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Leadership and European Networking
or, “how to turn a bunch of keywords into
concrete practices”
Furio Honsell
{M, } uni {...
Leadership & European Networking
UDINE pop 100,000
Greater Udine pop 180,000
FRIULI pop 1,000,000
Leadership & European Networking
DIFFICULT TIMES
– Economic downturn, recession, austerity
– Political dissatisfaction
– A...
Leadership & European Networking
The CSDH – closing the
gap in a generation
The Marmot Review – Fair
Society Healthy Lives...
Leadership & European Networking
Lorenz curve, Gini coefficient
Leadership & European Networking
• BUT We live a very important discontinuity, a time of
paradigm revolution, an opportuni...
Leadership & European Networking
WHAT ARE THE MAIN THREATS, CHALLENGES, OPPORTUNITIES, STRATEGIES
IN TIMES OF AUSTERITY an...
Leadership & European Networking
The Mathematics of Politics
What matters is the first
derivative, that is, the
increase n...
Leadership & European Networking
Scientific and democratic methods:
an interesting analogy
• Science and Democracy, scient...
Leadership & European Networking
Strategic standpoints
• High commitment, engagement
• Provide objectives (meaning, sense,...
Leadership & European Networking
STRATEGIES
• Avoid fragmentation of services
– it leads to duplication
– continuity costs...
Leadership & European Networking
social capital as a common good
• Services of general interest
• Avoid Tragedy of Commons...
Leadership & European Networking
The European Dilemma:
nations vs cities, liberism vs solidarity?
• efficiency  market co...
Leadership & European Networking
GOLDEN RULES
THINK OUT OF THE BOX
ONLY TRUE ARTISTS ARE ABLE TO COPY
Leadership & European Networking
• When should a settlement/hub be called a city?
– The ontological issue
• public institu...
Leadership & European Networking
THE CENTRE or
HYPERCENTRE?
Imgres1.htm
Leadership & European Networking
Immagine1.jpg
Immagine1.jpg
Leadership & European Networking
Leadership & European Networking
The “rogge”The “rogge”
waterwaywaterway
system:system:
brought freshbrought fresh
water f...
Leadership & European Networking
A street or a square?A street or a square?
pedestrian streets?pedestrian streets?
why pre...
Leadership & European Networking
Leadership & European Networking
Leadership & European Networking
Leadership & European Networking
Leadership & European Networking
6 4 2 0 2 4 6
0-4
5-9
10-14
15-19
20-24
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60-64
6...
Leadership & European Networking
1:4, 1:8, 1:20
31 dicembre 2011
-5.000 -4.000 -3.000 -2.000 -1.000 0 1.000 2.000 3.000 4....
Leadership & European Networking
OLDER PEOPLE IN UDINE, ITALY & EUROPE
Udine
(2011)
Italy
(2011)
Europe
(2010)
Average age...
Leadership & European Networking
PERCENTAGE OF OLDER PEOPLE LIVING ALONE
Age Males Females Total
% over 65 21,2 52,1 39,6
...
Leadership & European Networking
Beautiful cities vs Ugly cities
• have to exhibit rules and
principles, which produce joy...
Leadership & European Networking
Principles underpinning the new
UDINE City General Development Plan
• Reduces potential i...
Leadership & European Networking
Principles underpinning the new
UDINE Urban Mobility Plan
• Sets the 252525 goal for the ...
Leadership & European Networking
GENERAL DEVELOPMENT PLAN GREEN AREAS DISTRIBUTION
Leadership & European Networking
Perception and paradigm shifts
Leadership & European Networking
The missing card
Leadership & European Networking
Memorize
one of the
following…
Done?
Leadership & European Networking
Now I’ll make it disappear!
Leadership & European Networking
Leadership & European Networking
Socio – political
manipulations and fallacies
often deriving from
innumeracywe overestima...
Leadership & European Networking
Percentage shares of equivalised total gross and post-tax income, by
quintile groups for ...
Leadership & European Networking
BEWARE PREJUDICE
• Suppose immigrants are 10% of the overall
population
• Suppose that Mr...
Leadership & European Networking
The Xenophobic paradox
• Suppose immigrants are 10% of the overall population
• But suppo...
Leadership & European Networking
I always liked taking up challenges solving puzzles
• For my first 30 years (1958-1988) I...
Leadership & European Networking
A first turning point: from puzzle solving to
problem solving
• But in 1998 I felt the ur...
Leadership & European Networking
Another turning point
• In such a developing university it was inevitable to have to
assu...
Leadership & European Networking
Yet another turning point
• I must say I felt the recession coming, because, at least in ...
Leadership & European Networking
The role of the Mayor
• Well … he has very little effective power
• Planning and control ...
Leadership & European Networking
5 YEARS OF SOLITUDE
• Meetings and decisions to be taken every half hour about issues for...
Leadership & European Networking
• Truth does not matter, but rather opinion
• Media and public opinion are often superfic...
Leadership & European Networking
The main difficulty – A golden rule
• Defend plurality of opinion, interest, diversity
– ...
Leadership & European Networking
A case in point: the Roma informal settlement
• It was there long before I first learnt t...
Leadership & European Networking
TRANSNATIONAL CITY NETWORKS – MOVEMENTS
• Healthy Cities (1400 cities)
– increase healthy...
Leadership & European Networking
the Science of Political Administration
• SWOT analysis
• Transnational networking betwee...
Leadership & European Networking
Roma-Net
139 Members of Local Support Groups
Leadership & European Networking
Roma-Net
Integration of Roma Population
ROMA SETTLEMENTS IN UDINE
Integration of Roma pop...
Leadership & European Networking
IMPACT
• Amazing tangible benefits
• LSG brought together, health care workers, care-give...
Leadership & European Networking
UDINE
HEALTHY CITY
80 CO2kg/person x hr flight
0,1 CO2kg/km
20 CO2kg/tree x year
Energy b...
Leadership & European Networking
Environmental policies of municipality of Udine
development of action plans and long-term...
Leadership & European Networking
INNOVATION
• New generation network:
Fiber To The Cabinet
– Through the sewage & street
l...
Leadership & European Networking
Leadership & European Networking
Leadership & European Networking
ENERGY DAY: Frugality, education, integration
Archimedes Screw, Cochlea Archimedea
Leadership & European Networking
Leadership & European Networking
eco
Leadership & European Networking
UDINE
joined the Healthy
Cities movement
HEALTH
ENLIGHTMENT
in 1995
Leadership & European Networking
Leadership & European Networking
Social determinants of
health across the
lifecourse
Leadership & European Networking
Leadership & European Networking
World Health Day 2012
Copenhagen, 2 april 2012
Leadership & European Networking
Leadership & European Networking
Slogans
ADD LIFE TO YEARS
NOT YEARS TO LIFE
What is good for older people
is good for oth...
Leadership & European Networking
You don't stop laughing because you grow old,
You grow old because you stop laughing
Wher...
Leadership & European Networking
Leadership & European Networking
HEALTHY AGEING SUBNETWORK
of the
WHO HEALTHY CITIES PROJECT
working to empower older pers...
Leadership & European Networking
Core theme Phase IV HEALTHY
AGEING PROFILES (2004-2008)
Leadership & European Networking
Leadership & European Networking
POPULATION
OVER 65 & BUS STOPS
POPULATION
OVER 65 & GPs
Leadership & European Networking
POPULATION
OVER 65 & PHARMACIES
POPULATION
OVER 65 & GREEN AREAS
Leadership & European Networking
COMBINING Healthy Ageing with the
Innovation Partnership On Active and Healthy Ageing
Leadership & European Networking
Age-friendliness community assessment
• Collaborating cities involved: 33
cities (22 coun...
Leadership & European Networking
Age-friendliness community assessment
applied to Udine
• Methodology adopted: Vancouver P...
Leadership & European Networking
Dublin Declaration 2011
Age Friendly Cities Conference
Leadership & European Networking
HEALTHY AGEING STRATEGIES
• To promote healthy lifestyles and allow older people to
remai...
Leadership & European Networking
Shortening the
supply chain:
“0 km Markets”
Are healthy eating
habits more
expensive?
Leadership & European Networking
1. Hands on the wall
2. On the tip of your toes
3. Eyes closed &
lift your hands
GENTLE F...
Leadership & European Networking
PHYSICAL ACTIVITY AT HOME
The aim is to stimulate the elderly
towards a regular physical ...
Leadership & European Networking
- Offering opportunities of
socialization and tackling
solitude
- Turning our environment...
Leadership & European Networking
Leadership & European Networking
KEEP PHYSICALLY &
MENTALLY MOVING
Walk together up to the library
and then read a book an...
Leadership & European Networking
PEDIBUS
An intergenerational
activity
“Which vehicles have the
smallest carbon footprint:...
Leadership & European Networking
BEFORE
School entrance
AFTER
School entrance
BEFORE
AFTER
Urban planning improvingUrban p...
Leadership & European Networking
HEALTH PYRAMID
CONSUMERS AWARE OF THEIR
CHOICES FOR HEALTHIER LIFESTYLES
Social marketing...
Leadership & European Networking
Leadership & European Networking
Leadership & European Networking
MINDS ON THE MOVE
MOVE YOUR MINDS…
• is an integral part of
the comprehensive
strategy ai...
Leadership & European Networking
• Music
• Story telling
• maths & logic games
• memory games
• English words in common
us...
Leadership & European Networking
Giving support to
older and frail people
in their everyday life,
especially those living ...
Leadership & European Networking
Althought, worldwide, care for frail
elderly people, is provided by the family,
changes i...
Leadership & European Networking
Provision of services
for the everyday life:
• Listening
• Commissions
• Support for visi...
Leadership & European Networking
modern-city leadership vs modern city-leadership
Capacity building
– Self esteem, self ef...
Leadership & European Networking
{Hum,Urb}anism is the science of the Future.
• Since 2000 half population lives in cities...
Leadership & European Networking
Integration takes time and
effort.
More than one piece!
Involve
Involve
Involve
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Summer University 2013: URBACT Talk - Furio Honsell: Leadership and European Networking or, “how to turn a bunch of keywords into concrete practices”

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Talk given by Furio Honsell, mayor of the Italian city of Udine, during the URBACT Summer University 2013, in Dublin.

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Summer University 2013: URBACT Talk - Furio Honsell: Leadership and European Networking or, “how to turn a bunch of keywords into concrete practices”

  1. 1. Leadership and European Networking or, “how to turn a bunch of keywords into concrete practices” Furio Honsell {M, } uni {cipal,vers} ity of Udine Mayor of Udine (ITALY)
  2. 2. Leadership & European Networking UDINE pop 100,000 Greater Udine pop 180,000 FRIULI pop 1,000,000
  3. 3. Leadership & European Networking DIFFICULT TIMES – Economic downturn, recession, austerity – Political dissatisfaction – Anti-establishment movements • The recession is extremely virulent – It acts as a multiplicative factor mostly for the worst – Inequalities and inequities increase dramatically (reverse “spirit level” effect)
  4. 4. Leadership & European Networking The CSDH – closing the gap in a generation The Marmot Review – Fair Society Healthy Lives The Spirit Level A Fair Society •Study evidence of low sense of control, self efficacy and self esteem in population in unequal areas •Almost everyone benefits from greater equality; usually the benefits are greatest among the poor but extend to the majority of the population
  5. 5. Leadership & European Networking Lorenz curve, Gini coefficient
  6. 6. Leadership & European Networking • BUT We live a very important discontinuity, a time of paradigm revolution, an opportunity to improve, go beyond across borders, sectors, nations, professions – intersectoral, interdisciplinary, international, interprofessional – transectoral, transdisciplinary, transnational, transprofessional • the scope of many of our principles (development vs progress) and concepts (e.g. citizenship, care, well- being, prevention) can change for the better • More holistic approach: whole-of-{society, government} • How to achieve Unlimited Progress without Unlimited Growth?
  7. 7. Leadership & European Networking WHAT ARE THE MAIN THREATS, CHALLENGES, OPPORTUNITIES, STRATEGIES IN TIMES OF AUSTERITY and FRUGALITY? Democratic and Scientific methods: two of a kind • “Promoting knowledge is much more an ethical issue than it is a metaphysical issue, and moreover it is a duty and the hope of humanity”
  8. 8. Leadership & European Networking The Mathematics of Politics What matters is the first derivative, that is, the increase not the absolute amount
  9. 9. Leadership & European Networking Scientific and democratic methods: an interesting analogy • Science and Democracy, scientific method and democratic method • Public debate • Incremental growth • Foster progress rather than achieve perfection (Sen’s Principle) • It is not necessary to eliminate all conflicting positions until only one is left – Promote justice and equity and eliminate injustice and inequity – Accountability, transparency – Innovation – Literacy – transnationality • Good explanations correspond to actions which increase justice and equity
  10. 10. Leadership & European Networking Strategic standpoints • High commitment, engagement • Provide objectives (meaning, sense, points) to citizens and motivation to workers • Break up the stabilization triangle in a number of wedges to reduce • “best care at lower cost” • “sometimes less is more” • “doing more with less”
  11. 11. Leadership & European Networking STRATEGIES • Avoid fragmentation of services – it leads to duplication – continuity costs and coordination costs • Efficiency: reduce waste of human, economic, and financial resources – Reduce gulf between research and practice, – Hospice, the right of a swan’s song – Various rebound effects – over treatment over diagnosis – Bureaucracy – Excessive cost of technologies - tenders – Frauds and abuses – transparency and control • Third sector, NPO’s and voluntary workers
  12. 12. Leadership & European Networking social capital as a common good • Services of general interest • Avoid Tragedy of Commons • What is a citizen? Community welfare. mutually supportive. resilient. • Care should not be category –specific: elderly, physically or mentally disadvantaged disabled, marginalised , addicted, chronically ill, immigrants • Collective responsibility of each and everyone towards all • Equity (do not leave anyone behind) , equal opportunitie, sustainibility, solidarity cohesion • The “bus” principle: the for-all movement e.g. sports for all • Prevention and promotion, rehabilitation – Literacy, lifestyles • turn interaction into integration, in society but also within service providers • take into account – be accountable
  13. 13. Leadership & European Networking The European Dilemma: nations vs cities, liberism vs solidarity? • efficiency  market competitiveness • freedom + transparency  liberism • Trasymachus in Plato’s Republic : – “justice is what suits best the strongest”, – “power goes where power is”, – “justice goes where power is”, – “it rains always where it is already wet” • Constitution  reduce the excess of power • Human rights  Customers Rights, Subscribers Rights • Sustainibility  the Rights of the Environment of • the Rights of Future Generations • In Need of a European Constitution
  14. 14. Leadership & European Networking GOLDEN RULES THINK OUT OF THE BOX ONLY TRUE ARTISTS ARE ABLE TO COPY
  15. 15. Leadership & European Networking • When should a settlement/hub be called a city? – The ontological issue • public institutions, services or size – The psychological issue • relations, community, identity, attachment, security, history • The numbers of a city: – 100.000 pop, 0.5t, 9t, 100m3 , 278m2 , 200 l, 46y, 1:4, 1:8 • The numbers of a political agenda: – 33%, >0, 100%, 500-steps, 20-25, 202020, 252525, 90% CHALLENGES OF URBANIZATION KNOW YOUR CITY! NUMBERS PROVIDE COMPARISON, SET TARGETS
  16. 16. Leadership & European Networking THE CENTRE or HYPERCENTRE? Imgres1.htm
  17. 17. Leadership & European Networking Immagine1.jpg Immagine1.jpg
  18. 18. Leadership & European Networking
  19. 19. Leadership & European Networking The “rogge”The “rogge” waterwaywaterway system:system: brought freshbrought fresh water forwater for drinkingdrinking andand washingwashing, as, as well aswell as energyenergy for operatingfor operating mills and othermills and other machineriesmachineries
  20. 20. Leadership & European Networking A street or a square?A street or a square? pedestrian streets?pedestrian streets? why preserve old buildings?why preserve old buildings?
  21. 21. Leadership & European Networking
  22. 22. Leadership & European Networking
  23. 23. Leadership & European Networking
  24. 24. Leadership & European Networking
  25. 25. Leadership & European Networking 6 4 2 0 2 4 6 0-4 5-9 10-14 15-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70-74 75-79 80-84 85-89 90-94 95-99 100- M - F 1871 20011936 • UDINE POPULATION PYRAMIDS • snapshots of demographic change 6 4 2 0 2 4 6 0-4 5-9 10-14 15-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70-74 75-79 80-84 85-89 90-94 95-99 100- M - F
  26. 26. Leadership & European Networking 1:4, 1:8, 1:20 31 dicembre 2011 -5.000 -4.000 -3.000 -2.000 -1.000 0 1.000 2.000 3.000 4.000 5.000 0-4 5-9 10-14 15-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70-74 75-79 80-84 85e + NATALITY AND MORTALITY BETWEEN 1968 & 2006NATALITY AND MORTALITY BETWEEN 1968 & 2006
  27. 27. Leadership & European Networking OLDER PEOPLE IN UDINE, ITALY & EUROPE Udine (2011) Italy (2011) Europe (2010) Average age 46 43 40.9 Senior citizens 24.9 20.3 17.4 Old age index Population (65+) 211.7 144.5 111.5 Population (0-14) Dependency ratio Population [(0-14) + (65+)] 57.8 52.3 49.3 Population (15-64) Old dependency ratio Population (65+) 39.3 30.8 25.9 Population (15-64) Exchange rate Population (60-64) 163.4 130.3 - Population (15-19)
  28. 28. Leadership & European Networking PERCENTAGE OF OLDER PEOPLE LIVING ALONE Age Males Females Total % over 65 21,2 52,1 39,6 % over 75 10,5 35,9 25,6 % over 85 3,8 15,6 10,8 centenaries 14 49 63
  29. 29. Leadership & European Networking Beautiful cities vs Ugly cities • have to exhibit rules and principles, which produce joy when we become aware of them • allow to read off the history • promote well-being • are rich in green areas • foster sustainability • are functional • balance between empty and full volumes • ensure safety • are chaotic (even if chaos has its regularities) • increase discomfort • induce traffic • are noisy • induce solitude and isolation • are unsafe
  30. 30. Leadership & European Networking Principles underpinning the new UDINE City General Development Plan • Reduces potential inhabitants from 125,000 to 115,000 • Flexible and telescopic • Promotes re-use of brownfield and industrial and military unused sites • Ensures eco-corridors, green and blue networks • Provides Cycle and pedestrian paths • Reduces functional promiscuity: fun areas, call-centres, penny arcades • Avoids linear glueing between urban settlements • Promotes urban densification • Limits farmland usage: • 1,840,000 m2 transformed into green areas • 290,000 m2 residential areas not re-assigned • Building potential reduced by 1,000,000 m3
  31. 31. Leadership & European Networking Principles underpinning the new UDINE Urban Mobility Plan • Sets the 252525 goal for the mobility mode distribution • Reduces excessive use of private vehicles, above all by commuters • Cancels parasitical traffic • Designs mobility and radial circulation corridors • Encourages the use of alternative means of transport • Promotes a ‘Slow town’
  32. 32. Leadership & European Networking GENERAL DEVELOPMENT PLAN GREEN AREAS DISTRIBUTION
  33. 33. Leadership & European Networking Perception and paradigm shifts
  34. 34. Leadership & European Networking The missing card
  35. 35. Leadership & European Networking Memorize one of the following… Done?
  36. 36. Leadership & European Networking Now I’ll make it disappear!
  37. 37. Leadership & European Networking
  38. 38. Leadership & European Networking Socio – political manipulations and fallacies often deriving from innumeracywe overestimate rare events Fooling with percentages Minorities viewpoints The progressive – tax swindle Xenophobic Paradox
  39. 39. Leadership & European Networking Percentage shares of equivalised total gross and post-tax income, by quintile groups for all households, 1978 – 2007/8
  40. 40. Leadership & European Networking BEWARE PREJUDICE • Suppose immigrants are 10% of the overall population • Suppose that Mrs. X.Y. has quite a good reaction time and has a reasonable probability to recognise an immigrant if she sees one, notwithstanding the predicament. Let’s say she can identify an immigrant in 80% of situations. • How likely is it that she is right and that the mugger was indeed an immigrant?
  41. 41. Leadership & European Networking The Xenophobic paradox • Suppose immigrants are 10% of the overall population • But suppose that 15% of pickpocketers are immigrants, while 85 are locals. • Mrs X.Y. will identify correctly the mugger as an immigrant only 12% of the times while she will mistakenly identify a local mugger as an immigrant in 20% of the remaining 85 cases, that is 17%. • THIS IS USUALLY DISREGARDED • The probability that Mrs. X.Y. was mugged by an immigrant is therefore 12/(12 + 17) which is less than 50%. • Even if the lady is almost always right, she is more likely to bear false witness than not.
  42. 42. Leadership & European Networking I always liked taking up challenges solving puzzles • For my first 30 years (1958-1988) I was driven by intellectual and social curiosity and Iiked solving puzzles, such as: – An explorer chased by a bear runs for 10 miles South, 10 miles East and 10 miles North before succeeding in getting rid of the beast, only to realize that he was back to the very spot where his run started from. What is the colour of the bear’s fur? • I enjoyed the adventures of knowledge and research, in Mathematics, Logic and Theoretical Computer Science, Semantics, Formal Languages in Pisa, Torino, Edinburgh, Stanford, Paris
  43. 43. Leadership & European Networking A first turning point: from puzzle solving to problem solving • But in 1998 I felt the urge to pay back what my country had bestowed onto me in my public education. I had to go back to Italy • … in Udine a young developing university – I was appointed professor in 1989 • I had been only once in Udine before, hitch-hiking, on an occasional stop • The paradox effect of the 1976 Earthquake – the knowledge factory - I felt a missionary • Most of my colleagues left – but I remained – mostly for the sake of the students
  44. 44. Leadership & European Networking Another turning point • In such a developing university it was inevitable to have to assume responsibilities • 1995 Dean and Rector-VC from 2001 to 2008 • The University had 17.000 students and nearly 1000 members teaching staff when I left as VC • I think I did a good job – but I think also that that time was of special fast changes and fast growth. • But the tide was changing
  45. 45. Leadership & European Networking Yet another turning point • I must say I felt the recession coming, because, at least in Italy, there were cues of a deep moral and ethical recession • I felt that my duty was to take the offer of running for Mayor of the city of Udine • I thought I could address political issues meaningfully just by acting as a responsible citizen, as a thoughtful scientist, a rational person, a problem solver, and knowledge manager. • So I resigned as President of the University and ran for mayor • THE ELECTION CAMPAIGN AND WHAT HAPPENED IN THE NEXT 5 YEARS WERE A DEVASTATING EXPERIENCE
  46. 46. Leadership & European Networking The role of the Mayor • Well … he has very little effective power • Planning and control not execution – Elected officials vs professional administrators – Majority (?) vs Opposition – Conflict, deliberate opposition or just friction, inertia • The MAYOR is held responsible for everything • the abundant but extremely rare snowfall • the increase in petty theft, • the lack of jobs for the young • the noise made by the local pub, • any speeding cars, any hole in the road • the water company which fells unnecessarily a tree • the right to justice of a father and a brain dead lady • 28 afghan political asylum seekers sleeping in a park
  47. 47. Leadership & European Networking 5 YEARS OF SOLITUDE • Meetings and decisions to be taken every half hour about issues for which one has very little time to understand and ponder • Decisions which often have dramatic little impact because they end up absorbed by the slackness, sluggishness, bovinity, laziness, tropidity of the bureaucracy (nobody’s government e defencive mechanism of professional administrators for breaking up responsabilities thus resist accountability) • Crises which break out unexpectedly but to become the top-local news on the papers with the opposition capitalizing on the impossibility of an immediate solution • Often under police investigation
  48. 48. Leadership & European Networking • Truth does not matter, but rather opinion • Media and public opinion are often superficial • Washing away prejudice is extremely difficult • Urgencies and today-ness use up all the time – no energy left for planning or strategy • Conflict, especially malevolent conflict, manipulation, stigma are everyday’s experience • Opportunistic views, racism, xenophobia, fragmentation
  49. 49. Leadership & European Networking The main difficulty – A golden rule • Defend plurality of opinion, interest, diversity – Planning a city for disabled/disadvantaged people in fact helps you planning a better city for-all – Copernican revolution (put to use scientific metaphors) it is not people themselves who are at pains in coping with the environment because they are handicapped in some ways, it is the environment which makes them disabled
  50. 50. Leadership & European Networking A case in point: the Roma informal settlement • It was there long before I first learnt that there was a city called Udine on the map • But they became the scapegoats, the symbol of the mounting opposition to my social and protective policies • I knew that they were the most disadvantaged minority, but to the eyes of the vast majority of my population they were the priviledged. They could break the rules and nothing would happen to them, they would get all social benefits • And I was the culprit • It makes a huge difference if you can tell your peers that you are part of an international network that is comitted to promoting health, houses, education, jobs
  51. 51. Leadership & European Networking TRANSNATIONAL CITY NETWORKS – MOVEMENTS • Healthy Cities (1400 cities) – increase healthy life expectancy – promote healthy lifestyles, tackle obesity, etc. • Age-Friendly Cities (115 cities) – add life to years, not only years to life – promote the idea that what is good for old age is good for all age – foster accessibility and contrast the idea of an ‘enemy city’ • Learning Cities (450 cities) – promote lifelong learning and smart initiatives • Active Cities (50 cities) – encourage physical exercise and sports for everyone • Covenant of Mayors 202020 for sustainability (5000 cities) – Renewable sources, efficiency,reuce carbon footpint • Giona – Playing Cities (40 cities – national network) – To promote playing as a tool for learning, integration and socialisation • Local Agenda 21 (7000 cities) • URBACT ROMA NET NETWORK (10 cities) – To promote wellbeing and social inclusion of the Roma population and disadvantaged groups • Welfare  well-being  happiness : can we invert arrows?
  52. 52. Leadership & European Networking the Science of Political Administration • SWOT analysis • Transnational networking between CITIES – Europe is a network of CITIES vs NATIONS • URBACT METHODOLOGY – LAP – LSG • Active learning (learning by doing) – The fish bowl environment
  53. 53. Leadership & European Networking Roma-Net 139 Members of Local Support Groups
  54. 54. Leadership & European Networking Roma-Net Integration of Roma Population ROMA SETTLEMENTS IN UDINE Integration of Roma population
  55. 55. Leadership & European Networking IMPACT • Amazing tangible benefits • LSG brought together, health care workers, care-givers, NGO’s, municipality workers, residents, roma people, • Reduce by over 50% Roma population living in informal settlements • Achieve totality of children included in some schooling programme, • Achieve 100% vaccination programme
  56. 56. Leadership & European Networking UDINE HEALTHY CITY 80 CO2kg/person x hr flight 0,1 CO2kg/km 20 CO2kg/tree x year Energy budget District heating Building regulations, Increase thermal insulation Turbines Orientation Direct light Geothermal Solar
  57. 57. Leadership & European Networking Environmental policies of municipality of Udine development of action plans and long-term programs to address critical environmental issues ISO 14001 and EMAS – environmental management & Audit Scheme Certifications policies for energy saving development of regulations and specific projects to address energy saving issues in the building sector A significant part is represented by: Local Energy Plan and Covenant of Major Initiative joined since 2009 New energy building code and ClimaHouse certification Obtained in for the entire local authority organisation as elements of excellence in management of critical environmental aspects and good practice for both private and public actors.
  58. 58. Leadership & European Networking INNOVATION • New generation network: Fiber To The Cabinet – Through the sewage & street lighting pipes – 50Mbps – European Digital Agenda 20 Mbps by 2020 • Open data
  59. 59. Leadership & European Networking
  60. 60. Leadership & European Networking
  61. 61. Leadership & European Networking ENERGY DAY: Frugality, education, integration Archimedes Screw, Cochlea Archimedea
  62. 62. Leadership & European Networking
  63. 63. Leadership & European Networking eco
  64. 64. Leadership & European Networking UDINE joined the Healthy Cities movement HEALTH ENLIGHTMENT in 1995
  65. 65. Leadership & European Networking
  66. 66. Leadership & European Networking Social determinants of health across the lifecourse
  67. 67. Leadership & European Networking
  68. 68. Leadership & European Networking World Health Day 2012 Copenhagen, 2 april 2012
  69. 69. Leadership & European Networking
  70. 70. Leadership & European Networking Slogans ADD LIFE TO YEARS NOT YEARS TO LIFE What is good for older people is good for other people You can’t help getting older, But You don’t have to get old But the hard truth is: People with high income benefit more from public funding than people with low income
  71. 71. Leadership & European Networking You don't stop laughing because you grow old, You grow old because you stop laughing Where are their partners?
  72. 72. Leadership & European Networking
  73. 73. Leadership & European Networking HEALTHY AGEING SUBNETWORK of the WHO HEALTHY CITIES PROJECT working to empower older persons, increase their participation & social inclusion in the community & promote their health and quality of life
  74. 74. Leadership & European Networking Core theme Phase IV HEALTHY AGEING PROFILES (2004-2008)
  75. 75. Leadership & European Networking
  76. 76. Leadership & European Networking POPULATION OVER 65 & BUS STOPS POPULATION OVER 65 & GPs
  77. 77. Leadership & European Networking POPULATION OVER 65 & PHARMACIES POPULATION OVER 65 & GREEN AREAS
  78. 78. Leadership & European Networking COMBINING Healthy Ageing with the Innovation Partnership On Active and Healthy Ageing
  79. 79. Leadership & European Networking Age-friendliness community assessment • Collaborating cities involved: 33 cities (22 countries) • Objective: to identify age- friendliness features of the physical & social environment and elicit suggestions for improvement • Results published in COMBINING Healthy Ageing with the Age-Friendly Cities Programme
  80. 80. Leadership & European Networking Age-friendliness community assessment applied to Udine • Methodology adopted: Vancouver Protocol • Period of assessment: January – December 2007 • Topics: What is it like to live in Udine as an older person? • People involved: about 100 people • 8 focus groups (10-12 people each group): – 4 with older people divided according to Age (2 groups aged 60-74 & 2 aged >75) & Income (2 groups with low income – & 2 with high-middle income) – 1 with caregivers – 1 with voluntary sector – 1 with public sector – 1 with private sector
  81. 81. Leadership & European Networking Dublin Declaration 2011 Age Friendly Cities Conference
  82. 82. Leadership & European Networking HEALTHY AGEING STRATEGIES • To promote healthy lifestyles and allow older people to remain PHYSICALLY, MENTALLY & SOCIALLY ACTIVE for as long as possible • To actively involve older people in INFLUENCING & MONITORING city policies regarding health and urban environments • To tackle SOLITUDE & ISOLATION by offering opportunities of socialization and participation in city life
  83. 83. Leadership & European Networking Shortening the supply chain: “0 km Markets” Are healthy eating habits more expensive?
  84. 84. Leadership & European Networking 1. Hands on the wall 2. On the tip of your toes 3. Eyes closed & lift your hands GENTLE FITNESS
  85. 85. Leadership & European Networking PHYSICAL ACTIVITY AT HOME The aim is to stimulate the elderly towards a regular physical exercise and encourage them to participate to physical activity programmes
  86. 86. Leadership & European Networking - Offering opportunities of socialization and tackling solitude - Turning our environment into a more attractive place where to be physically active - Encouraging healthy lifestyles in adult and old age, to prevent or delay the onset of physical disability WALKING GROUPS
  87. 87. Leadership & European Networking
  88. 88. Leadership & European Networking KEEP PHYSICALLY & MENTALLY MOVING Walk together up to the library and then read a book and have a healthy snack
  89. 89. Leadership & European Networking PEDIBUS An intergenerational activity “Which vehicles have the smallest carbon footprint: black cars or blue cars with little white clouds painted on?”
  90. 90. Leadership & European Networking BEFORE School entrance AFTER School entrance BEFORE AFTER Urban planning improvingUrban planning improving house to school route’shouse to school route’s through Children’s and Seniorthrough Children’s and Senior Citizen’s City CouncilsCitizen’s City Councils
  91. 91. Leadership & European Networking HEALTH PYRAMID CONSUMERS AWARE OF THEIR CHOICES FOR HEALTHIER LIFESTYLES Social marketing and health info point in a supermarket
  92. 92. Leadership & European Networking
  93. 93. Leadership & European Networking
  94. 94. Leadership & European Networking MINDS ON THE MOVE MOVE YOUR MINDS… • is an integral part of the comprehensive strategy aimed at improving the quality of life of older people in Udine • provides opportunities for people to meet and share learning activities in a useful and entertaining way
  95. 95. Leadership & European Networking • Music • Story telling • maths & logic games • memory games • English words in common use • cards games • calligraphy • information on physical & mental health ACTIVITIES:
  96. 96. Leadership & European Networking Giving support to older and frail people in their everyday life, especially those living alone, with disabilities or economic difficulties NO ALLA SOLIT’UDINE
  97. 97. Leadership & European Networking Althought, worldwide, care for frail elderly people, is provided by the family, changes in family structure and increasing participation of women in the paid work force are gradually eroding the capacity of the family to provide care Now Before… &
  98. 98. Leadership & European Networking Provision of services for the everyday life: • Listening • Commissions • Support for visits in the hospital • Company • Advice • Professional and legal advice • Medicines • Information • Injections • Doing the shopping • Transportation • Repairs • Other Richieste pervenute - anno 2011 0 100 200 300 400 500 600 700 800 900 1000 consulenza legale consulenza abitativa volontari parrucchiere- barbiere altro prenot. esami-visite e prest. compagnia/passeggiata accompagn. da casa progr. spesa pedicure affiancamento in struttura riparazioni affian. in struttura progr. farmaci ritiro referti segnalazioni accompagnamento da casa commissioni ascolto consulenze compagnia/pass. program. trasporti comunicazioni varie spesa programmata informazioni trasporti programmati
  99. 99. Leadership & European Networking modern-city leadership vs modern city-leadership Capacity building – Self esteem, self efficacy, empowerment • Values: scientific and democratic – Accountability, trasparency, – Responsibility, sustainability – Innovation, opportunity – Sometimes less is more – Transnationality
  100. 100. Leadership & European Networking {Hum,Urb}anism is the science of the Future. • Since 2000 half population lives in cities • Progress (not development) depends on cities • Active citizenship, relations, participation • Promotion of civil rights, equity, sustainability • Networks: learning cities, healthy cities, age-friendly cities, Covenant of Mayors 202020. • To unravel the signs of history and the smartness of cities • Cities are a stage, a gym, a laboratory • The main principle is to pursue beauty • Cities are increasingly intolerant • Take on ones shoulders the collective future
  101. 101. Leadership & European Networking Integration takes time and effort. More than one piece! Involve Involve Involve

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