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In the NWE Programme we are always happy when
Projects we finance succeed in generating further investment based on the
results which we supported them to achieve. We are looking for
results which last beyond the lifetime of the project, so leverage is
something which we recognise as a sign of durability and transferability
of results.
Some of our Projects
have been successful enough to attract interest beyond the scope of their
original plan, some have convinced others to buy into their ideas,
bringing with them financial assistance and guarantees for sustainability,
and recognition.
For the EU, leverage is an important
issue. In fact, a report adopted in March 2007 by the Committee of Regions
concludes that EU funding can make a difference in terms of attracting new
investment, both public and private for projects which work towards
generating growth and jobs, one of the top priorities of the EU under the
Lisbon Strategy.
Wikipedia also says “The simplest device for
creating leverage is the lever” (...) and a Project's lever is its outputs
: you have to have convincing results to generate further
investment
. We are sure that all of the
Projects we financed will have a lasting impact on NWE, here are two
examples of Projects who started thanks to EU funding, but who don't need
us anymore thanks to levered investment:
EPOS
The partners all wanted to address safety and security in
ports. Their objective was to develop an integrated technology
infrastructure for the control and surveillance of port areas, and they
achieved just that, in the form of a system which is now the envy of the
whole coastal zone.
The higher standard for security raised the competitiveness of the
ports and sets an example for others. The Belgian police is in fact trying
to convince other ports to implement the same standards.
In line with the project, a Public Private
Partnership was founded. E-port
(a public private partnership between a private company and the Port of
Oostende AG) was established to promote and sell the system running in
Oostende to other ports.
Because both Calais and Oostende approaches were deemed successful,
other Channel ports (Vlissingen, Zeebrugge, Duinkerke en Coquelles
(Chunnel)) have implemented similar investments (Heart Beat detectors,
Passive Millimetre Wave and fencing).
In their activity report the partners state :
“We will not apply anymore for the same
project in the future programming period. The help we received was very
welcome, and gave us the opportunity to set up a very efficient safety and
security system. First of all of course the partners were gaining from
this set up but we were also able to invest in other ports thanks to the
experience of the partners. In the future we will try to set up similar
set up in other ports.”
EPOS doesn't have a website, so you can read more here
WIHCC
"An important
aspect that has been underlined by every partner of the project is the
fact that the European financial support gave the project a good
image and, last but not least, had a strong leverage
effect
towards other funding providers." says
the Lead Partner representative, Mr Hans Thoolen.
The grant by the European Commission was a
great stimulus for the process of planning and decision-making
for all the participating cities (Gent, Mechelen, Chester, Limerick,
's-Hertogenbosch and Breda), for the City Councils, but also for local
community organisations, entrepreneurs, developers, real estate owners and
watermanagement organisations.
“The
European status was a catalyst in all kind of meetings and
negotiations. For some cities the financial contribution
from Europe was essential to reach the goals, for every city this trigger
for co-financing by public and private parties was of the utmost
importance. It certainly helped that the chairman of the
European Parliament in 2003, Mr Pat Cox, introduced the WIHCC project with
an impressive speech on the meaning of Europe, and the necessity of
concrete elaborations.”
Between 2003 and 2007 the Project helped to
interest all kinds of water management organisations in the chances and
possibilities for inner cities. A lot of developers understood the meaning
of water as a combination of social and business profit. Real
estate owners have shown a considerable interest in reinvesting in inner
cities. International meetings stimulated organisations of
entrepreneurs and inhabitants to dream about possible results beyond the
limits of daily life. Processes of decision making have been
accelerated by the demands in the grant (for instance Mechelen).
For Limerick and Chester the European funding was decisive for the
realisation of the water projects. In Breda (the Lead Partner)
the WIHCC project was a catalyst for the creation of a
new European program. For most of the cities the European status
helped to get more support
by higher governmental authorities for their projects.
“The main leverage effect is on a local
and regional level. The European flag on the project gives faith, trust
and endurance to the people concerned. Considering the relatively small
amounts for investments, the extra support by national and regional
authorities is of the outmost importance to give an extra force to this
leverage.”
“With the film, and the practical handbook on Water projects, we hope
to stimulate other cities and parties concerned, to have the courage to
accept the challenge of water as a chance for inner city
(re)development.”
www.wihcc.nl
There are of course many other examples to give. If your project
achieved impressive leverage, let us know how it happened and we'll add
you to this list of
examples!
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