Local Action Plan City of Naples April 2011

CONTENTS THE CITY OF NAPLES ........................................................................................................................................................ 3 Key Problems and challenges for the city of Naples ......................................................................................................... 3 Introduction to URBACT Local Action Plan activity of the city of Naples in the framework of HerO and connection with URBACT CTUR Thematic Network (Cruise Traffic and Urban Regeneration) .................................................................. 4 Naples Good-Practice-Examples (1994-2001) .................................................................................................................. 5 Naples Good-Practice-Examples (2009) ........................................................................................................................... 9 NAPLES LOCAL ACTION PLAN/1 .................................................................................................................................... 11 ELABORATION OF WORLD HERITAGE SITE MANAGEMENT PLAN FOR THE HISTORIC CENTRE OF NAPLES ...... 11 Area of World Heritage Property – the Historic Centre of Naples .................................................................................... 11 Governance and management structure ......................................................................................................................... 13 Framework for the development of retail trade in the Old Town ...................................................................................... 13 The involvement of actors and stakeholders: Bottom up process ................................................................................... 14 NAPLES LOCAL ACTION PLAN/2 .................................................................................................................................... 15 LOCAL IMPLEMENTATION PLAN FOR THE “REGENERATION OF PIAZZA MERCATO” .............................................. 15 Basic description of the background for the Local Action Plan ........................................................................................ 15 The context...................................................................................................................................................................... 15 Main aims and objectives of the Local Action Plan.......................................................................................................... 17 Intended Result ............................................................................................................................................................... 17 Work plan for a LAP ........................................................................................................................................................ 17 Steps undertaken from the beginning of the HerO Network activities in 2008 until the end of the project....................... 19 Focus on LSG Outputs: actions as Good-Practices ........................................................................................................ 22 LSG member: Consortium Antico Borgo Orefici .......................................................................................................... 22 LSG member: Consortium Antiche Botteghe Tessili ................................................................................................... 23 LSG member: S.I.Re.Na. Company ............................................................................................................................ 24 LSG member: University of Naples ............................................................................................................................. 25 LSG member: Port Authority of Naples ....................................................................................................................... 27 Principal LSG members contact details .......................................................................................................................... 28 Flagship Projects April 2011……………………………………………………………………….............................................29

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THE CITY OF NAPLES NAPLES IS THE THIRD LARGEST CITY OF ITALY, COUNTING ALMOST ONE MILION OF INHABITANTS; IT IS THEREFORE ONE OF THE MOST ANCIENT CITIES IN EUROPE, WHOSE CURRENT URBAN FABRIC PRESERVES THE ELEMENTS OF ITS HISTORICAL STRATIFICATION, AS EXPRESSED IN ITS STREET PATTERN AND IN THE CONTINUITY OF MANY OF ITS URBAN AND SOCIAL FUNCTIONS. NAPLES IS THE CAPITAL OF CAMPANIA REGION AND THE PROVINCE OF NAPLES HAS OVER 3 MILLION INHABITANTS The historic centre of Naples is a rare example of an architectural ensemble which illustrates significant layers of the city history related to the Mediterranean basin. The orthogonal grid of the ancient Greek foundation of Neapolis is still discernible and has indeed continued to provide the basic form for the present day urban fabric of the historic centre of Naples. The urban territory is subdivided in 10 “Municipalità” (Municipalities) which have a wide functional decentralization and administrative autonomy. The port of Naples is one of the most important ports in Italy and in the Mediterranean basin in terms of goods and passengers traffic and it’s going to become the most important one for cruise traffic. Revenue obtained from tourism and cultural activities is an essential part of the economy’s growth. Naples is the seat of one of the oldest and most prestigious University of Italy, founded by Federico II in 1224. it has actually almost 100.000 students and it’s structured in 3 poles and 13 faculties, beside the “Federico II” there are four more universities. The origins of the city date back to the VI century B.C. when some Greek colonists, coming from Cuma, founded Partenope on the little island of Megaride, where there is now Castel dell’Ovo, in 470 B.C.they set up Neapolis. The most prominent architectural forms in Naples are from the Medieval, Renaissance and Baroque periods. The Greek-Roman road network was preserved until now in the old town centre and the stratification of the following ages enlarged its patrimony of many major monuments. Its street pattern, its wealth of historic buildings and parks, the continuation of many of its urban functions, its location in the Bay of Naples and the continuity of its

historical stratification illustrate the many significant influences that came together to create this important Mediterranean city. For this reason the old town centre of Naples was included in the “World Heritage List” of UNESCO in 1995. For further information: http://www.comune.napoli.it

Key Problems and challenges for the city of Naples Naples, a large city considering the resident population, is a little city if we refer to its small territorial surface that stands out as an indicator of one of the problems that characterize it, i.e. the record density of about 8315 inh/sq km. Along with this problem there are many others, such as: the high rate of unemployment (17,8%); the severe status of the labour market directly linked to the lack of private activities; the low levels of education. Naples’ challenge for the historic urban landscape is its sustainable revitalisation (strong rehabilitation needs), avoiding gentrification and preserving at the same time the cultural identity of the area. Key problems and challenges concerning a “Visual integrity” of historic urban landscape are: - to ensure a qualitative rehabilitation and maintenance of historic buildings and monuments, both public and private, which are in decay (low quality of housing); - creation of financial products/instruments /programs to stimulate the proper rehabilitation of private historic buildings; - to ensure that the design of new developments (architecture) respects the historic, spatial and townscape characteristics of its setting in a contemporary approach (quality standards).

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Key problems and challenges concerning the “Integrated revitalization to balance/adapt the uses/ functions of the historic urban landscape with the different stakeholder needs” are: - to secure traditional shops and retail trade structures as these ones are struggling to survive (people shop in out-of inner city shopping malls); - to set up new governance structures for a better coordination of the revitalization activities; - to improve the precarious environmental conditions e.g. high level of acoustic and atmospheric pollution due to high level of individual (car) traffic (lack of good alternative transport means). At a whole urban level the key challenges that the Municipality wants to face are: - in the northern area: revitalization of public building areas; - in the western area: the transformation of - Bagnoli area from an industrial one into a ser vice area devoted to recreational activities; - in the eastern area: relocalization of the oil deposits, land reclamation for investing into new productive areas and in integrated urban locations and services.

Potentials The city, thanks to its wealthy historic centre and to the beauty of its surroundings, rich both for their landscapes and their historical-monumental heritage, can gain an important social and economic improvement, aiming at the development of the tourism and services sectors, both from the cultural point of view and the leisure. Naples has one of the highest percentages of young population (under 15 years) in Europe, representing a fundamental source for the economy of the city, that can, through appropriate incentives, encourage the creation of new activities linked to the key sectors of its development: tourism, environment, services, etc.. Finally, facilitating the emersion of “hidden” economy and supporting the strengthening and growth of regular activities, it will be possible an improvement of the labour conditions of the workforce as well as of the employment rate.

to be validated by the World Heritage Committee. As requested by the HerO Thematic Network, beside the development of a local action plan “Naples Historic Centre World Heritage Site Management Plan (WHSMP)” - see LOCAL ACTION PLAN/1 -, the city of Naples has produced in the framework of the above mentioned WHSMP, a Local Implementation Plan which points out concrete actions and projects in support of the sustainable development management. The focused area is “piazza Mercato” for HerO projects and it is connected to an overall URBACT LAP area named “Città Bassa” included in a whole intervention called “The waterfront of the historic centre and port area from piazza Municipio to piazza Mercato: a sustainable development through the improvement of the cruise tourism impact” , which concerns also the LAP of the URBACT Thematic Network CTUR (Cruise Traffic and Urban Regeneration) leaded by the City of Naples - see LOCAL ACTION PLAN /2).

Contacts Gaetano Mollura Naples URBACT Project Unit Coordinator [email protected]

Website www.comune.napoli.it www.comune.napoli.it/hero

Managing Authority - Campania Region Danilo Del Gaizo [email protected] Dario Gargiulo [email protected] Sebastiano Zilli [email protected]

INTRODUCTION TO URBACT LOCAL ACTION PLANS: activity of the city of Naples in the framework of HerO and connection with URBACT CTUR Thematic Network (Cruise Traffic and Urban Regeneration). Working within URBACT Programme and HerO TN (see Local Action Plan 1) gave the opportunity to the City of Naples to address better the development challenge of the general plan for integrated revitalization of the historic centre, together with the WHS Management Plan, useful to clarify the methodology of the UNESCO Plan for the preservation of the city historic centre heritage site. So during the life of HerO TN the city of Naples defined and approved last December 2010, the above mentioned plan (see Local Action Plan/1) named Management Plan for Naples Historic Centre World Heritage Site (WHSMP). Currently it is going

1.From the top: panoramic view of Bagnoli area (western zone); eastern industrial area; Demolition of buildings so-called “Vele” (northern zone).

Naples Good-Practice-Examples (1994-2001)

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•The Urban I Programme and the redevelopment of two deprived areas of the historic centre of Naples Background and reason for the project Urban I was the first instance of an integrated programme in Naples, as there is a tradition here of essentially town-planning initiatives, interpreted as the re-structuring of a block. Until Urban, there had never been any programmes aiming to promote social and economic activities. Social problems were in some ways privileged by giving the task of implementing the plan to the Councillor for Social Policy. The adhesion of the municipality at the Urban programme confirms that the resolution of the social problems were one of the first point of the Mayor’s political agenda, directly elected in 1993 for the first time by the inhabitants. OBJECTIVES The objective of the Urban Programme was to act as a catalyst for the widespread and uncoordinated initiatives of urban and social regeneration that were underway in the city and through adequate support unifying them in terms of time, place and action. In particular, the intentions were: - to address through an integrated approach the problems of a limited area in the city by combining the promotion of economic activity with improvement of the environment; - to define pilot intervention plans aimed at a lasting improvement in the quality of life. The transformations that have taken place in life in Naples show the serious urban and social decay. Considering that this decay is the result of numerous interwoven factors, it is evident that initiatives in favour of urban regeneration have to be included in a systematic plan for urban and environmental reorganisation. The plan should be accompanied by a series of measures aiming to increase and improve the services needed to attract economic activity and integrate into the social and economic fabric sections of the population that would otherwise be subject to growing marginalisation. The target area covers the “Quartieri spagnoli” (15.000 inhabitants) and the “Rione Sanità” (25.000 inhabitants) both dating from the 17 century within the historic centre. Both districts show an advanced degree of building degradation, extremely high unemployment levels and particularly low educational levels, as well as high rates of dependence on submerged labour and illegal jobs. Measure 1: Setting up of the economic activities. Support for companies - Interventions were envisaged for technical assistance in upgrading enterprises, encouraging entrepreneurial selfimprovement and supporting the creation of consortia and co-operatives. Recovery of vacant sites - The aim of the second phase was mainly that of recovering public owned decaying areas to be used as productive sites for existing enterprises in the area, in this way curbing

the illegal and precarious conditions in which many artisans and small industrial activities now operate in the neighbourhoods involved in the Urban Plan interventions. Measure 2: Training and local employment promotion This measure was made up of four types of direct intervention aimed at improving social condition through direct prevention and recuperation of youth privation with specific interventions in terms of safety, prevention of deviation, information and, lastly, the inclusion of the unemployed in the working world. Measure 3: Infrastructure and environment This measure included operations aimed at the improvement conditions as well as support operations for local socio – economic development. The renovation of a public owned building was envisaged for the purpose of housing a structure and for some of the activities provided for in measure 2. Another owned building was restored as a cultural centre. Maintenance, restructuring and urban fittings were planned for the squares and main streets of the neighbourhoods. The last measure was the “Implementation and publication of the results”. An information system was set up to verify and monitoring the actions envisaged. KEY STEPS AND ACTIVITIES A first version of the Urban Plan was formulated between 1994 and 1996. Participants included the “Quartieri spagnoli” Association (which had already formed part of the European “districts in crisis” network) and a group of the municipal technical staff. Centred on four decaying areas in the city, not all of them in the centre and not including “Rione Sanità”, this first version was rejected by the Ministry of Public Works. At the same time, a more loosely structured network of local actors in “Rione Sanità”, hinging on the constituency committee and several professional people, put forward a proposal for the district. This led the City Council to concentrate the plan on “Quartieri spagnoli” and “Rione Sanità”. Having discarded the idea of setting up a special Urban Department, the task of implementing the plan was given to the Councillor for Social Policy . As a matter of the fact, decisions related to the Urban Plan were put forward by different services under various departments and councillors but formally signed and presented to the City council by the Councillor for Social Policy and, when needed, countersigned by another Councillor with specific responsibility. A core group of council staff and some outside consultants was set up in the office of the Councillor, and they were joined by those in charge of the services directly involved in implementing the Urban Plan.

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The fact that the Councillor for Social Policy was directly in charge reinforced the "integrated" nature of the interventions, which could not be of a solely town-planning kind (even though the parts for infrastructures absorbed most of the funds). In the case of Naples, the partners themselves followed the initiative (the “Quartieri spagnoli” Association and the Sanità Constituency Council). The two most innovative aspects of Urban were, in fact, the involvement of local actors (voluntary and cooperative sectors) and the networking. The direction of the project was assumed by two groups: a group coordinated by he the Councillor for Social policies and consisting of the directors of the services involved and of the outside experts (consultants for specific or general aspects of the executive, implementation and monitoring phases of projects) and a group coordinated by the Head of the Cabinet for technical and administrative issues. In practice the project was directed by the councillor, the consultants and some officials from the services directly involved in the economic-social measures and from the service for initiatives in the historical city centre with regard to practical intervention. The longest phase in the implementation stage was overseen by a political chief, a counsellor to the political chief and four coordinators for each measure: small businesses, social projects, infrastructure and social communication. The social offices and job centre (measure 2) were run by social cooperatives, which were involved in the implementation stage but not in the decisional stage. Economic resources allocated for the realisation of the programme (22.838 MEuro) have been divided among all partners as follows: Community contribution 46,20%; Italian State 37,65%; Naples City Council 16,15% . Urban Programme in Naples didn’t foresee private contributions. In spite of its artisans and traders who got incentives, decided to invest 10-15% of the global sum; so there was, in this way, a sort of private and local co-funding given by “small” and “very small” enterprises. The Integration of different aspects mainly regarding infrastructures with those having a more social bias weren’t always easy to prove. The social programme and the town-planning programme started at different times, with the town planning first. The material actions took up more resources but the social part was fundamental in Naples. The aims were mainly social ones. The two measures were implemented independently of one another. A further difficulty was linked to the fact that Naples decided not to set up an Urban Office and thus had a very informal coordination group at the beginning. Subsequently each part of the programme was dealt with by a sector of the administration with no firm coordination or management structure. In a city such as Naples the budget for Urban was too low to set up an Urban Office. The lightweight structure set up foresaw a political chief, a coordinator, representatives from four

sectors and frequent coordination meetings. Integration took place between experts (architects, social workers), between sectors (inside and outside the municipal authorities), between action (economic and social one) and between functions (endeavouring first to identify the function and then to find a container for it, and not vice-versa). From the point of view of the inhabitants, there was not a high degree of participation and this often took the form of demands. Nevertheless, in many cases the citizens realised that the initiatives did not aim to solve the problems of any single individual or family but to produce a long-term effect on the overall socio-economic tissue of the neighbourhood, which would also affect the whole area in terms of producing better living conditions. Urban thus generated a more trusting relationship between citizens and institutions, even though communication between Municipality and citizens was not always fully satisfactory. In the “Quartieri spagnoli”, due to the limited surface area involved, the results achieved through Urban were more easily recognisable than they were in the larger “Sanità” neighbourhood, thus contributing to create a vicious circle in terms of participation and trust.

2. Urban interventions. From the top: Riccardo Dalisi sculptures for “Quartieri spagnoli”; the new market stands for “Rione Sanità”.

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In terms of the participation by associations, Urban experienced a high degree of collaboration and networking by the various actors involved. Initially there was a risk of overlap by the actors, whilst it subsequently became clear that they gave their best when they were working in a network. Two models emerged. On one hand that of the “Quartieri spagnoli”, characterised by existing local associations which were very active and formed the main point of reference for the implementation of Urban. On the other hand that of the “Rione Sanità” where the associations and networks gained in consistency thanks to Urban itself. Either way the networks were efficient because they allowed the destiny of the project to be accompanied step by step, action by action. The risk now is that these initiatives may not be followed up and remain isolated in time. This would probably decrease trust in the institutions. As already noted, the participation by citizens was rather slight. As regards the associations, the best case was that of the “Quartieri spagnoli”, thanks to the firmly established “Quartieri spagnoli Association”. In “Sanità” associations are far weaker and mainly of a Catholic matrix. It is no coincidence that the Social Office in this neighbourhood is managed by the association “Realizzare la Speranza” which has its main office in a parish centre. Technical operators are technical operators, politicians are politicians, and people have contacts with politicians and not with technical operators. Urban provided an opportunity for the technical operators to come into contact with the people. Not all technical operators agree here. Many architects believe that it is useless for people to participate and are jealous of their projects, with no desire to share them. In Urban an attempt was made to involve people, asking if they would prefer a square or a football pitch. RESULTS AND IMPACTS Thanks to the urban renewal projects and the initiatives offering new certainties, it was created a strong impetus for social cohesion and local development. Significance attaches to the investment made by a private party for the rehabilitation of a former convent in the “Quartieri spagnoli” to be used for hotel purposes; this investment was made only after that the road was completely upgraded by the Urban programme (Measure 3). For the implementation of the programme in Naples a joint group of departments and services was mobilised, and looked after the carrying out of the programme. The municipality availed itself to a considerable extent of external consulting services and there was intense involvement and exchange of experiences with technicians and officials of the administrative structure. In spite of the size and subdivision of the municipal enterprise there are elements for stating that the implementation of the programme explicitly took on the value of an opportunity for the involvement of offices and sectors of the administration, revealing itself as a new experience even though it was not always possible to achieve a real

integration of different functions, competencies, procedures and approaches. Two hundred existing small artisans and industrial enterprises were involved (Measure1). The implementation of this measure took place in two phases. The first, lasting one year, mainly involved survey work and experimentation with the existing small artisan enterprises. This consisted of making analyses in the field in order to identify the production ‘vocations’ in the territory and to understand the environmental conditions in which the enterprises involved operated. Further experimentation was conducted on a small sample of small enterprises for the purpose of bringing hidden labour into the light of day and of setting up a legal basis important artisan activities that are often spontaneous and disorganised. The survey and experimentation was carried out by the Municipality with outside assistance on the basis of a covenant. On the basis of the survey results it was possible to define the content of the initiative. The enterprises that could benefit from a contribution granted within the minimum necessary limits had been selected by public notification, the criterion for which was decided by the Supervisory Committee. The setting up of two day centres (Measure 2) was envisaged for the purpose of prevention, providing somewhere to go for socially deprived young people at risk of deviancy. They have involved around 400 minors and 120 families, and information reached about 2.000 young people. The intervention of security and prevention of deviancy (Measure2) provided for street educators and operators and the carrying out of initiatives able to involve 450 young people in recuperation therapies based on education and assistance. The city hall of Naples, with the “Urban Programme”, had attempted, sometimes successfully, to achieve a more universal approach, emphasising the provision of good services not exclusively addressed to the poor. One example is that the traders and householders of the “Quartieri spagnoli” neighbourhood have benefited from the improvement in the social climate and the urban fittings in the area. There is obviously the risk of the lower-middle classes being forced away and some small signs of gentrification are already visible. Particularly the “Quartieri spagnoli” area is constantly more and more frequented by tourists whose induced activity is becoming an important element for the changing and the developing of this quarter (commerce, handicraft, hotels and bed and breakfast). This is an important result got by the City Administration with the “Urban” program before all. In fact, even if there is still a lot of problems to solve, the quarter is positively changed before all in terms of security: the better environmental liveability (new commerce activities, equipment, new lighting etc.) having enlarged the sureness of the neighbourhood so to become more accessible in the night time. Furthermore the new positive image of the quarter, promoted also with the communication and informa-

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tion scheduled in the Urban Programme on the current changes, has helped to attract out quarter living people and tourists to enter in the area that was “off limits” up to some years ago, to be able to know it and appreciate the richness of its historical, artistic and environmental patrimony. At last the “financial grants” for local businesses scheduled with the “measure 1”, gave very positive results in fact Campania Region has refinanced the enterprise, with about 1200.000,00 US dollars regarding it a “good practice” to repurpose in the neighbourhoods of “Quartieri spagnoli” and “Rione Sanità”. LESSON LEARNED AND RECOMMENDATION The “Quartieri spagnoli” is a small neighbourhood, well suited to the Urban initiatives. In “Sanità” far higher financing would have been necessary. The ideal candidate is a neighbourhood with the right balance of needs, existing services and the creation of voluntary networks able to cover the territory. These circumstances are particularly significant in the case of initiatives and action addressing weaker subjects. The rigid criteria for accountancy imposed by the EU. The problem of balancing the books became an idealistic issue. The European Union does not take into account the particular features of individual countries. Little attention is paid to the quality of the initiative, whilst costs are emphasized. The question posed by the EU was not what have you achieved but how much you have spent. The important thing was to spend money. The expense indicator, which is the exact opposite of integration, was essential; it is well known that the more integration is attempted, the more time is necessary. The Urban project was composed of different measures and, in order to do the accounting for the whole project, different offices had to be brought together. In a small town this may be possible but not in a city like Naples. It would be too difficult to change the structure of the offices, partly because each office also has other tasks to perform. There is too long time lapse between the approval of the agreements with the social cooperatives and the arrival of their financing. Financing relates to specific projects and not to the creation of a longterm facility. This means that when the financing runs out, the facility is no longer provided. This was the case for the Job Centre and the Social Office, neither of which is operating at present, both in “Quartieri spagnoli” and in the “Rione Sanità”. This is the way to destroy social capital. The duration of financing is too limited to gain a real vision of the results. The operators in the Job Centre in particular complained that initiatives that had started out well had been strangled when financing ceased. The ‘exceptional’ nature of the project is one of its greatest limits. The Urban experiment demonstrated that social achievements take longer to come about. Funds are required over a longer period - not more funds. The need to be a guarantee of continuity for the initiative is essential, as well as not working towards projects but with a view of creating a service.

3.Urban Project.

Otherwise it is always necessary to start out again from the beginning. Urban was a positive experience why the city came into contact with the European Union and became part of an Italian Urban Network, exchanging experiences with other cities. One problem is that EU bureaucracy is rather slow. The decision-making process is not rapid and it takes several weeks to obtain an answer. In the programme for Naples, integration has been conceived in various dimensions. From the standpoint of works carried out, the model adopted is one used also in other cities: the rehabilitation of an abandoned building has been accompanied by the start –up of new services implemented in a first phase using temporary premises and then transferred to the new head quarters in the upgrade building. Another nexus was the combined measure of the physical renewal of road and squares (with the remaking of the sub-services and attention paid to the decorum of public spaces) and the incentives offered to craftsmen and traders who have submitted a credible renewal project often foreseeing, together with the consolidation and /or upgrading of the firm, works to renovate and improve the premises. The Campania Region has financed about 1.200 000 US dollars for repeating a “good practice “of Urban project: providing “financial grants” for local businesses of “Quartieri spagnoli” and “Rione Sanità”. The rehabilitation of urban spaces – as in various other Italian programmes – is guided by a basic methodological assumption: the pinpointing of roads and squares that can constitute circuits in renewed areas (sub-services, paving, urban furniture, new public lighting, renewal of decorum of the “commer-

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cial basement”), so as to induce imitative effects by the owners of the buildings overlooking said roads, and to attract investments and/or the location of new social and economic actors, witch – without arriving at actual social replacement – constitutes a useful means of urban renewal, by means of representing social diversification . The transferability of this experience is confirmed by the fact that Naples City Council received acclaim in the category of the EUROPEAN URBAN AND REGIONAL PLANNING AWARDS 2002 by the EUROPEAN COUNCIL OF TOWN PLANNERS

where they wrote: “Special mention Urban Programme for the Spanish Quarter in Naples (Italy) for collaborative planning” and the Urban I Programme of Naples selected on the Dubai International Award for Best Practices to Improve the Living Environment Year 2004 – as a “Good Practice”.

Contacts Gaetano Mollura Naples URBACT Unit Project Coordinator [email protected]

Naples Good-Practice-Examples (2009) • S.I. Re. Na. Città Storica S.C.p.A., Project for the rehabilitation of the historic urban core Background and reason of the project Municipality assigned to public sector the task to define rules and control methods, identify the strategic actions and the incentives formulas necessary to let the Municipality interventions become attractive. This choice advantages were obviously the introduction of an active policy of individuals involvement in the historic centre recovery and restoration, the spread of a new culture about the urban maintenance, the improvement of urban space with immediate influences on liveableness and tourist enhancement, the start of a business and employment network really important for the local economy. Promote the intervention, connections between Administration and buildings owners, organize the information offices and the companies register are all tasks that have been assigned to S.I.Re.Na., a nonprofit of both public and private, but mainly public, partnership Company. Moreover, the Company promoted Protocols of Understanding with sector experts, banks, insurances in order to offer to the involved subjects some measures to ease the interventions. The Company also organized workshops and researches concerning historical buildings restoration methodologies, monitored the building sites on works progress and respect of security laws, published a booklet about buildings maintenance. Sirena Project results concerning not only buildings facades but also the structures and ordinary parts are numerically impressive. Since 2003 in the Historic Centre – UNESCO Heritage 681 buildings were or are part of Sirena Project; this means that the owners obtained free grants and made or are making restoration works. The Sirena Project is a programme to restore the buildings’ common parts in the Old Town areas of Naples and outskirts (~ 3.000 ha on a total of 12.000 ha). Programme data of the Sirena Project 1 and 2 (2002/03) - 1.083 financed building yards; - 73 Mio. € public grants already allocated; - 224 Mio.€ total amount of works (financed by public and private funds); - 884 open building yards;

- 616 interventions on 50% of the works; - 396 concluded building yards; - 731 enterprises registered on Sirena Project List; - 1.285 technicians involved in the Project. Programme data of Sirena Project 3 (2008) - 573 applications made; - 13.5 Mio. € public grants already allocated. OBJECTIVES The objectives of the programme are to: - prime a continuous trial of maintenance and to retrain the built heritage, not only of the main historic core but also of the historic cores of the peripheral districts and outskirt fabrics; - provide for an important intervention of the diffusion of the urban maintenance culture in the whole city, essential for the improvement of the citizens’ safety, of the environmental quality and for the exploitation of the urban fabric; - activate an economic circle that will bring notable advantages for the local economy, for the building sector and for jobs; - guarantee the diffusion of the culture of legality and the care of the workers in building activities; - promote the knowledge of the built heritage and the suitable recovery techniques.

4. Part of buildings involved in Sirena Project.

Subsequently the Municipality, through the S.I.Re.Na. Company, judges the applications and builds up a priority list. The applications will be supported along with the priorities till the funds are spent. The funds are allocated according to three different lists: There is a list for the historic core, a list for historic cores of the peripheral districts and a list for outskirt’s fabrics

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RESULTS AND IMPACTS The process of rehabilitation avoided loss of residents, gentrification (in a positive sense) and maintained the social diversity. Furthermore the programme had the effect to spread the culture of legality in the contractor business. S.I.Re.Na. has indeed set up a special “Open List”, on which the contractors have to register to execute the works financed by the City Council. All the enterprises, which meet the law requirements, without any turnover limit, can register on this List. S.I.Re.Na. takes care to control the safety conditions and the observation of social insurance norms for the workers at the construction sites (which without control are often not met). S.I.Re.Na. has an agreement protocol for the accidents prevention finalized to check the safety conditions of the yards.

5. An example of historical buildings before and after the restoration (Dante Square).

KEY STEPS AND ACTIVITIES Sirena Project Company collaborates with the Municipality of Naples for the realisation of the recovery program of the buildings’ common parts of the historic cores in Naples. The project is based on the disbursement of contributes by the financial partners for the refurbishment and maintenance of common parts of buildings. The non-refundable funds, granted by the Campania Region and Naples City Council, amount up to 37% of the comprehensive intervention amount. A further contribution up to 3% is granted to those who edit the Building Maintenance Booklet. The contribution for each building cannot exceed € 130.000/160.000. Moreover the funds can be accumulated with further incentives and/ or easing grants from other public authorities. The municipality sends out special calls (application form), asking citizens to apply for funding for the restoration of their historic buildings. The frequency of calls depends on the municipal budget to support private property owners.

LESSONS LEARNED AND RECOMMENDATIONS The project success is certainly based on a right specification of fundable works’ typology and on the agency mode of operation. The Company acts in the field of urban regeneration – like a local development agency – above all as an intermediary among citizens, technicians, enterprises and institutions through a global promotion activity, Project divulgation and procedures simplification, using media such as the internet and a more traditional daily “information desk” activity, which allows to get in touch with building owners and contractors. S.I.Re.Na. attends to citizens, technicians and enterprises from the drawing up of the grant application, to building yard management, from the allocation of the grants without return to the completion of the building yards process.

Contacts Bruno Discepolo, S.I.Re.Na. President Bernardino Stangherlin, S.I.Re.Na. General Director Brunella Como, S.I.Re.Na. Manager Luca Ganguzza, S.I.Re.Na. Consultant [email protected] www.sirena.na.it

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NAPLES LOCAL ACTION PLAN/1 IN THE HERO NETWORK THE LOCAL ACTION PLAN IS DEFINED AS A CONCEPT PAPER THAT DESCRIBES HOW THE PARTNER CITY PLANS TO ELABORATE AN INTEGRATED CULTURAL HERITAGE MANAGEMENT PLAN FOR THEIR OLD TOWN AREA

WORK PLAN FOR THE ELABORATION OF WORLD HERITAGE SITE MANAGEMENT PLAN FOR THE HISTORIC CENTRE OF NAPLES Name of the Organisation, Country City Council of Naples, Italy

Area of World Heritage Property The Historic Centre of Naples The World Heritage property of Naples historic centre includes all the essential elements that contribute to the justification of its OUV (Outstanding Universal Value). These includes the historic centre as defined by the Aragonese walls, as well as significant eleth ments from the 18 century, including important palaces, the wide palace Albergo dei Poveri, the National Archaeological Museum, the Certosa of Suor Orsola Benincasa on the hill of San Martino, Villa Pignatelli, as well as for governmental, residential, University, health and sanitary buildings and arts and crafts functions. These buildings and functions represent all the relevant periods of the history of Naples, which are in fair state of conservation. The important historical relationship of the city to the sea is maintained through the preservation of archaeological remaining of the Roman period along the sea coast and the rehabilitation of the small boat harbours found from Castel Nuovo to Capo Posillipo. The traditional role of fishing is also maintained within property. The town plan has a high level of authenticity and retained considerable evidence of the Greco-Roman city and the checkerboard layout of the 16th-century “Spanish quarters”. The typology of the public and private buildings has been well retained as part of the current city plan, as

well as in their spatial, volumetric, and decorative features. There is a remarkable continuity in the use of materials, all locally derived, and the distinctive visual and material features, such as the basic yellow tuff, white marble and the grey piperno. The techniques developed for using these materials survive to a considerable degree and are used in restoration and conservation projects. Proposal of a “buffer zone” Drafting the Management Plan has been also provided a proposal of Buffer Zone. The new PRG – “Piano Regolatore Generale” (Urban Development Plan/Masterplan) 2004 widened the boundary of the historic centre regulated by PRG 1972, including a vast portion of the surrounding urban area which forms a crown from east to west, in which the safeguard regulations of the urban fabric and the historical and architectural heritage are extended to everything built before the second post-war period. The proposal concerns a zone that borders with the WHS and includes, from west to east: - portions of the Pendino, Porto and San Ferdinando areas that are not included in the UNESCO area; - part of the Chiaia, Vomero and Arenella areas; - part of the San Carlo all'Arena area; - the portion of the San Lorenzo area that is not included in the UNESCO area; - most of the Vicaria area; - a small part of the Industrial Zone; - the entire Mercato area;

- the area under the responsibility of the Port Authorities of state property that starts from the Molosiglio gardens to the end of via Ponte della Maddalena.

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To this new boundary of A Zone defined Historic Centre we also add: - the green areas of 2,215 hectares that were defined in the PRG 2004 as Metropolitan Regional Park of the Hills of Naples that, with specific norms, are regulated so to stop any further expansion; - areas of more recent construction, classified by the PRG 2004 as Bb Zone, whose implementing regulations stipulate substantial conservation; areas of archaeological interest classified by the PRG 2004 as Ab Zone; green areas classified by PRG 2004 as E Zone. The size of this area is 1350 ha. The proposal of the Buffer Zone refers to areas of the historic centre that fall under general regulation, in ordinary activities and in initiatives aimed at controlling and protecting the heritage, promoting economical activities, development and welfare. The strategy of the planning and the active implementation tools in the historic centre obviously regulate also these portions of the territory.

The Management Plan The approach to Naples Historic Centre World Heritage Site Management Plan (WHSMP) has been an integrated one because of its complex structure, being Naples a structured and extremely rich landscape resulting from the historical stratification of different physical, architectural, archaeological and cultural-anthropological levels. In the future, this procedure shall be developed together with other similar historical towns included in the World Heritage List. The working team guidance made possible to define an efficiency picture and a product with good practice characteristics. This experience was an innovative one because of the choice of using the Historic Urban Landscape (HUL) methodology in the WHSMP development, as instrument of thinking over the methods and criteria for the conservation and the valorisation of the historic centre. Therefore it seems more important than ever to overcome barriers foreordained to develop ideas and projects, not only in terms of conservation, but also producing new culture. The Management Plan vision contains protection development, overall improvement of heritage architectural and also social and economic systems; in particular the quality of life for residents of the ancient centre and the actions promoted in this plan will benefit in daily life. This vision refers to the site in a broader perspective (system planning) and in a closer one (local micro and neighbourhood). Objectives of the Historic Centre of Naples Management Plan (all strongly interconnected): - Conservation, Preservation and Revitalization: the recovery and preservation of cultural heritage and the continuity of its historical stratification

- Manufacturing, Tourism, Trade: support for inter-traditional socio-economic and cultural production. - Transport, Infrastructure and Environment: optimization of land resources and the strengthening of the regional perspective of the urban historical landscape. - Civil society, knowledge production, research: improving the quality of life. In this way raised the choices that characterised the redaction of the M.P., as well as the principles and the objectives to be achieved: - The need of a wider vision aimed at facing the problematic issues on a larger scale (Municipality, Province and Region level) according to the themes and intervention’ axes foreseen under the Plan. For each of them (services, viability, transports, tourism etc) has been individuated the area of interest and the actions compatibility with the other part of the city. - Considerable increase in cultural tourism has a wider territorial dimension than WHS, it is however strongly linked to its development and exploitation. In the WHSMP the “creativity” theme has been specifically approached as urban system peculiarity, touristic attraction and improvement. In addition to the opportunities given after the strong infrastructural railroad intervention carried out at a regional and urban level, cultural and tourist offers pertaining to WHS and other UNESCO properties within the Region (Archaeological sites of Pompei, Ercolano, Oplonti, Costiera Amalfitana, Cilento Park, with Paestum and Velia, and Caserta Royal palace) shall be implemented to create a regional system to manage the UNESCO properties in Campania. - The need of a systemic consideration, that means that the cultural resources of the site should be considered in their whole; - The need to foresee a continuity in the process of historic stratification that marked the Historic Centre of Naples, hosting and promoting manifestations and expressions of contemporary culture; - The need to guarantee the social and functional integration through the diversification of the functions foreseen (housing, production, commerce and facilities) and the maintenance of a population also diversified for activities and income, as well as for socio-cultural rank and origin; - The need to assure the recognition of the various architectonical facies of the city, that representing the stratifications, are in their whole and in their diversities an essential value for the urban historic landscape, identifying and preserving in all interventions on the building heritage, the typical features that have characterized them in the different ages; - The elimination of negative values and the impact reducing of detractors, intervening on critical aspects (health, pollution, decay and safety) or reducing the vulnerability of different nature that can immediately compromise the survival and the vitality of the good.

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- The safeguard and the development of the immaterial resources heritage, that contribute as indispensable complement, to the definition of the “cultural climate” of the historic urban landscape, both fixing in the memory of the customs and of the practices (Documentation centre for traditional holidays, ephemeral installations and equipment, popular music and dialects etc) and safeguarding artisanal productions or typical activities through appropriate measures (seals of quality and origin labels) and providing them with innovative supports in the business design and marketing; This is why WHS has been considered as an organic system in which promoting the active intervention on public heritage by all the authorities, institutions and important stakeholders. As a matter of the fact, the development of the WHSMP involved town authorities and socio-economical stakeholders to achieve this aim and following UNESCO recommendations. These meetings, with different groups of people, were characterised by great interest and involvement followed by proposals and contributions which led to an improvement and optimization of the WHSMP. A census on buildings of the Historic Centre was carried out in the perspective of involving the most of the UNESCO property stakeholders. This census results highlighted a great ownership fragmentation, not only referring to public/private sector, but also to the variety of Institutions and Authorities which own Historic Centre assets. These structures, mostly of historical and artistic value, are usually deteriorated and not used as they could be. For these reasons, it is necessary to promote a collaboration between the owners in order to promote public heritage usage and management. To help and optimize these initiatives about public heritage usage and management it was decided to propose some “Agreements”, intended as collaboration instruments where every subject (property owners or subjects involved in property regeneration or protection) roles and duties are defined. Naples will host the Universal Culture Forum in 2013. The central theme of the Forum is mainly the socio-cultural one and starts from the assumption that Naples is a town naturally open to the Mediterranean area, a strategic place for different cultures exchanges, a meeting point between conflicts and harmony. A comparison among people coming from the five continents, between different religious and lay beliefs, between different views about living, will be necessary to build up peace. Naples proposed to contribute to build up this path with the challenge of re-thinking of itself as a town open to the inter-ethnic and inter-cultural exchanges that have always characterized it, as its history shows. An agreement between Naples Municipality and Port Authority is also essential for helping cruise companies to develop new interesting aggregation centre for cruise tourists and coastal inhabitants of underprivileged areas, combining security theme with port permeability. The Port Authority shall dismantle the physical obstacles, rationalize port organization and improve the passengers’ area of the

port. In this way Port Authority could make possible a real integration between port and old town and create a real opportunity of cultural tourism fruition of WHS for the cruise tourists. The WHS would promote the intervention both on public heritage and on private constructions, stimulate the stakeholders and support the small property private initiative. The intervention to promote the requalification and the maintenance of the private construction has been for a long time object of the methodology used in the consolidated procedures of S.I.Re.Na. Company.

Governance and management structure In terms of political responsibility, the historic centre of Naples is currently entrusted to the Culture Town Councillorship jointly with the delegation to the Building Town Councillorship, by delegation also technical support for the recovery of the historic centre. For the technical-administrative staff, the three specific departments are responsible for the historic centre. They are: 1. Valorisation of the Historic Centre Department. 2. Monumental Buildings Department. 3. Innovative Financing and European Funding Department. During 2010, the three Services have been joined by a Project Unit with the specific task of managing the Urban European Integrated Project referred to the historic centre of Naples. They have expertise and operational decisionmaking of the Historic Centre and also Municipalities I-II-III-IV whose territory is included in the UNESCO site. As above mentioned S.I.Re.Na. Company, with its private - public capital with majority of the City of Naples, manages private actions on housing in the historic centre. The new governance structure of complex organizations requires complex decision-making apparatus based on a political responsibility of senior institutional bodies and a very low number of subjectsmakers hierarchy, giving the role of absolute evidence to the WHS as a part of UNESCO site. So considering the administrative structure of the City of Naples, the priorities of the Management Plan on the issue of governance are two: 4. To refer directly to the Mayor of Naples, the political responsibility of the centre. 5. To establish the "Historic Centre UNESCO World Heritage" Department. The Department will be headed by a coordinator (called, in this case, "Conservator") appointed by the Mayor, after consulting the General Director.

Integrated vision/concept for the retail development (recently developed): Framework for the development of retail trade in the Old Town targeting at retailers, citizens and city administration The Management Plan for the Historic Centre of Naples has been implemented with some key documents:

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The DOS (Strategic Guidance Document) that resulted in a Integrated Urban Plan EUROPE for the historic centre of Naples (PIU EUROPA). The “DOS” and the “PIU EUROPA” provide a series of strategic decisions and planning that allow an effective comparison with the city in all its forms. The “Grande Programma UNESCO” (UNESCO Great Programme) for the historic centre of Naples will open up these two documents prepared in the control room set up to implement the agreement Protocol among: Campania Region, Naples City Council, Regional Directorate of MIBAC and Archdiocese of Naples. The intent is to convey all the actions and the funding provided on a single objective: the material and immaterial redevelopment of the historic centre of the city. The Campania Region as Managing Authority is involved in the way to finance the actions through the ERDF 2007 – 2013 . The management plan for the historic centre was built during the elaboration of various planning instruments drawn up in recent years, as the above mentioned documents (DOS, PIU EUROPA and “Grande Programma UNESCO”, Strategic Plan of Naples). Then it is going to become a tool that aims at realizing the scenarios; its value goes beyond technical and legal aspects to get an expression of the cultural climate of the community in which we live.

The involvement of actors and stakeholders: Bottom up process At a later stage (DOS - PIU EUROPA) the involvement of stakeholders took place through the forum, municipal councils, publication of declarations of interest - adopted by the control room- and their submission, meetings between the various departments of the City of Naples (“Grande Programma UNESCO”). To facilitate and optimize any project related to the use and management of public assets it was necessary to proceed to the conclusion of “agreements”: collaborations between City Council and each authority involved in the process of construction of the management plan, where roles and responsibilities of each stakeholders involved are defined: Regional Office for Artistic and Landscape in Campania – MIBAC; Campania Region; Archdiocese of Naples; Port Authority; Naples Province; the State Property Agency; Local health authority of Naples; The Universities: "Federico II", “Orientale”, “Second University of Naples", "Suor Orsola Benincasa", "Parthenope" at the end, finalized to the approbation by the City Council of Naples. So public meetings were organized to share a first draft of the management plan for the historic centre. Besides the meetings for the whole management plan of the UNESCO historic centre, it has been implementing the URBACT Local Action Plan of an area included in the UNESCO historic centre and in the management plan called “Città Bassa”: Several initiatives have been proposed very useful to obtain a bottom–up/shared implementation of the management plan in one hand and the local action plan “Città Bassa” area in the other hand (see LAP paragraph below).

The aspects of protection and management are also here summarized. The property included in WHS is managed by a Municipality office specifically created to guarantee the historic centre preservation and enhancement, which uses the Management plan as a planning instrument, guaranteeing at the same time that the historic centre remains lively. The Management Plan aims are: preserve cultural heritage; protect urban fabric stratification; support traditional social and economic inter-relations, cultural production and life improvement, preserving mixed use destinations; improve security and public health; strengthen the awareness and the understanding of the citizens about Naples outstanding historical heritage resources. The Management plan further aim is to integrate the WHS Naples Historic Centre within the wider territory system composed of Naples metropolitan area, Capri and other isles of the bay, Sorrento and Sorrentino-Amalfitana peninsula, Ercolano and Pompei, or rather the historic urban landscape surrounding the bay.

Contact Giancarlo Ferulano UNESCO site Manager Historic Centre of Naples

Website www.comune.napoli.it Download Management Plan

6. From the top: Roman theatre 2004-2009 WHS of Naples; WHS of Naples panorama towards S.Martino hill; Greek and Roman theatres on Posillipo hill.

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NAPLES LOCAL ACTION PLAN/2 THE HERO NETWORK, IN THE FRAME OF WHS, PROVIDES A LOCAL IMPLEMENTATION PLAN WHICH POINTS OUT CONCRETE ACTIONS AND PROJECTS IN SUPPORT OF THE SUSTAINABLE DEVELOPMENT AND MANAGEMENT OF THE HISTORIC URBAN AREA.

LOCAL IMPLEMENTATION PLAN FOR THE “REGENERATION OF PIAZZA MERCATO” IN THE FRAMEWORK OF THE JOINT URBACT LAP “THE WATERFRONT OF THE HISTORIC CENTRE AND PORT AREA FROM PIAZZA MUNICIPIO TO PIAZZA MERCATO: A SUSTAINABLE DEVELOPMENT THROUGH THE IMPROVEMENT OF THE CRUISE TOURISM IMPACT” Name of the Organisation, Country City Council of Naples, URBACT Project Unit, Italy

Basic description of the background for the Local Action Plan The dimension of the WHS of Naples is such a positive factor, because it allows revaluating a very extensive area of the city, but it also requires a considerable concentration of economic resources. With reference to introduction (page 4), the HerO LAP of Naples focuses on a limited area of the old town WH property, the so called "Città Bassa" (Lower City), which includes the districts of Borgo Orefici/Waterfront (interested by CTUR TN) and piazza Mercato (interested by HerO TN), closely related to the port and the eastern part of the city. It is a useful instrument for the implementation of the WHS Management Plan and has been developing in close relation with it. The HerO Local Action Plan is a tool that fits into the framework of existing instruments (The Strategic document “DOS” , the Urban Integrated Plan “PIU Europa”, Great Programme Historic Centre UNESCO site, Strategic Plan and WHS Management Plan) and is aimed specifically at the redevelopment of "Città Bassa", having as main objective the reconnection between old town and harbour and regeneration of the historic neighbourhood through also a positive economic impact of a sustainable

tourism. The support group is made up of local public and private bodies acting on the territory, as well as the university and some public / private societies. The Management Plan interpreted the city as a potential engine of growth towards the Mediterranean area, which relies heavily on formidable strengths such as the local culture (the city centre is the main area of the Universities with many students inhabitants) and the hospitality of the people (tourism is one of the main drivers to be improved for a positive impact on the Neapolitan economy). So the regeneration of the “Città Bassa”, the area between the ancient centre and the port area, identified by the HerO LAP is a central and strategic issue for the city.

The context: The area of “Città Bassa”, despite of having previously had a strong commercial character, suffers since the end of the war from relative neglect and gradual decay. Some successful initiatives implemented by individuals (Borgo Orefici Consortium) with the support of the Municipality of Naples have shown the possibility to reclassify the land while obtaining a positive impact both in the social field (creation of business incubators, revitalization of the context, etc.) and the economic field (Increased commercial attractiveness of the site, creating new skilled jobs, etc.). In this perspective the development of the LAP tends to maximize the impact of

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planned operations in the area by the “Grande Programma UNESCO” of the Municipality of Naples, incorporating suggestions and proposals from private actors. Relevant data: - The LAP area is 15km far from the international airport “Capodichino”. - Near to the “Garibaldi“ Central Railway Station. - Served by metro stations: Garibaldi, and 3 under construction Municipio station, Università station and Duomo station. - Near to Beverello Quay and Massa Quay. - This historical area was listed by UNESCO as a World Heritage Site in 1995. But these quarters suffer from physical as well as social degradation: - A high unemployment rate with the Mercato district 38.01%; Pendino district 40.37% (Municipality 30.21% and Naples 31.39%). - Illegal immigration. The so-called “Città Bassa”, thanks to the initiatives already planned by the Municipality and the public and private stakeholders involved in the URBACT LSG, is able to offer a valid alternative to the normal paths of penetration into the historic centre and a vision of what a high-quality craftsmanship is able to produce. The most important cultural heritage sites of the LAP area: Borgo degli Orefici (Goldsmith quarter) Since the fourteenth century, the Pendino quarter has been occupied by the craft workshops of Naples' goldsmiths and was recognised as the Corporation of Neapolitan Goldsmiths by Joan of Anjou. The marquis of Carpio, assigned the area, still known today as the “Goldsmiths area”, ordering that the profession could only be exercised within its boundaries. Pedestrian areas have been introduced following the orientations of the Municipality. The area was involved in a “Project of renewal of Borgo Orefici” under 2000 – 2006 ERDF Funds. Piazza Mercato Old market spread until the port, Masaniello’s revolution place, a parking space, nowadays piazza Mercato centre is vacant. Only children use this space for playing football. Home accessories and bicycle shops, Santa Croce church, Carminiello Complex (professional institute and mosque) and a school surround it. The “palazzo Ottieri” building represents a wall and emphasizes the break between piazza Mercato and the Port. Porta Nolana One of the gates of the ancient walls of the city of Naples, it was built in the Fifteenth century by Giuliano da Maiano in Renaissance style with a round arch in marble, incorporated within two towers built in piperno stone (named Fede and Speranza) and a bass relief depicting Ferrante I on horseback. Beside it stands the Renaissance Church of SS. Cosma e Damiano, whose facade is a rare example of Neo-Romanesque architecture. Nolana place is encircled by a lot of activities as market, shops and hostels.

7. From the top: the clock of St. Eligio Church; St. Maria del Carmine Church; ancient view of piazza Mercato.

Piazza del Carmine A place where we find fireworks shops, car park, ruins of the Castel del Carmine, the church Santa Maria del Carmine which is a splendid example of Neapolitan baroque, founded in the Angevin period. Sant'Eligio Maggiore On the western side of piazza Mercato stands the apse of the “Sant’Eligio Maggiore Church”, the first church of the Angevin period dated 1270, that is encircled by “Antiche Botteghe tessili”: textile market, drapers, etc.

The construction of the hospital and the church was financed not only by nobles but also by local artisans, for this reason chapels inside the church are dedicated to the saints who protected the artisans.

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The bomb damage during the second world war brought to light the Gothic and Provencal structure and Roman influences.

Main aims and objectives of the Local Action Plan Main Objectives: 1. Requalification of the waterfront monumental area and nearby historic urban area 2. To give new functions to the city and the port heritage for urban regeneration 3. To maximize the economic and social impacts and support the social and economic development of the “Città Bassa” quarter based on historical activities Intended Result One of the results of HerO LAP in Naples is change in in the way of working that takes into account all the stakeholders based in the project area: a bottom up process for the implementation of a regeneration project. The LAP has been and is an important instrument that gives a dialogue opportunity between stronger stakeholders of the LAP area such as the Port Authority, arts and crafts Private Consortium and the City Council: the integrated approach of the project. One of the most important outputs is the Pilot Project for the rehabilitation of the common parts of private buildings (which, more than monuments, characterize the UNESCO city centre of Naples, the so called Cultural Landscape) because the main difficulty is how to renovate the private buildings to avoid “gentrification”: the challenge is to regenerate a deprived area preserving the “immaterial heritage”.

Work plan for a LAP 1. SET UP A LOCAL SUPPORT GROUP PUBLIC BODIES: January 2009 - July 2009 The LAP started from the idea of the City Council of Naples to implement a unified strategy for the regeneration plan of the "Città Bassa" district, piazza Mercato and Port area with the involvement of the Port Authority and other key actors. It is very important the presence of the main actors: The Consortia "Antiche Botteghe Tessili" and "Antico Borgo Orefici". The involvement of the University has also secured support from the early stages of the project, identifying the area and its problems, and proposing solutions for them. Finally the involvement of private-public companies such as S.I.Re.Na. and of all the main offices and departments of the City Council interested in the LAP buildings, over time ensures the effective achievements of some actions. The Campania Region, Managing Authority of the Programme, participated in the first phase of the ULSG meetings. There were separate meetings with some contacts in the Region to discuss the objectives and criticalities of the project at an early stage.

In addition the Campania Region participated to an international seminar of the network. The Culture Town Councillorship is in charge of the political coordination for the Programme. The other councillors involved are: Building Town Councillorship, Development Town Councillorship, Liveability Town Councillorship, and Tourism Town Councillorship. Preliminary activities: • To define the political leader of the project. • To connect the local action with the priority of the City and Mayor Agenda. • To connect the action plan with ERDF funds and other resources. • Networking the activities of the City Council to know the state of the art of the area: Principal characteristics of the area and identification of the socio-economic problems; Existing policies, strategies, concepts, plans, activities which are of relevance for the area and its cultural heritage. • 3 Thematic Seminars (on physical environmental, social and economic development themes) with the different councillors departments and individualization of the City Council key stakeholders LSG members. • Involvement in the meetings of the Managing Authority as LSG member. • Several meetings with the Port Authority Key stakeholder of the LAP (HerO and CTUR). • Involvement in the meetings of the University as LSG member. 2. SET UP A LOCAL SUPPORT GROUP PUBLIC/PRIVATE BODIES: July - October 2009 Main activities: • Involvement of public and private stakeholders. • Involvement of citizens. • Involvement of two Department of the University of Naples “Federico II” - Architecture Faculty prof. R. Amirante and prof. R. Florio – to obtain two aims: 1) expertise for the LSG and LAP (donor); 2) LAP as didactics paths (receiver)/ opportunity of a space of confrontation between students,

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University, City Council and Port Authority on the themes of WHS sustainable development and City/ Port Heritage and Cruise Tourism opportunities. • Two grants for two post graduated Architects involved in the implementation of the LAP. • 2 Traineeships from September to October (one month) 2009 and 2010 for the students of the Architecture Faculty of the University of Naples. 3. REGULAR LSG MEETINGS: until March 2011 The LSG Meetings (two meetings for each month + four public meetings involving LSG and civil society) were developed during the first and the second phase of the project, in the second phase they were organized into three principal different groups related to the main issues.

8. University trainings. From the top: student at work, October 2010; study visit of students to the Port, September 2009.

4 Public LSG meetings: March 2010

First public meeting: Presentation of the first Traineeship/Workshop of the Faculty of Architecture Student University FEDERICO II of Naples

June 2010

Second public meeting between politicians and inhabitants/stakeholders of the area to submit the pilot project (S.I.Re.Na./Consortium Borgo Orefici) activated in the framework of the URBACT LAP International Hero Network Workshop in Naples

15 October 2010

Third public meeting: Presentation of the second Traineeship/Workshop of the Faculty of Architecture Students University FEDERICO II of Naples

th

18

th

8

th

th

17 February 2011

Four public meeting: Openday piazza Mercato - Presentation of the Consortium activities for piazza Mercato

27 Thematic LSG meetings: The methodology used in URBACT LAP is based on focusing three thematic working groups; each one is related to one “field of action”. MARCH/APRIL MAY/JUNE 2010

JULY/AUGUST SEPT/OCT 2010

NOV/DEC JAN/FEB 2011

INFRASTRUCTURES Accessibility

3 meetings

2 meetings

3 meetings

HISTORICAL AND CULTURAL HERITAGE Regeneration of Public Buildings and lighting

3 meetings

3 meetings

2 meetings

QUARTER IDENTITY/ ECONOMIC AND SOCIAL IMPACTS Economic development

2 meetings

3 meetings

3 meetings

4. LSG ACTIVITIES EXHIBITION: November 2010 (during the HerO WS in Naples) The exhibition of the activities of LSG gathers all the useful results for the implementation of the LAP.

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9. HerO Workshop in Naples, November 2010. From the top: exhibition of the activities of LSG; archaeological visit to the Ancient Roman Theatre.

5. PUBLICATION and PRESENTATION of the updated URBACT LAP: July 2011 In occasion of the conclusion of CTUR Thematic Network will be presented the updated URBACT LAP “The waterfront of the historic centre and port area from piazza Municipio to piazza Mercato: a sustainable development through the improvement of the cruise tourism impact”. It will contain the updated joint actions of the two Thematic Networks CTUR and HerO and will be presented during the final workshop of the thematic network CTUR to be held from 7 to 9 July 2011. This will be a valuable tool for the future development of the "Città Bassa". All actions are designed in continuity and according to the Management Plan for the historic centre - UNESCO site. Summary of the updated URBACT LAP: • Basic description of the background of the Local Action Plan • The context • The main aims and objectives of the Local Action Plan • The local actors: Local Support Group • The problems • The proposed actions: annex 1 & 2 • Timetable (GANTT): annex 3 • Links to the other E.U. programmes in the Local Action Plan implementation • Conclusions

Steps undertaken from the beginning of the HerO Network activities in 2008 until the end of the project Several meetings have been organized with the aim to connect and share ideas, proposals, problems and challenges with the members formed the LSG. The members of Local Support Group are: Coordinators: • Culture Town Councillorship • Campania Region - Managing Authority • City Council of Naples - URBACT Project Unit – Project/Partner Municipal Town Councillorship: • Building Town Councillorship • Development Town Councillorship • Liveability Town Councillorship • Tourism Town Councillorship • Second Municipality Municipal Departments: • Valorisation of the Historic Centre Department • Innovative Financing and European Funding Department • Monumental Buildings Department • Urban Planning Department • Traffic and Lighting Regulation Department Public Bodies: • University Federico II Faculty of Architecture Department of Urban Planning Department of Architectural design • Office for safeguarding of ALHAE heritage Naples end Province

• Port Authority of Naples Study Office Tourism promotion Technical area – maintenance Public - Private Bodies: • S.i.Re.Na. S.C.p.A. • Terminal Napoli S.p.a. Private Bodies: • Consortium Antico Borgo Orefici - Goldsmith quarter • Consortium Antiche Botteghe Tessili - Textile quarter Consortium executive council Workdesk Antiche Botteghe: X Studio s.r.l Studio KELLER ARCHITETTURA • R.V.M. s.r.l. Civil Society: • Citizens • Students • Property managers • Retailers, Small and Medium Enterprisers Methodology One of the most interesting aspects is the clear identification of all the stakeholders to build up the LSG, and the clear methodology of the progression of the work.

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The involvement of stakeholders that act directly in the LAP area allowed a direct participation of citizens' groups and traders who work and live in the area (activities proposed by the consortium). The involvement of students in primary and secondary schools of the place (the activities proposed by the Municipality and by the Port Authority) and university students (this activity includes proposed by the Municipality and the Faculty of Architecture) has contributed to the dissemination of contents and themes and to the creation of a basis for a shared work on the LAP with citizens. In addition, for the activities that include private owned property, it is essential to involve the building managers. (activities proposed by S.I.Re.Na.).

In the Annexes 1-2-3 there are identified some concrete actions of URBACT LAP that could be realized in a brief, medium and long term and with a budget based on identified funds There is also in the description of the activities proposed, a table containing the information related to: the objective, the responsible (Institutions /authorities in charge), the development phase, the estimated cost, the official planning framework, the source of financing: potential funding already allocated and funding and programmes that partners can apply for. The "Flagship Projects” document attached illustrates all the specific actions related to the area of HerO LAP.

10. ULSG members plan

ANNEX 1:

Example TABLE of ANNEX 2: Objective 3: To maximize economic and social impacts of cruises and support social and economic development of the “Città Bassa” quarter

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Action 3.7 : Support to the historical activities in the area: gold craft and textiles activities

Description of the specific LAP Action

Responsible (Institutions/autho Estimated cost rities in charge)

3.7.1. Incubator of economic enterprises of Neapolitan Goldsmith/textile economic hub , called "La Bulla" Development of the young enterprises, regeneration of the historic centre of the city. The idea is to stimulate employment for young people in an excellence field as quality craft, in line with the historical goldsmith tradition of the area

Municipality

Phase

2011

€ 1.000.000

Goldsmith quarter association

Legal/offici al planning framework

Naples GMP Ambit Nr.21

(Financing secured) potential funding already allocated € 1.000.000

funding and programmes that partners can apply for

E.R.D.F. 2007/2013 public/private fundings

Great Programme UNESCO site

Textile quarter association

Example Table of ANNEX 3: GANTT

Implemented activities

2010

2011

2012

2013

Action 2 3.1 3.2 3.3 3.4 3.5 3.6 3.7.1 3.7.2

Main LSG activities/outputs: - Pilot Project piazza Mercato: Hypothesis for a programme of integrated rehabilitation of piazza Mercato area: the mapping of ground floors; - New management of the areas through new tools as “natural” commercial centres (development of a Town Centre Management Plan): the first one “piazza Mercato district” and the second one “Borgo Orefici district”; - Commercial and tourist Itineraries through the “Città Bassa”; - Traineeship an workshop of students at the Faculty of Architecture; - Proposal for a New “Market Place” in piazza Mercato; - Shuttle in the port area to connect Cruise terminal with the URBACT LAP area.

Impact on local governance: One of the result obtained by the local action plan is to create an impact at local level, in terms of transferring the knowledge acquired in the URBACT process to local policies, programmes and actors, in terms of scaling-up some of the action plans at policy level and integrating them into mainstream services, or in terms of securing funding through the Operational Programmes of the European Regional Development Fund (ERDF) for their implementation. In addition, the process has also contributed in creating new partnerships between different levels of administrations and the involvement and participation of the private stakeholders to the development of the project.

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Next steps: The work of the ULSG started in the first phase of the project will continue until the final stage of the production of the LAP. The intent is to establish a monitoring local support group for the "Città Bassa" district, presenting the results of the work in the General Assembly of the City Council of Naples and proposing a new body, after the URBACT II life, that could be a new urban observatory (as some

models created by the other URBACT Cities in the framework of CTUR Network) for the development of the “Città Bassa” district and the improvement of the cruise tourism impact (Naples URBACT LSG): new management body - public and private for an integrated regeneration of the city – port area (“Città Bassa”), monitoring the results and the impact and quality of the projects.

Focus on LSG Outputs: actions as Good-Practices LSG member: Consortium Antico Borgo Orefici Action: Natural commercial centre of Borgo Orefici district - economic and social initiatives for the traditional historic handicrafts activities of the “Città Bassa” quarter (development of a Town Centre Management Plan). Naples’ goldsmith district, unique in the world for its concentration of workshops dedicated solely to the manufacturing and sale of gold, silver and jewellery products, is nestled between Corso Umberto and via Marina. It provides a prime example of the city’s strong artisan tradition; there are few other places in the world that compare. In fact, Naples’ goldsmith district has been in existence since ancient times, but was not formally defined until the Angevins ruled Naples in th th the 13 and 14 centuries. Characterized by its narrow streets, irregularly constructed buildings, and a large, open “piazza” with a wooden crucifix in its centre, the goldsmith district has always been a focal point in the everyday life of Neapolitans. The goldsmiths in this district joined together as a guild in the Middle Ages when they were officially recognized by Queen Giovanna. Although the first master goldsmiths were French craftsmen leftover from the Angevin court, local artisans soon surpassed foreign ones at their craft, thanks to the inventiveness, creativity, and stubbornness which has always characterized the Neapolitan people. In the th th 17 and 18 centuries, the goldsmith district was the site of an incredible creative boom, witnessing the production of several masterpieces, including the famous silver Treasure of St. Gennaro in his namesake chapel at the Duomo. The Consortium of Neapolitan Goldsmiths was founded in March 2000, thanks to a project started by artisans and business owners working in the socalled “Antico Borgo Orefici”, or goldsmith district. OBJECTIVES: The main goal of the Consortium is to consolidate its history, grouping together many workshops, artisans and companies which have all contributed to maintaining this centuries old tradition. The motivating factor behind the creation of this association was the desire to create a synergy among the more than 350 companies that are currently operating in the goldsmith district and that employ over 2,000 people. •The members of the Consortium are currently

working together on a global initiative to revive Naples’ goldsmith district through urban renewal, business incentives and tourism, as part of a larger project to revitalize the city of Naples. • The Consortium plans to promote the Borgo Orefici as a gateway to the ancient and historic centre of Naples, through the creation of cultural walking tours for tourists and other initiatives aimed at promoting artistic handcrafts. • Today, the Consortium counts among its members approximately ninety companies representing the best of the tradition of Neapolitan gold and silversmithing. • Among its other principal objectives there are the creation of service infrastructures and providing assistance in carrying out individual and collective projects. In order to accomplish these goals, the Consortium has undertaken several partnerships with institutional counterparts (Campania Region, Province of Naples, City of Naples and Chamber of Commerce of Naples) in order to avail itself of all of the public and private resources available to aid in the architectural, environmental and municipal recovery of the goldsmith district while, at the same time, helping to breath new life into Neapolitan gold and silver business, which constitutes an important industry in the Region of Campania. KEY STEPS AND ACTIVITIES: The Consortium want to preserve and improve Neapolitan goldsmith tradition through the creation of lines of jewels: • The collection “A Jewel for the Queen” proposes an itinerary which flows through two centuries of the history of goldsmith’s art and Engravers from the Kingdom of Naples, which created extraordinary jewels for King and Queens. • The line “Aurea Venus” is the point of arrival of an effective partnership between the Archaeological Superintendence of Naples and Pompei and the Consortium “Antico Borgo Orefici” directed to the exploitation of the Neapolitan goldsmith’s art. • The exploitation of this exceptional resource you must think about the jewels and the “treasures” of silverware coming from Pompeii and from the buried cities by the Vesuvius eruption in 79 AD - is the aim of the project. • “Hera’a Treasures” is a collection of precious pieces deriving from a collaboration between MIBAC-Superintendent’s Offices for Archaeological Arts for the Provinces of Salerno, Avel-

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lino, Caserta and Benevento and the Consortium of the Borgo Orefici (Goldsmith’s District) in Naples. The Consortium’s line has been realised by goldsmith masters from the consortium and it presents multiple technical and artistic qualities, each piece having been inspired from decorative motifs taken from the works preserved at Paestum Museum. RESULTS AND IMPACTS: Incubator “La Bulla”: Incubator “La Bulla” (so called because of the name of a distinctive sign “Bulla” of the young boys born free that they brought up to the attainment of the virile age in roman period). The “Bulla” also had value of amulet. It has been designed to accelerate the successful development of goldsmith entrepreneurial companies through an array of business support resources and services, developed and orchestrated by incubator management and offered both in the incubator and through its network of contacts. “La Bulla” activities: - Neapolitan goldsmith school: In our classrooms, students can attend vocational courses to become expert gold masters, training courses in the schools of the historic centre of Naples specialized in goldsmith’s art and refresher courses about the use of new technologies or particular processing techniques. - Goldsmith Workrooms: Tourists who arrive in the Incubator “La Bulla” can visit workrooms where expert gold masters will show them the antique and modern processing techniques. Showroom: Thanks to the exposition of lines of jewels, excursionists have the possibility to live a unique experience, discovering the creativity and the talent of the exponents of the historical Neapolitan school of goldsmiths.

Contacts Fabrizio Monticelli - Project Manager of the Consortium “Antico Borgo Orefici” [email protected]

11. From the top: jewel inspired to the Roman sign “Bulla”; craftsmen working at the incubator; “La Bulla”.

LSG member: Consortium Antiche Botteghe Tessili Action: Natural commercial centre of piazza Mercato district - economic and social initiatives for the traditional historic handicrafts activities of the “Città Bassa” quarter (development of a Town Centre Management Plan). The Consortium Antiche Botteghe Tessili was established in December 2006 and its purpose is to coordinate commercial initiatives and programs aimed at urban requalification of the whole area. The Consortium concept starts from the necessity of strongly address the problems of the area; the associates get together in a structure that must represent a common platform in which is possible to discuss ideas and build together a modern business strategy. OBJECTIVES The Consortium “Antiche Botteghe Tessili” brings together retailers and production activities operating in the "Città Bassa” intending to: - to improve the living standards of the neighborhood; - to increase the micro-economy of the district by promoting the craft, the trade, the start of new activities and the employment. To a healthier neighbourhood corresponds a more prosperous economy and the other way round. This virtuous cycle generates clear benefits for families who live and work there and for tourists. For this reason, the Consortium is proposed as a unifying centre for ideas to finalize the best social economic and cultural strategies to achieve the goals. KEY STEPS AND ACTIVITIES In the context of the specific topics of the Local Action Plan, the Consortium promotes the following main activities: 1. Isabella, handmade fashion The historical presence of businesses linked by the textile has developed an awareness that the depletion of the textile crafts handmade in the neighbourhood generates structural damage to the entire sector. The primary goal is to reconnect the cultural heritage, the craftsmanship, the training, the artistic implementation, the product innovation and the commercial communication with each other. In this context, the Consortium promotes the creation of a textile-fashion pole as a driving force of the textile sector promoting: - the training in all textile sectors; - the incubator for the new crafts activities; - the creation of additional study courses for the existing craft activities; - the technical support activities for the existing handcraft realities that already operate with difficulty or at risk of closure, counteracting the loss of knowledge of the textile tradition; - the coordination between artistic creativity and craftsmanship creating technical and aesthetic innovations; - educational museum paths on the recovery of textile culture and the very high level of Neapolitan tailoring;

- events and exhibitions to promote the unique-

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ness of handcrafted design; - the strengthening and the product marketing of "handmade fashion"; - platforms for trade. The e-commerce and a "textile itinerary". 2. Campo Moricino, the market theme The Consortium considers that a rebirth of the neighbourhood inevitably steps to revitalize piazza Mercato. This square is a huge and neglected space of the city offering to the LSG partners an attractive "back to the future": the square is an ideal place for an innovative exhibition/market dedicated to the consumer corresponding to its e-market. RESULTS AND IMPACTS Running a detailed analysis of stakeholders and careful monitoring of the urban administrative and commercial spaces, the LSG has involved local authorities (Campania Region, Naples Province, Municipality, Chamber of Commerce), in order to plan the possible public/private interventions and to revitalize the area through environmental, urban and architectural restoration, as a condition for the revival of trade. The investments programme of the "natural" shopping centre is based on the idea of building a unique commercial model of the piazza Mercato area that is connected with the commercial and handicraft systems of the Borgo Orefici and via Duomo. This model involves a deep renewal of the commercial system, that aims to improve liveableness and creativity, getting through the system of single shops and single streets. Furthermore the business system suggested by the Consortium Antiche Botteghe Tessili aims to be in competition and not in rivalry with the shopping malls. One more of the most important result of the activity of the LSG is the identification of attractive itineraries through the “Città Bassa”: - via San Giovanni a Mare: the historical road that touches all the major monuments of the district; - via Savarese: a shortcut for commuters who come from the Circumvesuviana station; - via Duca di San Donato: the focus of the recent changes in the neighbourhood. The street where there are: the incubator "La Bulla", two hotels, serviced apartments and two restaurants/ pizzerias. The convenience of the itinerary should be joined by new ideas leading to a more attractiveness and, above all, strengthening the potential already present in the area: • the tailoring Itinerary: one or more roads with a high concentration of skilled craft textiles. A walk through the shops, where to buy clothes made to measure, strictly hand-made and directly from designer. • Itinerary of the home accessories: one or more roads specializing in selling home accessories. An absent feature in the city centre although it is an increasingly felt need and proven by the IKEA phenomenon.

LESSONS LEARNED AND RECOMMENDATION The Local Support Group, inside the URBACT Programme, consolidates this strategy promoting the cooperation between the public institutions, the universities, the citizens' associations, the schools and the churches in the neighbourhood, the private subjects, the residents and the Consortium, an expression of local economic activities.

Contacts Claudio Pellone – Consortium “Antiche Botteghe Tessili” [email protected]

12. From the top: piazza Mercato (Market Square) - textile area; a store of Consortium Antiche Botteghe Tessili

LSG member: S.I.Re.Na. Company Action: Pilot project. Hypothesis for a programme of integrated rehabilitation of piazza Mercato area. The mapping of ground floors. The area close to piazza Mercato, is historically strong market-oriented. This place was historically characterized by the high level of retail, wholesale and retail trade, for the textile industry. In recent decades there has been a steady withdrawal from activities because of the transfer outside the city boundaries of most of the merchants and activities in a Commercial Centre located in Nola, 40 km far from Naples. S.I.Re.Na. did an analysis of piazza Mercato area on the urban texture, building’s which need to be restored, related to building consistency, noting the state of conservation of individual buildings and in particular, on the block between via Duomo, Corso Umberto, vico Cangiani Market, piazza Mercato, via Marina and made a census of the ground floors.

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This programme is based on an inventory of the ground floors (facing the street), looking at the condition of the wing basement of the buildings. The analysis covered the business and craft, broken down by categories, in particular identifying the premises abandoned. The data have been collected and processed through a GIS program and show the presence of: Total of 401 properties (not residential) that means 15,600 square metres (not residential) which are divided in: -165 to 5,890 square metres of unused function -107 with the intended use: textile trade amounted to 4,570 sq.m. The most relevant statistics are as follows: -41% of properties: 38% unused sqm -27% of properties related to textile trade -13% of properties related to non-food trade -8% of l properties related to arts and crafts (production and service) -5% of properties related to food and drink retails -6% of properties: other

Contacts Bruno Discepolo, S.I.Re.Na. President Bernardino Stangherlin, S.I.Re.Na. General Director Brunella Como, S.I.Re.Na. Manager Luca Ganguzza, S.I.Re.Na. Consultant [email protected] www.sirena.na.it

13. Mapping of census of the ground floors made by S.I.Re.Na..

LSG member: University of Naples "Federico II", Faculty of Architecture Action: Re-planning the “market place”: new ideas for piazza Mercato. The Faculty of Architecture - University of Naples "Federico II", takes part to the URBACT local support group with a twofold purpose: to provide scientific inputs and contents in defining the LAP and building up a relationship with the teaching and research that takes place in the Faculty. OBJECTIVES The Working Group of the Faculty of Architecture has developed some degree thesis and teaching experiences of two "internal training", aimed at five-

year undergraduate course in Architecture: In the first one, held in September 2009, the students tried to trace the "path" inside the port area that could qualify as "crossings" and "connections with the city and were provided for passengers / tourists. In the second one, held in September 2010, they tried to "turn the spotlight on the Market Square in piazza Mercato" by proposing innovative methods, based mainly on "temporary architecture issues" to upgrade the various voids in the market area is made. METHODOLOGY The training had a duration of four weeks and is organized in two main phases: The work was divided into lectures, workshop activities in the classroom, reviews with tutors, teachers and revisions with a final illustration of the work to the presence of local actors and technicians involved in the URBACT II thematic networks CTUR and Hero in which the town of Naples is involved. The students were divided in groups. First phase (first and second week) dedicated to a first analysis and project main idea, organized through communication to students of the main themes and tools, the main activities related to the condition of the premises and future perspectives. In this phase students worked in larger groups; each one should give an idea of the overall project (master plan). In this step, we provided students with a range of tools for the project, both scientific and disciplinary actions by a number of experts in various fields, and also contributions of stakeholders in the area (urban design, sustainable technologies, set design, lighting, participatory planning, urban history). Second phase: each group was divided into subgroups (two or three students in each subgroup) working on different themes: piazza Mercato: still to be understood as a market place but looking back through a variety of possible forms and varied temporary uses. The project should of course include more than the empty space of the square of the buildings' exedra that defines it, in particular the church of Santa Croce could become one of the seats of antique shops Textile Consortium (gate to the city) as proposed by the consortium in the declaration of interest of the “Grande Programma UNESCO”; palazzo Ottieri: to be understood as a pole of attraction that can push the tourist flows to the market square, and the slums. We could imagine a partial emptying of the building working on the ground floor and upper floors and the transformation of the facades and public voids. ACTIVITIES The area of “piazza Mercato” is considered as a cruise terminal of the route from piazza Municipio and as a "gateway" to the historic centre from the East side of the city and piazza Garibaldi, where it is located in the railway station. The students had measured themselves with the possibility of a real transformation, comparing the projects with the existing planning instruments of the area, with the solicitations offered by the goldsmith and textile associations active in the territory and by the richness of

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urban landscape. The area of the Market Square is located between different "things": the historic fabric of the porous slums, fragmented monuments, the dominant building “eco monster” Ottieri. Students were asked to provide some project proposals, imagining the process necessary to enable the effective implementation. In particular, we asked them to think about possible temporary uses (light and reversible) for the square, the possibilities of "minimum" transformation for the palace building Ottieri, the revaluation of relationship between different spaces in the area project. The two Traineeships were organized as workshops during 4 weeks, the researches and project works were coordinated by the tutors, of the 2009 edition: O.Fatigato (as coordinator), M.L.Nobile, G.Parità, C.Piscopo, P. Scala, A.Sirica, and the 2010 edition: O.Fatigato (as coordinator), D.Buonanno, S.Colabella, A.Esposito, M.L.Nobile, B.Parenti, C.Piscopo.

in the regeneration of the historic centre of Naples, and to verify the logics and limits of integration with the historic port area: an integration possible only if respectful of the characteristics of "place of shipping and labour" that should keep the Port of Naples.

Contacts Roberta Amirante, University of Naples "Federico II”

[email protected] Riccardo Florio, University of Naples "Federico II”

[email protected] Orfina Fatigato, Alma Esposito, University of Naples "Federico II”

[email protected] [email protected]

RESULTS The students prepared six different proposals, one for each working group, very different but full of interesting ideas and suggestions. All groups imagined a reuse of the space of functions square to "market" sector, particularly related to textiles, and have presented several solutions for the realization of the exhibitors. One of the most interesting one involves the construction of a cube 3mtx3mt elevated (to ensure the enjoyment of the free space of the square) overlaid with the tissues supplied by the many merchants of the village and back light. Some groups have reasoned on the transformation of the main front of Ottieri building linked to the possibility that it is perceived, given its height from the sea. One group envisioned the raising of a floor of the building to place social functions and public spaces in it, used by condominiums, which could be used as a kind of light signal from the sea and an invitation to enter the square behind it. One of the most interesting aspects of the work was the analysis of the void of the square. The square has often been viewed as a unique and broad isotropic corresponding to the old market at other times as divided into two parts, a "monumental" internal Exedra Nineteenth century and the other between its back and the urban fabric. The work of the overall training and beyond the different proposals, it was strongly oriented to the Market Square to suggest a strategy for small displacements capable of large changes in direction. IMPACTS The work on the slums of Naples and the port area has enabled the research group of University to implement and upgrading a series of studies developed in the past on the redevelopment of the “Città Bassa” quarter (and in particular on piazza Mercato area) and the reorganization of the port area in view of its greater integration with the city. The special condition that characterizes the interdisciplinary construction of the LAP is a matter of great interest for the research group that has previously worked in a dimension closely related to studies of urban design. In this new condition has been possible to verify and confirm the strategic role that slums can play

14. From the top: itinerary plan of LAP area elaborated during the LSG activities; some project ideas for piazza Mercato elaborated during the University traineeships.

LSG member: Port Authority of Naples Action: Connecting the Port area with the His-

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toric Centre. The Port Authority of Naples has a considerable importance among Mediterranean harbours, confirmed by positive trend of commercial traffic registered over the most recent years. Its strategic location between Europe and Asia characterized it as a transit area of goods; furthermore, it shows a constant increase of cruiser and passenger traffic. The commercial area of the port of Naples has a good level of inter-modal connection. It is directly connected by highways and railroads to other central structures. Passenger traffic is still a crucial point in the activity of Neapolitan Port, considering the fact that the amount of passengers traffic (including cruise passengers, gulf traffic and coastal navigation) reaches 9 millions which are the result of the involvement and care of the whole Neapolitan maritime system. OBJECTIVES The Port Authority of Naples, takes part to the URBACT Local Support Group with a specific purpose: to make possible a real integration between port and old town and create a real opportunity of cultural tourism fruition of LAP area for the cruise tourists.

15. Panoramic view of Port area.

ACTIVITIES Cruise traffic reaches excellent scores: passengers in 2009 have been 1.300.000 in comparison to 1.150.000 in year 2008. The increase is more clearly visible comparing the amount of cruise passengers landed to Naples in 2001 (469.632 pax) with today data, increasing of 130 %. It is very important in our LAP to consider the cruise traffic as an occasion for the regeneration of the “Città Bassa”, so close to the port area. One of the main goal to connect the port area to the “Città Bassa” and to reach the Historic Centre is to provide a free transport service for passengers embarking and disembarking from ships in the port of Naples. RESULTS The participation of Port Authority to URBACT LSG has got an important result: the start up of a free shuttle bus service among the principal gates: Maritime Station area called "Molo Beverello", "Calata Porta di Massa" and "Piazzale Pisacane”. The service, round trip, will be completed through the use of two buses in one hour from 7.00 to 24.00 and another from 9.00 to 21 hours.

Contacts Fiorinda Corradino [email protected], Barbara Casolla [email protected]

Principal LSG members contact details:

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Political representatives

Public Bodies

Culture Town Councillor (Political Coordinator Naples URBACT Projects) Nicola ODDATI [email protected]

Naples Port Authority Fiorinda CORRADINO [email protected] Barbara CASOLLA [email protected]

Urban Planning Town Councillor Sabatino SANTANGELO [email protected] Buildings Town Councillor Pasquale BELFIORE [email protected] Tourism Town Councillor Maria Grazia PAGANO [email protected]

University of Naples "Federico II” Roberta AMIRANTE, [email protected] Riccardo FLORIO [email protected] Orfina FATIGATO, Alma Esposito [email protected] [email protected]

Development Town Councillor Mario RAFFA [email protected]

Office for safeguarding of ALHAE heritage Naples end Province Paola BOVIER [email protected]

Managing Authority – Campania Region

Private Bodies

Danilo DEL GAIZO [email protected] Dario GARGIULO [email protected] Sebastiano ZILLI

Consortium “Antico Borgo Orefici” Fabrizio MONTICELLI, Project Manager [email protected]

[email protected] City Council of Naples Departments URBACT II Project Unit Coordinator Gaetano MOLLURA [email protected] Valorisation of the Historic Centre Department Monica VITO, Luciano FAZI, Erisilia NAZZARO Giancarlo FERULANO, UNESCO site Manager Historic Center of Naples [email protected] Innovative Finance and European Funding Department Francesca IACONO; Natalia GAMBARDELLA [email protected]

Consortium “Antiche Botteghe Tessili” Claudio PELLONE, [email protected]

Public - Private Bodies S.I.Re.Na. Company Bruno DISCEPOLO, President Bernardino STANGHERLIN, General Director Brunella COMO, Manager Luca GANGUZZA, Consultant [email protected] www.sirena.na.it Terminal Napoli S.p.A. [email protected]

Urban Planning Department Laura TRAVAGLINI; Patrizia Serena VOLLERO [email protected]

Edited by City Council of Naples – HerO Partner URBACT Project Coordinator Gaetano Mollura tel. +39 081 7958932, mobile +39 3395677396 e-mail [email protected]; [email protected] www.comune.napoli.it URBACT Project Staff Cristina Fato Giovanni Hoffmann Maria Luna Nobile Anna Arena tel +39 081 7958934 - +39 081 7958917 e-mail [email protected]

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URBACT is a European exchange and learning programme promoting sustainable urban development. It enables cities to work together to develop solutions to major urban challenges, reaffirming the

key role they play in facing increasingly complex societal changes. URBACT helps cites to

develop pragmatic solutions that are new and sustainable, and that integrate economic, social and environmental dimensions. It enables cities to share

good practices and lessons learned with all professionals involved in urban policy throughout Europe.

URBACT is 300 cities, 29 countries, and 5,000 active participants. URBACT is part -financed by the European Union (European Regional Development

Fund).

www.urbact.eu/hero