Local Action Plan City of Rostock

Transcription

1 City of Rostock GERMANY Rostock an awaking beauty: development to a leading cruise shipping destination in Baltic Sea Region URBACT II Local Action Plan City of Rostock July 2011

2 Hanseatic City of Rostock: Rostock an awaking beauty: development to a leading cruise shipping destination in Baltic Sea Region Overall goal Cruise traffic and urban regeneration of city port heritage Specific objective 1 (immaterial): Change of the Corporate Identity of Rostock into Regiopole Rostock Specific objective 2: (material): Cruise and ferry business get a high(er) rank in local and regional economy, cluster development Specific objective 3: (material) integrated Inner City Port and Inner City development with focus to waterfront & cruise business developments and effects to attract more Cruise visitors from Warnemünde Action 1.1: updating of strategic city development guidelines 2010/2025, capter II + III Action 1.2: operationalization of city marketing strategy basing on 1.1. Action 1.3: operationalization of tourism related development and tourism marketing strategy to 1.1. Action 1.4. corporate communication and behaviour at relevant events, meetings etc. (internal and external) focussed participation at international business forums, fairs etc.; stabilization and extension of contacts to international business; strengthening Cruise Baltic network Action 2.1: further comprehensive development of cruise business cluster in Rostock: as start&end point for cruise trips in BSR development of cruise related bulk services electro energy and waste service education and training combi tickets development Action 2.2:creation of synergies between cruise and ferry passenger transport and other incoming tourism Action 3.1: comprehensive Inner City port development strategy and its implementation with a development of an Inner City Cruise anchorage international planner competition 2011 continuation of Cruise business promoting investment climate individual consultation and advisory services Action 3.2: focussing ULSG to case study / further development and implementations : smaller and flat going cruisers in South Baltic Sea: Network development Investors/operators contact development

3 City of Rostock Title of the LAP: Rostock an awaking beauty: development to a leading cruise shipping destination in Baltic Sea Region Objective 1 : Change of the Corporate Identity of Rostock into Regiopole Rostock as Gateway to Germany NE and Baltic Sea Region ; advertising and definition with own meanwhile developed- strengths Action 1.1 updating of strategic city development guidelines 2010/2025 Description of the specific LAP Action Responsible (Institutions/authori ties in charge) Estimated cost Legal/official planning framework (Financing secured) potential funding already allocated Funding and programmes that partners can apply for. updating of Rostock s strategic and comprehensive development guidelines basing on wide public participation, basing at approved comprehensive regional development plan City admin; office for urban development, urban planning and economy staff costs and some external moderation and publishing costs federal state dev. strategy, regional dev. plan, masterplan: land use Rostock (sectoral plans has to follow inclusive communication plan) all is financed by public bodies e.g. Interreg, URB ACT, central state grants, federal state grants, foundations, co operations with strong stakeholder institutions

4 Action 1.2 adaptation of city marketing strategy to 1.1. a) marketing is nowadays in Rostock more focussed to advertising and public relation via press articles like brochures and flyers b) image Regiopole gets more and more acceptance and utilisation subject related CI mainstreams all departments of city admin and cities enterprises office for press releases (advertising mainly using print and web tools) in co operation with office for urban development, planning, economy; port authority, Rostock s tourism agency, port authority and other mainly staff costs for implementing new city dev. guidelines into city marketing conception, which should be under development; and implemented in a integrated way estimated app for print and web presentation/a its an informal tool; can but must not decided by city council public household and ports authorities household try to combine isolated activities into a pool financing of brochures etc.; increasing federal states financial engagement city household finances; but knowledge about chances for grants from state and EU

5 Action 1.3 operationalization of tourism related development and tourism marketing strategy to 1.1. development of Rostock s environment (tourism related hard infrastructure, its capacities, and strategies/conceptions) Rostock s new tourism support agency (leading) see- budget plan of agency regional development plan, city urban development plan Rostock 2015, master plan, budget of the agency is a part of Rostock s city admin household s plan grants, from private business including NGO s, federal state, central state and EU, in a growing amount needed cross border and trans national Action 1.4 external corporate communication and behaviour advertising, information harbour development agency, tourism development agency, different offices and from city administrations dependant institutions all in co operation with private actors (but never lousing control about public interest s) depending of balance between needs and possibilities and activity / success concerning application for grants a current city or regional communication plan do not exists concerning this matter should be developed basing at corporate communications models 1. public household 2. local tourism taxes 3. grants 4. income by own services federal and central state grants, intellectual output of university, EU grants from federal state or in cross border, trans national programmes

6 City of Rostock Title of the LAP: Rostock an awaking beauty: development to a leading cruise shipping destination in Baltic Sea Region Objective 2 : cruise and ferry business get a high(er) rank in local and regional economy, cluster development Action 2.1.: further comprehensive development of cruise and ferry business cluster in Rostock Description of the specific LAP Action Responsible (Institutions/authorities in charge) Estimated cost Legal/official planning framework (Financing secured) potential funding already allocated Funding and programmes that partners can apply for. strengthening Rostock s cruise academy AIDA cruises, University of Rostock, federal state, job training schools under processing informal cruise academy development plan and related training programmes University benefits from publc household; the ppp AIDA cruise academy from private funds and public input ESF, ERDF, and central or federal states grants, Interreg, URB ACT strengthening and extend Rostock s cruise headquarters business environment AIDA Cruises, Arosa cruises, City of Rostock with a comprehensive spatial Inner City port& river-bank dev. plan and with a sectoral cruise business dev. stra-tegy, under processing informal work plan Rostock business dev. agency win attention of mega-yacht operators Rostock s port dev. agency; Rostock s tourism agency; federal tourism agency in co operation with cruise Baltic network under processing informal port authorities and co operation partners work plan business development grants from central, federal state, EU programmes; Interregproject development 2014ff.

7 increase tall-ship operators cruise business feeling Hanse Sail office Rostock in co operation with partners under processing informal work plan business development grants from central, federal state, EU programmes Interreg project development 2014 ff increase cruise related regional co operation and related community feeling and co operation Rostock s port dev. agency in co opera-tion with Hanseatic City of Rostock admin and Rostock business dev. agen-cy, federal state ministry for economy; community building&socializing under processing business development grants from central, federal state, EU programmes Interreg project development 2014 ff create local stakeholder and actors community succession of co ordinated meetings, conferences and task forces first community building via Ostseeinstitute at University in co operation with e.g. nautical association and seaman s aid association network and Hanse Sail networks, - strengthening of Union of Baltic Cities participation, also of Cruise Baltic Network, under processing business development grants from central, federal state, EU programmes Interreg project development 2014 ff more integrated approach including business development and spatial planning installation of a cluster management

8 Action 2.2 : synergies between cruise and ferry business and other incoming tourism ferry terminal standards upgrading of underdeveloped solutions in relation to new ferries from Scandlines in 2012, new infrastructure can also used by cruisers if Warnemündes cruise terminal is overbooked Rostock s harbour dev. agency, planning dep. finances already approved, mainly ERDF from federal state in co operation / co financing with city of Rostock all is very detailed discussed, negotiated, contracted and under development mainly ERDF grants from federal state public transport transports more cruise tourists regional public transport association a) 70 from URB ACT CTUR budget a) simple slide at city train station directiong to Inner City b) app ERDF grants from Interreg project Interface 2011/12 b) ferry bus shuttle (ferry port-inner City-main station) also can be used for cruise passengers if cruiser anchors in ferry harbour Hotels for Cruise and ferry passengers Hotel business under moderation of Rostock s tourism agency in co operation with ferry and cruise owners/companies staff costs, travelling costs indirect support by public bodies concerning good business environment offers to visit Rostock, private actors under inspiration of staff costs and some depends on business development plans/initiatives of costs at the pocket of business support given by engagement of public or semi

9 combi products Rostock s tourism agency, city manager, regional marketing initiative etc. travelling costs private actors private business public actors international conference spring 2011 Ostseeinstitut at University in co ooperation with ULSG staff costs, some conference fees some CTUR ULSG-budget integrated spatial and sectoral dev. plans city admin, port authority under discussion industrial & ferry harbour developments by own staff and external experts business development grants from central, federal state, EU programmes Interreg project development 2014 ff Inner City campaign tradesman associations in co operation with City admin and public transport has to be discussed; costs for out door cultural events in Inner City already fixed in city household action plan of tradesman association honkey tonk event finance models some financial support given by Interreg Interface-project; new EU-projects could be developed

10 City of Rostock Title of the LAP: Rostock an awaking beauty: development to a leading cruise shipping destination in Baltic Sea Region Objective 3 : integrated Inner City Port and Inner City development with focus to waterfront & cruise business developments and effects to attract more CRUISE visitors from Warnemünde Action 3.1 : permanent updating of comprehensive Inner City port development strategy and its implementation Description of the specific LAP Action Responsible (Institutions/authorities in charge) Estimated cost Legal/official planning framework (Financing secured) potential funding already allocated Funding and programmes that partners can apply for. international planner&architects competion 2012 with aim to prepare strategy for area development to decide by city council city admin, office for urban development. app ,- + staff costs informal spatial framework plan and additional action plan informal plan as precondition for further building- and investment plan dev. city household UBC network, technical support ERDF, Europan, federal and central state grants; Interreg and URB ACT, CTUR network contacts Inner City and Inner City port focussed business mix dev. with aim to foster urban life City admin, Inner City manager, private business p.a. + staff costs area dev. concept and capacity building, Image campaign city household, private investors, federal and central state grants UBC network co operation, ERDF, federal and central state grants, Inter-reg and URB ACT Phase/Notes URB ACT case study was one preparing step supporting decision pro competition/joint strategy development and priority definition

11 Action 3.2 : focussing ULSG and other stakeholders to case study / further development and implementations : smaller and flat going cruisers in South Baltic Sea continuation of case study development recommendations to foster smaller and flat going cruise, mega yacht or tall ships settlement in Rostock Inner City port; creation of positive business environment Harbour dev. agency, city admin, local stakeholder p.a. + staff costs informal business development plan and relevant focussed steps to build up partnerships Rostock s harbour dev. agency s budget, federal state subsidies, staff costs of ULSG Cruise Baltic network, UBC network, ERDF, Interreg and URB ACT; federal + central state grants a Interreg project development Phase/Notes. case study was presented and well focussed disseminated since July 2010

12 CTUR LAPs Action sheets template Specific objective Justification for action Priority level Term for implementation ACTION TITLE : Corporate Identity Change of the Corporate Identity of Rostock into Regiopole Rostock (more than regional metropolis, less than a real metropolis) and its internal and external establishment Rostock begins now a new period of self determined and quality orientated development. Because of the high level of development and establishment it s would cause more negative than positive effects to advertise/define Rostock for foreigners with Berlin. For this new level of comprehensive development shell contribute the cruise and ferry business; new goals and their implementation are needed. Term and conception Regiopole are an optimal vehicle for this new image building purpose. strategic action concerning comprehensive and material and immaterial development/progress (and corresponding marketing); secondary action in relation to cruise marketing; mouth word are more important than papers permanent/long term Detailed action Overall description Framework and aim is the still to establish general high quality standard claim, which confirms and legitimates the Regiopole brand. Now it s the challenge to operationalize and implement this goal in all facets of Rostock Corporate identity development strategy; Rostock s community and friend s behaviour, Rostock s community and friend s communication and Rostock s community and its friend s design. Concerning Cruise-business is Rostock already a Baltic Champion in the semi metropolitan league, but has still enormous unlocked potentials to stabilize marked position and growth of it in BSR. Preliminary phases Implementation phases Rostock was global and EU wide seen- terra incognito in the early 1990ies. Basing on that it had to advertised via Berlin and Hamburg. This situation changed in the benefit for Rostock. Cruise business has longer traditions in Rostock; but it was not at top in the local development strategy in the 1990ies (to contribute to the management of the unification and transformation and globalisation crises in Rostock). In the early 1990ies maritime education and skills especially nautical and ship building related business were discovered and aware potentials for industrial change. The enforced Rostock engagement for cruise business was caused as reaction of the EU wide trend of decreasing shipyard business, rediscovery of whole Baltic Sea is an own brand and huge prospering tourism region, with German AIDA and Arosa head quarter foundation (and related movement of a lot of qualified staff from West Germany to Rostock). Support phases On the one hand Rostock s and Rostock s region Corporate Identity (CI) is changing into a positive one; also at cruise business level. Because of already absolved level essentials in business location and business environment adaptation Rostock has to concentrate to stabilisation and sustainability. Completion, self development, synergies, quality orientations are the cruise business sub strategies. In

13 Rostock Warnemuende City owns meanwhile large parts of surrounding former old ferry port island. Its an enormous potential to optimalize and harmonize the needs of cruise business with the development needs of local community and other business. The Inner City riverbank development shells also correspond with the long term development option for a smaller cruise vessel business segment location. It s a long term business nice idea, only realizable in co operation with other Baltic Cities. As main development environment an attractive heritage Inner City shell developed further into a growing tourist attraction; in the benefit of the Rostockians and their guests; definitely for cruise and ferry tourists. The already established standards for Cruise passenger tourists are the model now for ferry tourists in Rostock. Ferry terminal in ferry harbour is now under reconstruction and modernisation; in 2012 two brand new ferries will improve the Rostock- Denmark link. All will strengthen Rostock s position and image in BSR. Expected outputs Planning Connected actions Rostock will be respected as Regiopole and will represent this high quality claim in praxis of cruise business too. The defined, internalized, and public communicated goals concerning Regiopole standards becomes more and more true and realistic; also and especially for cruise business purposes 1. comprehensive, integrated spatial urban development plan 2. land use development plans 3. sectoral cruise and ferry business plans 4. marketing plan Rostock and Region 5. tourism marketing plan 6. cruise business marketing plan 7. related education and training plans 8. related communication plans adaptation of regional development plan and regional marketing strategy, tourism marketing at central and federal, also at EU and global level in congruence with business support policy

14 Action management Partner Human resources Technical resources Funding per year / per phase Action leader / Project manager Port dev. agency, City admin, Rostock Business dev. agency, Chamber of commerce, University, federal state, AIDA cruises depending of public and private households Technical / financial partner 1 Technical / financial partner Follow-up tools Follow-up of action progress Results assessment Indicators: all kind of marketing activities (e.g. messages of brochures, flyers, image movies etc. give Rostock and its beautiful region a higher rank than Berlin or Hamburg for Rostock s cruise guests and business actors. Berlin and Hamburg will get the status as corresponding co operation partners. Rostock also will be more advertised and developed as check in and check out cruise destination. Ferry and cruise passengers will be more persuaded as one target group. Use of URB ACT output by utilisation of Rostock s medieval defence system information materials. a piece of Berlins wall is already established near by Rostock s cruise terminal in Rostock-Warnemünde and gives flippant tourists Berlin-cold war feeling enough to get more motivation to decide for a excursion to Inner City of Rostock or Rostock s region and its heritages and beautiful landscape.

15 CTUR LAPs Action sheets template Specific objective Justification for action ACTION TITLE: cruise-ferry cluster improvements cruise and ferry business get a high(er) rank in local and regional economy, cluster development Improvement of absolute and relative nr. of cruise and ferry tourists with short and medium stays in Rostock; higher value creation by cruise ship building industries, cruise ship services; completion of the ferry/cruse business cluster Rostock Rostock has both as single city and as part of Baltic Sea Region enormous unlocked economic potentials from cruise and from ferry business; relative seen: enormous underdevelopment of ferry foot passenger standards Priority level Term for implementation Detailed action Overall description strategic/core action medium & long term In beginning of the 1990ies wasn t Rostock s image and tourists infrastructure not strong enough attracting mass wise cruise or ferry tourists. Also the ferry tourists approached and leaved Rostock by car; Rostock was only ferry harbour, mainly with transit function for the region and Berlin area.. Ferry harbour was/is fare away from any tourist attractions; no motivation was given, to visit Rostock. The tourists attractions mostly already existed all the time, but they were not presented and opened for this target groups. Meanwhile has Rostock a very good image and a lot of supporting tourist attractions combined with pleasured and target group focussed tourism pocket offers. Nevertheless: Cruise business is meanwhile the model for the ferry business to extend the nr. of passengers with a stay in Rostock. Synergies between both marked segments are obvious. Preliminary phases Ferry tourists were advertised to buy goods on board or in ferry port area; the tax-free philosophy dominated the way of thinking. Nevertheless up to mid of 1990ies was the ferry port to DK located in Warnemünde and so was Warnemünde visited from a seen able nr. of short term visitors (and customers) in Warnemünde. With the relocation of the ferry port to the industrial and ferry harbour in Rostock NE some compensation (concerning guest and their marked power) was created by the growing cruise business. In the 190ies left -not expected- most of the cruise passengers Rostock with special arranged trains to Berlin. They did not create added value in Rostock! Implementation phases Caused by the baseline study, the discussions in the ULSG and the Rostock meeting exist now the informal agreement, that ferry and cruise passengers are guests for Rostock and Rostock is and will be good host enough, to motivate the visitors to have a stay here. For cruise passengers last completing offers under development; the rest makes the word of mouth. Public transport is meanwhile orientated to cruise guests, also native shops and services; language barriers are managed by younger people; esp. students from school and university. Ferry passengers get up from summer 2011 the invitation to use a public shuttle bus from ferry port to Inner city. Inner City related tourist offers are in the benefit of cruise as for ferry tourists.

16 Support phases Expected outputs Planning Connected actions Existing actors in the cruise and ferry business cluster are to connect and to build up a community, respecting nearly same (high) standards concerning passenger transport and related services. Ferry business shell lean from cruise or shell orientated on this standards. The maintenance of existing structures is to continue, parallel new capacities and new partnerships are to build up and to support. Sense making economic engagement or expansion should be supported from political and administrative side. extention of existing value added chains, new and stabilized jobs, higher qualification and knowledge in the branch and relevant businesses; living the tripel-helix-development approach, 2012 new ferries for Rostock-Gedser relation, 2010 bus shuttle ferry port (also usable for cruise guests in case of anchorage of cruisers in ferry port), cruise and ferry port passenger tourist products, more businesses discover cruise and ferry as field for business field extention, business planning, cruise&ferry community planning and maintenance/ socializing, adaptation of building and land use plans, cruise and ferry became new subject for spatial planning under CTUR aspect ferry, cruise, incoming tourism development

17 Specific objective Justification for action Priority level Term for implementation Detailed action Overall description ACTION TITLE: exploration of Inner Cities port a) development of Rostock Inner City and Inner City port into a multifunctional urban area with high level tourist attraction integration into one structural and functional district b) sustainment of maritime heritage and economic character: further and fine tuned defined quality orientated development of port area into also a cruise business cluster area: AIDA cruises and Arosa river cruises head quarter and related services; therefore permanent updating of comprehensive Inner City port development strategy and its systemic implementation; increasing urban qualities of Inner City and Inner City port for wide public (and also for Rostock s cruise tourists and Rostock s cruise busi-ness). Since 1990 begun new development in Inner City port area and around river bank on the NE side. CTUR expertise confirmed a need for economic traffic in Inner City port area and feasibility chances for those cruise business related traffic basing on flat going and smaller cruise ships (mega yachts or tall ships also). Inner City has enormous potential to attract tourist and to be stimulating business environment for cruise related services. Inner City is high enough developed now and development pressure touch already riverbank on West side; port development can benefit from this stabilisation and development. An enormous development pressure of different investment interest groups/functions is recognizable. Planned steering of these trends needed. high long term, but step for step permanent; each action has to contribute this complex strategic goal a) Cruise guests from Rostock Warnemünde shell enjoy Inner City and its Inner City port area. Inner City is meanwhile worth to be visited because meanwhile from high level heritage and leisure quality and attractive functional mix. Each visitor who vists Inner City takes away the enormous crushes from Warnemünde in high season. The Inner City port is still not recommendable to be visited by international cruise guests without the Hanse Sail event-times. Otherwise: this promising area is to upgrade for business and tourists/leisure purposes too. Last functional additions shell cause high urban qualities with maritime flair. The functional and spatial integration between Inner City und Inner City ports is now an urgent task. The NE river bank side has to be put away from strong separation of Inner City. b) Rostock absolves a successful period of self evaluation of the development between , essential problems are solved, quality orientated development has to be prepared and implemented. Spatial planning has to be integrated with sectoral planning and integrated development management. Short term investments and their lobby focus to dwelling, offices, restaurants and related services. Public administration has to save public interests in a strategic perspective. An appropriate mix of services related economic functions and real

18 added value creating economic functions is to ensure for the future. In conflict to the majority of potential investors is to save spatial and economic development potential for maritime businesses, causing, maritime business travel and added value in general. An appropriate urban function mix is key strategy for developments contributing to this aims. Already since early 1990ies is recognizable an enormous investment pressure to attractive plots on the riverbank. Only some of them; like AIDA and harbour terraces investors, represented the needed high quality and got building permissions and public support. Meanwhile is under public discussion to settle ambitioned theatre and museum function at waterfront close by Inner City; already this public plans cause enormous investment and land use pressure. Urban development planning and urban land use and urban grant policy has to set priorities and has to arrange multiple uses of vacant plots. CTUR case study confirms that a business basing on smaller and flat going cruise ships can be a strategy to complete the booming cruise business in Rostock and the Baltic Sea. Following this has to be given those cruisers (also mega yachts or tall ships with cruise function) a high priority in the vacant and strong limited pier s space. Corresponding functions and buildings and land uses are to link with this prioritized aim. During the CTUR project were named a lack of economic activities in the Inner City port area. A boat traffic, basing on smaller and flat going cruise ships, cruise business related mega yachts and tall ships seems to be an promising option to reanimate business related traffic. Maritime flair and rivers status as central state waterway can be caused by those type of boats, because other economic water traffic functions were lost with the move of the grain transports into main harbour in Rostock NE. Also Rostock s Inner City waterway can return its status as waterway with central state importance; precondition for the taking over for its maintenance costs from central state are significant economic traffic. Preliminary phases Inner City port and riverbank area was separated form community life in the period In the end of 1920ies and beginning of 1930ies was Inner City port anchor place of an Baltic Sea ferry/cruise line operation. Significant developments since 1990 caused a really progress in infrastructure but still not an appropriate community life in this area. The Inner City harbour area s development got with the settlement of the AIDA cruise headquarter a highlight, the other development knot was established with the developments at the former ship yard fields. The begun development has to be completed in a high quality and has to cause seen able and empiric maritime life in the area. Challenge is to create and cause a unique functional mix in excellent spatial quality too. Implementation phases Support phases The AIDA cruise head quarter area has to be completed, last completing investments will happen. The demand for pier plots is higher than plots given, so a priority for some cruise related traffic and anchorage is to define. The implementation phases will be change into a support phases after the decision of City council about a comprehensive Inner City riverbank development plan. In 2011 an international planner and architects competition will take place. a) Inner City is to advertise for Cruise tourists, therefore has be developed more foreign (especially ferry and cruise tourists) related services and information. b) Because of the complex problem and because of different development levels of singular businesses (urban functions) public support is to focus to a creation of a Baltic Sea smaller and flat going cruises armada and related operators.

19 Expected outputs causing of interdependencies between both legs of the strategy and step wise self development without significant public support Planning Connected actions Rostock s waterfront development conception is now full in realization (ship yard fields, silo half peninsula, timber half peninsula, fisherman and tanner fields). Land development plans are exist and can be updated, buts not enough to ensure high quality and optimal exploitation of Port areas potentials for community life and urban development. In 2012 shell contribute an international planner competition to new ideas and fresh spirit to design a long term development plan, optimizing all announced functional needs (maritime museum, theatre, leisure, business. gastronomy etc.) Planning conflicts between different high level urban functions shell be solved in a general way; a functional area for smaller cruisers is set as priority for planners task descriptions now. riverbank development in general, especially timber peninsula and fisherman s and tanners area at Warnow river building and community development and tourists integration; upgrading of medieval defence system for public knowledge about this and tourists purposes (URB ACT REPAIR), development of joint strategy for ferry and cruise business; integration of river bank business man community into Inner City trades man association or creation of an compatible association, which act with public and private support in benefit of the targeted area; maritime museum development at riverbank and theatre dev. also; short term preparation of Rostock s degenerated art collection for cruise tourists

20 Action management Partner Human resources Technical resources Funding per year / per phase Action leader / Project manager Technical / financial partner 1 Technical / financial partner Follow-up tools Port dev. agency, City admin, Rostock Business dev. agency, Chamber of commerce, private businesses public and private funds Follow-up of action progress Results assessment Indicators: joint meetings in chambers of commerce tasks force, business starter, new jobs, new qualifications, new examinations, special curricula, regional, national, Baltic Sea co operation, assessment shell happen annually Action management Partner Human resources Technical resources Action leader / Project manager Technical / financial partner 1 Technical / financial partner under lead or moderation of city administration: chamber of commerce, museum and theatre promotion associations, federal state, trades man association, maritime businesses and industries Funding per year / per phase Follow-up tools Follow-up of action progress Results assessment its an strategy over about years annually

21 Principal ULSG members contact details University of Rostock and Baltic Institute Sperling W. Research/planning/consultancy Breitzmann Karl-Heinz Research/planning/consultancy Chamber of commerce Volkmann Peter Business development/promotion AIDA cruises Hensel Tino Human development Managing Authority Ministry for Labour economy and tourism Walter Mews Ministerium für Wirtschaft, Arbeit und Tourismus Mecklenburg-Vorpommern City of Rostock CTUR Partner Andreas SCHUBERT Office for urban planning, development and economy Ralph MARONDE Office for urban planning, development and economy Patrick SCHMIDT Office for urban planning, development and economy Hans Dieter KLUGE Harbour captains office

22 URBACT is a European exchange and learning programme promoting sustainable urban development. It enables cities to work together to develop solutions to major urban challenges, reaffirming the key role they play in facing increasingly complex societal changes. URBACT helps cites to develop pragmatic solutions that are new and sustainable, and that integrate economic, social and environmental dimensions. It enables cities to share good practices and lessons learned with all professionals involved in urban policy throughout Europe. URBACT is 300 cities, 29 countries, and 5,000 active participants. URBACT is part -financed by the European Union (European Regional Development Fund).