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    At risk neighbourhood At risk neighbourhood Presentation Transcript

    • At-risk Neighbourhood Initiative v@w, March 2007
    • At-risk Neighbourhood Initiative
      • It’s a National Programme coordinated by the State Department for the Territory and Cities Zoning and it’s a Cities Policy instrument.
      • It’s purpuse is the intervention on urban territories which present critical vulnerability factors through integrated social-territorial interventions.
      • It started with an experimental phase in three territories (Cova da Moura – Amadora; Lagarteiro – Porto and Vale da Amoreira – Moita).
      • Seven ministries are involved (presidential, environment, labour and social security, internal affairs, health, education and culture).
    • Six Guiding Principles
      • mobilizing projects with a structural impact capacity
      • social-territorial based integrated projects
      • innovation driven interventions
      • strategic coordenation and participation of local actors
      • mobilizing new ways of financing / integrated financing mechanisms
      • sustainability and durability of the results and effects.
    • Talking about...
      • one step forward concerning the territorial and sustainable communities approach in the Cities Policy, in Portugal
      • an experimental initiative in three territories (three different at-risk areas)
      • building a participatory transversal process
      • 14 months on a shared path of learning towards a Community of Practice (CoP’s).
    • In DCom we talk about...
      • social, economic, cultural factors
      • in the production and way of living of the
      • territories ( people , spaces and time )
      The relational dimension of approaches in DCom
      • policies, policy instruments,
      • planning and evaluation, designing
      • solutions ( why and what for )
      • solutions to make it operational
      • ( how , skills )
    • Talking about...
      • Places
      • Organizations
      • Power
    • Talking about... generative relational processes in the social production of Places Organizations as crucial actors in the social action system multiplying Power by sharing Power and learning from the territories’ Power (proximity)
    • Challenges:
      • How to involve different actors (inter-ministerial, local organizations and population) so we can focus the action on the territory
      • How to reach a territory focused intervention (area, place...) avoiding sectorial and/or vague interventions
      • How to intervene in order to cause desirable and effective changes in the residents well-being
      • How to develop initiative to ensure the advantage of the positive dynamic of change
    • Steps:
      • Action Plan building up procedures (who was to intervene, doing what, how it would work, milestones, expected outputs)
      • identifying local partnership groups to be involved and selecting technical support staff to assist partnership groups
      • building participatory action plans, financing engineering and management model
      • partnership protocols: compromise, negotiation and formalization
      • launching the action
    • Who was involved? Local working group GPL GPL – Local Partnership Group GTIM GTIM –Inter-ministerial Working Group GAT INH GC INH – Housing National Institute GC – Consultancy Group GAT – Technical Support Group PF PF – Financial Partners UAEL UAEL – Local Strategy Action Unit
    • LOCAL MANAGEMENT MODEL (intervention stage) Project’s Local Teams Executive Commission Inter-ministerial Working Group Technical Support Group Monitoring Commission
    • Lessons (so far...)
      • building confidence – “faces” and commitments
      • permanent reification of locus decision (LPG) and validation of all decisions
      • technical support and recognizing other skills within groups
      • exchanging information and reflection + sharing seminars
      • “ a good diagnosis” as a basis to focus the territories’ action plans
      • thinking towards innovation and the promotion of change
      • timing and rhythms in the participatory process
      • action organizational and management model instead of organizing according to financial availabilities
    • Skills and learning process
      • Sharing values and respecting differences
        • Experience diversity
        • Sharing values and rules
        • Joint work between local and central actors
        • Formal and informal positions
        • Incorporating skills as a starting point for action
          • Building a shared vision
          • From a focus on target-groups to a focus on the territory
          • From a focus on the organizations to a focus on the community
          • Articulating efforts to build a network
          • Including risk and uncertainty in local dynamics
    • Different actors….
      • Performing in different scales
      • Sharing different levels of experience
      • Sharing different levels of responsability
      • With different sources of resources
      • With different locus of control regarding resources
    • Sustainable Communities (Bristol, 2005) Sustainable Communities are places where people want to live, work, now and in the future They demand skills for their leadership “ Place-making” Skills (technical, administrative, governance and others)
      • Territorial Leadership
      • Community Commitment
      • Partnership Work
      • Project Management
      • Community governance system
      • Cross-fertilisation work
      Sustainable Communities Participated and well lead Well equiped (infrastructures) With good services Environmental friendly Well designed and built Fair for all Creative and innovative Active, inclusive and secure
    • Sustainable Communities (Bristol, 2005) New Capacities | Basic skills
      • ... inclusive vision
      • ... project management
      • ... leadership
      • ... brokethrough thinking
      • ... team work | partnership work (within and between teams who want to share common purposes)
      • ... go around obstacles | “make things hapen”
      • ... processes management | change management
      Sustainable Communities Participated and well lead Well equiped (infrastructures) With good services Environmental friendly Well designed and built Fair for all Creative and innovative Active, inclusive and secure
    • New Capacities | Basic skills Sustainable Communities (Bristol, 2005) 8. ... financial management 9. ... stakeholders management 10. ... assessment, decision making, learning through mistakes, evaluation 11. ... communication 12. ... conflict resolution 13. ... careful with endusers and assure feedback Sustainable Communities Participated and well lead Well equiped (infrastructures) With good services Environmental friendly Well designed and built Fair for all Creative and innovative Active, inclusive and secure
    • A structuring do-it-yourself Colective and integrated practices for intervention ... done with different actors... ... in a co-production of commitments... ... in a network Starting-point!
      • Adds...
      • ... to correction, the vision (to be built together)
      • ... to the answers, the questions (... they were always the best way to get good answers!)
      • ... to planning, monitoring (in a sustainable colective learning sense)
      • ... to the instruments, the action (in a community of practice, in a network, in a compromise...)
      A structuring do-it-yourself Colective and integrated practices for intervention
      • ... perform in different scales
      • ... have different experiences
      • ... share different levels of responsability
      • ... have different sources / types of resources
      • ... have different levels of resource control
      ... Done with different actors that... A structuring do-it-yourself Colective and integrated practices for intervention
      • Sharing values in respecting differences (ethical dimension)
      • Building rules to manage action (e.g.: decision locus, procedures and timing definition, responsibilities)
      • Cooperation between actors at central, regional and local levels
      • Converting ability between formal and informal positions
      ... in a co-production of commitments that implies... A structuring do-it-yourself done with different actors Colective and integrated practices for intervention
      • Building a shared vision as the action starting point
      • Going from a focus on “target-groups” to a focus on “places” or “territories”
      • Going from the focus of each “organization” to a focus on | of the “communities”
      • Incorporating Risk and Uncertainty in the capacity of action
      ... in a co-production of commitments that implies... A structuring do-it-yourself done with different actors Colective and integrated practices for intervention
    • ... in a network ... It’s not enough to choose partners... all partners must choose the intervention project at stake ... Building an action identity (good diagnosis | vision sharing | co-production of an action programme) ... Managing different moments (timings) and paying attention to the “cues” (orchestra effect!) A structuring do-it-yourself done with different actors in a co-production of commitments Colective and integrated practices for intervention
    • ... in a network ... Proximity is a co-production of action arguments (pay attention to the left-out, stand-out, left-behind and stand-behind!) ... Managing risk, uncertainty, conflicts ... Generativity, creativity and innovation (potentialities and small steps count too!!!!!!) A structuring do-it-yourself done with different actors in a co-production of commitments Colective and integrated practices for intervention
    • For debate... Considering the multiplicity of actors involved in these processes, their performance in different scales, with different levels of responsibilities, different types of resources and ways of controlling them...
    • For debate...
      • How to build the bridge between principles and basic ethical values and technical skills?
      • What skills can be expected to be enhanced when individual and collective processes (of groups, organizations, community) of empowerment are developed?
      • How do formal and informal knowledge and capacity production centres articulate to face information and capacity gaps and inadequate replies to new actors and new challenges of the generative action systems?
    • Thank You!!!!