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The GOAL project is a grassroots initiative which aims to heal divisions across the divided communities in Derry and across the border in County Donegal. Led by Creggan Neighbourhood Partnership, the project is located in dense structures and networks of community organisation which have evolved from a cooperative social economy model set up over 20 years ago by Creggan Enterprises Ltd.

Executive summary

The GOAL project is a grassroots initiative mobilising the divided Catholic/Nationalist and Protestant/Loyalist communities in Derry and across the border in County Donegal. The aim of the project is to promote reconciliation and a sense of shared community to replace the historic pattern of conflict and social segregation. The project targets groups directly affected by the conflict including former prisoners and their support groups, victims and their families and communities. Activities include: cultural awareness and community relations training; exchanges and visits involving cross-border and cross-community groups; young and older people working together on research and awareness projects, and exhibitions and interpretation of history in local communities.

Creggan Neighbourhood Partnership, the lead partner in GOAL, is an umbrella structure of community organisations and runs a number of inter-linked social and community initiatives in the neighbourhood. All four partner organisations in GOAL are strongly community and volunteer-based. GOAL and associated projects are implemented in the wider community infrastructure, Creggan Enterprises. Creggan Enterprises, in operation now for over 20 years, evolved from a community-led drive for jobs and regeneration in one of Northern Ireland’s most rundown, neglected and conflict-ridden neighbourhoods, the Catholic/Nationalist Creggan. It established and now manages a retail and enterprise park and community facilities – the Ráth Mór Centre and Business Park – using a social economy model. Results have been impressive in terms of direct investment into the Creggan (over €12 million), jobs for local people (290 direct jobs) and commitment to community empowerment and ownership and healing divisions. The structures of community organisation in the Creggan face many challenges, not least those presented by the current economic crisis, tighter public funding budgets as well as ongoing challenges to the peace process.

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Technical information

Name

Community enterprise counters poverty and conflict in the Creggan

Member State and Region

United Kingdom - Northern Ireland - Derry

Duration of project

39 months (10.2008 to 31.12.2011)

Funding

Total budget: 428 941 € - ERDF contribution: 289 721 €

Cohesion Policy Objective

Competitiveness

Managing Authority

MA: Single European Union Programme Body (SEUPB)

Consortium of the Northern Ireland Community Relations Council and Pobal (IRL) appointed by SEUPB to manage Priority 1.2, PEACE III.

CCI nr of OP

2007CB163PO047 OP PEACE III 'Northern Ireland, the Border Region of Ireland and Western Scotland' – European Territorial Co-operation 2007–2013

Contact

Conal McFeeley, Development Executive, Creggan Enterprises Ltd

This email address is being protected from spambots. You need JavaScript enabled to view it.

Web

www.rathmor.com

Keywords

Social infrastructure, Social Innovation

Based in South Yorkshire, England, the Key Fund has been providing grants, loans and equity finance packages to social enterprises and voluntary groups in the region for over a decade. Its dual aim is to help social enterprises which have traditionally been unable to access mainstream finance, and to boost business creation in socially deprived areas. Recent years have seen a push in the fund towards loans (or a mixture of loans and grants) over pure grants, with the effect of instilling in social enterprises a keener business imperative.

Executive summary

The Key Fund, based in South Yorkshire, has been providing grants, loans and equity finance packages to social enterprises and other groups in the third sector since its establishment in 1999. As both a social enterprise itself and one of eight Community Development Finance Institutions in the Yorkshire and Humber region, it aims to help social businesses that are unable to access mainstream finance and to boost business creation in socially deprived areas. Part of its role is to encourage the model of social enterprise.

Between January 2011 and May 2012, the Key Fund has made 65 loans up to €30k, 15 between €30k and €120k and one over €120k. Delinquency rates are low and 70% of the fund’s investments are to organisations located in or that reach into the top 20% most deprived areas. As a proportion of its turnover, the two ERDF projects it currently manages are quite small, with a combined value of €16 077 of ERDF money with match funding of €16 463. The projects are performing well against targets.

The Key Fund provides a highly effective service that balances responsiveness and relationships with the locality with sound investment principles. Its innovative blend of grant and loan has simplified business start-up and growth for social enterprises and provided a keen business imperative. Several stakeholders believe that the model provided by the Key Fund is transferable outside the region, and the example it sets, of nurturing social enterprise with a mixture of grants and loans, is one that should inspire a spectrum of instruments to promote financial inclusion.

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Technical information

Name

Grants and loans for social enterprises

Member State and Region

UK, Yorkshire and Humber region, South Yorkshire, Sheffield

Duration of project

  1. Key Fund Social Enterprise Fund: 26 months (10.2010 – 12.2013)

  2. Yorkshire and Humber Small Loans: (25 months) 11.2010 – 12.2013

Funding

  1. Total budget: 3 403 110 € - ERDF contribution: 1 540 669 €

  2. Total budget: 23 802 000 € - ERDF contribution: 11 901 000 €

Cohesion Policy Objective

Competitiveness

Managing Authority

Yorkshire Forward Regional Development Agency, wound up in 2011, contract transferred to the national Department for Government and Local Communities

Lesley Calder, Head of ERDF Programme Delivery Team Yorkshire and the Humber

Tel.: +44 (0) 303 4446630

CCI nr of OP

2007UK162PO009 Yorkshire & Humber 2007-13 Operational Programme

Contact

Ann Oldroyd, Chief Executive, The Key Fund, Unit G2, Sheffield

Tel: +44 (0) 114 242 8904

Mail: This email address is being protected from spambots. You need JavaScript enabled to view it.

Web

www.thekeyfund.co.uk

Keywords

Innovation financial engineering

The INTERREG IV B MED project SOSTENUTO was implemented between 2009 and 2012.  It focused on bottom-up urban revitalisation of the inner-city district Tabor in connection with innovative cultural events, greening and gardening activities. Local stakeholders and residents have joined forces through cooperation and networking to improve social cohesion, quality of life and future perspectives of their neighbourhood. The project is a good example of strong local efforts to make a difference in current urban development practices in Ljubljana.

Executive summary

SOSTENUTO project has used transnational cooperation and networking as the principal method to support different partners, local stakeholders and inhabitants from the Mediterranean area to participate in implementation of innovative cultural and creative activities in their cities and regions. At the same time project partners at the local level encourage involvement of different institutions, social groups and individuals to enhance economic and social cohesion, sustainability and quality of life for local residents. The project was implemented between 2009-2012 (36 months) by seven partners from EU countries in the Mediterranean area (Spain, France, Italy, and Slovenia) and one IPA Adriatic country (Montenegro) with the support of ERDF (1.2 mil EUR), IPA Adriatic and matching local funds.  It was supported under the INTERREG IV B MED programme which runs from 2007-2013.

The project partner from Slovenia was the BUNKER Institute from Ljubljana, a non-profit organisation for the realisation and organisation of cultural events. The project was implemented in Ljubljana inner-city district Tabor in cooperation with local stakeholders and residents and other citizens of Ljubljana, as an example of a local non-monetary system enabling exchange of know-how, services and local competences in urban revitalisation activities. Innovative cultural events and activities were organized – workshops, festival, art performances, sport competitions, etc., focusing particularly on urban gardening and greening of streets, parks, abandoned sites and other public spaces in the neighbourhood (Garden by the Way). These activities have resulted in establishment of the Tabor Cultural Quarter in March 2011 as a non-profit association based on long-term partnership with cultural institutions (museums, galleries, cinemas, theatres, etc.) and other non-profit organisations located or active in the neighbourhood for organisation and implementation of diverse cultural events and activities in future.

In Ljubljana all these activities have contributed to the bottom-up urban revitalisation of the local neighbourhood with the help of local residents of Tabor district and other citizens in Ljubljana. In this sense the project has been a good example of multi-level cooperation and networking and provides a role model of integrated approach involving social inclusion, local empowerment and participation in improving the quality of urban life.

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Technical information

Name

Culture comes to town

Member State and Region

Slovenia, West Slovenia

Duration of project

36 months (4.05.2009 – 30.04.2012)

Funding

Total budget: 1 536 411 € - ERDF contribution: 1 179 210 € (Sostenuto project)

Total Bunker budget: 271 020 € - ERDF contribution: 230 667 €

Cohesion Policy Objective

Territorial cooperation

Managing Authority

Direction Générale Adjointe des Relations Internationales et des Affaires Européennes, Marseille, France (managing authority of the MED programme)

In Slovenia, implementation within the MED programme supervised by the Directorate of Spatial Planning (formerly based at the Ministry of Environment and Spatial Planning of RS, and since February 2012 at the new Ministry of Infrastructure and Spatial Planning of RS)

CCI nr of OP

2007CB163PO045 INTERREG IV B MED / Objective 3: Territorial Cooperation 2007-2013

Contact

Ms Nevenka Koprivšek, Bunker, Ljubljana, Slovenia

Mail: This email address is being protected from spambots. You need JavaScript enabled to view it.

Web

www.bunker.si

Keywords

Urban renewal, Regional Cooperation, Creative Industries, Culture

Retrofit South East developed a model for low-carbon retrofit of social housing. The refurbishment of 14 homes created a focus for networking, dissemination and transfer of knowledge to construction businesses, professionals and policy-makers. The project tested solutions to a range of identified market failure issues, to stimulate the emerging retrofit market. This in turn will lead to the creation of new high-quality jobs in the region, and support energy efficiency and carbon reduction targets.

Executive summary

Retrofit South East was funded by the South East England ERDF Competitiveness programme between 2009 and 2011. It aimed to transform a small community of social housing by retrofitting the properties to a high standard of energy efficiency and to use this as a catalyst for an innovative programme of research, business assistance, knowledge transfer and awareness-raising in the region.

The project was developed in recognition of the significant challenges the housing sector faces if it is to hit the national energy efficiency target of an 80% cut in greenhouse gas emissions by 2050. Social housing association Radian took a lead with Retrofit South East to help others and to build capacity in the sector. As Paul Ciniglio, the project leader described it: ‘We recognise the scale of the retrofit challenge in the social housing sector. We have to really embark on this.’

During the course of the project 14 semi-detached Reema type homes in Borough Grove, Petersfield underwent an advanced low-carbon refurbishment. Free business assistance was delivered to 85 SMEs to improve their ability to ‘upsell’ energy efficiency and its benefits to householders. Two conferences were held to present findings. A series of reports was produced with extensive detail of the retrofit techniques used, such as cost, results, energy efficiency improvements and potential impacts of upscaling for the regional economy, a new finance model, and a map of regional low-carbon retrofit exemplars. A network of refurbishment pioneers in social housing was created.

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Technical information

Name

Retrofit South East: how social housing retrofit can help meet Europe's climate change targets

Member State and Region

UK, South East England, Petersfield

Duration of project

1.09.2009 – 02.2011 (19 months).

Funding

Total budget: £843 000 (1 044 342 €) - ERDF contribution: £421 000 (521 552 €)

Cohesion Policy Objective

Competitiveness

Managing Authority

Department for Communities and Local Government Bridge House, Guildford

Head of ERDF Programme (South East)

Brigitte, Needs

Tel.: +44 (0) 303 4446531

Mail: This email address is being protected from spambots. You need JavaScript enabled to view it.

CCI nr of OP

2007UK162PO002 South East England Operational Programme

Contact

Paul Ciniglio, Project Leader and formerly Sustainability and Innovation Manager at Radian Housing

Tel: +44 (0)2392 896868

Mail: This email address is being protected from spambots. You need JavaScript enabled to view it.

Web

http://www.radian.co.uk/201004072131/retrofit.html

Keywords

Energy efficiency, housing

The Vienna-Bratislava Interregional Initiative for Employment is a cross-border cooperation project to support the development of more flexible labour markets to reflect the new situation in the cross-border metropolitan region since the creation of the Schengen zone. It addresses the challenges resulting from the transformation towards a knowledge-based economy in the unique and dynamic bipolar metropolitan region around the twin cities of Vienna and Bratislava as representatives of dynamic “old” and transitional “new” EU capital cities.

Executive summary

The Vienna-Bratislava Interregional Initiative for Employment (ÜBI-NIZ) is a multi-stakeholder project that is developing innovative approaches to project management. These are based on the concentration of executive tasks and a broad involvement of the participating institutions, enterprises and persons in the project activities as well as creative outputs in the form of innovative instruments for joint labour market development. The core element of its success was the creation of a hierarchical three-level system. ÜBI-NIZ is a model project showing how to build cooperation structures across different levels of governmental, and involve the whole range of stakeholders in the project activities, without lowering the project management efficiency or performance. Project participants are layered into:

  • Core project partners – who coordinate executive tasks
  • Project participants – who carry out project activities
  • Strategic partners – who represent core stakeholder groups

This seems to be the appropriate approach to steer project implementation when horizontally as well as vertically differentiated subjects are taking part. This three-layer system was based on the Strategic Management Group, which involved representatives of the main stakeholders in labour market policy. They supplied valuable experience and knowledge which the project revalorised, and at the same time used as the core element in the transfer of project outputs into labour market practice, so ensuring that the project’s effects were sustained.

The second factor increasing the efficiency of the exploitation of the project results was synergy with the other projects under way in the same area, which allowed efforts to be deployed in a complementary way.

The third success factor was the concept behind the project, which was to create systemic solutions to the problems of unbalanced labour markets, by developing a system of interlinked and synergetic instruments. The challenge was to respond to changes in labour demand caused by rapid economic growth, the convergence of conditions on either side of the border, and the integration processes that are under way in the metropolitan region which is a multicultural and multilingual environment that is attractive to international investors.

One of the main challenges for the project was to build a communication platform which would activate a broad range of stakeholders. The project needed to facilitate high-quality cross-border communication among stakeholders, including the responsible official bodies, and also to guarantee its continuity despite any political changes following elections. The project had the idea of overcoming this problem by developing parallel networks of professionals and independent persons from both private and public spheres (advisers, mediators, entrepreneurs, NGOs) active in the field of labour market development.

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Technical information

Name

Hands across the Danube – making a cross-border jobs market work

Member State and Region

Austria, Wien (city and region)

Slovakia, Bratislava (self-governmental region), Trnava self-governmental region

Duration of project

39 months (04.2008 – 06.2011)

Funding

Total budget planned: 1 500 000 € and revised: 1 300 000 €

ERDF contribution planned: 1 275 000 € ; revised: 1 105 000 €

Cohesion Policy Objective

Convergence

Managing Authority

City of Vienna - Department for EU Strategy and Economic Development - Wien

CCI nr of OP

2007CB163PO003, OP 'Creating the future. Programme for cross-border co-operation Austria-Slovakia 2007-2013'

Contact

Ms Kvetoslava Blahova (SK),

Mail: This email address is being protected from spambots. You need JavaScript enabled to view it.

Ms Marlies Steinwender (A),

Mail: This email address is being protected from spambots. You need JavaScript enabled to view it.

Web

http://www.uebi-wien-bratislava.eu/

www.upsvar.sk

Keywords

Regional Cooperation, partnership

     
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