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WP4Urban Programming
Output 4.7. Integrated Strategic Territorial/Urban Agenda in Drama
ERDF PP9 Drama Chamber (GR)
Version 01
Prepared by:
Drama Chamber http://www.dramanet.gr
Reviewed by:
STATUS Content Management URBASOFIA www.urbasofia.eu
Urban Planning Institute of the Republic of Slovenia www.uirs.si
Workpackage 4 Urban Programming
Activity 4.2 Definition of planning scenarios:
prioritization design of urban strategic agenda
D4.7 IntegratedStrategic Territorial/Urban Agenda in Drama
ERDF PP9 Drama Chamber (GR)
2/38
Projectnumber: SEE/D/0297/4.1/X
Projectacronym: STATUS
Projecttitle: Strategic Territorial Agendas for "Small and Middle-Sized Towns" Urban Systems
Instrument: INTERREG IV B SEE
Callidentifier: South East Europe Call D
Activitycode:
StartdateofProject: 2012-12-01
Duration: 24 month
Deliverablereferencenumberandtitle(asinAnnex1): D4.7IntegratedStrategic
Territorial/Urban Agenda in Drama
Duedateofdeliverable(asinAnnex1): 2014-11-30
Actualsubmissiondate: see “History” Tablebelow
Revision:
Organisationnameofleadcontractorforthisdeliverable:
Municipality of Kavala
Projectco-fundedbytheEuropeanCommissionwithinthe INTERREG IVB South
East Europe Programme(2007-2013)
DisseminationLevel
PU Public PU
PP Restrictedtootherprogrammeparticipants(includingtheCommission
Services)
RE Restrictedtoagroupspecifiedbytheconsortium
CO Confidential,onlyformembersoftheconsortium(includingtheComm
issionServices)
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
3
Title:
D 4.7 - Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
Author(s)/Organisation(s):
AlkisPapademetriou,
WorkingGroup:
WP4
References:
STATUS Final Application Form (INTRA-5108827)
STATUS Project and financial management handbook
ShortDescription:
Output 4.2, 4.5 and 4.6 are going to be combined and presented as the final Strategic Territorial / Agenda.
Content manager coordinates. Scientific and technological partners provide methodologies and techniques, tools
necessary to facilitate the exchange of ideas, knowledge and expertise in the activated participatory planning process
leading to the final Agendas design.
Keywords:
Strategic territorial agenda, strategy, workshops, participatory tool, geoblog, stakeholders, working groups, solutions,
problems
History:
Version Author(s) Status Comment Date
00 Barbara Music (UIRS) Structure Template of the report 16/09/2014
01 AlkisPapademetriou
1. Draft Draft of the report 29/12/2014
Review:
Version Reviewer Comment Date
01
02
Sabina Dimitriu (As. CM)
Sabina Dimitriu (As. CM)
PietroElisei (CM)
Review of Report Template
Review of 1. Draft
23/09/2014
20/10/2014
xx/xx/2014
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
4
Table of Contents
Table of Contents................................................................................................................................... 4
Table of Figures ..................................................................................................................................... 5
Abbreviation List ................................................................................................................................... 5
1 The importance/purpose of the Strategic Territorial/Urban Agenda (ST/UA) ....................... 6
2 Scope and vision of the ST/UA 2020 ............................................................................................ 7
3 The process leading to design of the ST/UA in Drama .............................................................. 9
4 Goals and projects of the ST/UA ................................................................................................ 18
5 Implementation of the ST/UA .................................................................................................... 21
6 Project Fiches: Priority projects corresponding to each goal / objective of the ST/UA ........ 27
7 The Poster Plan ............................................................................................................................ 36
8 Conclusions .................................................................................................................................. 38
9 References .................................................................................................................................... 38
10 Annexes......................................................................................................................................... 38
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
5
Table of Figures
Tables
Table 1: List of prioritized projects ....................................................................................................... 19
Table 2: ST/UA´s Action Plan of Drama .............................................................................................. 21
Table 3: ST/UA´s Action Plan of Drama in a timeline ......................................................................... 22
Table 4: Risk assessment ....................................................................................................................... 23
Table 5: Monitoring and evaluation framework of the ST/UA ............................................................. 25
Figures
Figure 1: The process of designing ST/UA (source: UIRS design) ........................................................ 9
Figure 2: Timeline of the process of ST/UA design (source: own design) .......................................... 11
Abbreviation List CKP - cities knowledge platform
ST/UA - Strategic Territorial/Urban Agenda
TP – Territorial Partner
SEE – South Eastern Europe
UC – Urban Centers
UTF – Urban task forces
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
6
1 The importance/purpose of the Strategic
Territorial/Urban Agenda (ST/UA)
The current Municipality of Drama emerged from the conjunction of the former Municipality of
Drama with the former Community of Sidironero. The City of Drama, the chosen area of intervention,
is situated in the South of the Municipality of Drama. It is the capital of the Municipality and a
significant urban center of the region. The city of Drama was the intervention area in the context of
the STATUS project, since it constitutes the Municipality’s economic and administrative center and is
recognized as an entrepreneurial and transport center as well as a cultural pole. Moreover,
propagating benefits from any action taken there could be more easily spread to other areas of the
Municipality. Furthermore, the city of Drama concentrates the majority of the entrepreneurial
activity as well as relevant infrastructure (transport, support structures etc).
In the City of Drama an issue rose from the concentration of infrastructure, operations and services
that cause pressures (conflict of land uses, congestions etc.) within the urban web, resulting in
problems for the local entrepreneurial community as well as the inhabitants (degradation of quality
of life). Hence, actions needed to be taken towards improving the quality of life within the city
through urban interventions – regenerations and facilitating urban entrepreneurship.
The Strategic Territorial Urban Agenda is a great opportunity for the city of Drama to enhance urban
entrepreneurship. To be more specific, the main objective of the strategic agenda is to plan a
sustainable and competitive urban environment to facilitate and promote local entrepreneurship.
The centre is expected to host affiliated operators from the most active sectors with the most future
perspective. Consequently, the conditions for a sustainable development will be created directly with
a broader social impact of extra jobs.
Hence, our Strategy will be based upon urban entrepreneurship. Drama’s strategy aims at planning
and organizing an integrated local entrepreneurial activity, focusing on urban interventions for
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
7
facilitating entrepreneurship on the city level, structures to stimulate and promote entrepreneurship
as well as infrastructure projects for supporting entrepreneurship.
2 Scope and vision of the ST/UA 2020
The area of intervention was chosen as part of the Strategic Territorial Urban Agenda after
considering different aspects of its location, potentials and capacities. More specifically, the analysis
included quantitative and qualitative criteria, which were among others: the geopolitical position and
strategic significance of the area; it’s the transnational character; the accessibility capacities
(connections, main transport infrastructure); the entrepreneurial profile of the area and the
technological and research infrastructure. Additionally, the quality of the urban and natural
environment, as well as, the potential production infrastructure was taken under consideration.
The current Municipality of Drama emerged from the conjunction of the former Municipality of
Drama with the former Community of Sidironero. The city of Drama will constitute the area to be
studied, in the context of the STATUS project. It covers around 3,4 km², with a total number of
38.549 inhabitants according to the 2011 census, that corresponds to the 78% of the Municipality’s
population. The selected area of Drama has a long entrepreneurial tradition demonstrating a high
dynamic in sectors like agriculture (wine, smoke, vegetables, and cereals), wood and marble industry.
However, many economical problems exists such as the high unemployment rates (official
unemployment rates ≈ 20%, actual rates higher than 25%) and the luck of a substantial amount of
funds amongst local stakeholders for financing developmental projects or urban interventions /
regenerations projects as well as new entrepreneurial activities.
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
8
Picture 1: Area of intervention source: google maps
In the case of Drama, the local Chamber is the involved partner and therefore it was decided that in
order to conclude a sustainable and applicable strategy, the thematic and content of Drama’s Agenda
(as well as relevant interventions) had to be related with the activities and mission of the Chamber.
Under this framework, the strategy for Drama was focused on entrepreneurial development and
gave emphasis on matters of planning for urban entrepreneurship, urban interventions for
supporting entrepreneurship and locating entrepreneurial activities at urban level.
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
9
3 The process leading to design of the ST/UA in
Drama
The process of designing the Strategic Territorial/Urban Agenda follows three major steps:
Figure 1: The process of designing ST/UA (source: UIRS design)
The first workshop was dedicated to an introductory presentation of the project STATUS. The project,
its aims and objectives were presented as well as its outputs and methodology of implementation.
Furthermore, Chamber executives presented features of the project and explained how the STATUS
project will benefit (a) the urban development of Drama and (b) the entrepreneurial world of Drama.
Lastly, all the stakeholders were presented and all the participants introduced themselves.
The most important topic of the first workshop was the one that dealt with existing problems
regarding entrepreneurship and the support to the SMEs for growth and development. The networks
of entrepreneurship including district economies and clusters were discussed thoroughly. A new
issue that is examined by the Drama Chamber is the issue of “Smart Specialization” for which a good
deal of discussion was devoted. This was the topic/ issue that raised a lot of discussion due to the
nature of our organization that is a Chamber of Commerce and has to do with the entrepreneurial
development of the region and due to a number of participants that were coming from the
entrepreneurial sphere.
The main topics discussed, regarding this aspect, were:
The issue of the fiscal crisis that plagues Greece was a major issue of concern and was raised
in the discussion of the workshop.
Alternative and contemporary methods of entrepreneurial activity were discussed as well.
These methods had to do with the following:
a) Knowledge economy
b) Innovation
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
10
c) Innovation farms
d) Techno-genesis
e) Social economy (especially in relation to the fiscal problems of the region)
Networks of entrepreneurial activity such as:
a) Co-working
b) District economies
c) Clusters
d) Cooperation with neighbouring Bulgaria
Smart Specialization was an issue introduced in the discussion and a new programme
undertaken by the Drama Chamber on “smart specialization” was presented.
Structural changes, human resources, spatial capital in relation to the entrepreneurial
cooperation with neighbouring Bulgaria.
Industrial knowledge.
Tourist development of the region in relation to agro-tourism activities that have grown
tremendously in the region in the last decade.
The second workshop was focused on urban solutions and prioritization in order to organize the
process that will lead us to the definition of the Strategic Urban Agenda for the Region of Drama.
Thus, regarding the most important issue identified in the first workshop, the second workshop
stated the problem of the utilization of space for the development of entrepreneurial activities and
the provision of contemporary support to the enterprises.
Consequently, a first solution refers to the development of new facilities for the support of
entrepreneurship and the creation of a systemic approach which can include, in the framework of an
integrated supporting services to the enterprises with a series of sub-systems and functional
relationships, integrated within themselves at the macro level, such as: entrepreneurial space,
commercial system and logistics, industrial parks, business centres, etc.
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
11
PRIORITIES
Economic infrastructure: Creation of business parks, Technology Park, logistics center, incubators
and business centers.
3.1 Timeline of the overall process of the ST/UA design
Figure 2: Timeline of the process of ST/UA design (source: own design)
The first thematic workshop organized in the Drama Chamber within the “STATUS” programme took
place on the 29th, 30th and 31st of October 2013, at the premises of the Drama Chamber at the
Executive Council hall.
The second local workshop was held at the premises of the Drama Chamber on the 19th and 20th
February 2014.
The third workshop was held at the premises of the Drama Chamber on the 17h and 18thof June 2014.
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
12
3.2 Operational Analysis
Based on the fact that the Drama Chamber of Commerce focuses on activities related to
entrepreneurship and the business environment, the strategy for Drama was focused towards
entrepreneurial development and emphasis was given on matters of planning for urban
entrepreneurship, urban interventions for supporting entrepreneurship, locating entrepreneurial
activities at urban level etc.
The foreseen Strategic Agenda will focus on specific key points which are vital for the development of
the intervention area. The aforementioned key points include the incorporation of the
entrepreneurial activity at city level, as well as the redefining of the “entrepreneurship – public
space” relation through the improvement of the quality of life within the city and the stimulation of
urban entrepreneurship. The aforementioned urban entrepreneurship stimulation will be realized
since the initiation of entrepreneurial activity will promote and give a boost to all activities in the
area.
Hence, after taking under consideration the basic points, the appropriate potential actions were
defined that include the realization of interventions within the urban fabric to facilitate
entrepreneurship, the establishment of structures in order to promote and stimulate
entrepreneurship, the implementation of urban regeneration plans and the implementation of
projects that support entrepreneurship.
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
13
3.3 Urban programming and Urban Task Forces (UTF)
Figure 3: Participatory tools (source: own design)
A strong preparation period before the event took place in the preceding weeks in order to secure
the participation of a number of executives from other organizations as well as a score of
representatives from enterprises which are members of the Chamber.The support and assistance of
the Drama Municipality was paramount in the preparation efforts. Especially the Urban Planning
department was instrumental at the preparation of the academic topics and the particularities of the
issues included in the workshop.
It was difficult to secure a number of participants but eventually we had a good number. There are
three main elements that assisted us in order to secure a number of participants. First of all, we
issued press releases and the Drama Chamber president gave interviews on local radio and TV.
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
14
Furthermore, we used the Drama Chamber electronic mailing list that provided us the means to
make a direct information campaign by sending electronic information. Secondly, using as an
advantage the fact that Drama is a small city, we used personal contacts by phoning people that
would be instrumental to the success of the process and asked them directly to support the efforts.
Moreover, we managed to secure the participation of a number of representatives from enterprises
because they are our members and it was easy for us to mobilize them.
The composition of the second workshop was somehow different than the one from the first one.
Although there were participants from the Region of Drama, the second workshop received a wider
regional attention as officers, executives and administrators from the Region of East Macedonia and
Thrace participated at the event. Professors and students from the Regional University of Democritus
from Thrace and a professor from the Technical Institute of Kavala participated as well.
Besides the lower actual presence of public institutions and private stakeholders, newcomers had
also been registered, especially from the local authorities and energy and gas companies. Overall,
stakeholder group composition between the preparation phase and the deployment of the first local
event had not suffered radical changes; only a general decrease in attendance was presence.
Nevertheless, interesting conclusions can be drawn from the comparison between the two
workshops. Firstly, the stakeholder group was comprised by solely the actors being able and willing
to participate and share their opinions within the workgroups: a total of 24 participants. Secondly,
the proportion of attendees from public institutions shifted to an almost50% reduction from the first
to the second workshop; the lack of consistency and continuity can be attributed to several reasons
of which the desire of the invited actors to “just come and see” in the first workshop and their higher
willingness to signal problems over solutions could be rated as the most prevailing.
Each workshop had a starting point from which it developed further. To be more specific, the first
thematic workshop was focused on examining the issues and identifying the problems existing in the
intervention area per section. Whilst, the second workshop focused on urban solutions regarding the
already identified problems and prioritization of the solutions that gradually led to the definition of
the Strategic Urban Agenda for the Region of Drama. The second workshop had two main objectives;
to further consolidate the Urban Task Force and commit stakeholders to the goal of shaping the
region’s Strategy through their proposal of solutions for the urban problems defined within the first
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
15
workshop. In the third workshop, the projects per each subsystem were outlined in a ‘solutions’
workshop in order to create the strategic plan.
The working groups in the first workshop were the following:
1. Environment
2. Transportation and Accessibility
3. Entrepreneurial environment
4. Decision making and stakeholders
5. Capitalization issues
During the second workshop the working groups were formed as below:
1. Environment
2. Economy and Entrepreneurship
3. Governance, civil society, socio-cultural infrastructure & networks
4. Public space, urban development and renewal
5. Capitalization Issues
1st/2nd/3rd Workshop attendance:
Date when it was held: 29-31/10/ 2013
Total number of participants: 27
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
16
Date when it was held: 19-20/02/2014
Total number of participants:22
17
11
61
11
3rd Workshop attendance by stakeholder status (%)
Public institutions
Civil society
Private stakeholders
University, R&D
Date when it was held: 17-18/06/2014
Total number of participants: 18
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
17
FINAL UTF COMPOSITION
25
1153
11
Drama Urban Task Force (%)
Public institutions
Civil society
Private stakeholders
University, R&D
Total number of members: 19
Type of formalization: Partnership Agreement
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
18
4 Goals and projects of the ST/UA
Due to the fact that Drama is surrounded by valuable farmland and pristine woodlands, there is very
little space available for the development of enterprises and entrepreneurial activities. This aspect is
exacerbated by the lack of a business activity centre or industrial platform. Hence, the currently
unused public areas that belong to the central government and are practically parts of the urban
agglomeration amount for large brownfield zones and do not function, produce or absorb labour.
Therefore, one chief objective of the Strategic Agenda is to utilize these specific areas for the
development of the business sector and in order to provide entrepreneurial services, such as logistics
and business development centers, business parks for the development of low-impact handicraft
units and the development of business incubators, co-working activities, etc.
The criteria for prioritizing the projects were focused on the exploitation and appropriation of empty
spaces in order to be further developed for entrepreneurial activities that will enhance the local
economy, add value to the intervention area and bring growth to the city of Drama. Additionally, it
was recognized that some innovative activities for the support of the entrepreneurial sector should
be undertaken, since the region is lacking behind in structures that can increase the economic
development and must be competitive towards the big markets that are available in the neighboring
regions of Bulgaria and Turkey.
Consequently, the projects that comprise the development of new facilities for the support of
entrepreneurship that might include supporting services to the enterprises, such as: entrepreneurial
space, commercial system and logistics, industrial parks, business centers, etc, are the ones that are
prioritized in the Strategic Agenda.
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
19
Table 1: List of prioritized projects
Priority
nr.
Name of the
project
Topic Funding opportunities Opportunities for
partnership
1 Drama Logistics
Center (DLC)
Entrepreneurial
Activities/
Economic
infrastructure
The ROP East Macedonia
– Thrace for the years
2014-2020
Municipal funding
ESF
Horizon 2020
DLC will be a joint
effort of six major
stakeholders: a
private investor, the
Municipality of
Drama, the
(Business) Chamber
of Drama, the
Hellenic Railways,
the Drama
Development S.A
and the local –
regional
Technological
Institutes.
2 Drama
Entrepreneurship
Center (DREC)
Entrepreneurial
Activities/
Economic
infrastructure
The ROP East Macedonia
– Thrace 2014-2020
Municipal funding
ESF
Horizon 2020
DREC will be owned
by a Public Private
Partnership
company (DREC
S.A.), which will be
established
exclusively for that
reason. The
shareholders of
DREC S.A. will be the
following: The
Municipality
Authority of Drama
(owner of the site),
the Chamber of
Drama, the Center
of Business and
Technology
Development of
Eastern Macedonia
and Thrace, the
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
20
Drama
Development
Company S.A., the
Institute of
Technology of
Drama and a private
investor
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
21
5 Implementation of the ST/UA
5.1 Key actors responsible for the implementation of the ST/UA
Table 2: ST/UA´s Action Plan of Drama
Action
priorit
y nr.
Action Name Person
responsible
(member of
the UTF)
Status (preparatory
phase/active/
not active)
Due
date
Date
completed
Funding
opportunities
Opportunities
for partnership
1 Drama
Logistics
Center (DLC)
Charalam
bos
Alexandri
dis,
Director,
Drama
Chamber
Not active 2015 2018 The ROP East
Macedonia –
Thrace for
the years
2014-2020
Municipal
funding
ESF
Horizon 2020
DLC will be a
joint effort of
six major
stakeholders:
a private
investor, the
Municipality
of Drama, the
Chamber of
Drama, the
Hellenic
Railways, the
Drama
Development
S.A and the
local –
regional
Technological
Institutes.
2 Drama
Entrepreneu
rship Center
(DREC)
Charalam
bos
Alexandri
dis,
Director,
Drama
Chamber
Not active 2015 2018 The ROP East
Macedonia –
Thrace for
the years
2014-2020
Municipal
funding
ESF
Horizon 2020
DREC will be
owned by a
Public Private
Partnership
company
(DREC S.A.)
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
22
Table 3: ST/UA´s Action Plan of Drama in a timeline
5.2 Risk assessment
The risk analysis considers critical factors that may lead to a failure of the business concept during
the implementation phase, as well as during operations.
1. Insufficient demand: This is the most frequent reason that leads to business failure. This includes
permanently low demand, as well as a temporary collapse in demand. It happens due to the fact that
demand estimates were too optimistic at the outset. Such failures might also come from external
shocks instead of operating deficiencies. Since the expected frequency of customers during the start-
up phase is still low, a critical success factor is to focus promotional effort so as to generate customer
loyalty early on, which will help minimize the effects of demand fluctuations.
2. Behavior of Competition: Due to low entry barriers, additional businesses can enter the market
at low cost. Means that could be used by an entrant to gain a competitive edge are, amongst others,
the provision of a better service concept, innovative ideas and concentration on core businesses.
3. Liquidity constraints: Another frequent reason for bankruptcy is insufficient liquidity. In that case,
it is possible that all liquid funds are used to cover losses or that liquidity needs were planned too
tight. In order to be able to flexibly react to changing liquidity needs, it is important that sufficient
funds be planned, even during the start-up phase. Thus, 5-10% of the investment sum should be held
as liquidity reserve permanently.
4. Over-indebtedness: Many businesses are run on a small equity base. The majority of investments
are funded by debt. If the business becomes unprofitable, debt obligations cannot be covered.
Therefore, it is important that a share of earnings is retained for debt service.
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
23
5. Macroeconomic Conditions: In a cyclical downturn, revenue expectations may not come in
according to expectation. Although this factor does not affect the business in itself, it does have an
impact on profitability, liquidity and leverage. During such periods costs remain constant, but
revenues typically decrease which affects overall profitability. As a result, businesses can go bankrupt
due to macroeconomic conditions, although the relevant indicators of the business look healthy.
6. Location and market: The market of the business and the selection of right potential customers
are important success factors and one of the fundamental decisions that has an impact on the future
prosperity of the firm. Therefore, a careful analysis is necessary. Often start-ups did not consider
that, even when the choice of market may not be wrong at the outset, it may later become so when
economic conditions worsen. This may be due to structural changes or different interest of
customers.
7. Wrong Business Decisions: Often wrong business decisions and difficult situations go unnoticed
for some period, which can lead to a failure of the business. Critical and independent reflections of a
decision are critical factors to determine the value of a management decision and evaluate the
business' profitability. Studies have shown that many businesses fail in their start-up phase because
of management's inability to make sound business decisions, whereas once a business is settled, such
mistakes are very rare. Hence, a critical management instrument is the ability to detect potential
failures and problems and certain key figures can help measure this ability and objectively determine
a decision's chance for success.
Table 4: Risk assessment
Identification of the risk Qualitative risk assessment
Responding on the risk
Priority nr.
Identification of the risk
Reason Potential effects
Probability of occurrence
Impact Strategy Measure
(high / medium / low)
(high / medium / low)
(Avoidance / Reduction / Sharing / Acceptance)
1,2 Insufficient demand
optimistic estimates, external shocks
business failure
high high acceptance promotion, generate customer loyalty
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
24
1,2 Competition behaviour
low entry barriers
business failure
medium medium reduction better services, innovative ideas
1,2 Liquidity cover losses, needs planed to tight
bankrupty high high reduction sufficient funds planned
1,2 Debt majority of investments covered by debt/ small equity base
bankrupty high high reduction retain share of earnings
1,2 Macroeconomic conditions
low revenue affects profitability
bankrupty high high reduction
1,2 Location and Market
wrong market choice
1,2 Business decisions
wrong business decisions
business failure
medium medium reduction critical management instrument, key figures
5.3 Sustainability of the ST/UA
DREC will perform as a local economic development tool, which favoring the conditions for the
creation and growth of novel business activities, contributes actively to the development of the
region where it operates. In this framework, it also has a mission of “public interest” and therefore
needs to be counted as an actor, among others, which can influence regional development.
Therefore, Drama Entrepreneurship Center can benefit Drama not only financially and economically
but also socially by enhancing and facilitating entrepreneurs.
The cooperation within the Logistics Center can bring the following benefits to the city of Drama:
specialization, cost reduction, economies of scale and scope, increased exports, increased
innovation, improve business environment (infrastructure, regulation), funding opportunities and
regional development.
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
25
5.4 Monitoring and evaluation
Table 5: Monitoring and evaluation framework of the ST/UA
Action
priority nr.
Action Name Indicator the activity
needed to
monitor and
evaluate
Responsibilit
y Who will
measure?
Role of the
responsible
person
Data source How it will be
measured?
Target What is the
target value?
Frequency How often will
be measured?
1 Drama
Logistics
Center
(DLC)
Land
appropriation
Drama
Chamber
To look after
the procedures
for land
appropriation
Monitoring
the ministry
records
Land
acquisition
Every month
2 Drama
Entrepren
eurship
Center
(DREC)
Land
appropriation
Drama
Chamber
To look after
the procedures
for land
appropriation
Monitoring
the ministry
records
Land
acquisition
Every month
5.5 Recommendations for the implementation of the ST/UA
Once the Strategic Territorial Urban Agenda (ST/UA) is formed and the interested parties have
decided upon the projects to be implemented in the next programming period, then the real work
and effort is about to begin. This is due to the fact that the most difficult task is not to prioritize the
projects, but to get them started. The preparatory and, afterwards, the starting phase of any project,
especially when we are referring to projects of that magnitude like the urban planning ones, is the
most difficult part due to the fact that people responsible for the implementation, funding and
managing of the whole endeavor should collaborate in order to ensure the acceptance of their
decisions and the transparency within programmed actions.
Hence, the implementation of the agenda comprises many steps since it is a long way from finding a
solution to the problem to actually realize a project. Continuously monitoring and keeping in touch
with the interested stakeholders is a way to keep the implementation of the Agenda on track. In
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
26
addition, the active operation of the Urban Center can facilitate the process of materializing the
Agenda. The Urban Center is where people can interact, exchange ideas and as a result transmute
the priority projects of the area because the projects are ‘alive’, since people are actually behind
them. Thus, a proposed way to implement the agenda in a sustainable way is to keep people who
actually underpin the projects interested and motivated to keep working on the development of
their region.
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
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6 Project Fiches: Priority projects corresponding
to each goal / objective of the ST/UA
Priority project nr. 1: Drama Logistics Center (DLC)
Description
The Prefecture’s economic activity is accumulated in the city of Drama, which is the administrative,
social and economic centre of the prefecture. So, the city of Drama is the most appropriate area for
any entrepreneurship support intervention and any business support activity to be located.
The Centre is expected to act as a catalyst for entrepreneurship in Drama, reviving to the city’s life
innovative entrepreneurial activity in sectors that Drama seems to have an edge on. Moreover, it is
expected to host affiliated operators from the most active sectors with the most future perspective.
Consequently, the conditions for a sustainable development will be created directly with a broader
social impact of extra jobs.
According to Europlatforms (2004), “a Logistics Centre is the hub of a specific area where all the
activities relating to transport, logistics and goods distribution – both for national and international
transit – are carried out, on a commercial basis, by various operators”. In this definition, the
operators may be owners or tenants of the buildings or facilities (warehouses, distribution centers,
storage areas, offices, truck services, etc.). To be competitive and follow the free market rules, a
logistics centre must be open, or accessible, to all companies involved in the aforementioned
activities. In addition, it should contain all necessary facilities, be served by a variety of transport
methods (roads, rail, sea, inland waterways, air), and provide high quality of services with intermodal
solutions. Judging by the above-mentioned definition and properties, a logistics center can be
thought of as a cluster. Therefore, the Logistics Centre that will operate in the city of Drama will be
the transportational hub serving not only the local region but a much broader area of Balkans. It will
increase thecompetitivenessoftheaffiliatedcompaniesdecreasingthehightransportation costs,
improve their extroversion and represent a leading role towards the hitherto incomplete
interconnection of the puissant primary sector with the secondary and tertiary sector.
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
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The construction of new modern premises constitutes the main part of the potential logistics centre,
since it will contribute to the creation of the necessary substructure towards the sustainability and
profitability of the project. The premises will be used for the actualization of the business functions
of the affiliated companies, the service of the needs and demands of their clientele as well as for the
housing of their offices and other business functions (finance, marketing, administrative).
According to estimates, the under construction building will have approximately the following
dimensions: 150m X 120m, area 18.000sqm. It is about a ground floor building specially adapted to
be used as a warehouse having one united storage space and the offices section, which will include
workspaces, catering premises, training facilities and an adequate number of restrooms. Upon
completion of these tasks the logistics center, will create new and modern infrastructure in order to
work productively and efficiently. All the necessary construction, formation and reformation work of
the internal and external spaces will take place.
The buildings contained in the Brownfield are in need of extensive renovation. In fact, there is not a
large number of buildings and the need of extensive renovation due to the poor maintenance
conditions is essential, increases the time and cost for the recovery process. The construction of new
facilities, as already been noted, seems to be a more viable way since the type of the buildings
needed for the smooth and unhindered activity of the Logistics Center does not exist. Additionally,
the extremely small number of the already existing buildings can’t guarantee the future exploitation
of these building since they are found in bad condition primarily because of the poor maintenance
undergone there. Hence, the plans include construction of new premises that can potentially
accommodate future plans and, after taken under consideration all costs, reconstruction of the
existing premises.
The basic infrastructure will include the following:
Ergonomic architectural structure of the facilities.
Asphalt roads with road signs and strict driving regulations within the facilities.
Safe loading and unloading ramps.
Special protection roof for loading and unloading products.
Passive fire extinguishing system.
Smoke detection system and active fire protection.
Water and electric outlets.
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
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Refrigerators and freezers.
Air conditioning and heating system.
Insulation.
Full and adequate lighting of the working space 24h/day.
Emergency outposts.
Sanitation
facilities.
Office and
catering spaces.
Telephone/i
nternet outlets and
cabins.
Figure 4 : Logistics Centre serving multiple site stores
Location
The Logistics Center will be located at the abandoned premises of the “Ammunition” Brownfield. The
Brownfield is located near the city web at a certain distance though so as the operation of the future
Logistics Center won’t burden the centre of the city. Furthermore, the “Ammo Depot” Brownfield has
been selected as the most suitable solution, as it combines all the main features for supporting the
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
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development of a Logistics Center, comprising a quite large area capable of hosting additional
activities as well. Its’ central position makes it equidistant from every transport axis in the area and
also adjacent to the local market and enterprises. It is not situated much near to the social habitat
cell, and it is not surrounded by it and so any negative effects - derived from the operation of the
Logistics Center - for the city, can be constrained.
Picture 2: Location of DLC source: own design/google maps
Status
Not active
Timeline
2015-2018
Investments costs estimation
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
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For the sustainability of the investment two indicators are examined:
1. the net present value (NPV) and
2. the internal rate of return (IRR)
The net present value of the project is calculated equal to NPV = 12.081.889,93 € and the estimated
IRR is equal to 17% ,which is very satisfactory.
Funding opportunities
The ROP East Macedonia – Thrace for the years 2014-2020
Municipal funding
ESF
Horizon 2020
Opportunities for partnership (if applicable)
DLC will be a joint effort of six major stakeholders: a private investor, the Municipality of Drama, the
(Business) Chamber of Drama, the Hellenic Railways, the Drama Development S.A and the local –
regional Technological Institutes.The Private Public Partnership(PPP) is the most widespread and
efficient organizational structure for companies managing Logistics Centres. Share capital is owned
by public and private partners in different percentages. In most cases, however, Public Authorities
constitute a company’s main shareholder. The choice of the PPP model as well as the involvement of
Public Authorities is linked to financial, infrastructure and planning reasons. Building a Logistics
Centre involves – from the very beginning – huge investment for the creation of not only large
warehouses but also all the urban intervention and services. Considering that the Logistics Centre is a
long-term enterprise that, at least in the start-up phase, does not represent a truly tempting business
for private investors, financial support from Public Authorities becomes a key element for its
development.
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
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Priority project nr.2: Drama Entrepreneurship Center (DREC)
Description
The current challenge of Drama involves the creation of a modern entrepreneurial spirit, which will
consistently reorient the production capacity towards innovation, new technologies and new broader
tourism services, based on the advantages of natural wealth, position and local capacities. Thus, in
the Strategic Agenda of Drama the opportunities deriving from its important geo – economic position
in relation to the Balkans and the Black Sea region, its strong agricultural profile and the
development of an innovative entrepreneurial mentality should be identified, in order to attract
investments in new technologies and innovation.
The Drama Entrepreneurship Center (DREC) will operate providing continuous support to
entrepreneurs and existing SMEs and promoting innovative business ideas and ventures. DREC will
act towards the identification of sectors with a competitive advantage and the development of
regional innovative activities, contributing to overall regional development.
DREC as an innovation-based incubator will be a business development center for new entrepreneurs
and SMEs that intend to develop innovative ideas. There is a subset where the domains of
entrepreneurship and innovation find a common ground, where ideas are both innovative and
profitable, which can be translated in sound businesses addressing specific markets. After all, an
innovation requires entrepreneurship to finally exploit the added value it generates.
DREC is an actor who targets a very specific domain of regional development having as ultimate
beneficiaries of its actions the entrepreneurs with innovative business ideas and the innovative SMEs
of the region.
The buildings contained in the Brownfield are in need of extensive renovation. However, no
contamination has been detected and therefore there are no decontamination needs and relevant
costs. The site is owned by the Hellenic Public Real Estate Corporation and no transfer costs are
expected to be charged. What is more, no significant zoning and planning restrictions are expected.
The Brownfield is part of the urban web of the city and therefore, there is full access to the public
water, sewage and power supply networks, as well as a complete connection to the urban
telecommunications network. There is also a lighting system network for the communal spaces
within the site. However, there is not a central heating or cooling system.
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
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It is certain that an extensive renovation and restoration of the site will take place turning it into an
appropriate space where entrepreneurs will be hosted in order to promote new entrepreneurship
together with new innovative ideas. The interior design will be a modern modular design with all the
necessary amenities. To be more specific, all internal walls will be removed and replaced by modern
flexible elements and the renovation and restoration will include tasks such as, the ripping and lining
of the floor, inside and outside painting, roof restoration where necessary, extra electric and water
outlets, installment of heating-air conditioning and ventilation system, sanitation facilities etc.
Furthermore, the surroundings will be cleared and transformed according to business standards
forming a suitable environment for the affiliated operators.
The buildings will be adjusted to future needs. There will be common areas that can be shared, for
instance; conference rooms, library, kitchen and a business service center. DREC’s building and
surrounding area will be secure so that entrepreneurs can work day or/and night. In addition,
adequate parking places are foreseen in the development plans.
Picture 3: DREC location source: own design/google maps
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
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Location
The DREC and the incubator will be located at the abandoned premises of the ANDRIKAKI Brownfield.
The Brownfield is located at the centre of Drama, therefore it is part of the urban web. The
ANDRIKAKI Brownfield has been selected as the most suitable solution, as it combines all the main
features for supporting the development of a Business Incubator or a Business Support Centre,
comprising a quite large area capable of hosting other activities as well. Its central position makes it
equidistant from every transport axis in the area and also adjacent to the local market and
enterprises. Furthermore, it is situated near the social habitat cell, having a distance of only 1,2 km
from the city center, but not surrounded by it and so any negative effects - derived from the
operation of the business center - for the city, can be constrained. Moreover, the proprietary status
of the Brownfield and its maintenance level reduce the time and cost required for the recovery
process.
Status
Not active
Timeline
2015-2018
Investments costs estimation
For the sustainability of the investment two indicators are examined:
1. the net present value (NPV) and
2. the internal rate of return (IRR)
So according to calculations, the net present value of the project is calculated equal to NPV =
1.404.348,24€ and the estimated IRR is= 16%,which makes the project desirable.
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
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Funding opportunities
The ROP East Macedonia – Thrace for the years 2014-2020
Municipal funding
ESF
Horizon 2020
Opportunities for partnership (if applicable)
DREC will be owned by a Public Private Partnership company (DREC S.A.), which will be established
exclusively for that reason. This company’s mission will include the projects of renovating the
necessary premises, establishing, developing and managing the business entrepreneurship centre
and the incubator. The shareholders of DREC S.A. will be the following: The Municipality Authority of
Drama (owner of the site), the Chamber of Drama, the Center of Business and Technology
Development of Eastern Macedonia and Thrace, the Drama Development Company S.A., the Institute
of Technology of Drama and a private investor.
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
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7 The Poster Plan
The Poster Plan represents the summary of the ST/UA in Drama.
Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
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Output 4.7 Integrated Strategic Territorial/Urban Agenda in Drama ERDF PP9 Drama Chamber (GR)
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8 Conclusions
The importance of STATUS project lies in the fact that the first big step towards the implementation
is been made; local authority and community representatives have been put together in a ‘working’
group, namely the Urban Task Force, to manage and monitor the projects in the Agenda and any
other projects that may result from the interaction within the Urban Center. This brings what people
think and want regarding their city in the spotlight and at the same time, makes them responsible for
the decision making process and the implementation phase of the projects. Moreover, the projects
that are most urgent for implementation have already been included in the strategic agenda and will
be considered in the next programming period. This allows for better territorial/urban programming
and more efficient absorption of European funds.
Community cohesion and interaction was a major bet placed by the STATUS project and judging by
the results so far, it seems that the STATUS project won that bet.
9 References
1. D 4.2 Survey on Territorial Governance and Urban Problems-Drama Chamber
2. D 3.2 Operational Analysis on Territorial Partners- Identifying major urban issues at
urban/territorial partner scale
3. D 4.3 Draft Strategic Territorial/Urban Agenda- Drama Chamber
10 Annexes
List of participants -1st workshop
List of participants -2nd workshop