C ulg kairos le ac rev
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Urban development heritage protection and tourism validation with social inclusión
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C ulg kairos le ac rev
- 1. URBACT LOCAL GROUPS KAIRÓS KICK OFF MEETING 07/10/2019 – 08/10/2019
- 2. KAIRÓS - Kick Off Meeting – 7&8 October 2019KAIRÓS - Kick Off Meeting – 7&8 October 2019 Day 2: Local Dimension, Urbact Local Group (ULG) URBACT core principles of participation and integration- URBACT Local Group A look into the future on IAP production Exercises on stakeholder mapping
- 3. KAIRÓS - Kick Off Meeting – 7&8 October 2019KAIRÓS - Kick Off Meeting – 7&8 October 2019URBACT CAMPUS FOR TRANSFER NETWORKS 3 Integrated approach to solving complex urban issues Participative approach: involving all local stakeholders Transnational exchange & Learning: building networks of cities URBACT method
- 4. KAIRÓS - Kick Off Meeting – 7&8 October 2019KAIRÓS - Kick Off Meeting – 7&8 October 2019URBACT CAMPUS FOR TRANSFER NETWORKS 4 What do we mean by a participatory approach?
- 5. KAIRÓS - Kick Off Meeting – 7&8 October 2019URBACT CAMPUS FOR TRANSFER NETWORKS 5 Participatory approach in action in ULGs Required set up a Local Group = co-produce Integrated Action Plan (IAP) Stakeholder identification, engagement, management Co- production (in Phase 2) through a planning cycle, from problem identification, evidence, idea generation, actions – long term sustainability
- 6. KAIRÓS - Kick Off Meeting – 7&8 October 2019URBACT CAMPUS FOR TRANSFER NETWORKS 6 In Phase 1 City Visits for the Baseline Study Start setting up Local Groups, identify Coordinators First ideas on focus of Action Plan Baseline identify learning needs for ULG participation
- 7. KAIRÓS - Kick Off Meeting – 7&8 October 2019KAIRÓS - Kick Off Meeting – 7&8 October 2019 What do we mean by an integrated approach for future IAP? Policy/ Sector Horizontal Vertical Territorial Hard and soft investments (ERDF + ESF) 7
- 8. KAIRÓS - Kick Off Meeting – 7&8 October 2019KAIRÓS - Kick Off Meeting – 7&8 October 2019 Policy / Sector Integrate economic, social and environmental challenges on cultural heritage for tourism devel. and social integration (State of the Art: interlinked)
- 9. KAIRÓS - Kick Off Meeting – 7&8 October 2019KAIRÓS - Kick Off Meeting – 7&8 October 2019 Horizontal Develop partnerships at local level Bring together all of the main actors around a Kairós challenges
- 10. KAIRÓS - Kick Off Meeting – 7&8 October 2019KAIRÓS - Kick Off Meeting – 7&8 October 2019 Vertical Align policies, interventions and funding upwards Vertical chain of governance (Local/Reg/National) Ensure coherence and build scale
- 11. KAIRÓS - Kick Off Meeting – 7&8 October 2019KAIRÓS - Kick Off Meeting – 7&8 October 2019 Territorial Ensure cooperation takes place between adjacent municipalities in functional urban areas Minimise side effects, silos and displacement of problems
- 12. KAIRÓS - Kick Off Meeting – 7&8 October 2019KAIRÓS - Kick Off Meeting – 7&8 October 2019 Hard and soft investments Integrate physical investments with investments in human resources (ALMM+VET) in urban regeneration Structural funds: ERDF + ESF Avoid overlapping; over estimations
- 13. KAIRÓS - Kick Off Meeting – 7&8 October 2019KAIRÓS - Kick Off Meeting – 7&8 October 2019 No-one is saying it’s easy! ‘The complexity of the city’s problems obliges policy- makers to tackle different urban problems simultaneously and in a co- ordinated way’ Jan Vranken,
- 14. KAIRÓS - Kick Off Meeting – 7&8 October 2019 Experiences from Partners are welcomed Partners´ selection Coordinator ToR A group can go wrong?
- 15. KAIRÓS - Kick Off Meeting – 7&8 October 2019 Who is involved in ULGs: stakeholders with interest in policy challenge Departments local administration Elected bodies for different policy areas Beneficiaries (young people, women, elderly, migrants, end-users, citizens) NGOs, social enterprises, etc: especially those represent interests in thematic issues Different levels of government in the policy area (neighbourhood, metropolitan area, region), The private sector, business community, employers, public service providers (Social Services, VET, ALMM, Public Enterprises), Managing Authorities of Operational Programmes (whether ERDF or ESF) as members or as observers
- 16. KAIRÓS - Kick Off Meeting – 7&8 October 2019 16 Vast number of players in the tourism industry with different goals and interests. Bringing “interested parties” together is important to realize there will be those who will gain income and other benefits directly from the initiative, and those who are affected by the initiative, but will not gain financially. However, to ensure an equitable process, it is important to include both of these groups
- 17. KAIRÓS - Kick Off Meeting – 7&8 October 2019KAIRÓS - Kick Off Meeting – 7&8 October 2019 McKercher, B., du Cros, H. Cultural Tourism:The Partnership Between Tourism and Cultural Heritage Management. (2002). Theme Common Considerations Cultural Heritage Considerations Tourism Considerations Stakeholder Identification and Consultation Identify all relevant stake- holders as early as possible in the process. Invite their participation throughout the process. Listen to stakeholders’ concerns and incorporate feedback into day-to-day management once the asset has been fully developed as an attraction. Listen to stakeholders’ concerns and incorporate feedback into product development, marketing, and business strategies. Be aware there are dominant stakeholders with controlling interests in the asset. Understand their different involvement, expectations and capabilities. Understand the perspective of the tourism sector and associated stakeholders. Understand the perspective of the cultural/heritage manager and conservation sector, as well as associated stakeholders. Note any history of conflict or collaboration. Types of Stakeholders Educational and research institutions, conservation and heritage non- govern- ment organizations (NGOs), government agencies, museums, indigenous groups, ethnic minorities, religious groups, others. Local, national and provincial governments, tourism organizations, tour operators, local guides.
- 18. KAIRÓS - Kick Off Meeting – 7&8 October 2019KAIRÓS - Kick Off Meeting – 7&8 October 2019 Heritage-Tourism´s partners: Municipality Representatives from National/Regional Local residents Tourists organizations Heritage agencies Arts councils/Foundations Heritage or Tourism businesses Travel Agencies Tour guides Other industry groups (crafts, hostelry; etc.)
- 19. KAIRÓS - Kick Off Meeting – 7&8 October 2019 ULG Coordinators TASKS: Organise ULG meetings Oversee production of the Integrated Action Plan Report on ULG activities at network level Organise ULG's contribution to transnational activities Take part in transnational network meetings & capacity-building seminars Report back to ULSG members
- 20. KAIRÓS - Kick Off Meeting – 7&8 October 2019 ToR: Each network defines its own terms of reference. It identify: main categories of stakeholders to be involved in the ULG average number of meetings (realistic!) way ULG members will take part in transnational activities, way ULSG will share the learning from transnational activity at local level core members who will benefit from capacity-building schemes ToR agreed at beginning of Phase II
- 21. KAIRÓS - Kick Off Meeting – 7&8 October 2019KAIRÓS - Kick Off Meeting – 7&8 October 2019 EXERCISE: Stakeholder analysis • Identify by 2 cities (in pairs) future ULG members • run evaluation importance – influence • Show example of actions for IAP and SWOT analysis for future ULG 21 Source: Collaborative Framework for Food Systems Transformation (UN Environment, 2019)
- 22. KAIRÓS - Kick Off Meeting – 7&8 October 2019KAIRÓS - Kick Off Meeting – 7&8 October 2019 EXERCISE 1 30 minutes 2 cities in pairs: Cesena-Ukmerge; Bragança-Belene; Sibenik-Heraklion; Catania-Mula 22URBACT CAMPUS FOR TRANSFER NETWORKS Choose a Reporter: 3 minutes per city pairs x plenary report
- 23. KAIRÓS - Kick Off Meeting – 7&8 October 2019 Where partnerships can go wrong Partnerships during good times. Times are harder = difficult agree on priorities + activate confrontation. But if such conflict is managed, recognized and dealt with – can prove positive Partner ‘domination’: objectives are too defined by the interest of the leading agent(s) – i.e. municipality or a “dominant” association – at the cost of other interests Partnership begins with high enthusiasm + difficult to maintain = partnership fades (2 years ULG( Hidden agenda or the partnership was created just to ‘keep up appearances’ Participants might have divided loyalties/duties (e.g. actors may be accountable to the national level in relation to targets
- 24. KAIRÓS - Kick Off Meeting – 7&8 October 2019KAIRÓS - Kick Off Meeting – 7&8 October 2019 ULG
- 25. KAIRÓS - Kick Off Meeting – 7&8 October 2019 2019KAIRÓS - Kick Off Meeting – 7&8 October 2019 Ideas for IAP and SWOT analysis Thank you/Gracias 25 Any question?
Editor's Notes
- Why URBACT focuses on participation? Leads to better outcomes- win- wins, mitigating different interests, building ownership of both problems and solutions. Linked to ‘right to the city’ – all voices heard in the development and animation of the city, in decision making. Democratic imperative local democracy is guaranteed through informal representation, participatory processes and public consultation. A fair and inclusive city is one that constantly asks itself questions about who is empowered to contribute to decision-making. Who has a seat at the table and is that enough ? Which voices are not being heard ? How can representation and knowledge gaps be filled?
- Participatory approach to urban development. City administrations involved in URBACT networks set up URBACT Local Groups, composed of representatives of social, economic, environmental sectors (city staff, NGOs, SMEs, universities, citizens, and other stakeholders). Their objective is to find solutions to the needs and local challenges for which the city has joined a network. In addition to the city staff, these stakeholders also benefit from networking activities described above.
- The major challenges identified by the Cities of Tomorrow report (European Commission 2011) include demographic change, climate change, growing inequality and socio spatial polarisation; globalisation and the weakening link between economic growth, employment and social progress, the lack of affordable housing. These problems can only be addressed by joined up solutions delivered through an integrated approach. There are many forms of integration and because of its ubiquity in European discourse on urban and territorial development the word is in danger of losing its force. Here are five common uses of the term which are not mutually exclusive
- The need to integrate economic, social and environmental challenges in order to join up solutions and minimise the effects of negative externalities
- The need to develop partnerships at local level to bring together all of the main actors around a specific challenge in a joined up way
- The need to align policies, interventions and funding upwards through the vertical chain of governance to ensure coherence and build scale.
- The administrative boundaries that operate for each level within the vertical chain (e.g. regions, counties, municipalities, districts) rarely conform to the socio economic reality of spaces The need to ensure that in metropolitan areas and city regions that cooperation takes place between adjacent municipalities in functional urban areas to ensure that negative externalities are not passed on across space and to minimise edge effects (where a target area spans more than one municipality) and displacement (whereby problems are solved in one area but pop up elsewhere)
- The need to integrate hard (physical) investments with soft measures in urban regeneration. This is often expressed in terms of integrating the funds from Europe and in particular ERDF and ESF as a way of integrating physical investments with investment in human resources. The actions within area-based interventions are often divided into ‘hard’ and soft’ measures. ’Hard’ interventions might involve physical restructuring programmes (e.g. demolition, new infrastructure and housing developments) or less hard measures, such as refurbishment of the housing stock, the public realm, provision of new facilities (especially social or cultural facilities and parks) and investment in public transport. ‘Soft’ interventions include strengthening networks and interactions between people in the area (for example through work integration and training programmes in specific areas, street work, local festivals where the community can gather), and support for individuals to access the labour market through training, work experience and job placement. Overall, ‘hard’ interventions have the advantage of being more visible and easier to carry out (though with high cost and high levels of social fracture), while ‘softer’ interventions have a more complex, long-term and process-oriented character but may be cheaper and more effective in the long term.
- The more complex the problem the more likely that it can only be addressed by horizontal, vertical and territorial integration while also ensuring that the content of responses is appropriate and balances physical investments with soft measures. Recognising the problem in all its complexity and then attempting to bring together all the relevant actors is a first step in almost any integrated approach. It can easily happen that strategies and action plans are integrated but the implementation and delivery is not Decision makers may find the participative processes complex and slow and this can often lead to resistance. To overcome all these difficulties local governments and their officials require new capacities, new interdisciplinary skills and new ways of working with other organisations and a more participative approach to working with citizens.
- How Local Action Plans be funded? Transnational exchange and learning. Major benefit of URBACT network = opportunity to identify potential resources for funding and investment during the action planning process working in close cooperation with Managing Authorities responsible for European Structural Funds. Increase a city's potential to secure funding: ULG encouraged to invite Managing Authorities to participate in local and transnational activities. This helps to align the real needs and priorities of cities to potential sources of funding. Meetings lead to a better understanding of the challenges for the agencies
- Taken from a presentation made by Lucy Pyne, of the LEED programme, at JobTown June 18th 2013 Transnational Workshop, in Avilés Spain http://urbact.eu/en/projects/active-inclusion/jobtown/our-outputs/