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  • Greener Industrial Cities

    LOOKING FOR: cities with a solid industrial background from less developed and in transition areas to join the proposal as project partners. As we already have partners from Spain, Portugal, Poland, Germany, the Netherlands and France, we are looking for cities from other European countries.

     

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    In the current context, industrial cities face many challenges linked to the green and digital transition and the new objectives recently proposed by the European Union. In accordance with the new EU Industrial Strategy and the EU goal of achieving a zero-emission Europe by 2050, innovation and the development of a
    sustainable and environmentally friendly industries have become fundamental pillars in modernising and converting the economic and business fabric.

     

    The Action Planning Network led by Avilés will be composed of cities with a solid industrial background with a common aim: to achieve a balance between their industrial activities, which entail a great source of wealth and prosperity in their regions, and their commitment to convert their cities in modern, sustainable and technological communities where citizens’ quality of life is preserved.
    Through local and transnational actions, the cities of the network will work on the modernisation of their areas and an Integrated Action Plan will be developed to overcome the main obstacles to achieving sustainable industrial cities.

     

    Several topics will be tackled in these activities, such as energy saving, the use of more sustainable energies and green hydrogen, good practices in digitalisationindustrial and technological innovation and the attraction of new investments. In the long term, cities are expected to test and implement brand-new policies that comply with the strategic objectives of the EU in terms of digitalisation and green practices.

     

    Victor Manuel Fernández
    0
    Are you a candidate Lead Partner looking for partners
    Yes
    Are you a potential Partner looking for a Lead Partner
    Yes
    Your job title
    Officer - Avilés City Hall
  • Greener Industrial Cities

    Looking for: cities with a strong industrial background which seek to find a balance between economic growth and sustainability and are willing to test and implement sustainable policies in their territories from less developed or in transition regions. As we already have partners from Spain, Portugal, Poland, the Netherlands, France and Germany, we are looking for cities located in other countries.

    -------------------------

    In the current context, industrial cities face many challenges linked to the green and digital transition and the new objectives recently proposed by the European Union. In accordance with the new EU Industrial Strategy and the EU goal of achieving a zero-emission Europe by 2050, innovation and the development of a sustainable and environmentally friendly industries have become fundamental pillars in modernising and converting the economic and business fabric.

    The Action Planning Network led by Avilés will be composed of cities with a solid industrial background with a common aim: to achieve a balance between their industrial activities, which entail a great source of wealth and prosperity in their regions, and their commitment to converting their cities into modern, sustainable and technological communities where citizens’ quality of life is preserved.

    Through local and transnational actions, the cities of the network will work on the modernisation of their areas and an Integrated Action Plan will be developed to overcome the main obstacles to achieving sustainable industrial cities. Several topics will be tackled in these activities, such as energy saving, the use of more sustainable energies and green hydrogen, good practices in digitalisation, industrial and technological innovation and the attraction of new investments. In the long term, cities are expected to test and implement brand-new policies that comply with the strategic objectives of the EU in terms of digitalisation and green practices.

    Victor Manuel Fernández
    Avilés City Hall
    0
    Are you a candidate Lead Partner looking for partners
    Yes
    Are you a potential Partner looking for a Lead Partner
    Yes
    Your job title
    Officer - Avilés City Hall
    Green transition
  • 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
    Education

    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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    Ref nid
    11022
  • 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.

    Is a transfer practice
    0
    Ref nid
    9474
  • 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.

    Is a transfer practice
    0
    Ref nid
    9467