candidate partners in more than 2 URBACT projects at a time

9) the candidate Lead partner is candidate Lead partner in one proposal only

10) regarding the budget, the sum between the maximum amount of expendi-ture that will be claimed for phase I and the proposed budget for the im-plementation phase (phase II) must not exceed the ceiling established for the maximum budget of a thematic network.


ANNEX 2 – ADDITIONAL INFORMATION CONCERNING

THEMATIC NETWORKS WITH THE FAST TRACK LABEL

This section is to be filled in by networks with the Fast Track Label only26.

1. FAST TRACK Label and Commission support

Please indicate for which part of the work programme you expect the sup-port of the Commission and indicate what kind of support you envisage

2. Two-way bridge

2.1. For Thematic Networks with Fast Track label, the involvement of the relevant Managing Authorities is essential. Referring to section 1.3 of the

application form, is information on the associated Managing Authority given for each city partner?

YES/NO

If not, please explain which concrete steps have been taken to involve the relevant Managing Authorities, the problems encountered, and how you

envisage bringing the missing Managing Authorities on board (for each city partner)?

26 For further information please contact DG Regio at the following address: [email protected]) or refer to the Regions for Economic Change web-site:http://ec.europa.eu/regional_policy/cooperation/interregional/ecochange/index_en.cfm.


2.2. To complement information provided in section 5, do you envisage any further mechanisms to secure the commitment of the relevant Managing Authorities (e.g. Memorandum of Understanding)?

2.3. Please illustrate what funding could be leveraged (i.e. from the Re-gional Operational programme or other programmes) based on the 'fast track' activities