Policy instruments
Discover the policy instruments that the partners of this project are tackling.
A means for public intervention. It refers to any policy, strategy, or law developed by public authorities and applied on the ground to improve a specific territorial situation. In most cases, financial resources are associated with a policy instrument. However, an instrument can also sometimes refer to a legislative framework with no specific funding. In the context of Interreg Europe, operational programmes for Investment for Growth and Jobs as well as Cooperation Programmes from European Territorial Cooperation are policy instruments. Beyond EU cohesion policy, local, regional, or national public authorities also develop their own policy instruments.
The POR Emilia-Romagna ERDF is the strategic and operative document for the use of funds allocated to the Region by the ERDF. Being one of the main investment instruments within the framework of the Cohesion Policy, it works to strengthen the economic, social and territorial cohesion of the EU and correct imbalances between its regions, with 5 Strategic Priorities. The ERDF 21-27 programme launches some challenges that are directly connected with the project. The measure addressed in the framework of the project falls under Policy Objective 1 "A Smarter Europe" Priority 1 - Research Innovation and competitiveness - Specific Objective 1.2 "To enable citizens, businesses, research organizations and public authorities to reap the benefits of digitization”. In the addressed part of the document, in line with the Recommendation 2021/1970 on the European Common Data Space for CH and in relation with the COM(2020) 66final on EU strategy for data, is foreseen the empowerment of the digital tools to access CH in the region, both for purposes of conservation and valorisation, thus guaranteeing a wide and capillary accessibility and favouring an immersive and innovative approach to the heritage. This approach will positively impact on the potential to re-use digitalised heritage in sectors like humanities and social sciences, sustainable tourism and cultural and creative sector.
Partners working on this policy instrument
The Lublin City Tourism Development Strategy was adopted in 2013 by the Lublin City Council. The strategy indicates the most important assumptions for the functioning of tourism in Lublin and includes analytical, strategic and implementation sections. The Strategy contains a description of the state of play of tourism in Lublin and a vision for its future development. It sets out strategic and operational objectives for the development of tourism and identifies the leading products that have the greatest potential for generating tourist traffic in Lublin.
The first objective of the strategy is to create, implement and develop competitive tourism products whose potential stems directly from the identity and history of the city of Lublin. The strategy indicates 5 thematic areas, whose development should lead to an increase in the importance of Lublin on the tourist map of Poland and Europe. The areas are Lublin Open Culture, Jagiellonian Lublin, Jewish Lublin, Business Tourism Lublin and Flavours of Lublin.
The operational goal is to create product partnerships for the implementation and development of individual brand products, including the creation of development programmes for individual products with detailed breakdown of budgets, sources of funding, preparation of documentation required by law.
The first objective of the strategy is to create, implement and develop competitive tourism products whose potential stems directly from the identity and history of the city of Lublin. The strategy indicates 5 thematic areas, whose development should lead to an increase in the importance of Lublin on the tourist map of Poland and Europe. The areas are Lublin Open Culture, Jagiellonian Lublin, Jewish Lublin, Business Tourism Lublin and Flavours of Lublin.
The operational goal is to create product partnerships for the implementation and development of individual brand products, including the creation of development programmes for individual products with detailed breakdown of budgets, sources of funding, preparation of documentation required by law.
Partners working on this policy instrument
Lublin Municipality
Poland
Lubelskie
The policy instrument is a strategic plan with a time frame of 10 years (2020 – 2030) including the main guidelines for the regional tourist policy authority. Specifically, it summarizes the tourist goals to be achieved and the general strategic objectives for the Region, while foreseeing strategic lines of action.
The 4 goals defined were: increase the number of overnight stays in the Region; increase the average stay; increase the occupancy rate; increase the yield per available room in the Region's units.
To achieve these goals, the plan identified 5 main drivers: qualifying and valuing all players in the value chain of Tourism sector; promoting integrated, sustained and cohesive development of the territory; structuring, qualifying, consolidating and transversally diversifying the quality of the offer; contributing to developing and strengthening the reputation/brand of the Region; boosting tourists’ investment in the Region and encouraging innovation and entrepreneurship.
Strategic pillars summarizing the region's tourist offer are: Culture, History, Heritage and Gastronomy and Wines; Nature, Wellness, Active and Sports Tourism and Sea; Lifestyle and new trends; Spiritual and Religious Tourism; and Corporate and Business Tourism.
Among the 8 lines of action (LEA), in the context of this project, it is important to underline the LEA 3 - Structuring and Qualification of Products / Positioning and LEA 6 - Internationalization and Commercial Promotion in External Markets.
The 4 goals defined were: increase the number of overnight stays in the Region; increase the average stay; increase the occupancy rate; increase the yield per available room in the Region's units.
To achieve these goals, the plan identified 5 main drivers: qualifying and valuing all players in the value chain of Tourism sector; promoting integrated, sustained and cohesive development of the territory; structuring, qualifying, consolidating and transversally diversifying the quality of the offer; contributing to developing and strengthening the reputation/brand of the Region; boosting tourists’ investment in the Region and encouraging innovation and entrepreneurship.
Strategic pillars summarizing the region's tourist offer are: Culture, History, Heritage and Gastronomy and Wines; Nature, Wellness, Active and Sports Tourism and Sea; Lifestyle and new trends; Spiritual and Religious Tourism; and Corporate and Business Tourism.
Among the 8 lines of action (LEA), in the context of this project, it is important to underline the LEA 3 - Structuring and Qualification of Products / Positioning and LEA 6 - Internationalization and Commercial Promotion in External Markets.
Partners working on this policy instrument
Turismo Centro de Portugal (TCP)
Portugal
Centro (PT)
The Strategic Concept for the cultural development of Erfurt is enacted by the Government of the Landeshauptstadt and is intended to cover a decade, tracing the guidelines for the development of Erfurt’s cultural scene both with regard to the City’s effort and the integration, valorisation, and motivation of the cultural ecosystem. In this regard, it is intended as a general plan for the destination of funding and resources. The document and its results are subject to strategic assessment in their life-cycle, to monitor the implementation of the strategy.
It encompasses the following strategic objectives: 1) Define a focused framework for public intervention; 2) Identify contexts and organisations to lead the actions; 3) Determine individual tasks to be performed by public or private institutions; 4) Encourage conceptualisation and accompany the development of new forms of organisation and control; 5) Elaboration of key objectives that satisfy the public mandate in a defined and communicable way, without losing a wider scope.
It encompasses the following strategic objectives: 1) Define a focused framework for public intervention; 2) Identify contexts and organisations to lead the actions; 3) Determine individual tasks to be performed by public or private institutions; 4) Encourage conceptualisation and accompany the development of new forms of organisation and control; 5) Elaboration of key objectives that satisfy the public mandate in a defined and communicable way, without losing a wider scope.
Partners working on this policy instrument
City of Erfurt
Germany
Thüringen
The Riga Development Programme 2022–2027 (DP2027) is a medium-term development planning document that defines priority issues that need to be addressed in the city of Riga. DP2027 coordinates the work of local government institutions in achieving the goals set out in the Riga Sustainable Development Strategy until 2030 (Strategy): i) A skillful, secure, and active society; ii) An innovative, open, and exportable economy; iii) A comfortable, safe, and pleasant urban environment for citizens iv) Riga – an internationally recognized, significant and competitive metropolis in Northern Europe
DP2027 identifies nine priorities or key development directions, that need to be addressed more intensively within six years. Each priority has a goal, targets and indicators, which together form a strategic part of the DP2027. In addition, an Action plan and Investment plan serve as tools to carry out the targets set out in each priority. DP2027 also defines six horizontal themes, which are reflected in several priorities. They play a particular role in the implementation of the Strategy’s development objectives: 1- Urban competitiveness; 2 - Climate change mitigation and adaptation; 3 - Involvement and empowerment of local communities; 4 - Cooperation and development of the Riga Metropolitan Area; 5 - Inclusive society; 6 - Digitalization.
DP2027 identifies nine priorities or key development directions, that need to be addressed more intensively within six years. Each priority has a goal, targets and indicators, which together form a strategic part of the DP2027. In addition, an Action plan and Investment plan serve as tools to carry out the targets set out in each priority. DP2027 also defines six horizontal themes, which are reflected in several priorities. They play a particular role in the implementation of the Strategy’s development objectives: 1- Urban competitiveness; 2 - Climate change mitigation and adaptation; 3 - Involvement and empowerment of local communities; 4 - Cooperation and development of the Riga Metropolitan Area; 5 - Inclusive society; 6 - Digitalization.
Partners working on this policy instrument
Riga Investment and Tourism Agency
Latvia
Latvija