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THE SEND INITIATIVE IN GRONINGEN

Project Overview

The Groningen Urban Pilot Project aimed to stimulate employment and economic regeneration in the Korreweg/Oosterpark district of the city and formed part of a larger physical urban renewal programme.  The project, entitled SEND (Social Economic Network Development), focused on building a strategy that brought together the various local actors (private businesses, local government and community organisations), with the aim of simultaneously providing opportunities for the long-term unemployed and meeting the needs of local Small and Medium Sized Enterprises (SMEs).  This co-operative approach offered benefits and created synergy effects for all those involved.

The project was implemented over a four year period, from April 1992 to December 1996.  The total original cost of the project was 3.180 MECU, of which 1.590 MECU (50%) was co-financed by the European Regional Development Fund (ERDF).  However, extra funding was secured from local and national sources, allowing the total expenditure of the project to increase to 4.7 MECU.  The amount of ERDF co-financing remained the same, with the percentage being reduced to 33.8%.

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An aerial view of the Groningen Urban Pilot Project area

The SEND initiative was organised around two core actions:  

  • the establishment of an Employment Centre to provide customised advisory services to the local unemployed population; 
  • an Enterprises Network, aimed at networking SMEs.

These were supported by a number of related sub-projects, with a strong market orientation: 

  • the Enterprises Service Centre;
  • the “facilitating method”;
  • WHIB workshops;
  • environmental training projects;
  • crime prevention training projects;
  • projects for ex-psychiatric patients;
  • labour market research.

As well as the direct benefits to local businesses, the long-term unemployed and the target neighbourhood, an important element of the SEND approach was to develop partnerships and networks between the public, private and voluntary sectors involved in socio-economic regeneration.  The success of the SEND initiative has, in part, been attributed to the creative and sustainable forms of co-operation that were developed between these organisations.

Project Information

Context and Objectives  

URBAN REGENERATION IN THE NETHERLANDS

The Netherlands has a long history of neighbourhood-based approaches aimed at tackling the complex problems of multi-deprived areas.  In particular, two recent policies at national level have encouraged an integrated area-based approach to urban regeneration.  The first, initiated in 1985, focused on integrated strategies to improve housing and living conditions, while putting strong emphasis on unemployment and related issues.  This policy was called "problem-accumulation area policy" and was characterised by a strong involvement of residents' organisations and housing associations.

In 1990, the concept of "Social Renewal" in urban regeneration was introduced by the national government.  The aim was to widen the focus of urban renewal activities, incorporating aspects of social welfare, as well as ensuring that local solutions were proposed for local problems.

It was against this background that the SEND project was proposed.  The project was not just an isolated attempt to revive a deprived neighbourhood of Groningen. It was rather a logical continuation of the area's existing urban revitalisation strategy which aimed to incorporate the new concepts associated with "Social Renewal" and its attendant focus on particular target groups (the long-term unemployed, drug addicts etc.).


THE TARGET AREA 

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Map of the SEND project’s target area

The city of Groningen is in the north of The Netherlands. It is the seventh largest city in the country, with 170,000 inhabitants.  The project area, the Korreweg/Oosterpark district, is situated close to the city centre.  Characterised predominantly by social housing, the area has been subject to significant depopulation since the mid-1970s.  The current population stands at 28,000 inhabitants, with a high proportion of students and migrants living in the neighbourhood.

Although at the start of the project, the target area only accounted for 15% of the city's total population, the district held 25% of the Department of Social Services' clients, and 23% of the city's registered unemployed.  Coupled with its housing stock, much of which was built before or just after the Second World War, the area typified a run-down, inner city neighbourhood in need of regeneration: both physical renewal of its built environment, and “social renewal” of organisations on behalf of the residents.


AIMS OF THE PROJECT

As with many integrated urban renewal schemes, the SEND project had a series of inter-related objectives. These operate at three levels: 

1.  Client-related objectives   
These objectives related to the primary beneficiaries of the project: businesses in the area and long-term unemployed residents.  The aim was to support enterprises in their economic development, and to enhance the skills of the long-term unemployed, to widen their job opportunities and to support their re-integration into the labour market.

2.  Actor-related objectives  
This related to the actors responsible for implementing the Urban Pilot Project.  It was considered very important that the skills developed during the implementation of the project should be used in future schemes, resulting in a sustainable system of urban renewal.  The aim was to introduce new approaches and partnerships to the community's key regeneration actors, so as to increase local capacity to solve local problems.

3.  Neighbourhood-related objectives   
This group of objectives related to the neighbourhood itself, and was mainly concerned with improving the housing and living conditions of the target area, the provision of services and improvement of investment conditions.

Based on this set of objectives, the SEND project was implemented through a number of individual sub-projects, using a strategy that aimed:  

  • to train the long-term unemployed and to provide work experience for them in order to widen their opportunities in the labour market;
  • to establish market-oriented training courses in areas that could be useful to the target area;
  • to encourage private sector participation through co-operation with intermediary organisations and local government organisations.

The Elements of the SEND Approach   

THE EMPLOYMENT CENTRE

The Employment Centre was one of the central activities of the SEND project.  It was opened in June 1994, in the heart of the target area, as a facility offering integrated services to long-term unemployed people. These were provided by staff from both the local organisation of employment services and the social services of the municipality. Two levels of service were offered to clients:

A "front-office" service that provided information, advice, a registration service and a list of current vacancies to those who “drop in” to the Centre; 

  • A more intensive service, that provided the opportunity to define a "personal action-plan" for each long-term unemployed person.  Each individual would be supervised by a team of two specialists (one from the employment services and the other from the social services), who would help draw up a customised "personal action-plan" according to the individual's capabilities and limitations. 

In line with the project's original “actor-related objectives”, a series of internal activities within the Centre were also developed.  These included training the Centre's personnel and actions to improve the internal organisation of the Centre.  These activities continued through the lifetime of the project.

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The Employment Centre

Results 

The Employment Centre has been enormously successful in terms of attracting the client group.  Since opening, the Centre has exceeded its annual target for visitors, in-take, and matching long-term unemployed people to training and employment opportunities.  Whereas the original visitor target was 15,000 per year, the Centre currently attracts over 25,000 people on an annual basis.  Independent evaluations have shown that the Centre is better used, more appreciated and achieves better results for local disadvantaged groups than the central services located in the town centre which were all that were available prior to the project. Since the end of the project, the staff from the social services department have been withdrawn, owing to internal and budgetary problems within the municipality, but the Centre continues to offer employment services to residents and other unemployed people from the wider area.

Project for ex-psychiatric patients 

As part of the work of the Employment Centre, a special sub-project was set up to help ex-psychiatric patients become re-integrated into the labour market.  Institutions already existed in The Netherlands where this target group could find work in “sheltered workspaces”, but the SEND Employment Centre worked with mental health and disability organisations to find ways in which these people could leave sheltered facilities and gradually move into the regular labour market.  By the end of the ERDF co-financing period, substantial progress had been made in bringing the two worlds of sheltered institutions and labour market services together, and in finding joint ways of helping the target group back to employment.  The approach has proved promising and has continued to be funded by the partner organisations since the end of ERDF funding.


The Enterprises Network 

The Enterprises Network was the second central activity of the SEND project.  Its aim was to encourage the private sector to integrate long-term unemployed people into the labour market, by demonstrating the practical benefit which the unemployed could bring to their business.  The Network was initially set up by a consultant, and was subsequently taken over by the "Groningen Small Business Center" for its implementation.

Objectives 

The first objective was to bring together businesses from the region into a network to create mutual benefits for the enterprises involved.  Secondly, these companies were supported in their economic activity through “individual” and “collective” activities.  The aim was to consolidate and, where possible, enlarge their activities in order to maintain or create employment.

“Individual” activities 

The main “individual” activity involved visits to SMEs to gain awareness of their requirements and to provide information on the SEND approach.  This was an important means of publicising “collective” activities, and of disseminating information about the project and its aims to the region's businesses.  During the project's second full year of activity (1996),  50 visits were planned but only 112 were actually undertaken.

Direct support for the development of businesses was also given through so-called “Practical Marketing Support”.  The aim of this scheme was to help SMEs adapt to the changing conditions of the economy, through workshops, market research and market promotion.  A second area of direct support was through the so-called "BIT Stimulation Programme", supporting SMEs to develop their internal administrative systems through the use of new technologies.  Both these services were delivered by drawing on the skills of long-term unemployed graduates who were employed as trainees by the Network.

“Collective” activities 

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A visit to a mustard factory
in the project area

'Collective' activities such as workshops and organised visits were also an important part of the Enterprises Network.  In the second full year of the project's activities (1996), nine workshops were organised, with a total of 190 participants (the target having been 120 participants).  Study trips to businesses were also popular, with four such trips being organised in the second year of the project (in the original plan, two trips were anticipated).

In addition, under this sub-project - but without any financial contribution from the ERDF - a new commercial facility was also developed, the so-called “Insulinde Building”.  Once a school premises, it was converted into a business centre where newly-created enterprises could rent space at an affordable price.  A local housing association bought the building and rented it to the "Small Business Center", the organisation responsible for the Enterprises Network, which manages the centre and which now provides premises for eight newly-started businesses.

Results 

The overall results of the Enterprises Network have been very good, with positive feedback from all those involved in its activities.  Of the 30 unemployed trainees involved, 21 went on to find employment.  The Network has continued to be funded by the municipality since the end of the project, it has now even been extended to include business in the North-West part of Groningen. The key to the success of the project is the perception that SMEs react far more enthusiastically to “social regeneration” approaches when they can see that, by drawing on the services of the unemployed, they can achieve concrete benefits for themselves.


THE ENTERPRISES SERVICE CENTRE

The Enterprises Service Centre was established in December 1994 as a supplementary part of the Enterprises Network project.  The aims were threefold:

  • to support SMEs in restructuring and modernisation;
  • to provide training to long-term unemployed in administrative work that matched the needs of the SMEs; 
  • to help the long-term unemployed find regular employment once they had completed their training period.

Activities

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Training of administrative and IT skills

Two types of activities were undertaken:  (a) long-term unemployed people were trained at the Service Centre, leading to a recognised qualification in the field of administration;  (b) businesses were contacted to find out which administrative areas  were in need of modernisation.  As a result of these enquiries, a help desk and information evenings were established at the Centre where SME entrepreneurs or their employees could receive training in relevant software.  Internet training was also provided.

Results 

This scheme proved particularly successful.  Overall, 78% of participants in training courses run by the Enterprises Service Centre subsequently found employment.  The businesses involved also reacted very positively to the services offered by the Centre.  Following the success of the Centre in the pilot phase, it continued its activities on a permanent basis and established a "pool" of trained unemployed people, who had received training in secretarial and/or IT skills, to work for SMEs on a temporary basis, as and when the need arose. This “pool” now functions without public subsidy, and without any rivalry with fully commercial agencies which prefer to concentrate on larger companies which give guarantees on deadlines etc.


THE "FACILITATING METHOD"

The “Facilitating Method” developed from the activities of the Enterprises Network, although the emphasis here was on new, rather than existing, enterprises.  The aim was to offer maximum support to businesses which were establishing new premises or operations in Groningen, while also employing other aspects of the SEND approach, in particular, finding job opportunities for the long-term unemployed and identifying new business opportunities for existing SMEs.

Tailor-made support was given to businesses moving into the area using a partnership approach that involved all the relevant local authority departments that dealt with setting up new enterprises (for example, granting licences, etc.) and included identifying possible sub-contractors and employees drawn from the unemployed.  The approach combined the needs of each business with the broad aims of the SEND initiative.

Results 

This sub-project seems to have been a great success, proving itself to be both an innovative and a positive way of matching new businesses with potential employees.  Two projects which benefited from this scheme were a new supermarket and a new shopping centre, involving a total of 163 potential vacancies and contact with 28 local suppliers.  The central management of the supermarket chain was so impressed with the service and related publicity that they decided to adopt a similar formula when setting up future branches in other Dutch towns.  Groningen is thus gaining a reputation as an “innovative business location”.  In addition, through this sub-project, individual contact was made with over 20 other enterprises that were interested in the services offered.

The initiative has also encouraged a very efficient partnership between the private sector and the various local authority departments involved in the administrative arrangements surrounding new businesses.  Overall the project proved so promising that the local authority decided to assume responsibility for its management after the ERDF co-financing period came to an end, incorporating it into networking activities linked to other target areas.  The “Facilitating Method” is now implemented in Groningen as an element of the new national policy for larger cities in The Netherlands.


THE WHIB WORKSHOPS 

The WHIB is one of the major training providers  in Groningen.  Its central office is situated within the project area.  The organisation was therefore well positioned to be involved in the SEND initiative, and was entrusted with delivering a number of training courses to target groups, within the context of other sub-projects where needed.  In addition, WHIB developed three new training courses for the target group of SEND aimed to respond to clearly identified market needs:

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The dismantling project for the unemployed

  • A simulation enterprise for administrative work (the SimTrade project).  The training centre set up a mock wholesale business in the catering sector, where six departments (accounting, sales, stockroom etc.) simulated normal business life for 2.5 days a week.  Trainees were taken on for five month periods, in which they were given the opportunity to develop skills required in each area of the “business”.
  • The Dismantling Project.  This project aimed to train unemployed people for jobs in the growing sector of recycling industries.  Household equipment, such as TVs, washing machines and stereos, was dismantled so that the separate parts and materials could be re-used.  As well as this practical experience, participants were also trained in administrative skills that would be useful to environmental recycling companies.
  • The Car Repair Project.  This training course provides unemployed people with training in car mechanics and bodywork.  It was a semi-commercial venture, using old cars that had been returned to a local car dealer.

Results 

All three projects have been successful in attracting trainees, many of whom quickly went on to find regular employment. Over 50% of them already found jobs in 1995 and 1996.  The courses continued to be held after the ERDF co-financing period ended. The Dismantling project, in particular, works closely with a second-hand shop which is located on the same premises. The project combines meeting the training and employment needs of the employees, offering cheap products to those on low incomes and incorporating good environmental practice.


ENVIRONMENTAL TRAINING PROJECTS

This project provided environmental training for the long-term unemployed in two sectors where there was local need for work.  The aims were both to improve the living and housing conditions of the target area as well as to provide unemployed people with vocational training that could lead to regular employment.  The two training schemes were:

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The plumbing replacement scheme: replacing lead piping to avoid health risks

  • Housing Environment Schemes.  The training schemes lasted two years.  Participants worked in public parks and gardens and made improvements to streets and pavements.  The training involved one day a week theory and four days a week practical experience, as well as a six month placement in a private company at the end of the training period.
  • Plumbing Replacement Scheme.  The rationale for this training scheme was that many of the houses in the target area still had lead piping in their plumbing systems, which poses a health risk to residents.  The project was set up in close collaboration with the local water company and the private sector, in order to accelerate the rate of replacement of lead piping, and thus to comply with WHO and EU standards.

Results 

Despite initial difficulties in finding the right participants, out of a total of 35 participants in environmental training projects, 16 have found regular employment after the training period. The Housing Environment Scheme has led to the development of a similar project focused on industrial estates rather than housing areas, which is now part-funded by the so-called “Melkert money”, national funding for wage-subsidy schemes.


CRIME PREVENTION TRAINING PROJECTS 

The theme of these training projects was safety in urban areas.  The SEND initiative developed three projects related to crime prevention and improving the neighbourhood's environment:

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Refurbishment of rear courtyards to improve neighbourhood safety - before, during and after construction works

  • Clearing rear courtyards.  This project involved training unemployed people to clear and refurbish rear courtyards (the communal property of individual owners).  It was developed in conjunction with the local authority, residents' associations and a private company.  The aim was to improve the housing environment, the image and safety of the district, as well as to secure regular employment for the participants after the training.  At the end of the first training period, eight participants had made improvements to over 700 properties in seven neighbourhoods of Groningen, with five jobs being created for formerly unemployed people from the SEND target area.
  • Prevention of burglary and energy saving modifications.  Trainees were taken on to make modifications to houses and apartments, such as replacing hinges and locks to improve security and, at the same time, undertaking other measures such as fitting weather stripping around windows to save energy.  Residents were charged for the cost of the materials.  In the first year, five participants carried out approximately 100 jobs, mainly to privately-owned, as well as housing company, property.  All participants either went into immediate employment or into further vocational training with a guarantee of employment at the end.
  • Security on industrial estates.  Training projects were developed in co-operation with both the public and private sectors, with three overall aims: to create employment for long-term unemployed people; to reduce crime on industrial estates; to improve the attraction of Groningen as an industrial location, with the knock-on employment effects that this would entail. Five trainees were selected to carry out surveillance work at night and during the weekend, in conjunction with the police authorities, on four industrial estates adjacent to the project area.  During the first implementation period, significant reductions were recorded in the number of criminal incidents, burglaries and car thefts on the estates.  All the partners involved were very positive about the impact of this sub-project and the scheme has continued after the end of ERDF funding.

 Results 

Overall, the project has had very good results, both in terms of trainees finding permanent employment and in terms of securing the continuation and commercial viability of the project.

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The burglary protection project

Improving security on industrial estates


LABOUR MARKET RESEARCH 

This sub-project involved an analysis of the scope, structure and spatial distribution of unemployment in Groningen.  The overall aim was to provide a detailed basis for future labour market policy in the city.  A first study was published in 1994 giving a detailed overview of the structure and composition of unemployment, while a second study, published in 1995, involved in-depth interviews with 248 current and former long-term unemployed people.  The aim was to explore issues of unemployment, job searching, and the paths followed to re-enter the labour market.  Both studies have been used to influence employment policy.  At a local level, the research has informed the "Action Plan for Employment and the Economy" for Groningen, which was published in 1996.  The results of the studies have also been cited in national discussions concerning new employment policies for large towns in The Netherlands.

The benefits of the research have proved to be so extensive that the municipality has now provided funding for undertaking the survey on an annual basis.

A training project involving young people from ethnic minorities (juveniles who emigrated to the Netherlands at the age of 14-16)  was envisaged in the original proposal, but was subsequently dropped from the SEND work programme due to the lack of match funding.


Summary of the Achievements of the SEND Initiative

The Employment Centre Initial target: 15,000 visitors a year 
Actual number: 25,000 visitors a year 
 
The Enterprise Network
Workshops Initial target: 120 participants a year
Actual number: 190 participants a year
 
Visits Initial target: 2 a year with 50 participants 
Actual number: 4 a year with 195 participants 
Training 67% of trainees found regular employment after training
The “Facilitating Method” A supermarket and shopping centre piloted the method, involving a total of 163 vacancies and 28 local suppliers.
The Enterprises Service Centre 78% of those who participated in the training course found employment afterwards.
WHIB Workshops
SimTrade Of the 14 trainees, 46% directly found employment and 25% went on to further training. 
Dismantling project Of the 15 trainees, 33% directly found regular employment. 
Environmental Training Projects Of the 35 participants, 16 directly found regular employment after training.
Crime Prevention Scheme
Clearing Courtyards 8 trainees participated, 700 properties were improved.
Energy saving schemes 5 trainees participated, 100 jobs were carried out in the first year.
Labour Market Research 2 studies were published which have informed local and national policies.

 

Delivery Mechanisms and Transnational Cooperation    

MANAGEMENT

The Department for Urban Planning and Economic Affairs was responsible for the delivery of the project.  However, an important guiding principle in the management of the project was the need for flexibility on the ground.  Those involved were keen not to impose their own ideas on the project which may have constrained its development.  They therefore fostered a "philosophy of innovation" that would lead actors on the ground to develop ideas best suited to the local situation.

Project managers did not want to adopt a "top-down" approach. They believed that existing concepts and ideas should be encouraged to develop in new directions, using innovative approaches.  Consequently, individual actions were developed by relevant organisations and services and were only guided and supported by the project developers.  This approach has contributed to the overall success and sustainability of the project.

Steering groups were created for each individual action. They brought together all the relevant and necessary partners, including representatives from businesses and the local community.  The overall success of the project can again be partly attributed to the synergy effects of these partnerships which have brought together public, private and voluntary organisations and which have created sustainable forms of co-operation between these actors.


TRANSNATIONAL CO-OPERATION 

In 1989, the City of Groningen was one of the founding members of the Quartiers en Crise network (although it withdrew in 1995). This is an EU co-financed network of cities from across the European Union which aimed to exchange experience and improve expertise on integrated approaches to regeneration in deprived urban neighbourhoods.  Membership of this network brought an international perspective to the city, and helped to foster the European outlook that was further developed through the involvement in the Urban Pilot Programme.  Throughout its lifetime, the project took a very active approach to international co-operation, exchange of experience and dissemination of information.  This included presentations at international conferences, study trips and wide media coverage that stretched beyond the Urban Pilot Project network.


JOINT EVALUATION WITH BREMEN URBAN PILOT PROJECT 

The SEND initiative in Groningen was implemented in close liaison with the ERDF co-financed Urban Pilot Project in Bremen.  The two cities originally made a joint application to the European Commission for funding.  Although they were two separate projects, both were linked through the common

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Presentation of the SEND project at a big
business fair in the Netherlands

objectives of trying new ways to stimulate training, employment and economic activity.  Monitoring and evaluation of both projects were undertaken by the same independent consultant who was able to draw conclusions about the different approaches adopted to tackle urban development in both cities.


DEMONSTRATION EFFECTS

There have been a number of spin-offs from the SEND initiative.  The methods tested in Groningen have also been applied in other cities, both in The Netherlands and elsewhere.  In Hamburg, for example, a number of elements of the SEND approach have been used in training courses to combat social exclusion and unemployment.  In particular, contact was made between a project target area in Hamburg, and the Enterprises Service Centre in Groningen.  There are now plans to establish a similar Centre in Hamburg and implement it in co-operation with the Centre in Groningen.

Innovative Elements and Good Practice   

INNOVATION 

A new approach

Although neighbourhood-based approaches to urban regeneration are common in The Netherlands, the SEND initiative built on previous experiences and took them one step further, through involving the private sector directly in "Social Renewal", and incorporating private businesses into new types of services that were being piloted in the field of employment promotion. The key to the approach was combining services to SMEs which enabled them to become more competitive with providing training, work experience and job opportunities for the long-term unemployed.

A new client group

Aspects of the Employment Centre were innovative in their approach, in particular the services offered to ex-psychiatric patients.  Sheltered facilities already exist in The Netherlands that allow this target group to gain work experience, but this was nevertheless still within an institutional context.  The SEND approach sought to find ways of fully integrating these people into the regular labour market, and thus enabling them to fulfil their full potential in society.

A new method 

The “Facilitating Method” was an innovative formula to come out of the Enterprises Network.  For the first time, businesses that were planning to open offices in Groningen were given help in linking their new premises with potential employees and suppliers from the local target area.  The approach was so successful that it has earned Groningen the reputation of being an “innovative business location”.


LESSONS LEARNED

The "bottom-up" approach

The project adopted a fully decentralised "bottom-up" approach, and a flexible framework within which a number of distinct but inter-related sub-projects were developed.  This clearly worked to the benefit of the project and those involved, allowing the project to evolve at its own pace and to respond to needs as they arose.

Motivation

It became clear throughout the lifetime of the project that each partner should be convinced that their participation in the project would be beneficial to their own organisation, and not create additional costs or use up other resources.  The SEND initiative experimented with setting up a multi-service agency during the start-up phase of the project, to focus on the motivation of partners, and to discuss any problems that they foresaw.  This was seen as a crucial way of winning the support of all partners if they were to be fully involved in the initiative.


SUSTAINABILITY

The SEND initiative was particularly successful in sustaining the momentum of the project after the ERDF co-financing period had ended.  This was attributed to a number of factors:

1. A local advisory board was established, comprising all relevant local actors.  Over the lifetime of the project, these actors became familiar with the project and developed a feeling of responsibility for it.  This seems to have been a decisive factor in building the necessary support for long-term regular funding after the end of the pilot phase.

2. The SEND initiative also demonstrated that continuous promotional activity is important in achieving sustainability.  The success of a project and its positive outcome should be actively promoted, and remain on the political agenda.  International activities can clearly help to raise the profile of a pilot project and to generate interest from local politicians.  However, it was shown that publicity is easier to attain in a medium-sized city such as Groningen, where a pilot project is more “visible”, than in a larger city such as Bremen, where such a scheme appears less significant in the wider context. 

3. From the beginning, individual projects were encouraged to consider how their activities might be financed after the EU co-financing period had ended.  Projects were developed so that they would only need subsidies during their initial phase.  Many projects had to demonstrate in advance that their income would gradually improve, and that they could eventually exist without, or with much reduced, subsidies.  In the case of the Enterprise Service Centre this has been fully realised. This market-oriented approach greatly increased the chances of sub-projects continuing in the future.

4. Another key and related aspect of the SEND project has been the commissioning of reliable and independent evaluations.  With the results of these studies, local organisations and politicians who were considering financing a project in the future, could make a judgement about the potential viability of supporting a sub-project after the pilot phase.  Without such studies, local financiers would be less willing to support the project after the pilot phase. 

Contact Details     

For further information, please contact:   

Mr Gerard Tolner   

Geograaf-Planoloog
Gemeente Groningen
Dienst Ruimtelijke Ordening en Economische Zaken (RO/EZ)
PGE-BEL
Postbus 7081
NL-9701 JB Groningen

Tel: +31 50 367 83 10 
Fax: +31 50 367 83 92 
E-mail:g.tolner@roez.groningen.nl 


Other Urban Pilot Project Bulletins Include: 

  • Antwerp - The BOM Pilot Project
  • Athens - Queens Tower Environmental Awareness Park and Training Centre
  • Bilbao - Puerta Abierta - The 'Open Door' Project
  • Copenhagen - Řksnehallen
  • Cork - The Revitalisation of Cork's Historic Centre
  • Dresden - The Restoration of the Norbad swimming Pool
  • Montpellier - Agropolis International and Agropolis Museum
  • Paisley - The Tannahill Centre in Ferguslie Park
  • Porto - Historic Restoration in the Bairro da Sé
  • Stoke-on-Trent - The Ceramics Quarter
  • Thessaloniki - Renewal and Development of the Historic Commercial Centre
  • Valladolid - Scientific Research and Rehabilitation of the Patrimony  
  • Venice - The 'Thetis' Marine Technology Centre

 

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