Development of local community and cultural life in Makón (Q3956263): Difference between revisions
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Makó Local Community was founded in May 2016 as a local action group for the development of community and cultural life with 16 members. In the LAG, the 3 relevant sectors (public, corporate and civil) are represented in balanced proportions (5:5:6) and operate in the form of a consortium. After its establishment, the LAG implemented the planning processes of HKFS in an innovative and interactive way (workshops, website, facebook page) in order to ensure broad social involvement and problem identification, as well as to identify bottom-up initiatives. During the planning process, the city identified the main development needs and developed a long-term vision and a hierarchy of goals in the field of culture and community development. The specific objectives identified are: — Protection, preservation and expansion of local values and traditions (SC-1) — Improving cooperation in the service of community development (SC-2) — Quality community-cultural offer meeting different age groups (SC-3) — Maintaining and improving the health and activity of the population (SC-4). Together, the specific objectives contribute to Makó’s overall goal (in the community and cultural life of the city of Makó, there is a sense of social cohesion and belonging to the community, which contributes to a consensus-based strengthening of the sense of Makó’s identity and, in the long term, to increasing the city’s capacity to retain and attract people). In the light of development needs and in order to achieve the above objectives, the HKFS identified seven intervention areas, comprising both infrastructure, investment type and ‘soft’ programme elements. In the planning of the HKFS, the lack of covered public spaces for this purpose has emerged as the biggest problem for community and cultural life. Currently, the number of places available for civil society (cooperation) and quality leisure/cultural programmes is very limited and all actors concerned consider it essential to remedy this situation. The city has currently underused, suitable properties, but their texture has deteriorated extremely. These two problems can be addressed simultaneously by the key project (area 1 — Establishment of covered public spaces to strengthen cooperation between the local population and the civil sector, planned cost: 270 M HUF), which aims to transform the upper floor of the former Crown Hotel into a multifunctional community space (student halls, podium room, music room). The key project will be complemented by further infrastructural and technological developments aimed at colouring the cultural and Community programme offer (area 2 — Infrastructure and technological development of cultural and community sites in order to ensure a qualitative selection of programmes, planned costs: 151,5MFt). Events and programmes contributing to the preservation, transfer and economic exploitation of local and regional traditions (intervention area 3, 115.1M HUF); Nurturing cultural and artistic heritage to promote community and identity building in Maco (area 4, 44,4Mt); Extension of the age-specific offer — in particular youth programmes (area 5, 48MFt); Programmes for social co-ordination, better cooperation and local coordination (area 6, 31MFt); Interventions aimed at maintaining the health of the population and developing an active, sporty lifestyle (area 7, 28.005MFt). The target group for development is primarily the local (action area) population, of which local youth, vulnerable social groups, representatives of the local traditional economy and community organisers should be treated as priority groups. However, as a secondary target group, the regional population and tourists visiting the city are also present. The LAG intends to use HUF 799.6 million for the implementation of the above interventions, out of which, in addition to HUF 270 million for the key project, local actors can spend HUF 151.5 million for infrastructure and technology, and HUF 266,51 million for programme development. The organisational conditions required for the implementation of the projects are provided by the LAG, whose operating costs amount to HUF 111.59 million. Planned duration of the project April 2017-31 December 2020 The implementation shall be coordinated by the LAG and its departments. The three-member Bureau is responsible for managing the operation of the LAG, while the Work Organisation within the framework of the Municipality (1 manager, 2 staff) is responsible for administrative and administrative tasks. The LCC, composed of 2 subcommittees (3 each) participates in the evaluation of applications and decision-making, and the thematic working groups have a technical advisory function. (English) | |||||||||||||||
| Property / summary: Makó Local Community was founded in May 2016 as a local action group for the development of community and cultural life with 16 members. In the LAG, the 3 relevant sectors (public, corporate and civil) are represented in balanced proportions (5:5:6) and operate in the form of a consortium. After its establishment, the LAG implemented the planning processes of HKFS in an innovative and interactive way (workshops, website, facebook page) in order to ensure broad social involvement and problem identification, as well as to identify bottom-up initiatives. During the planning process, the city identified the main development needs and developed a long-term vision and a hierarchy of goals in the field of culture and community development. The specific objectives identified are: — Protection, preservation and expansion of local values and traditions (SC-1) — Improving cooperation in the service of community development (SC-2) — Quality community-cultural offer meeting different age groups (SC-3) — Maintaining and improving the health and activity of the population (SC-4). Together, the specific objectives contribute to Makó’s overall goal (in the community and cultural life of the city of Makó, there is a sense of social cohesion and belonging to the community, which contributes to a consensus-based strengthening of the sense of Makó’s identity and, in the long term, to increasing the city’s capacity to retain and attract people). In the light of development needs and in order to achieve the above objectives, the HKFS identified seven intervention areas, comprising both infrastructure, investment type and ‘soft’ programme elements. In the planning of the HKFS, the lack of covered public spaces for this purpose has emerged as the biggest problem for community and cultural life. Currently, the number of places available for civil society (cooperation) and quality leisure/cultural programmes is very limited and all actors concerned consider it essential to remedy this situation. The city has currently underused, suitable properties, but their texture has deteriorated extremely. These two problems can be addressed simultaneously by the key project (area 1 — Establishment of covered public spaces to strengthen cooperation between the local population and the civil sector, planned cost: 270 M HUF), which aims to transform the upper floor of the former Crown Hotel into a multifunctional community space (student halls, podium room, music room). The key project will be complemented by further infrastructural and technological developments aimed at colouring the cultural and Community programme offer (area 2 — Infrastructure and technological development of cultural and community sites in order to ensure a qualitative selection of programmes, planned costs: 151,5MFt). Events and programmes contributing to the preservation, transfer and economic exploitation of local and regional traditions (intervention area 3, 115.1M HUF); Nurturing cultural and artistic heritage to promote community and identity building in Maco (area 4, 44,4Mt); Extension of the age-specific offer — in particular youth programmes (area 5, 48MFt); Programmes for social co-ordination, better cooperation and local coordination (area 6, 31MFt); Interventions aimed at maintaining the health of the population and developing an active, sporty lifestyle (area 7, 28.005MFt). The target group for development is primarily the local (action area) population, of which local youth, vulnerable social groups, representatives of the local traditional economy and community organisers should be treated as priority groups. However, as a secondary target group, the regional population and tourists visiting the city are also present. The LAG intends to use HUF 799.6 million for the implementation of the above interventions, out of which, in addition to HUF 270 million for the key project, local actors can spend HUF 151.5 million for infrastructure and technology, and HUF 266,51 million for programme development. The organisational conditions required for the implementation of the projects are provided by the LAG, whose operating costs amount to HUF 111.59 million. Planned duration of the project April 2017-31 December 2020 The implementation shall be coordinated by the LAG and its departments. The three-member Bureau is responsible for managing the operation of the LAG, while the Work Organisation within the framework of the Municipality (1 manager, 2 staff) is responsible for administrative and administrative tasks. The LCC, composed of 2 subcommittees (3 each) participates in the evaluation of applications and decision-making, and the thematic working groups have a technical advisory function. (English) / rank | |||||||||||||||
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| Property / summary: Makó Local Community was founded in May 2016 as a local action group for the development of community and cultural life with 16 members. In the LAG, the 3 relevant sectors (public, corporate and civil) are represented in balanced proportions (5:5:6) and operate in the form of a consortium. After its establishment, the LAG implemented the planning processes of HKFS in an innovative and interactive way (workshops, website, facebook page) in order to ensure broad social involvement and problem identification, as well as to identify bottom-up initiatives. During the planning process, the city identified the main development needs and developed a long-term vision and a hierarchy of goals in the field of culture and community development. The specific objectives identified are: — Protection, preservation and expansion of local values and traditions (SC-1) — Improving cooperation in the service of community development (SC-2) — Quality community-cultural offer meeting different age groups (SC-3) — Maintaining and improving the health and activity of the population (SC-4). Together, the specific objectives contribute to Makó’s overall goal (in the community and cultural life of the city of Makó, there is a sense of social cohesion and belonging to the community, which contributes to a consensus-based strengthening of the sense of Makó’s identity and, in the long term, to increasing the city’s capacity to retain and attract people). In the light of development needs and in order to achieve the above objectives, the HKFS identified seven intervention areas, comprising both infrastructure, investment type and ‘soft’ programme elements. In the planning of the HKFS, the lack of covered public spaces for this purpose has emerged as the biggest problem for community and cultural life. Currently, the number of places available for civil society (cooperation) and quality leisure/cultural programmes is very limited and all actors concerned consider it essential to remedy this situation. The city has currently underused, suitable properties, but their texture has deteriorated extremely. These two problems can be addressed simultaneously by the key project (area 1 — Establishment of covered public spaces to strengthen cooperation between the local population and the civil sector, planned cost: 270 M HUF), which aims to transform the upper floor of the former Crown Hotel into a multifunctional community space (student halls, podium room, music room). The key project will be complemented by further infrastructural and technological developments aimed at colouring the cultural and Community programme offer (area 2 — Infrastructure and technological development of cultural and community sites in order to ensure a qualitative selection of programmes, planned costs: 151,5MFt). Events and programmes contributing to the preservation, transfer and economic exploitation of local and regional traditions (intervention area 3, 115.1M HUF); Nurturing cultural and artistic heritage to promote community and identity building in Maco (area 4, 44,4Mt); Extension of the age-specific offer — in particular youth programmes (area 5, 48MFt); Programmes for social co-ordination, better cooperation and local coordination (area 6, 31MFt); Interventions aimed at maintaining the health of the population and developing an active, sporty lifestyle (area 7, 28.005MFt). The target group for development is primarily the local (action area) population, of which local youth, vulnerable social groups, representatives of the local traditional economy and community organisers should be treated as priority groups. However, as a secondary target group, the regional population and tourists visiting the city are also present. The LAG intends to use HUF 799.6 million for the implementation of the above interventions, out of which, in addition to HUF 270 million for the key project, local actors can spend HUF 151.5 million for infrastructure and technology, and HUF 266,51 million for programme development. The organisational conditions required for the implementation of the projects are provided by the LAG, whose operating costs amount to HUF 111.59 million. Planned duration of the project April 2017-31 December 2020 The implementation shall be coordinated by the LAG and its departments. The three-member Bureau is responsible for managing the operation of the LAG, while the Work Organisation within the framework of the Municipality (1 manager, 2 staff) is responsible for administrative and administrative tasks. The LCC, composed of 2 subcommittees (3 each) participates in the evaluation of applications and decision-making, and the thematic working groups have a technical advisory function. (English) / qualifier | |||||||||||||||
point in time: 9 February 2022
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Revision as of 17:59, 9 February 2022
Project Q3956263 in Hungary
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Development of local community and cultural life in Makón |
Project Q3956263 in Hungary |
Statements
55,794,060 forint
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176,006.359 Euro
0.0027336256 Euro
15 December 2021
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64,385,685.931 forint
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86.656088 percent
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1 February 2018
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31 December 2021
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MAKÓ VÁROS ÖNKORMÁNYZATA
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46°12'54.14"N, 20°28'30.36"E
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Makó városában 2016 májusában alakult meg a Makóért Helyi Közösség, mint a közösségi és kulturális élet fejlesztésének helyi akciócsoportja 16 taggal. A HACS-ban a 3 releváns szféra (köz-, vállalati és civil) kiegyensúlyozott arányban (5:5:6) képviselteti magát, és konzorciumi formában működik. A megalakulást követően a széleskörű társadalmi bevonás és problémaazonosítás, ill. az alulról jövő kezdeményezések feltérképezése érdekében a HACS innovatív és interaktív módon valósította meg a HKFS tervezési folyamatait (workshopok, honlap, facebook-oldal). A tervezés során – melyben végig kiemelt szempont volt a sérülékeny társadalmi csoportok megszólaltatása – a város azonosította a legfőbb fejlesztési szükségleteket, majd megalkotta hosszú távú jövőképét, célhierarchiáját a kultúra és közösségfejlesztés terén. Az azonosított specifikus célok: - A helyi értékek, hagyományok védelme, őrzése és bővítése (SC -1.) - Az együttműködés javítása a közösségfejlesztés szolgálatában (SC -2.) - Különböző korcsoporti igényeket kielégítő, színvonalas közösségi-kulturális kínálat (SC -3.) - A lakosság egészségének és aktivitásának megőrzése, javítása (SC – 4.). A specifikus célok együttesen járulnak hozzá Makó átfogó céljához (Makó város közösségi és kulturális életében a társadalmi összefogás és a közösséghez tartozás érzése érvényesül, mely a makói identitástudat egyetértésen alapuló erősítéséhez, hosszú távon pedig a város népességmegtartó és -vonzó képességének növeléséhez járul hozzá). A fejlesztési szükségletek tükrében, valamint a fenti célok megvalósulása érdekében a HKFS hét beavatkozási területet azonosított, melyek infrastrukturális, beruházási típusú és „szoft” programelemeket egyaránt tartalmaznak. A HKFS tervezése során a közösségi és kulturális élet legnagyobb problémájaként az ilyen célt szolgáló fedett közösségi terek hiánya jelent meg. Jelenleg a civil szféra (együtt)működéséhez és a színvonalas szabadidős/kulturális programkínálathoz rendelkezésre álló helyszínek száma rendkívül korlátozott, így e helyzet orvoslását valamennyi érintett szereplő elengedhetetlennek tartja. A városban rendelkezésre áll jelenleg alulhasznosított, alkalmas ingatlan, azonban azok állaga rendkívül leromlott. E két probléma egyidejű kezelését teszi lehetővé a kulcsprojekt (1. beavatkozási terület - A helyi lakosság és civil szféra együttműködésének erősítését szolgáló fedett közösségi terek kialakítása, tervezett költség: 270 M Ft), mely a volt Korona szálló emeleti részének multifunkcionális közösségi térré (előadótermek, pódiumterem, zeneszoba) való alakítását célozza meg. A kulcsprojektet további, a kulturális és közösségi programkínálat színesítését szolgáló infrastrukturális és technológiai fejlesztések egészítik ki (2. beavatkozási terület - A kulturális és közösségi helyszínek infrastrukturális és technológiai fejlesztése a minőségi programválaszték biztosítása érdekében, tervezett költségek: 151,5MFt). A minőségi programkínálatot, a makói gazdaságfejlesztést, valamint a társadalmi együttműködést és aktivitást A helyi és térségi hagyományok őrzését, átörökítését és gazdasági hasznosítását elősegítő események, programok (3. beavatkozási terület, 115,1M Ft); A kulturális és művészeti örökség ápolása a makói közösség- és identitástudat-építés előmozdítása érdekében (4. beavatkozási terület, 44,4MFt); Korcsoport-specifikus kínálat kiterjesztése – különös tekintettel az ifjúsági programokra (5. beavatkozási terület, 48MFt); A társadalmi összefogást, az együttműködés és a helyi koordináció javítását szolgáló programok (6. beavatkozási terület, 31MFt); A lakosság egészségének megőrzését és az aktív, sportos életmód kialakítását célzó beavatkozások (7. beavatkozási terület, 28,005MFt) szolgálják. A fejlesztések célcsoportját elsősorban a helyi (akcióterületi) lakosság jelenti, melyek közül kiemelt célcsoportként kezelendő a helyi ifjúság, a sérülékeny társadalmi csoportok, a helyi hagyományos gazdaság képviselői és a közösségszervezők. Másodlagos célcsoportként azonban megjelenik a térségi lakosság és a városba látogató turisták is. A HACS a fenti beavatkozások megvalósítására összesen 799,6 M Ft-ot kíván felhasználni, melyből pályázati úton (a kulcsprojektre szánt 270 M Ft mellett) a helyi szereplők 151,5 M Ft-ot fordíthatnak infrastrukturális és technológiai, 266,51 M Ft-ot pedig programfejlesztésre. A projektek megvalósításához szükséges szervezeti feltételeket a HACS biztosítja, melynek működési költségei 111,59 M Ft-ot tesznek ki. A projekt tervezett időtartama 2017. április-2020. december 31. A lebonyolítást a HACS és annak szervezeti egységei koordinálják. A HACS működésének irányítását a háromtagú Elnökség látja, míg az Önkormányzat keretein belül működő Munkaszervezet (1 fő vezető, 2 fő munkatárs) az ügyviteli és adminisztratív feladatokért felel. A pályázatok elbírálásában, döntéshozatalban a 2 albizottságból (egyenként 3 fő) álló HBB vesz részt, a tematikus munkacsoportok pedig szakmai tanácsadói feladatkörrel bírnak (Hungarian)
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Makó Local Community was founded in May 2016 as a local action group for the development of community and cultural life with 16 members. In the LAG, the 3 relevant sectors (public, corporate and civil) are represented in balanced proportions (5:5:6) and operate in the form of a consortium. After its establishment, the LAG implemented the planning processes of HKFS in an innovative and interactive way (workshops, website, facebook page) in order to ensure broad social involvement and problem identification, as well as to identify bottom-up initiatives. During the planning process, the city identified the main development needs and developed a long-term vision and a hierarchy of goals in the field of culture and community development. The specific objectives identified are: — Protection, preservation and expansion of local values and traditions (SC-1) — Improving cooperation in the service of community development (SC-2) — Quality community-cultural offer meeting different age groups (SC-3) — Maintaining and improving the health and activity of the population (SC-4). Together, the specific objectives contribute to Makó’s overall goal (in the community and cultural life of the city of Makó, there is a sense of social cohesion and belonging to the community, which contributes to a consensus-based strengthening of the sense of Makó’s identity and, in the long term, to increasing the city’s capacity to retain and attract people). In the light of development needs and in order to achieve the above objectives, the HKFS identified seven intervention areas, comprising both infrastructure, investment type and ‘soft’ programme elements. In the planning of the HKFS, the lack of covered public spaces for this purpose has emerged as the biggest problem for community and cultural life. Currently, the number of places available for civil society (cooperation) and quality leisure/cultural programmes is very limited and all actors concerned consider it essential to remedy this situation. The city has currently underused, suitable properties, but their texture has deteriorated extremely. These two problems can be addressed simultaneously by the key project (area 1 — Establishment of covered public spaces to strengthen cooperation between the local population and the civil sector, planned cost: 270 M HUF), which aims to transform the upper floor of the former Crown Hotel into a multifunctional community space (student halls, podium room, music room). The key project will be complemented by further infrastructural and technological developments aimed at colouring the cultural and Community programme offer (area 2 — Infrastructure and technological development of cultural and community sites in order to ensure a qualitative selection of programmes, planned costs: 151,5MFt). Events and programmes contributing to the preservation, transfer and economic exploitation of local and regional traditions (intervention area 3, 115.1M HUF); Nurturing cultural and artistic heritage to promote community and identity building in Maco (area 4, 44,4Mt); Extension of the age-specific offer — in particular youth programmes (area 5, 48MFt); Programmes for social co-ordination, better cooperation and local coordination (area 6, 31MFt); Interventions aimed at maintaining the health of the population and developing an active, sporty lifestyle (area 7, 28.005MFt). The target group for development is primarily the local (action area) population, of which local youth, vulnerable social groups, representatives of the local traditional economy and community organisers should be treated as priority groups. However, as a secondary target group, the regional population and tourists visiting the city are also present. The LAG intends to use HUF 799.6 million for the implementation of the above interventions, out of which, in addition to HUF 270 million for the key project, local actors can spend HUF 151.5 million for infrastructure and technology, and HUF 266,51 million for programme development. The organisational conditions required for the implementation of the projects are provided by the LAG, whose operating costs amount to HUF 111.59 million. Planned duration of the project April 2017-31 December 2020 The implementation shall be coordinated by the LAG and its departments. The three-member Bureau is responsible for managing the operation of the LAG, while the Work Organisation within the framework of the Municipality (1 manager, 2 staff) is responsible for administrative and administrative tasks. The LCC, composed of 2 subcommittees (3 each) participates in the evaluation of applications and decision-making, and the thematic working groups have a technical advisory function. (English)
9 February 2022
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Makó, Csongrád-Csanád
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Identifiers
TOP-7.1.1-16-2017-00089
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