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Pamled

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THE MEDITERRANEAN LABORATORY FOR DEVELOPMENT PRACTICES AND COOPERATION. Building effective partnerships among …

THE MEDITERRANEAN LABORATORY FOR DEVELOPMENT PRACTICES AND COOPERATION. Building effective partnerships among
European and Mediterranean Municipalities
for local economic development and promotion

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  • 1. 01 02 03 04 05 06 07 08 09 10 11 12 THE MEDITERRANEAN LABORATORY FOR DEVELOPMENT PRACTICES AND COOPERATION 13 14 15 16 17 Building effective partnerships among 18 European and Mediterranean Municipalities 19 for local economic development and promotion 20 21 22
  • 2. 01 02 03 Building Effective Partnerships among European 04 and Mediterranean Municipalities for Local 05 Economic Development Promotion 06 07 08 Start End 09 20th November 2006 20th May 2010 10 In 2006 – with the support of the European Commission and Project Leading Partner Project Manager 11 within the Programme Med Comune di Prato Ms. Fabiana Farro 12 Pact – eight Mediterranean 13 Municipalities from Europe, EU Grant EU Funding North Africa and the Middle Euro 562.500,00 80% of investment 14 East established a cooperation 15 network based on the common interest of improving 16 knowledge and practice in 17 managing local development and city marketing. 18 Website www.pamled.org 19 This network operated through the Project PAMLED. 20 21 22
  • 3. 01 Project Leader Italy Italy Croatia 02 Municipality of PRATO Municipality of LUCCA Municipality of RIO MARINA Municipality of BRTONIGLA 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 City of MARRAKECH City of SKOPJE Municipality of BODRUM Municipality of SIN-EL-FIL Morocco Macedonia Turkey Lebanon 21 22
  • 4. 01 02 > Background 03 04 The challenge of globalization requires widespread regional cooperation, political stability, efficient governance and social protection. Yet the situation of the Mediterranean countries in fulfilling these 05 conditions is very asymmetrical. The Mediterranean European Countries face the challenges of glo- 06 balization with the strong backing of the EU. 07 The Southern and the Eastern Mediterranean countries, which are of course faced with the same 08 challenges of globalization, do not benefit from such dynamic regional cooperation. In this frame- 09 work the “European Neighbourhood Policy” (ENP) envisaged by the EU and its Mediterranean and South-Eastern Partners could be the right tool to in this direction. 10 11 The Mediterranean basin posses a wide range of different and frequently critical socio-political, eco- nomical and environmental assets, thus strengthening cooperation among the Mediterranean coun- 12 tries to support their development, offers an effective tool to promote and enhance their natural, 13 cultural, economic promotion and local sustainable development pursue. 14 15 16 17 18 19 20 21 22
  • 5. 01 02 > Approach 03 04 The multicultural nature of partners and the variety of territorial contexts involved in the Project are an intrinsic wealth of PAMLED, a Project that placed a particular emphasis on local development im- 05 pact in the south Mediterranean territories, in terms of improved managing capacities and the pilot 06 actions undertaken. 07 Bottom-up local development, socio-economic and environmental sustainability, participation, com- 08 munity involvement, good governance, territorial cooperation, experience-based learning, good 09 practice capitalisation and dissemination, local capacity building, are all terms that can be used to describe coherently the approach followed by the Project, and shared by all Partners: an approach 10 that can be summarised in the search of a good local development through the modern policy tools 11 available to local actors (according to state-of-the-art knowledge). 12 To summarise, PAMLED, while endorsing the principles of emerging local development good prac- 13 tices, can claim some its value added and its essence mainly on collective learning and city-to-city partnership. Partners’ Network is the key Project asset and the source for learning which is indeed 14 based on 2 pillars: 15 16 • real experiences capitalised by project partners; • Partners’ interaction in terms of transfer, adaptation and co-development of practices. 17 18 19 20 21 22
  • 6. 01 02 PAMLED IS A PROCESS 03 04 PAMLED can be also seen as a process that begins by assessing the common knowledge that is shared among the partners, and that gets gradually into practice, by means of pilot actions and technical 05 assistance provided on the field by city-to-city partnership on the two shores of the Mediterranean. 06 07 08 PHASE 1. KEY TEAM PROJECT IDENTIFICA- PHASE 2. WORKING GROUPS CONSTITUTION 09 TION AND PREPARATORY ACTIVITIES: LO- AND PILOT PROJECTS PLAN DRAFTING CAL STAKEHOLDERS INVOLVEMENT AND DE- 10 TAILED NEEDS IDENTIFICATION. Thanks to the pivotal role of Working Groups, 11 pilot interventions at the local level have been • implemented participatory approaches dentified and drafted. 12 (civil society capacity building, community 13 consultation, focus groups, etc); The support Partners's interrlation at the work- • involved citizens on partnering contexts ing groups’ activities and the interest shared on 14 problems; a specific priority promoted city-to-city networks • raised local authorities’ awareness of local to support practical training and technical assis- 15 needs; tance in the implementation of pilot projects. 16 • re-adjusted priorities and strategies for the following phases of the Project. The promotion of exchange of experiences, and 17 the setting-up of a policy benchmarking system 18 In Sum: it initiated the process of “collective based on an experimental-learning approach learning” consisting in an effective partnership achieved the goals to carry out concrete pilot 19 supporting the exchange of practical experi- projects in the three main Southern Mediter- ences among the various Local Authorities. ranean territories (Lebanon, Morocco, Turkey) 20 21 22
  • 7. 01 02 PHASE 3. PILOT PROJECTS PHASE 4. PROJECT DISSEMINATION 03 IMPLEMENTATION AND EVALUATION 04 Four Pilot Projects were implemented Project results were evaluated hence. 05 06 Capitalise and exploit technical assistance A knowledge shared and the experimented from PAMLED partnership, mainly through practices consolidated,and finally... 07 city-to-city partnerships 08 ...the results disseminated while further de- 09 veloped city-to-city networks between the Southern and Northern Partners of PAMLED. 10 11 12 In designing the pilot initiatives a central issue attained the bridging of the gap between theory and 13 practice while focusing on priority issues for the Mediterranean partners. This approach intended 14 to avoid an inefficient overlapping with existing national or international interventions and to inte- 15 grate them with other actions already being implemented in each of the three territories. 16 Particular care regarded the promotion of environmental protection, the enhancement of local tan- 17 gible (environment, cultural heritage, planning and promoting of economic potentialities, etc) and intangible (culture, traditions, etc) assets. 18 19 In the following sections we will detail the different pilot projects carried out by the four Mediter- ranean Partners, and the main results achieved in different fields of action. 20 21 22
  • 8. 01 02 PILOT PROJECT BY THE MUNICIPALITY OF SIN EL FIL (LEBANON) 03 “YOUTH DEVELOPMENT STRATEGY” 04 05 > The Action 06 When stressing its priorities within the PAMLED, the Municipality of 07 Sin El Fil focused to review its economic potentiality and planning, 08 while working strategically to support the growth of specific eco- 09 nomic categories. 10 “Sin El Fil defined its Pilot Project in the field of economic develop- 11 ment and strategic planning by focusing on youth entrepreneurship as an approach to reduce the current flow of brain-drain affecting 12 its territory. The plan is based on a similar approach experienced by 13 the Municipalities of Prato, Brtonigla and the City of Skopje, where similar “Youth Action Plans” have been experienced…” 14 15 “To achieve its goal, the Municipality of Sin El Fil required a multi- 16 direction strategy targeting potential young entrepreneurs drafted in an ad hoc business opportunity plan comprising three fields of ac- 17 tion: 1. Social Economic Analysis in Sin El Fil Baldeh (one of the four 18 suburbs of Sin El Fil); 2. Local Development Youth Plan; 3. Youth in Business (Open Competition on the Best Business Ideas).” 19 20 21 22
  • 9. 01 02 > The key role of partnership 03 04 “Applying the same city-to-city partnership approach envisaged by PAMLED, the technical staff of the Municipality of Prato and of the City of Skopje accompanied Sin El Fil to start-up its pilot proj- 05 ect that outlined a youth entrepreneurship strategy as an approach to reduce the brain drain in the 06 area; as well as identifying the bases of a future comprehensive strategic plan focusing on their socio- 07 economic development. 08 The city-to-city approach offered good practices on models that provide resources, support and opportu- 09 nities in the areas of employment and education, helping youth identifying their skills, preparing for job interviews and entering the job market. Great emphasis was given to the importance of communicating 10 to youth and to spread the voice about the competition at local level. This was a crucial element.” 11 12 13 14 15 16 17 18 19 20 21 22
  • 10. 01 02 > Impact 03 04 Field data collection & to analysis of the social-economic outputs assess Sin El Fil Baldeh social eco- 05 nomic situation aimed at detecting community needs and have a clear municipal plan to solve the local problems. More than 25 indicators have been applied on housing issues, health, priorities and 06 public services, 1500 households directly involved and interviewed. 07 The Youth Plan developed by the Municipality tackled youth peculiar problems, based on indicators 08 such as education, leisure time, immigration, job opportunities. The direct beneficiaries targeted 09 included also: around 50-60 young people trained on start-up to business; citizens’ associations and local economic stakeholders; the Municipality of Sin El Fil internal staff (18 councillors, and adminis- 10 trative/technical staff); the municipal staff of the Cultural Centre (around 5 staff members)”. 11 12 Specifically, Action III of their Project “Youth in Business - It’s an enterprise to be young” on Start-Up to Business and selection of Best Youth Business Ideas involved 10 groups of young people aged 18-29 13 in ad-hoc training provided by Lebanese experts (on business planning, goal setting, Lebanese law, 14 strategic planning, marketing, etc.), supported technically by the Youth Entrepreneurship Incubator of the City of Skopje, with promoters of Business Ideas undergoing 2 levels of selection processes that 15 identified 4 winners presenting their ideas on: Green Energy; Children Educational Centre; Landscap- 16 ing and Galerie for Kids’ Outfits. 17 The actions promoted by its pilot project demonstrated that it is possible to start-up administrative 18 and strategic reforms to work in a more pro-active way for the wellbeing of the community. 19 20 21 22
  • 11. 01 02 PILOT PROJECT BY THE CITY OF MARRAKECH 03 DEVELOPMENT PLAN OF ENVIRONMENTAL COMMUNICATION TO SENSITIZE CITIZENS ON WATER 04 CONSUMPTION IN THE SUBURB OF GUÉLIZ - MARRAKECH (MOROCCO) 05 06 > The Action 07 08 “According to the policies undertaken at the local and national level, and in light of the results ob- tained during the previous stages of the Project PAMLED, the pilot project, entitled “Development 09 plan of environmental communication to sensitize citizens and carrying out of a sample of actions 10 envisaged by the plan in the district of Guéliz of Marrakech” was drafted and implemented. 11 The main objectives of the proposed pilot action were to contribute to the environmental education 12 of the population for a sustainable and rational use of water (such as the decrease of water losses both in public and private spheres, the development of processes for the control of water consump- 13 tion) by carrying out a public awareness campaign, and promoting eco-sustainable tourism encour- 14 aging the use of sustainable resources (particularly water).” 15 “The pilot actions were particularly addressed to the citizens of the suburb, its main public service 16 companies and local actors that play an important role in the most characteristic and water manage- 17 ment impacting sectors (Riads owners, Guest houses, Moorish Baths, Schools, Handicraft Trades, the RADEEMA, Companies delegated to clean the water basin, Associations for environmental protec- 18 tion in the district of Guéliz).” 19 20 21 22
  • 12. 01 02 > The key role of partnership 03 04 “The implementation of this pilot project profited of the suitable partnership with the 05 City of Lucca (Italy), thanks to its experience 06 in the sustainable use of resources, and also 07 to its traditional environmental engagement. Moreover, Lucca had already been partner 08 with Marrakech in the City certification-pro- 09 cess. 10 The fact of having once again a partnership 11 with Lucca can be viewed as a way to ensure and reinforce the continuity of the environ- 12 mental process by controlling the most impor- 13 tant environmental aspects, in this case not only on the level of the Municipality, but even 14 at the level of the City.” 15 16 17 18 19 20 21 22
  • 13. 01 02 > Impact 03 04 “Firstly, a better knowledge of the use of waters and of the higher pressure sectors in terms of water consumption and the identification of specific measures and action for a sustainable management 05 of waters was achieved. This result was obtained by distributing specific questionnaires targeting 06 around 3.000 households, and by implementing specific systems to monitor and measure the water 07 consumption. The implementation of these technical devices permitted to regulate the flow of un- declared wells near the water basin and reduce the water flow.” 08 09 “The implementation of the Pilot Project resulted also in an increased awareness and perception of the water problem by citizens and stakeholders alike, thanks to an efficient awareness campaign 10 with public stands, posters, door-to-door leaflets in Guéliz. This action resulted also in an increased 11 mobilization and awareness of some local actors around the water problem. Long-term results will comprise also a decrease in water costs and the extension of this water management model to other 12 selected and feasible areas of the City, in a coordinated and gradual approach”. 13 14 15 16 17 18 19 20 21 22
  • 14. 01 02 PILOT PROJECT OF THE MUNICIPALITY OF BODRUM 03 ENVIRONMENTAL AWARENESS ACTION PLAN (SEPTEMBER 2008 – FEBRUARY 2010) 04 PRE-FEASIBILITY STUDY ON ARCHAEOLOGICAL TOURISM “HALIKARNASSOS - 05 THE CITY OF KING MAUSSOLOS’’ (FEBRUARY /2009 – MAY/2010) 06 07 > The Action 08 The Municipality of Bodrum carried out also a pilot project titled “Environmental Awareness Action 09 Plan” in the area of the Bodrum Marina. The area had been selected and visited to quantitatively 10 determine the number of users, the waste collection potential resulting from the waste production by its users, and the number of bins, containers, depots and collection bags available. 11 12 Then, a decision was made to determine the necessary quantities and costs in cooperation with the garbage collection company to place special-design bins adhering to ease-of-use and city safety rules 13 to collect vegetable oil waste in the target area containing numerous restaurants and daily tour boats. 14 15 Consequently, the following activities were carried out: 1. informative and awareness raising efforts were carried on by using local mass media (radios, TV, newspapers); 2. communication channels - includ- 16 ing billboards, warning signs, bulk mobile text messages and e-mail messages - were used in addition to 17 special information and warning brochures; 3. special informative campaigns were carried out towards residences, restaurants and boats, progress and development were determined on site through regular 18 visits and, moreover, campaigns were carried out in a user-friendly manner; 4. in order to experience 19 the good practices (approach of city-to-city partnership), the representatives and technical experts of the Municipalities of Bodrum and Lucca visited their respective towns in 2008 and 2009. 20 21 22
  • 15. 01 02 > The key role of partnership 03 04 Thanks to the mechanism of “city-to-city part- nership”, the action was selected and bene- 05 fited from the technical supervision of PAM- 06 LED and the Municipality of Lucca (Italy), the 07 representatives and technical experts of the Municipalities of Bodrum and Lucca visited 08 their respective towns in 2008 and 2009. Sev- 09 eral press conferences were held to develop awareness among the community on waste 10 solid collection. 11 12 13 14 15 16 17 18 19 20 21 22
  • 16. 01 02 > Impact 03 04 The results of this pilot action can be summarized as follows: 1. drafting of an awareness plan of ac- tion on solid waste, recycling and pollution among local people; 2. establishment of a trend of active 05 participation by local stakeholder in the implementation of pilot project activities; 3. contribution to 06 the acceleration of the recycled collection activities already started throughout Bodrum. 07 The pilot project represents a good input for the Cleaning Department which was created in 2005. 08 Until then, in spite of some spot actions, the Department did not have previous opportunities to start 09 up a real recycling policy on waste on the territory. However, the most important element of this first Project regarded the increase of people’s awareness. Indeed, it did not focus just on providing bins or 10 the other material disposals but large efforts concentrated on awareness raising tools. The internal 11 staff of the Municipality of Bodrum explained to the population involved how the recycling system was being implementing in order to facilitate its use. The campaigns were being currently imple- 12 mented both along the Marina and in the schools. 13 14 15 16 17 18 19 20 21 22
  • 17. 01 02 > The Action 03 04 The Municipality of Bodrum has a rich cultural history, with numerous archaeological buildings and sites of which only a small part is dug out and the majority is still underground. However, the 05 effect of these archaeological sites on Bodrum’s tourism activities is below the expected level. 06 07 This project aimed at conducting a peculiar analysis on a set of previously identified archaeologi- cal sites which are known (and/or believed to exist) within the boundaries of the Municipality 08 of Bodrum. Moreover, it further intended to offer an alternative tourist route by imagining the 09 opportunity to envisage a walking route connecting these sites for tourism purposes. 10 The idea initiated through the establishment 11 of a technical team composed by internal staff 12 members of the Municipality of Bodrum, some external experts (Museum of Underwater Ar- 13 chaeology and Castle of Bodrum, the Univer- 14 sity of Mugla, University of Southern Den- mark), two members of Scientific Committee 15 (University of Florence) and the staff members 16 of Municipality of Rio Marina (Italy), as well as through an on-field explorative missions that 17 led to set up the Pre-Feasibility study entitled 18 “Halikarnassos - The City of King Mausolos”. 19 20 21 22
  • 18. 01 02 > The key role of partnership 03 04 Thanks to the mechanism of “city-to-city part- nership”, the action was selected and benefit- 05 ed from the technical supervision of PAMLED 06 and of the Municipality of Rio Marina (Italy) in respect to mapping about the technical and 07 the financial character of the Study, while the 08 representatives and technical experts of the University of Southern Denmark and of the 09 University of Florence (Italy) offered their ad- 10 vice respective in 2009 and 2010. 11 12 The Municipality has gained the ability of pro- 13 ducing alternative solutions and designing a 14 project within the general city plan with mini- mum risks, obstacles and changes thanks to the 15 field studies that they had carried out with our 16 project partners visiting the Municipality, and their support to overcome the problems that 17 could be encountered during the process in re- gards of municipal works. We have disseminated 18 our knowledge through sharing of experiences 19 and ideas in meetings, workshops and events that we participated and with coordination 20 between different sections in the municipality. 21 22
  • 19. 01 02 > Impact 03 04 The cultural heritage awareness of city people and organizations as well as incentive for owning the values in their city have been improved by means of this regional level valorization project developed 05 by gathering 7 most important pieces of Bodrum’s cultural heritage. Besides this progress, the data 06 presented during design step of the project showing positive impacts of the project to the economic 07 life of the city has formed an effective argument on the final beneficiaries. The project has granted continuity considering its nature of being a pre-feasibility study, and further targets have been de- 08 fined as feasibility study and technical rearrangement. 09 Furthermore, thanks to this project the Municipality of Bodrum has learned the technique of pre-fea- 10 sibility and the experience hrough the city-to-city partnerships that provided guidance in the study. 11 This achievement allowed the Municipality to consider other areas in Bodrum in the same logic. 12 In fact, The Ministry of Culture and Tourism of Turkey, Bodrum Castle Museum of Underwater Ar- 13 cheology supported the project by providing information flow conducted by its archeologists. The Ministry of Culture and Tourism, the Istanbul 2010 Agency supported the Municipality of Bodrum 14 in publicizing the Project by inviting them to all national and international events convenient with 15 the concept. Furthermore, the University of Southern Denmark continues documentation support 16 through scientific papers, etc. Milli Reasürans Yayınevi (National Reinsurance Publishing House) has started a concept study for Antique Halicarnassus Book of which half budget will be born by them 17 and other half will be born by the Municipality of Bodrum. Additionally, opinion exchange with EU- 18 ROPEAN NOSTRA to which Bodrum Municipality will be joined as member on May 2010 has begun. In practice, the improved level of knowledge and capacity building of the Municipal staff secured its 19 sustainability. 20 21 22
  • 20. 01 02 > In Sum 03 04 The bottom-up local development model that encourages integration and synergies at local level, as well as among private, public and civil society actors, had its main raison d’être and development 05 in the identification of the content of each Pilot Project, in line with the existing priorities of each 06 territory. 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22
  • 21. 01 02 > LESSONS LEARNT AND FUTURE CHALLENGES 03 04 Some multipliers effects were pursued (and at Concrete and Problem related Approach 05 least partially reached): dissemination of effi- Third, a good blend of theory and practice 06 cient, innovative and customized practices for proved as wise, but always in the logics of 07 local economic development support; positive problem-solving with the consequent imple- spill-over effects along other Municipal Depart- mentation of relevant actions, in other word 08 ments and other relevant stakeholders; progres- the cooperation and project approach must 09 sive economic integration process; positive indi- focus on what is useful and perceived as use- rect employment and income generating effects ful by the community. 10 of the additional people benefiting from out- 11 puts and services delivered by the pilot projects. Consolidation of Know-How is Critical Fourth, much effort has to be devoted to capi- 12 Focus on the Network and the Partnership talising experiences and practices. 13 First of all, somehow go beyond the time span and the logics of the project cycle, while tak- Long-perspective and Future Sustainability is 14 ing an approach more focused on the Net- a must also for Motivating Partners 15 work and on its capacity of collective learning Last but not least, a long run perspective must 16 which can be fed by several initiatives in the be always sought, a serious project commit- future years. ment of partners and communities is favoured 17 by the perception of the future, while con- 18 Pick-up the Right State-of–the-art Priorities strained by the feeling that the project is a Second, be strictly linked to emerging priori- ‘spot’ initiative or an isolated step. 19 ties in each territorial context as perceived by 20 the local community. 21 22
  • 22. 01 ali a perte ONLUS wings for you 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 PAMLED Project is founded by the European Union. 18 The contents of this document are the sole responsibility of the Municipality of Prato and can under no circumstances be regarded as reflecting the position of the European Union. 19 The contents of this publication does not reflect the official opinion of the European Union. 20 21 22

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