The integrated strategic agenda for Kavala (2030) represents a planning document designed by the URBASOFIA team together with international experts (Derek Martin, Cristina Tartari - TASCA Studio, Joep de Roo - Eurodite, Daniela Patti, Levente Polyak) for the city of Kavala, Greece, through the South East Europe project STATUS.

1. Kavala Strategic Agenda
…how to make it real! (?)

2. outline
External factors
• The macro-economic contemporary issues (Smart, Sustainable, Inclusive growth, the Juncker Plan)
• The new EU Policies for Territorial Cohesion and Cooperation (Policy Tools and Structural funds)
• The availability of private capital (Contemporary PPPs, Financial Tools)
Internal factors
• The political vision and support accompanying the Agenda (Institutional governance harmonization political agreements)
• Capability of managing the Agenda’s realization (the Urban Center and the Urban Task Force: roles and responsibilities)
• Design capability about process/project management and building sites available in Kavala (technical skills on the ground)
The Agenda
• The poster plan and the priorities (where and how to start)
• Integration of projects (a place based approach)
• Projects cycle management and monitoring (assuring continuity and quality in realizing foreseen works)
• The communication process accompanying the Agenda’s implementation (community awareness and Agenda’s outputs
promotion)

3. Economy: Macro-economic headlines for Greece
1. Unemployment:
a. 27% of labour force is unemployed
b. Youth unemployment is very high ( in some areas > 50%)
2. Returning to growth
a. First signs of recovery of national economy
b. Recovery driven by private investments and net exports

4. Economy: Private Capital
• ‘Recovery of private investments in Greece is hindered by uncertainty about
policy implementation’ (European Economic Forecast Autumn 2014 )
• Private capital investments should be stimulated by
a. Structural measures to improve traditionally strong economic sectors such as
tourism, agriculture, logistics and insert unemployment programmes
b. Make better use of the EU structural funds. EU funds as leverage for private
investments
c. Long term open commitment of authorities towards strategic development
directions

5. EU Cohesion Policy. Instruments for Kavala
• €15.52 billion in Cohesion Policy funding: competitiveness, quality entrepreneurship, innovation growth, human resource
skills, infrastructure, protection and transition to an economy-friendly environment
• CLLD (Community Led Local Development): particular focus towards urban-rural relationship, suburban areas and the
promotion of the “compact city”
• ITI: growth and recovery engines for the regions targeting competitiveness, R&I, entrepreneurship, reconciliation of
intra-regional disparities and measures against disorganized urban development for:
• Zoning Application Areas or areas specifically identified for urban renewal;
• Areas defined by General or Zoning Urban Plans exceeding 10,000 inhabitants;
• Areas facing severe challenges, deindustrialization zones, urban poverty pockets, areas of land use change, etc.
• Funding allocated for integrated development projects in areas part of the network of cultural and natural resources, for
tourism development
• Priority: coastal and archaeological sites (Kavala is both).
• Regional Strategy for Smart Specialization: Tourism is recognized as a promising, emerging regional specialization sector
• Scope of ERDF National Funding: integration of value chain in tourism and culture, spatial concentration of resources,
optimal access, single point supply and sales, etc.
• Selection and funding: through regional process (MA ROP) of evaluating the proposed strategy and capacity for
implementation.
ITI Opportunities for the Eastern Macedonia and Thrace (ROP 2014-2020)

6. Kavala: the Agenda

7. WATERFRONT
REGENERATION
ENTREPRENEURSHIP
TOURISM
KAVALA’S STRATEGIC TERRITORIAL AGENDA
PLANNING TOOLS: COHESION POLICY FUNDS, CLLD, ITI, PPP/PPPP,
NATIONAL/REGIONAL PROGRAMMES, LOANS, PRIVATE INVESTMENT…
KAVALA
Knowledge and Attitude to Valorizing Amazing Local Assets

8. PILLAR I – THE DUAL LANDSCAPE AND DEVELOPMENT OF TOURISM
1. DEVELOPMENT OF TOURISM: Kavala as an all-season touristic capital of the region
a. Transforming seasonality into year-round attractivity
b. Upgrading, integrating and promoting the existing tourism services, through a
common brand approach
c. Expanding target markets through the development of creative alternative
products and activities
d. Developing sustainable tourism businesses through the exploitation of
“distinctive competency” niches
2. THE DUAL LANDSCAPE: Kavala as an attractive, diverse and productive environment
a. Structuring the agrarian landscape and connecting the touristic nuclei of
European importance in the plain area
b. Developing soft infrastructure for wellness, outdoor activities and Greek
culture experience tourism (agritourism, gastronomy, authentic lifestyle) in
the mountainous area of Kavala

9. PILLAR II – THE WATERFRONT AND PLATFORM OF PUBLIC SPACES
1. A NEW SEALINE OF KAVALA starting from current setting and building new public services:
a. Realization of the programmed touristic port
b. Renewal of the waterfront and building an underground parking place in order to avoid traffic through sealine
c. Multipurpose buildings on the waterfront, providing services for ‘four seasons tourism’ such as culture, health,
hospitality and business
2. MOBILITY AND ACCESSIBILITY:
a. Implementing a peripheral road (EO Drama Kavala), penetration loop for private mobility inside the city avoiding
the sealine, underground parking place along the waterfront;
b. Transforming the coast in a long dedicated bicycle path (7km: Batis – historical center) protected from traffic
c. Moving the touristic and the urban and sub-region bus stations outside of the city center
d. Providing a funicular cable from the waterfront to the hillside, connected with the touristic bus station or the Cross
3. PLATFORM OF PUBLIC SPACES:
a. Accompanying all mobility projects by interventions in public space for livability and accessibility
b. Transforming the city center in an environmental zone 30km/h (0,3 sq km), where pedestrians (older and younger)
should feel safe while walking and cars are strictly ruled
c. Pedestrianizing the historical part of the city center, where only resident cars are admitted.

10. PILLAR III – URBAN REGENERATION
1. KEEPING EDUCATED YOUTH IN TOWN (providing diverse and affordable housing, jobs)
2. DIVERSIFYING ECONOMY AND STIMULATING LOCAL INITIATIVES (incubation)
3. CONNECTING TO THE SURROUNDING REGION (markets and fairs)
4. OPENING THE WATERFRONT (restaurants and leisure services)
5. CREATING NEW ATTRACTIONS FOR TOURISM (public spaces)
Regeneration areas – existing Regeneration areas – proposed

11. PILLAR IV – ENTREPRENEURSHIP
1. CREATING CLUSTERS WHICH WILL ENCOURAGE COOPERATION AND INNOVATION
WITHIN THE SECTORS:
a. Universities, research institutes – as suppliers of innovative products,
technologies, processes and services;
b. Industry, especially SMEs – which represent the innovation demand
c. Authorities responsible for the process facilitation (ministries, regional, local
authorities, etc.).
d. The fourth actor being the catalyst organizations – consulting firms,
technological transfer centers, etc.
2. STIMULATING DEVELOPMENT OF NEW BUSINESS MODELS IN THE AREA, ESPECIALLY FOR TOURISM
3. CREATING SMART COMMUNITIES:
a. Starting a formal cooperation within the Kavala four leaf clover model
b. Starting business incubators
c. Starting a business support center

12. POSTER
PLANS
KAVALA

13. PROJECT INTEGRATION: THE PLACE BASED APPROACH
• Kallikratis Plan (Law 3852/2010): Municipality of Kavala fused
with neighboring Philippi
• Opportunity for integrating and jointly developing the
territorial potential of the two former administrative units.
• Reestablishing and strengthening the connections between
Kavala City and the territory, including the Philippi historical
site, from a transversal point of view.
MAIN AREAS OF INTERVENTION IN THE TERRITORY:
1. Kavala City
2. Water Route
3. Krinides and Philippi area
MAIN AREAS OF INTERVENTION IN THE CITY:
1. Old City – the Kavala Peninsula
2. Kavala Port
3. Waterfront

14. PROJECT INTEGRATION: PARTICIPATION AND THE TASK FORCE
• STATUS: participatory process aimed at the co-design of the
Strategic Agenda
• an instrument for creating sustainability through a negotiated,
better informed and long-term urban and territorial dialogue.
• Participation: generating the most accurate picture of the actual
development of Kavala and its obstacles, and the best supported
set of realistic priority actions to foster competitive
development in the area.
• KAVALA URBAN TASK FORCE:
• first step in providing the city with an active group
supporting capacity building of the local urban system
• Planning, coordinating and monitoring relevant activity
of the stakeholders
• Implementing the Strategic Agenda (coordinated by
Urban Center Core Group and Municipality)
• Values: communication, collaboration, coordination,
community and consensus (5 C’s)
KAVALA UTF:
• Core Group
• Territorial and regional
authorities and institutions
• Public service companies
• R&D institutions
• Private sector

15. Priority Projects

16. PRIORITY 0 – KAVALA URBAN CENTER
1. The Kavala Urban Center (KUC) is a tool for
public participation and support to the
local community (creating and
implementing own urban development
projects responding to the community’s
needs).
2. The KUC Core Group will coordinate with
the UTF for the implementation of the
Strategic Agenda of Kavala, but it will also
develop new initiatives
3. The KUC will activate on an European level:
it will be in constant contact and
cooperation with all administrative layers,
facilitating the link between local needs
and European, national, regional and local
funding and tools
URBAN
TASK
FORCE
City
Hall
UC
Core
Group
URBAN
CENTER
AGENDAIMPLEMENTATION
LOCAL
REGIONAL
NATIONAL
EU
Direct link,
New projects,
New funding

17. PRIORITY 0 – KAVALA URBAN CENTER
1. Main problem: planning is not done by consultation, buy-in does not exist and
neither does continuity: the city cannot plan for more than 5 years
2. Urban Center: a place to give continuity, to give people responsibility for the
development of the city. Through the urban center, a long-term vision and a 20-25
year long Structural Plan is possible
3. The Urban Center can facilitate structuring the identity of the city based on the
STATUS Agenda as leverage for discussion: a complex framework for development
4. The core group of the Urban Center will coordinate the UTF, creating working
groups, deciding the working programme and gathering the consultation results
with the stakeholders:
• Periodic public meetings and hearings, urban walks and events, discussion,
opinion of the neighborhoods
5. Through the Urban Center and the Business Plan, Kavala has the opportunity of
accepting a new system, where the role of the citizen is central even after the
finalization and approval of solutions, through permanent monitoring of Kavala’s
implementation of community-supported, long term development strategies.

18. PRIORITY PROJECT 1: THE PLATFORM FOR PUBLIC SPACES
Small and medium interventions interconnected with
the mobility management plan in order to offer Kavala
an urban sustainable and livable town. It incorporates
actions targeting the limitation of car traffic, creation of
a pedestrian network and an environmental area of
30km/h, as well as the regeneration of built public
spaces.
• City center: 30 kmph environmental zone
• Mitropolitou Chrisostomou promenade
• Historical city pedestrian zone
• Renewal of Kapnergati Square
• Reuse of Medrese of Hatzi Ali Pasha
• Internal open space adjacent to Kavala’s wall
Timeline: 2015 (feasibility studies and technical projects), 2016-17 (implementation phase)
Investments costs estimation: Medium
Funding opportunities: Structural national funds, "Transport, Infrastructure, Environment &
Sustainable Development” Greek OP 2014-2020, URBACT III , Grants and funds, PPP

19. PRIORITY PROJECT 2: KAVALA MOBILITY PLAN
Scope: improving the accessibility both towards and
within Kavala city, as well as the system of public and
non-pollutant transport, while taking into account the
city’s difficult topography and the mobility needs
expected as a result of touristic afflux increase.
• Peripheral Road
• Penetration Loop
• Dedicated Bicycle path (7km long)
• Moving the touristic bus station from center
• Moving subregional and urban bus station
• Funicular cable to touristic bus station or Cross
Timeline: 2015 (feasibility), 2016-17 (implementation: stations and peripheral road), 2016-18 (implementation: penetration loop,
underground parking place – PP3), 2018-2022 (feasibility and implementation: funicular cable)
Investments costs estimation: High
Funding opportunities: Structural national funds, "Transport, Infrastructure, Environment & Sustainable Development” Greek OP 2014-2020,
URBACT III , Grants and funds, PPP
Opportunities for partnership (if applicable): Technical Chamber, Port Authority, local and regional transport operators, other investors

20. PRIORITY PROJECT 3: RENEWAL OF WATERFRONT
Scope: includes renewal of public spaces connected
from the sea to the city urban structure and the
realization of several buildings in order to offer different
private and public services both to local inhabitants and
to tourists.
• Underground parking place through the sealine
• New multipurpose building on eastern shore
bank, under the historical city
• New covered swimming pool, integrated with
underground parking place
• Renovation on existing public spaces
• Realization of programmed touristic port
Timeline: 2015 (feasibility studies and technical projects), 2016-17 (implementation phase – multipurpose building)
2016-18 (implementation phase – parking place, swimming pool
Investments costs estimation: High
Funding opportunities: Structural national funds, private-public partnership
Opportunities for partnership (if applicable): Port Authority, Ministry of the maritime transport, shipping companies, real estate investors,
POTENTIAL WATERFRONT TASKFORCE

21. PRIORITY PROJECT 4: E-PLATFORM
Starting a formal discussion and deliberation structure
following the four leaf clover model with the objective
to improve entrepreneurship and innovation in Kavala.
• Inviting stakeholders to meet
• Apppointing governing council of the E-
Platform, chairman, secretary
• Putting work agreements in memorandum of
understanding
• Organizing monthly/bimonthly meetings :
• How to stimulate innovation in the area
• How to stimulate entrepreneurship
Timeline: 2015 – onwards
Investments costs estimation: no large scale investment needed
Funding opportunities: -

22. PRIORITY PROJECT 5: KAVALA BRAND
• Redesigning, publishing and promoting the Kavala Brand
• Redesign, promotion, development of branded products,
setting up maps and info points, thematic books,
cooperating (engaging hotels, developing discount policies)
• Setting up, enhancing, equipping a system of thematic routes
• Defining and setting up infrastructure on existing trails,
creating secondary network, landscaping and structuring
• Restoring the Water Way
• Defining a thematic architectural route in the city
• Using the opportunity of large scale events to promote Kavala
• Philippi festival, special religious events, reenactments, etc.
Timeline: 2015 – 2016 (Kavala Brand establishment and soft projects) 2018 (implementation of infrastructure interventions
Investments costs estimation: Low-Medium
Funding opportunities: Greek OP, PPP, COSME, Creative Europe, Interreg Europe, URBACT III
Opportunities for partnership: associations, societies, local food and wine producers, large hotels and venues for events, tourism companies
sports and wellness businesses, places of worship in the area,…

23. PRIORITY PROJECT 6: EASTERN ACCESS
Relocation of arts and crafts activities within the Tobacco
Warehouses and use of space as a business incubator can bring new
economic vitality in the area. Vacant shops along the waterfront are
natural sites for a cafes and restaurants with seaview, creating a
stronger connection to the water.
The former hospital across the bay is a perfect building for affordable
student and graduate housing, bringing new life in the neighborhood.
Timeline: 2015
Investments: Low-Medium
Funding: Greek OP, PPP, EU Programmes, private funds
Partnership: owners, Chamber of Commerce, Port
Authority

24. PP7 – WESTERN ACCESS
• Reconnecting waterfront promenade
• Improving transversal passages across street
• Reducing traffic on street
• Using abandoned buildings close to TEI for
technological start-up companies
• Using abandoned properties for agri-food showcases
PP8 – UPPER DOWNTOWN
• Integrated regeneration scheme:
empty tobacco warehouses and
vacant shops as workshops.
• Reusing built heritage as small
business incubators, regional
product selling points, and
affordable student or graduate
housing,

25. PP11 – KAVALA BUSINESS SUPPORT CENTER
1. Collecting and providing access to business data
2. Support in accessing EU funds
3. Support in procedures and standardization.
PP12 – AGRITOURISM, CUISINE, LOCAL PRODUCE
• Start up of cooperation among local producers, platform for
knowledge exchange
• Institutional framework for local traditional producers –
CLLD Urban-Rural Partnership for redevelopment of
productive agriculture between:
Gastronomic and oenological experience of Kavala
City
Hall
UTF
UC
Local
Farmers
KAVALA CLLD STRUCTURE
for integrated tourism & agriculture partnership
Food
industry
Tourism
service
agencies
Logistics

26. PP13 – AQUEDUCT PANORAMA PATH
An iconic landmark and symbol of the city, the aqueduct can also
be a platform to discover the city from unknown angles.
The and green pathway that runs between the historical urban
tissue under the Aqueduct can become a tourist attraction and
bring flows of people through simple and low-cost measures:
communication activities, setup of terrace or cafes.
PP14 – “4-SEASON TOURISM” SPORTS AND WELLNESS
• Rehabilitation of open space and development of adjacent
services for the Kavala sports hub, including development of
sports-themed connections with Kavala sailing ports and
beaches: feasibility study, masterplan, action plan
• Creation of social / health tourism packages for low season
for target groups

27. To be continued