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  • #InfoDayES sobre Buenas Prácticas URBACT el 9 de mayo en Avilés, Asturias

    Event

    El evento durará un día (mañana y tarde) y aunque próximamente iremos adelantando el programa del mismo, incluirá un espacio de trabajo para detallaros la convocatoria y resolver las dudas que tengais, así como la presentación de Buenas Prácticas calificadas en convocatorias anteriores.

     

    Lo más valioso de ser seleccionada en esta convocatoria es poder obtener el distintivo como Buena Práctica URBACT que además permitirá participar en el URBACT City Festival de Wroclav, Polonia, en abril de 2025 y en la próxima convocatoria de Redes de Transferencia URBACT.

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    El próximo 9 de mayo vamos a realizar en el Espacio Maqua de Avilés un #InfoDayES sobre la convocatoria de buenas prácticas URBACT Good Practices que abrió el pasado 15 de abril y cerrará el próximo 30 de junio de 2024.

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  • European cities driving change through URBACT Action Planning Networks

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    Illustration of several people in a city with the slogan "Read the latest updates on the Action Planning Networks" in the sky and the hashtag #URBACTacts.
    19/03/2024

    Get to know the areas of action and the latest updates of these 30 URBACT networks. 

    Article
    Articles
    Illustration of several people in a city with the slogan "Read the latest updates on the Action Planning Networks" in the sky and the hashtag #URBACTacts.
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    URBACT

    Networks in numbers

     

    From 1 June 2023 to 31 December 2025, 252 individual partners from 28 European countries have embarked on 30 Action Planning Networks (APN), under the URBACT IV programme. Within their URBACT journey, they aim to build their knowledge and skills to co-design and develop long-term Integrated Action Plans (IAP) to tackle their local challenges. These plans will define the actions to be implemented, covering timings, responsibilities, costings, funding sources, monitoring indicators and risk assessments. 

    Each network is composed of a Lead Partner and another 8-10 project partners. Among the 252 partners, half are newcomers to the programme while the other half already has experience with URBACT III (2014-2020).  

    Networks approved by the URBACT IV Monitoring Committee. Source: URBACT 

    Networks approved by the URBACT IV Monitoring Committee. Source: URBACT 

    All the approved URBACT Action Planning Networks (2023-2025) are aligned with the EU Cohesion Policy and will contribute to its five specific Policy Objectives (POs): PO1 A more competitive and smarter Europe; PO2 A greener Europe; PO3 A more connected Europe; PO4 A more social and inclusive Europe; and PO5 A Europe closer to citizens. 

    Beyond their geographic diversity, the 30 networks also stand out for their wide variety of topics. The URBACT method, which all networks follow, ensures that an integrated approach is applied; stated simply, regardless of the topic, the social, economic, environmental and territorial aspects are considered.  

    To help you navigate the list, we have clustered them here by their main thematic areas: Participative governance; Urban planning; Local development; Climate action; and Social cohesion. 

     

     

    Participative governance 

     

    Networks under the participative governance thematic focus on a wide variety of topics, including citizen engagement, health, localising the Sustainable Development Goals and much more. 

    Led by Genk (BE), Agents of Co-Existence fosters innovative approaches to societal challenges and strives for inclusive local policies with active community involvement by strengthening the skills and competences of civil servants and creating new organisational structures and cultures. 

    Developing locally-adapted governance processes is the main objective of Cities for Sustainability Governance, with Espoo (FI) as the Lead Partner, but specifically by using UN Sustainable Development Goals (SDGs) as a strategic vehicle. 

    From the heart of Paris (FR), the European cities involved in CITIES@HEART work towards a balanced and inclusive city centre for all users, reversing the loss of attractiveness for cities of different sizes and backgrounds. 

    The One Health 4 Cities network, guided by Lyon (FR), aims to promote the integration of the One Health approach into urban strategies and projects, developing tools that empower decision-makers and operational teams to increase the positive impact of urban projects on the well-being and health of people, animals and the environment. 

     

    Urban planning 

     

    Urban planning networks address a range of hot topics such as mobility, accessibility, sustainability, public spaces, spatial linkages and territorial cohesion.  

    PUMA (Planning Urban Mobility Actions) helps cities such as Liepaja (LV), its Lead Partner, develop integrated mobility action plans in order to achieve climate-neutral and sustainable mobility in small and medium-sized cities. It is people-centric, prioritising the needs and well-being of individuals. 

    The S.M.ALL network is all about “Sharing urban solutions towards accessible, sustainable mobility for all.” Led by Ferrara (IT), they navigate the complexity of two URBACT mobility paradigms: inclusivity and sustainability. 

    Romagna Faentina (IT) is at the forefront of ECONNECTING - Greener & closer communities, a network that focuses on sustainable urban-rural mobility solutions within the 30-minute territory, designing and implementing proximity strategies for rural-urban functional areas. 

    SCHOOLHOODS puts children’s health and safety on the menu of a safe, green and happy way to school. Led by Rethymno (EL), the cities belonging to this URBACT network work hand-in-hand with pupils, parents and teachers to co-create solutions allowing pupils to actively go to school on their own.  

    From Balbriggan (IE) to the borders of Europe, the main goal of the EcoCore network is to accelerate the green transition especially in the work environments of the industrial areas of the partner cities, which are transitioning to low-carbon energy sources for transportation, heating and electricity. 

    In a mission to connect urban-rural communities, Creacció Agència d'Emprenedoria of Vic (ES) is currently leading the Beyond the Urban network, which promotes urban-rural mobility through the testing and implementation of sustainable, accessible and integrated mobility solutions, with a focus on intermodality, multi-level governance, inclusion, gender equality, and digital tools. 

     

    Local development 

     

    Local economy, territorial marketing and digital transformation are a few of the topics covered by the local development networks. 

    C4TALENT, whose Lead Partner is Nyíregyháza City with County Rights (HU), pursues the objective of building business & startup friendly environments in cities to lessen the effects of brain drain, attracting and retaining talented young professionals. 

    After the COVID-19 pandemic accelerated the transformation around how work is organised, Dubrovnik Development Agency (HR) initiated Remote-IT, a network that tackles the new challenges cities are experiencing connected to the future of work by facilitating the remote and hybrid work for thriving cities. 

    Another Croatian city is leading a local development action planning network. Sibenik (HR) is at the head of Residents of the future, which addresses the issue of urban depopulation within small and medium-sized cities.  

    With Fundão (PT) as a Lead Partner, METACITY’s main goal is to increase competitiveness of small and medium tech-aware cities, benefiting from the opportunity to enhance service efficiency and citizen satisfaction provided by the metaverse.  

    NextGen YouthWork, headed by Eindhoven (NL), is also contributing to the digital transformation, by going one step further and improving online youth work through innovative digital solutions at the city level.  

    Boosting no-tech and digital local communities, facing specific challenges in terms of diversity, gender equality and inclusion, is the objective of TechDiversity, a network composed of small and medium-sized European cities and guided by Trikala (EL). 

    Led by Mollet del Vallès (ES), DIGI-INCLUSION also promotes inclusion through digital tools, tackling social exclusion and boosting digital inclusion not only by granting access to technology but by enabling people to develop the necessary skills and to become sufficiently empowered to take full advantage of the opportunities offered by the digital world. 

    Life in cities continues even after dark. This is the main statement of the network Cities After Dark. Led by Braga (PT), this network promotes the 'Night Economy', through activities that are essential for a city to function 24 hours a day and play a significant role in the global economy.  

     

    Climate action 

     

    Climate action networks tackle several concerns; green transition, circular economy, green funding and reconversion of spaces, among other subjects. 

    The COPE (Coherent Place-based Climate Action) network, driven by Copenhagen (DK), unlocks the green potentials of citizen action through a place-based approach, recognising citizens and local action groups as fundamental stakeholders working to accelerate the green transition. 

    Led by Munich (DE), LET'S GO CIRCULAR! cities focus on the circular transition of cities. This network addresses all issues relevant to a holistic strategy of circular city ecosystems, fostering innovative solutions. 

    The BiodiverCity partners, with the support of Dunaújváros (HU) as Lead Partner, support and enable communities to plan powerful, nature-based solutions, foster pro-environmental citizen behaviours and draft Urban Greening Plans, contributing to the achievement of the EU Biodiversity Strategy. 

    In4Green is a collaborative network of industrial cities, headed by Avilés (ES), with a shared commitment: to implement the green transition in industrial areas/cities while remaining competitive and inclusive. 

    Restoring “forgotten” urban areas into valuable places for and with residents is the mission of GreenPlace. This Wroclaw-led (PL) network aims to restore urban spaces and make them friendly to both the residents and the environment, by optimising the use of existing resources in the context of ecological crisis, the financial and geopolitical situation. 

     

    Social cohesion 

     

    A variety of topics are addressed by the social cohesion thematic networks, from urban regeneration and place-making to gender, equality, diversity and inclusion. 

    Under the leadership of Clermont Auvergne Métropole (FR), the objective of FEMACT-Cities is to support the drafting of eight “Local Action Plans on Gender Equality” about the main challenges regarding women's liberty and empowerment, through protection, education, emancipation and economic autonomy. 

    GenProcure also addresses gender equality, focusing on Gender-Responsive Public Procurement, and it is headed by Vila Nova de Famalicão (PT). This network promotes gender equality through working purchases, supplies and services in the public sector.  

    Re-Gen is a European network of cities led by Verona (IT) that aims to support sustainable urban development and social inclusion thanks to the protagonism of secondary school students, aged between 10 and 18, from disadvantaged backgrounds. 

    The Cinisello Balsamo-led (IT) U.R. Impact prioritises social impact in urban regeneration, ensuring social inclusion and community development during urban renewal. They place citizens and their social, economic and environmental well-being at the centre of the processes. 

    The main goal of Breaking Isolation, a network driven by Agen (FR) that fights against isolation by creating social bonds and links between young and elderly and promoting social diversity. 

    In order to build more inclusive and resilient societies, WELDI empowers local authorities for a dignified integration of newly arrived migrants. In achieving this objective, cities of this network, led by Utrecht (NL), collaborate with migrants and other residents, as well as with local, national and international partners. 

    ARCHETHICS network brings together European cities that share the presence of heritage linked to a complex and controversial historical past (totalitarian regimes, contentious borders, etc), such as its Lead Partner Cesena (IT). Their goal is to transform the heritage into places for locals and visitors to share knowledge and come to multi-perspective understandings of the past and new visions for the future. 

     

    Follow the network journey

     

    This is just a snapshot of the URBACT Action Planning Networks, but stay tuned for more insights from the Lead Experts and partner cities, themselves! You can also follow the journey of these networks on their project pages and social media, benefit from the lessons learned and try them in your own city. 

     

     

     

     

     

  • New beginnings: the start of a journey

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    Group picture of +50 attendees to the Kick-off meeting in Avilés in front of a modern building (Niemeyer Center) in Avilés
    22/02/2024

    On the 24th and 25th of October, the first transnational meeting of the In4Green network was held in the heart of Avilés, bringing together representatives from 10 industrial cities in Europe

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    A deep dive into Avilés’ industry

    On the morning of the first day, the meeting kicked off with an insightful symposium which provided a comprehensive understanding of how collaboration, innovation, development, and social cohesion converge to form the backbone of Avilés’ industrial success. The round tables delved into the city's unique model of public-private partnership, highlighting the existent synergies between public bodies, social partners, and private companies.

    The first round table, titled "Avilés Model for Economic Development, Sustainability, Employment, and Social Cohesion," provided a comprehensive overview of how Avilés has successfully integrated innovation and sustainable development into its industrial fabric.

    The second round table, focusing on Avilés' public-private collaboration with leading companies, showcased real-world success stories. Industry leaders from ArcelorMittal and IDONIAL R&D Center shared how these partnerships are driving innovation and pushing the boundaries of industry standards in Avilés.

     

    5 speakers of the first round table discussing

     

     

    Shared dreams, diverse cities

    All the partners of the In4Green network are united by a common commitment: to lead transformative change within European industry and strive for a greener future. Nonetheless, our cities are well aware that, to achieve this goal, they must overcome their specific local challenges and forge their paths towards a green transition.

    Based on the findings of the Lead Expert of the Network, Jose Costero, during the initial study visits to the network cities, a participatory session was held. The local challenges, good practices and learning needs of each city were identified and shared, and all attendees had the chance to discuss their expertise and background in relevant topics such as circular economy, energy transition, digitalization and investment attraction.

     

    Exploring possibilities

    Sharing and transferring successful industrial models among the cities of the network is a fundamental part of the mission of In4Green. For this reason, several study visits were organised in order to showcase Avilés’ best practices and initiatives.

    The study visits included explorations of the Renewable Energy Exhibition (NorteRenovables), IDONIAL Foundation, and ArcelorMittal. Partners had the opportunity to connect with relevant stakeholders and experts in the field and gain a better grasp on the strengths of Avilés’ industry first-hand.  

     

    Great Things Await

    The kick-off meeting marks a promising first step for the implementation of network. In4Green partners returned to their cities with insights, knowledge and an even stronger motivation to shape sustainable industries and work towards the green transition.

    But the journey has just begun: in the months and years to come, the network will continue evolving and striving for a better change in the industry sector. The path ahead seems challenging, but it will pave the way for the generations yet to come.

  • In4Green

    LEAD PARTNER : Avilés - Spain
    • Vila Nova de Famalicao - Portugal
    • Dabrowa Gornicza - Poland
    • Larissa - Greece
    • Salerno - Italy
    • Žďár nad Sázavou - Czech Republic
    • Promoció Econòmica de Sabadell - Spain
    • Neue Effizienz GmbH / City of Solingen - Germany
    • Bijelo Polje - Montenegro
    • Navan - Ireland

    Timeline

    First transnational meeting on 25-26 October 2023 in Avilés, Spain.

    First Peer Learning Session in District Heatings

    Second transnational meeting on 28-29 February 2024 in Solingen, Germany

    Stories

    Highlights

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    In4Green is a collaborative network of industrial cities from across Europe with a shared commitment: to lead transformative change within European industry and drive the sector towards a greener, more sustainable future. Comprising cities from diverse backgrounds, In4Green aims to reshape and modernise industrial areas by improving local governance and policymaking while benefiting from the collective expertise and experience of the partner cities.

    From black to green: Driving industrial cities towards a sustainable horizon
    URBACT IV

  • Transfer networks, an URBACT Learning Lab to build capacity and promote cohesion across Europe

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    15/11/2022

    You might not expect Twitter to be the place for informed debate on the future of the EU Cohesion Policy. But you’d be wrong. Amidst the white noise on this social media platform, a fascinating catalogue of exchanges is developing.

    Investing in skills and competencies

    News

    The other week some of the big beasts popped their heads above the parapet. First, John Bachtler, Director of Strathclyde University’s European Policies Research Center, tweeted about the importance of European Social Fund + and skills in closing inter-regional gaps. Then Andrés Rodiguéz Pose (London School of Economics Professor and author of a recent influential paper on places left behind, jumped in, reacting to a recent World Bank publication on the future of Cohesion Policy as a tool to address regional inequalities across Europe.

    This timely World Bank report makes for interesting reading. One of its principal conclusions relates to capacity building, and in particular the need to invest in the capacity of public administrations.

    "A second implication of taking a more “region-centered” approach is that, along with local ownership, should also come capacity building, to enable local actors to plan and deliver on regional policy. The lack of local-level capacity is a major barrier both in planning and implementation. In terms of planning, it has been highlighted in several lagging regions that capacity at regional and lower (e.g., municipality) levels for planning is weak."

    The case for investing in the skills and competencies of public officials, alongside organizational development, has been gathering momentum for some time. Within a busy landscape of research and activity, some of the more eye-catching contributions have come from Demoshelsinki, the OECD and NESTA. It has also been a recurring issue within the Action Planning processes of the Urban Agenda for the EU Partnerships – for example Digital Transitions and Jobs and Skills. Capacity building is also one of the three key features in the proposed European Urban Initiative, contained in the new draft ERDF Regulations.

     

    It is too early to say whether this represents a sea-change away from the culture of out-sourcing and reliance on external expertise that has held sway in the sector for the past twenty plus years in many parts of Europe. More likely, it is a rebalancing. After years where city authorities struggled to attract and retain talent, there is a sense that the pendulum has at least stopped – and may even be moving slowly in the other direction.

    15 years supporting European civil servants skills to develop integrated urban planning solutions at URBACT

    This shift is encouraging. However, there is a long way to go. And although it is good to see more debate on the importance of capacity building and a recognition of its value, there are not so many examples of it working well in practice. Within the context of this Cohesion Policy debate, the URBACT Programme has a great deal to contribute. For more than fifteen years it has supported cities of all sizes to more effectively deliver integrated sustainable urban development. What are the key messages to share from this experience?

    Much of this experience has been gleaned from URBACT’s established Action Planning Network (APN) model. These networks have extensive experience of building municipal capacity to design and implement integrated sustainable plans.

    Here are five important lessons that have shaped the approach:

     

    1. Listen to cities, and involve them closely in programme design

      As a Programme, URBACT has an unusually close working relationship with participating cities – around 500 in the current programming period. There is a continuous dialogue and exchange that includes the use of focus groups, surveys and other tools. 
       
    2. Underline the importance of peer-to-peer learning

      Our experience supports the efficacy of peer to peer learning and support between urban stakeholders. Having the opportunity to walk in the shoes of someone doing your job in another city is a great learning opportunity. The URBACT networks – and key capacity building events like to URBACT Summer School – provide a supportive structure for this.
       
    3. Create safe spaces to learn, build trust and experiment

      Public services are under pressure to innovate whilst at the same time saving money. A tall order! Civil servants are in the public eye, and mistakes are not always looked upon kindly. URBACT provides a safe space for city stakeholders – primarily public officials – to learn from trusted colleagues in other member states, and to apply those lessons in safe spaces.
       
    4. Provide support and access to tools and resources

      URBACT provides a tried and tested methodology to support learning and to build capacity. This includes the URBACT Toolkit, translated into several EU languages, offering a range of practical tips designed to get better results. It also includes hands-on learning events like the URBACT Summer University, where stakeholders collaborate with peers to generate solutions for the problems of a synthetic city.
       
    5. Promote participation and support municipalities to involve wider stakeholders

      Increasingly, collaboration is the key to successfully tackling urban challenges. Across Europe, public officials are working in partnership with other local stakeholders to design and implement new solutions. However, capacity and experience to work this way is uneven. Building the confidence and capacity of municipal employees to engage differently with citizens, NGOs and other urban stakeholders, is a key dimension of URBACT’s work.
       

    Cities leading adaptation and transfer of Good Practices to other cities across Europe

    From April 2018 the programme has extended this experience through the launch of a new network type, Good Practice Transfer networks, which will take the learning and capacity building elements further.

    At the centre of these networks is an established example of urban good practice Over the next 2 years and a half, Good Practice cities will lead a network whose primary focus will be the adaptation and transfer of these practices to other cities across Europe. Once their partnership is finalized, these networks will consist of a balanced ticket of partners in terms of regional development levels. Narrowing inequalities and allowing space for peer-to-peer learning amongst cities of all sizes remains an important URBACT principle.

    Peer to Peer

    In this new network model, the peer-to-peer learning paradigm has altered. Where traditionally, city partners enter through the door of a shared problem, here one partner enters with a ready-made solution. Other partners share the problem for which the solution was designed. Yet, despite this distinction, learning and capacity building will take place at multiple levels for all participants.

    The learning will take place at three main levels: personal, organizational and city. In addition to this, it is likely that each network will derive its own unique learning experiences across the partnership.

    Individual learning

    At the individual level, we expect participants in these networks to make significant professional development gains. One of the model’s strengths is that individuals are learning from their direct peers. Municipal workers are sharing their own perspectives, unpacking familiar challenges and discussing ways to solve them. Beyond this, other important urban stakeholders are doing the same.

    Organisational and City Level Learning

    One of the pilot transfer projects focused on the transfer of an integrated public food policy successfully developed in Sodertajle, Sweden. That good practice involved a long list of key contributors, ranging from senior elected officials, to public procurement officers, local food producers and school canteen staff.

    In the resulting exchanges, each participated in relaying their learning experiences to peers from other cities. Feedback suggests that this precise mapping of stakeholders was an important contributory factor to the success of the project – now widely adopted in other EU cities.

    This eclectic group of stakeholders is likely to be a characteristic of this new generation of transfer networks. As its name suggests, the Bee-path network, led by Ljubljana, places beekeeping at the heart of a new concept or urban ecology. Beekeepers, environmental policy officers and mobility experts may be amongst the stakeholder map in each city. Meanwhile, Manchester’s Culture for Climate Change project explores ways in which the creative and cultural sectors can contribute to the reduction of carbon emissions. Arts officers, NGOs and museum staff may be in the frame here. In Badalona, Silver Cities brings together older people, health and care professionals and caring NGOs to transfer a model of supporting older people to live fulfilled independent lives.

    Open and Trusted Space

    These learning exchanges take place in an open trusted space created by the networks. No one is selling anything and transfer partners get to hear the real story, not an air brushed version, as we are as likely to learn from what didn’t work as to what eventually did. And the learning is two way. For those intent on transferring their good practice, this is an opportunity to see it again through fresh eyes – and to gather valuable suggestions on how to make it even better.

    A learning Lab

     

    These networks are something of a learning lab for all concerned – including URBACT, as the programme runs them for the first time. Understanding the lessons that emerge will be very important, and the programme will do this through a number of tools. For example, within each city there will be designated transfer diarists keeping track of the lessons that emerge. At the city level, each partner will also track its own journey, through an initial Transfer Report and, ultimately, through a final Learning Log.

    To complement these city level products, the National URBACT Points will broker events across much of Europe to showcase the results, disseminate the learning journey experiences and, most important, seek to promote and encourage a learning cascade. In this way, the programme will reach a wider network of second circle cities, extending the capacity building and the lessons.

    Cohesion Policy in action

    URBACT is in the business of supporting urban transformation. Across Europe, cities face many shared challenges, and although there is no shortage of ‘good practices’, transferring them successfully is not always so easy. Keys to this include establishing a deep understanding of the practice, exploring the scope for adaptation and supporting its eventual re-use. Successful stakeholder participation is an integral part of this. Supporting them – with municipal employees often at the centre – is central to this mission.

    Through this work, URBACT is making a strong contribution to building urban stakeholder capacity across Europe. In doing to so it continues to support the change needed to optimize the use of public monies and the closing of inequalities between Europe’s regions. Here, we have a tangible example of the Cohesion Policy in action.

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  • Social clauses in public procurement procedures

    Spain
    Avilés

    Including social criteria in public recruitment procedures to help disadvantaged people access the labour market in Avilés

    Ana Isabel Riesgo Pérez
    Equality technician
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    79 989

    Summary

    Public procurement to help disadvantaged people to enter the labour market, has been the cornerstone of the Avilés City Council (ES) since 2009. A key tool is the Introduction of Social Clauses in Public Procurement Procedures, known by its Spanish acronym ICSA. 
    This tool envisages the possibility of introducing social criteria at various stages of the recruitment procedure, allowing the set-up of a quota for Special Employment Centres and Social Insertion Companies and introducing social criteria in the appraisal of tenders or as a further condition for executing bids. It also requires technical expertise on the subject matter of the contract. The Labour Accompanying Department is in charge of short-listing candidates as well as monitoring them at their workplace when job offers derive from social clauses included in the technical specifications of a public contract.

    The solutions offered by the good practice

    It turns passive policies into active policies for inclusion, contributing to social policies and economic sustainability, particularly in employability and socio-occupational issues. It has a direct economic impact, since many of the people hired are on costly subsidies and social security benefits. They stop receiving this financial aid upon their recruitment and, in turn, they become net payers who generate income for the Spanish Tax Agency while reducing social spending. This is one of the best average cost/benefit rates, as the qualitative and quantitative impact on most vulnerable groups’ employment rate is high while startup costs are relatively low. The discrimination that still exists in the labour market can be combated through the programme's development and implementation. This practice is the culmination of actions carried out by the Avilés City Council regarding education, training and employment. It can also serve as an example and be easily replicated in other territories. Moreover, regulating the introduction of social criteria and having specific procedures for recruitment and monitoring has helped overcome technical difficulties posed by municipal staff. This in turn allowed changing deeply rooted ideas and introducing new approaches more in tune with social responsibility.

    Building on the sustainable and integrated approach

    Because it does not entail allocating additional resources, it is a sustainable initiative. It aims at changing the behaviour of the economic agents involved in recruitment toward a higher social provision of goods and service. This raises awareness of more inclusive and sustainable development models. It contributes to the stability and survival of social economy enterprises, such as Special Employment Centres (SECs) and/or Social Insertion Companies (SICs). By using market reserves, it is easier for these companies to access public contracting under advantageous conditions, so they can compete with companies which do not include social clauses and do not invest in social costs. Complying with the existing rules and regulations on public contracting, this innovative approach is focused on social integration, going beyond simply contracting works, services and supplies. It actually allows contracting a project related to socio-occupational inclusion of people in – or at risk of – exclusion. ICSA increases the profitability of public investment, boosting the development of initiatives including more equity in economy while contributing to combat social exclusion.

    Based on a participatory approach

    Avilés is facing up to challenges opened to dialogue and cooperates with different interest groups. Networking and establishing partnerships are the cornerstone of groundbreaking initiatives which are of great value for the territory and create future opportunities for citizens. The different stages for ICSA elaboration and development (external advice, establishment, testing and piloting) were the result of reflection, discussion, consensus and political and technical commitments for which municipal managers and the Welfare, Legal and Economic Departments worked together. Moreover, the local government has led the introduction of social clauses into public contracting within the framework of two agreements (Avilés Avanza, Avilés Acuerda) and a network of territories (Retos). Through Avilés Avanza and Avilés Acuerda and by signing the agreements, the Avilés City Council along with business associations and trade unions commit themselves to introducing environmental and social criteria in public procurement. The Plan de Acción Local de Empleo Juvenil (employment for youth plan), falling under the JOBTOWN Programme financed by URBACT, whose partnership was composed of youth associations, social agents, administrations, companies and educational centres, proved how important this practice was and how much it was needed in order to improve employability in Avilés’ population.

    What difference has it made?

    Four agreements were signed between the Avilés City Council and social and economic agents within the territory. Five legislative documents that helped ICSA to be launched were published. ICSA was presented as a good practice in several national and European conferences. Transfer of the experience to other cities is already executed and completed. Social criteria have been introduced in 147 specifications for public contracting. Eleven contracts were reserved (eight for Special Employment Centres and one for a Social Insertion Company). Two contracts included Social Insertion Companies regarding Technical Solvency. More than 500 people have been hired by the companies contracting with the Avilés City Council (the same people can be included in different situations): 279 women (66.4%), 88 people with disabilities (20.9%), 107 long-term unemployed (25.5%), 75 people over 45 years old (17.8%) and 39 immigrants (9.3%). Tendering companies have assessed the programme positively. This initiative has gained recognition as a good practice.

    Why should other European cities use it?

    The major challenge facing European cities is unemployment, which increases the risk of inequalities and social exclusion. In this context, social participation becomes more and more important. Participatory governance is a social obligation which is rapidly gaining ground. Both social agents and public administrations are more aware that economic development and successful policies must be achieved through cooperation and not solely in the public sector. Public procurement in the EU is estimated between 12% and 15% of the member States’ GDP, reaching 50% in some municipalities. Local governments’ procurement spending is significantly higher and therefore it increases the investment in social growth and cohesion. The introduction of social criteria in public procurement procedures is an inclusive and sustainable approach that contributes to more attractive and cohesive cities while promoting the building of human capital and combating inequalities. The policies meet the headline targets of the European 2020 Strategy for inclusive cities. Since ICSA's inception, several cities and public administrations have requested the support of the Avilés City Council. In fact, after ICSA was presented in national and international conferences, other cities have shown interest in undertaking similar initiatives as long as they are properly supported.

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  • Local group on immigration

    Spain
    Avilés

    Coordinating local work for immigrants' social inclusion

    Marco Antonio Luengo Castro
    Head of Social Promotion Area
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    78 989

    Summary

    The City of Avilés (ES) runs a permanent local network to coordinate actions related to immigration. Set up in 2006, the Avilés Local Group on Immigration, or GLIA, pays special attention to factors that make immigrants vulnerable. These include difficulties entering the labour market, access to housing and health care, recognition of studies and qualifications, language barriers, administrative hurdles, discrimination and lack of support networks, to name a few. The group's main objectives are:

    • Provide a space for analysing, planning and territorial coordination between Avilés City Council and other social agents and organisations that provide services to immigrants;
    • Share knowledge, promoting exchanges and discussing immigrants' social reality in Avilés;
    • Support immigrants' social inclusion in the area, promoting activities that guarantee human rights, enhance respect for differences and make their presence visible. 

    The solutions offered by the good practice

    Social exclusion is a complex phenomenon that requires a comprehensive approach and cooperation between local agents, especially those working at different administrative levels, social agents, volunteers and citizens’ associations. The organisations involved in GLIA have extensive experience in intervention with people in or at risk of poverty and/or social exclusion. Each organisation’s identity is respected while sharing a common objective: working for social rights and social inclusion. Being a plural organisation, GLIA strengthens this network by promoting:

    • A more comprehensive knowledge and joint situation analysis of the immigration phenomenon in the area;
    • Guarantee of human rights through the principle of standardisation and access under equal conditions to public services;
    • Improvement of social assistance and intervention procedures within the immigrant population: coordination, complementarity, subsidiarity and optimisation of local resources;
    • Joint actions with an emphasis on raising awareness and preventing discriminatory practices by engaging other organisations, the educational community, associations and citizens;
    • Joint development of materials: studies, guides on rights and available resources in the city; audio-visual materials for awareness; educational and teaching materials on immigration.

    Building on the sustainable and integrated approach

    The EU 2020 Strategy seeks to move decisively beyond the crisis by establishing three priorities of smart, sustainable and inclusive growth and identifies specific fields for action. One of the four thematic objectives included in the national cohesion policies “Acuerdo de Asociación de España 2014-2020” corresponds to thematic objective 9 of the EU 2020 Strategy “Promoting social inclusion and combating poverty and any discrimination”. GLIA is crucial for the good coordination of all the actions seeking to guarantee civil rights and civic, social, economic and cultural participation for immigrants arriving in the area and who become part of our community. Shared principles:

    • Inclusive universality: by guaranteeing assistance to immigrants who turn to our organisations for help;
    • Standardisation: by ensuring social rights and promoting access under equal conditions to public services;
    • Cooperation between local agents and complementarity of the available resources, avoiding duplications and looking for efficient interventions;
    • Comprehensive approach to tackle problems by enhancing integrated development pathways;
    • Vertical integration: it includes different actors;
    • Territorial integration: Avilés municipality;
    • Sustainability: all organisations involved in GLIA share social inclusion as a common objective. As for the Avilés City Council, it has participated in the different agreements signed and the Social Promotion Strategic Plan 2016-2020.

    Based on a participatory approach

    As a local coordination network, GLIA uses a participatory approach:

    • Plurality of local actors involved: Avilés City Council; Accem; Africanos Asociados del Principado de Asturias and AMA; APRAMP; Cáritas; CC.OO. Unión Comarcal de Avilés; Centro Municipal de Atención a Personas sin Hogar; Cruz Roja-Asamblea Comarcal de Avilés; FSG Fundación Secretariado Gitano; Grupo Emaús; Servicio Público de Salud; XURTIR;
    • Participatory process and consensual agreement on the activities to be developed as a group. All decisions are agreed upon by every organisation represented in the group;
    • Internal operation: two working separate areas: Main Group. Permanent group. It holds monthly meetings which all representatives must attend. It is a platform for information, coordination, analysis, debate, proposal and decision-making regarding immigration;
    • Working commissions. Created on the initiative of the Main Group, they are non-permanent and are in charge of specific tasks, depending on the activity to be developed. The Main Group is informed of the work undertaken and carried out by the commissions and validates the final result. Some examples:
    • Study of immigration in Avilés in 2010, 2012, 2014. Currently working on 2016 : http://aviles.es/web/ayuntamiento/diagnostico-y-estudios;
    • Programme of activities on the occasion of the tenth anniversary of the group;
    • Minutes of the agreements for the establishment of the three working commissions for 2017.

    What difference has it made?

    Results: consolidation of GLIA as a long-term permanent local coordination network on immigration; improvement of assistance and intervention procedures for immigrants; immigrant-led associations are represented in GLIA to facilitate their integration; optimisation and complementarity of resources and actions; raising awareness of immigration in Avilés (municipal web page and news writing in collaboration with the municipal Communications Department). GLIA participates in projects organised by other territories:

    • Collaboration with other organisations to develop inclusive projects in the city: “Municipios sin racismo. Pueblos por la inclusion” and “Escuelas sin Racismo. Escuelas para la Paz y el Desarrollo”. Active European Citizenship programme;
    • Encouraging joint working methods between organisations at GLIA (open call for welfare and social cohesion grants);
    • Integrating immigrants in open calls for grants (housing);
    • Encouraging the group’s external projection, promoting the exchange of experiences and the transfer of knowledge; making the group’s work visible and receiving recognition for its work (good practice);
    • Development of materials as GLIA: study of immigrants in Avilés (http://aviles.es/web/ayuntamiento/diagnostico-y-estudios); guides on rights and resources available in the city (http://aviles.es/web/ayuntamiento/inimmigrantes); awareness audiovisual materials, (http://aviles.es/web/ayuntamiento/inmigracion); and didactic and teaching materials.

    Why should other European cities use it?

    The immigration phenomenon is posing several challenges for European member states. Promoting their social inclusion at a local level is a must. For this purpose, collaboration among different local agents is necessary. One of GLIA’s biggest strengths as a local network initiative is that it is easy to replicate. Main characteristics:

    • Promote local networking as a place for sharing knowledge, analysis and discussion on immigrants’ problems, offering a better insight about this matter (collaborative studies);
    • Build alliances among different local actors sharing common objectives. Participatory decision-making processes;
    • Improve reception, assistance, intervention and counselling procedures provided to immigrants, favouring the integration of procedures and optimisation and complementarity of resources;
    • Greater impact on society of the activities carried out;
    • It is not bound by any legal framework, which facilitates its adjustment to any territorial context;
    • Easy to integrate in local social policies;
    • Affordable: it does not require any economic effort from any of the organisations involved and therefore it is long-term sustainable; • Readily accepted and welcomed by citizens, as it promotes social inclusion and integration of immigrants into community;
    • Potential to exponentially increase the results obtained as its structure and operations can be easily replicated by any administration in any territorial context.
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