Amicall overview slides key points for eurocities


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Amicall overview slides key points for eurocities

  1. 1. Integrating Cities,Tampere, 2013
  2. 2.  Research partners: Central University, Budapest (Hungary); COMPAS, Oxford (UK, lead partner); EFMS, Bamberg (Germany); Erasmus, Rotterdam (Netherlands); FIERI,Turin (Italy); Complutense, Madrid (Spain)  Associate partners: Council of Europe; MPI Europe  Evaluation: Goldsmiths, University of London Co-financed by the European Fund for the Integration of Third Country Nationals
  3. 3.  Communications Campaigns: media outreach, messaging, myth-busting - Barcelona Anti-Rumour (ES); Migrantas poster campaign (DE); I love Hackney (UK)  Intercultural Communications Acivities: educational and celebratory activities to bring cultures together – Marburg Soup Festival (DE); Neighbourhood House in San Salvario (IT)  Face-to-Face Communications Activities: promoting interaction between migrants and other community members – Rotterdam Dialogues (NL); Hospitalet mediation service (ES)
  4. 4. A dynamic understanding of integration needs to take public attitudes seriously, and not just focus on migrants’ duties. The local matters – integration is fundamentally local.And LRAs are taking a lead in a time of crisis, despite constraints due to national policies and fiscal austerity. BUT communication is never a stand-alone activity – needs to be considered part of wider agendas for inclusion and participation. Strategic/embedded communications and place shaping work better than one-off actions. Successful approaches include consistent messaging, balanced information, a range of communication channels including face-to-face, and the use of humour and emotion as well as information.
  5. 5.  Activities are not rigorously evaluated – this is difficult to do, and impact hard to ascertain.  Platforms for sharing learning and practice within and across countries are vital – but under threat from austerity.  Community matters: activities work better when solidly based on understanding needs and issues, and considering the whole-of-community effects. (Examples: Slough, Rotterdam.)  There is a lack of clarity around target groups – e.g. often only reaching those populations already engaged.
  6. 6.  Innovation is vulnerable to change (including “mainstreaming”) when driven by individuals who get burnt out or moved on. Political leadership can make or break projects; successful examples (e.g. Scotland, Barcelona) emerge where there is cross- party consensus.  Joined-up working within administrations is required to achieve this, as well as co-operation with other LRAs and other layers of governance.  LRAs should mobilise all the stakeholders, building networks and coalitions across sectors. Civil society might require additional time and resources to contribute fully. partnerships with media are also effective (e.g. Reggio Emilia, Leicester).
  7. 7.  Dr Ben Gidley, Senior Researcher, Centre on Migration, Policy and Society (COMPAS) University of Oxford