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Outline for Case Studies

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CIED Partners

CIED is an Article 10 ERDF Project which was financed by the EU 1997 - 1999

Pilot Projects of CIED: Case Studies

  1. Introduction
    • 1.1 Description of the project
    • 1.2 Method applied for monitoring and evaluation: technical annex
    • 1.3 Work fulfilled sofar and judged according to what criteria of success
    • 1.4 Measure of impact upon local development and avoidance of contradictions
  2. Fractal modeling in planning
    • 2.1 Perception of needs
    • 2.2 Responses to these needs so far in the local context
    • 2.3 CIED guided responses
    • 2.4 Outcome desired in terms of
      • identification of instrumentariums of decision making / planning tools
      • cultural level of perception of actions planned
    • 2.5 How project is initiated by being fractalised into replicable forms reinforcing each other as the project progresses, e.g. Cardiff - process of consultations
    • 2.6 Effectiveness of planning intervention to initiate and to sustain the driving force for the project - e.g. Cardiff: from financial initiatives to self sustainable business enterprises with clear guidance to uphold 'quality' (no short term effect desired)
  3. Set-up of Case Study
    • Working Hypothesis
    • Cultural Consensus as principle for decision making
    • User group / Cultural Committee / what is preferred as a way to obtain linkage between local and institutional level, that is how recognised by all sides as effective group
    • Identification of studies needed to substantiate procedures, e.g. user study
    • Evaluation of these user studies and recommendations
  4. Values and cultural insights
    • Technical norms versus issues of values - how discussed and shown to have impact upon orientation within the project
    • Identification of "what is livable, what is humanly replicable, what resonates with people"
    • Testing of this cultural hypothesis in what way, e.g. cultural calendar, cultural policy, impact of cultural budgets upon local environment
    • Evaluation of impact of project upon the desired 'cultural identity'
  5. Analytical-Practical Questions of Cultural Adaptations - articulation of cultural needs as drive of economic development
    • what self-limiting mechanisms exist in the project, so that problems between ownership and culture are resolved, and other growth sequences can start where the first has been fulfilled
    • framework of procedure: legalistic (e.g. buildings under monumental protection in Volos, safety questions linked to environmental protection in Leipzig), and what codification of planning applies to the particular project, so that there is no contradiction between technological, economic and cultural components
    • negotiations between investors and key driver of the project, e.g. DEMEKAV in Volos and small businesses, handicraft school, and handicapped by what local, regional and international problems in terms of attracting ‘inward investments’
    • Organization of the project: single organization – state ownership (Leipzig), multiple organization – municipal ownership (Volos), etc. for crucial is to identify the internal model of ownership and management once the project has been completed and daily operations begin
    • Quality and complexity of ‘interwoven network’ of project with surrounding areas and services provided as much as added to that particular space – quality of differences in services provided to ensure local sustainability
  6. Quality of the Pilot Projects: cultural innovation
    • What new methods were tested and validated to attain degree of cultural innovation (not just marketing cultural goods, but inducing and giving to culture a voice in shaping economic development by refining planning)
    • Cultural innovation in specific fields:
      • services – restoration techniques, preservation of industrial heritage etc.
      • knowledge transfer – from the cultural fields to economic enterprises
      • organization (of services) – analysis of demands (e.g. tourist survey) and upgrading of cultural management – cultural policy – to make possible ‘imaginative spaces’
    • Cultural adaptability: value to the other CIED partners
      • proposal to other partners what could be learned from local project
      • indication what one learned from the other partners
      • synthesis of CIED’s working methodology adapted to the local context
    • Measure of progress
      • time it took from developing case studies to evaluation to design of project
      • overall completion time of Pilot Project and what needs to be done to fill the gap between point a and completion
    • Outcomes expected and results achieved
      • profit and jobs expected to be created (direct economic gains) – quantitative analysis
      • extra-value achieved – qualitative analysis
      • responsibilities designated and tasks allocated to achieve a functioning whole
      • method for validating decision making process with feed-back to planning level – what cultural mediation between different economic forms shall continue as part of the ongoing cultural policy of the place?
  7. Conclusion
    • 7.1 Verification – does the organizational form match the prerequisites? 
    • 7.2 Organizational Dispositions – how effective a linkage between administration and business was achieved: model of sustainability strived for and achieved
    • 7.3 Impact upon local development

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