Country
Geolocation
POINT (16.171491 54.194322)
  • Procure

    Timeline

    Kick-off meeting in June (Lublin). Transnational meetings in September (Satu Mare and Nagykallo) and December (Albacete).
    Transnational meetings in March (Koprivnica), June (Candelaria), September (Koszalin), November (Prague).
    Final event in March (Bologna).

    Municipality of Athienou
    2, Archbishop Makarios III Ave.
    7600 Athienou Cyprus

    CONTACT US

    Municipality of Santiago de Compostela

    CONTACT US

    Municipality of Udine (Italy)

    CONTACT US

    For any enquires into Tech Revolution, email: DMC@Barnsley.gov.uk

    Keep following our social media channels as we develop Tech Revolution 2.0 as part of the second wave of URBACT ||| Programme. 

    Follow our Twitter: @Tech_RevEu
    Follow our Linkedin: https://www.linkedin.com/company/urbact-techrevolution/

    CONTACT US

    Coordinator

    ADDRESS

    Av. Movimento das Forças Armadas

    2700-595 Amadora

    Portugal 

    TELEPHONE

    +351 21 436 9000

    Ext. 1801

    CONTACT US

    City of Rome

    tamara.lucarelli@comune.roma.it

    Department of European Funds and Innovation

    Via Palazzo di Città, 1 - 10121 Turin (Italy)

     

    CONTACT US

    Câmara Municipal de Lisboa

    Departamento de Desenvolvimento Local

    Edifício Municipal, Campo Grande nº25, 6ºE | 1749 -099 Lisboa

    CONTACT US

    urbact.civicestate@gmail.com

    CONTACT US

    Laura González Méndez. Project coordinator.

    Gijón City Council

    CONTACT US

    Municipality of Piraeus

    CONTACT US

    City of Ljubljana

    Mestni trg 1

    1000 Ljubljana, Slovenia

    CONTACT US

    Project Coordinator Martin Neubert

    +49 371 355 7029

     

    CONTACT US

    Riga NGO House

    CONTACT US

    City of Antwarp
    Grote Markt 1 - 2000 Antwarpen

    Manchester City Council
    Manchester M2 5RT

    City of Rotterdam
    Coolsingel 40, 3011 AD Rotterdam

    City Council Bielefeld
    Bürger Service Center
    Phone +49 521 510

    CONTACT US

    City of Eindhoven
    Stadhuisplein 1, 5611 EM Eindhoven

    City of Loulé
    Praça da República, 8104-001 Loulé
    Phone +351 289 400 600

    CONTACT US

    City of Igualada
    Plaça de l'Ajuntament, 1, 08700 Igualada, Barcelona

    CONTACT US

    City of Ghent
    Stad Gent
    Botermarkt 1
    9000 Gent

    City of Genoa
    Via di Francia, 1 - XI floor. 16149 Genova

    CONTACT US

    City of San Donà di Piave Piazza Indipendenza, 13 – 30027

    CONTACT US

    City of Naples
    Urban Planning Department 
    Phone +39 081 7958932 - 34 - 17 

    CONTACT US

    The Barnsley Digital Media  County Way, Barnsley, S70 2JW
    Phone +44 01226 720700 

    CONTACT US

    Preston City Council
    Town Hall, Preston, PR1 2RL

    The goal of this Action Planning network was to explore how to harness the spending power through procurement of public and anchor institutions in the partner cities to bring about economic, social and environmental benefits for businesses and people which in turn will have a positive impact on the city and its local economy. The topics to be explored include: the regulations and law at both European and national level, and what cities are able to do around innovative procurement; how to analyse procurement spend and develop a procurement strategy; the use of social criteria and environmental criteria in procurement; and how to raise awareness of procurement amongst local businesses and SMEs.

    Driving innovation in public procurement
    Ref nid
    7450
  • Nine solutions for more vibrant, productive cities

    Share on FacebookShare on TwitterShare on LinkedIn
    15/11/2022

    These local actions for community participation and productivity are inspiring cities across the EU. Could they work in yours too?

    Articles
    Education

    The New Leipzig Charter highlights three forms of the transformative city which can be harnessed in Europe to enhance people’s quality of life: the Just City, the Green City and the Productive City.

    URBACT’s latest publication is packed with sustainable solutions to address these three dimensions – all tried, tested and transferred between EU cities, with adaptations for each local context.

    To give a taste of the stories told in ‘Good Practice Transfer: Why not in my City?’, here are nine examples of local actions for Productive Cities. We hope towns and cities of all sizes will be inspired to ‘Understand, Adapt and Re-use’ participative solutions like this – from education and entrepreneurship to efficient governance and better use of urban spaces – improving everyday life for residents, and supporting a just transition to a green economy.

     

    1. Give citizens a card for local services

    To simplify everyday life in Aveiro (PT), the municipality got together with stakeholders to launch a card that will give citizens easy access to public services such as the library, museum, buses and shared bikes, as well as improved online and front desk support. A first step was to issue a student card to access school services across the city, from stationery and meals, to school trips. The idea is to promote a smarter, more open, resilient and inclusive society. Aveiro and four other URBACT partner cities are introducing their local versions of ‘CARD4ALL’ based on good practice from Gijón, a Spanish city that has provided citizen cards for nearly 20 years.

     

    2. Put residents’ wellbeing at the heart of urban regeneration

    In a project to bring an old playing field back into use, Birmingham (UK) gave local people the power to drive improvements themselves, thanks to a Community Economic Development Planning model, mirroring successful approaches already used in Łódź (PL). Building on this positive start, residents went on to co-produce an alternative Community-Led Master Plan for the wider area — where all council plans had previously been opposed. Council-appointed community ‘ambassadors’ now work with local residents, businesses, service providers and volunteers with a direct stake in the area’s economic health. And the approach is being rolled out across other areas of the city. Birmingham is one of six cities to learn from Łódź’ collaborative model as part of the URBAN REGENERATION MIX network.

     

    3. Create a digital business hub with a local twist 

    The Greek city of Piraeus founded a new ‘Blue Lab’ near its harbour — the first Blue Economy Innovation Centre in Greece. Equipped with state-of-the-art technology, Blue Lab welcomes students and entrepreneurs, providing business mentoring, tech and entrepreneurship training. It has boosted cooperation with businesses and schools, and sparked an array of prototype technology solutions. Piraeus’ further plans now include a new larger co-working space, training facilities to upskill the workforce, and investment in more advanced technologies. Piraeus is one of six URBACT Tech Revolution network partner cities to set up their own start-up support schemes based on the Digital Media Centre in Barnsley (UK), an URBACT-listed Good Practice that has become a successful hub for local creative and digital business.

     

    4. Build local partnerships around education

    By involving parents, school staff, local clubs and council departments in ‘Educational Innovation Networks’ (EIN), the city of Halmstad (SE) is boosting local connections and sparking improvements in education. Thanks to the URBACT ON BOARD network, Halmstad learnt from Viladecans (ES) who originally formed an EIN to improve education as part of a drive to reverse rising unemployment and declining growth. Halmstad adopted new ideas, including ‘Positive Mindset and Emotions’ for better learning and methods for improving pupil participation. Communication within the municipality also improved thanks to cross-departmental clusters focusing on: Care and Support; Education and Learning; Growth and Attractiveness; and Infrastructure.

     

    5. Open a ‘living room’ for local clubs and residents

    Idrija (SI) transformed an empty shop into a ‘living room’ for the town, with free activities run by, and for, local associations and inhabitants. City administrators, social services and economic departments, local clubs and active citizens, are all involved in the project, as well as the regional development agency, library and retirement home. As a result, the site has become a meeting place open to all, with events focusing on topics as diverse as housing refurbishment, chess, and knitting. It also hosts a municipality-supported free transport service for elderly people and a book corner run by the local library. Idrija’s solution was modelled on the ‘Stellwerk’ NGO platform launched in Altena (DE) as a solution to help manage the town’s long-term decline.

     

    6. Turn unused buildings into homes

    Chemnitz’s (DE) ‘Housing Agency for Shrinking Cities’ helps transform empty buildings into valuable housing while reducing speculation, channeling grant money, and cutting future costs for both the owners of decaying buildings and the municipality. Initiated and funded by the city authorities, the project is carried out in the public interest by a long-standing private partner. This model inspired Vilafranca del Penedès (ES), partner in the URBACT ALT/BAU network, to review its housing policies and look for private partners with the technical capacity and financial solvency to help the city recover abandoned housing units. As a result, Vilafranca has signed an agreement with a social foundation whose main objective is to identify, obtain and rehabilitate low-priced rental housing in collaboration with job agencies.

     

    7. Launch a blue entrepreneurship competition (for cities near water!) 

    The port city of Mataró (ES) is boosting local entrepreneurship and jobs in the maritime economy – inspired by a BlueGrowth initiative in Piraeus (EL). Mataró encouraged diverse public and private stakeholders to get involved, including the City Promotion team, regional ‘Barcelona Nautic Cluster’, local port authority, and a technology park that hosts the University and a business incubator. The resulting Mataró Blue Growth Entrepreneurship competition provides cash prizes, mentoring and access to a business accelerator programme. So far winning projects include a boat repair franchise, a boat propulsion system, and an app linking up superyachts with relevant services.

     

    8. Help city employees become innovators

    When Turin (IT) teamed up with private sponsors to launch a competition inviting 10 000 municipal staff to submit innovative ideas for improving the administration's performance, winning proposals included solutions for improving community participation, smart procurement, and lighting in public buildings. This inspired Rotterdam (NL) and five other cities in the URBACT Innovato-R network to draw on Turin’s experience to boost innovation and process improvement in their own cities. As a result, Rotterdam took a fresh approach with its existing innovation network of over 1 800 civil servants and 500 external stakeholders, strengthening links with businesses and academics, introducing new online ‘inspiration sessions’, and co-designing a new innovation platform.

     

    9. Harness the power of public spending 

    Koszalin (PL) analysed the city’s procurement spending and is using the resulting evidence to shape public procurement practices in order to benefit the local economy, while taking into account social and environmental factors. To do so, they used a spend analysis tool that was originally developed by Preston (UK) and transferred to six EU cities via the URBACT Making Spend Matter network. Koszalin also started working more closely with key ‘anchor institutions’ in the city, such as the hospital and university, exploring how much they spend, and where that money goes geographically. Meanwhile, they improved support for local SME participation in public procurement.

     

    Find out more about these and many more sustainable city solutions – in the new URBACT publication ‘Good Practice Transfer: Why not in my City?’.

    Visit the Good Practice database for more inspiration.

     

    From urbact
    On
    Ref nid
    16287
  • Understanding and shaping procurement spend

    Poland
    Koszalin

    Supporting local economy, society and environment via procurement

    Adam Sawicki
    Finance Manager
    Share on FacebookShare on TwitterShare on LinkedIn
    107 000

    Solutions offered by the good practice

    Koszalin is a city in northwest Poland located 12 km south of the Baltic Sea coast. The three most important sectors of the economy are industry, construction and tourism.

    Koszalin had already worked with Preston (UK) as a partner in the 2015-2018 URBACT network ‘Procure’, in which it had sought to understand if and how procurement could really be used to create jobs, support SMEs, and address environmental challenges - and whether procurement bureaucracy could really be reduced.

    As a result, the city already had a local Integrated Action Plan (IAP) to improve its approaches to procurement and was convinced of the power of procurement to prompt both local economic change and pursue sustainability objectives.

    In 2018, Koszalin was looking for help to implement their ambitious new IAP, and particularly objectives  around understanding more effectively their procurement spending, encouraging local SMEs to bid for procurement opportunities with Koszalin City Council,  including social and environmental considerations in decision-making; and influencing the procurement behaviour of other anchor institutions”.

    Sustainable and integrated urban approach

    The approach developed by Preston for procurement addressed local (economic), social and environmental considerations, while seeking to promote local products, social enterprises, local SMEs and environmentally friendly products. At the same time integration is key within municipalities and in the cites to ensure that these criteria are correctly identified and addressed.

    Participatory approach

    Through their URBACT Local Group (ULG), Koszalin City Council transferred the spend analysis tool to anchor institutions within the city, such as the Regional Hospital, Technical University of Koszalin, and Koszalin District Administration. This enabled them to explore alongside the city authorities how much they spend, and where that money goes geographically, sectorally and in business type terms.

    What difference has it made

    Across all procurers within the city, they collectively identified an annual spend of over EUR 100 million making procurement a significant contributor to Gross Domestic Product. The City Council was pleasantly surprised by the extent to which procurement spend was already spent with organisations in the Koszalin Functional Urban Area (83%) and SMEs (91%).

    Addressing the other side of the procurement dynamic, Koszalin strengthened relations with business representative bodies and SMEs. They surveyed business chambers to identify challenges and how they could be addressed to support SME participation in procurement.

    Transferring the practice

    The city adopted Preston’s spend analysis tool and achieved the core objective of their previous URBACT network and IAP: to understand the scale of procurement spend in the city and to use this evidence to shape wider procurement practice.

    Koszalin has presented their procurement activities and results at events organised by the Polish National URBACT Point to showcase their example as a city that has realised real incremental change. They also shared their learning bilaterally with the Gdansk-Gdynia-Sopot Metropolitan Area and they feature as a case study in URBACT’s strategic procurement training programme.

    The involvement in Procure and Making Spend Matter has been “incredibly beneficial” for procurement in Koszalin and the city representatives are convinced that this is only the beginning of a new journey around procurement. Indeed, they recognise that progressive procurement is integral to the future economic, social and environmental destiny of Koszalin.

    Is a transfer practice
    0
    Ref nid
    16266
  • Making Spend Matter

    Timeline

    April 2018 – September 2018 | Phase 1: Transfer Network development
    4 December 2018 | Start of Phase 2
    January 2019 – March 2019 | Transfer Planning Period: development of the Good Practice transfer, tools and training on spend analysis methodology
    April 2019 – December 2020 | Transfer Learning Period: transfer of the Good Practice in partner cities, bilateral activities on the themes of Advanced Spend Analysis, SME Engagement, Social and Environmental criteria in Public Procurement.
    January 2021 – May 2021 | Transfer Sharing Period: National/Regional Good Practice Transfer Events
    March 2021 | Final Network Event
    4 June 2021 | Project End Date

    Making Spend Matter Transfer network explores how to use spend analysis as an evidence tool to enhance the impact of procurement by public / anchor institutions in order to bring additional economic, social and environmental benefits to the local economy and its citizens. This will be achieved by transferring the Good Practice developed by Preston in this area.

    Changing Procurement - Changing Cities
    Ref nid
    12129
  • The importance of procurement to city economies

    Share on FacebookShare on TwitterShare on LinkedIn
    15/11/2022

    This article explores why procurement is increasingly being seen as a way of addressing some of the economic, social and environmental issues facing our cities. It does this through reflecting on: the legislative framework for procurement; the activities of the Procure network; the importance of understanding where procurement spend goes; and how social considerations can be more effectively embedded into procurement processes.

    Articles
    Local Economic Development

    Context

    The process of purchasing goods and services (procurement) has historically been seen as a bit of a challenge for municipalities and other institutions within our cities, especially when it comes to linking it to the achievement of wider local economic, social and environmental benefits. The process of procurement can and has been seen as bureaucratic, legally complex, isolated from other functions in municipalities, difficult to engage with for Small to Medium Sized Enterprises (SMEs), and extremely competitive.
     
     
    However, that perception and culture is in a time of change – procurement is suddenly seen as one of the key levers cities have at their disposal to stimulate local economic development and address social and environmental issues.  I have been talking about the importance of procurement in contributing towards wider outcomes for the last ten years. Indeed Manchester City Council in the UK, with whom I have been working with for the last 8 years, have seen levels of procurement spend with Manchester based business and organisations increase from 51.5% in 2008 to 73.6% in 2016 (see chart below); together with an array of wider benefits delivered by the supply chain. 
     
     
     
    Business and organisations increase, Manchester, United Kingdom, 2008 - 2016
     
     
    There are also sporadic elements of good practice across Europe. We are now however moving towards procurement being part of mainstream policy around the Urban Agenda for the EU. Indeed procurement is a specific theme of the emerging Urban Innovation Partnerships and a theme which cuts across other aspects including around economic development and poverty. 
     
    Part of this mainstreaming of procurement has been driven by legislation and particularly the 2014 European Procurement Directives. Previously and rightly, the Directives were framed by the importance of compliance, competitiveness and price in procurement processes, decisions, and the delivery of goods and services. This remains in the new Directives, but is importantly supplemented by three key considerations:
     
    • First, the Directives seek to encourage more flexibility in procurement – this includes the ability to engage with potential suppliers before a good or service goes to the market;
    • Second, the Directives seek to enhance the engagement of SMEs in the procurement process – making them more aware of opportunities, encouraging them to bid, and ultimately winning contracts;
    • Third, the Directives actively encourage purchasers to consider how procurement can be used to address wider social and environmental goals.
     
    The Procure network
     
    This mainstreaming of the importance of procurement in part framed the development of the Procure network as part of the URBACT III Programme. Led by Preston City Council from the UK, we felt that there was a real opportunity to think through how the process of procurement could be undertaken differently in cities so that the benefits it brings for local economies, business and residents could be maximised. 
     
    Importantly, the Procure network is not just focused upon the procurement processes adopted by municipalities. Instead, the network and particularly the URBACT Local Groups (ULGs) also include institutions which we are defining as ‘anchor institutions’ (this includes universities, health organisations, housing organisations, and large businesses). These are organisations across the public, commercial and social sectors which: will have a large number of jobs; will spend a lot of money purchasing goods and services; and which are unlikely to leave that locality as result of their scale or because of the fact they are embedded there.   
    Over the course of the two years of the Procure network we are seeking to encourage our cities to understand:
     
    • How the European Procurement Directives and associated national level law influences the design of goods and services and their procurement;
    • Where their existing spend goes – the extent to which it is in their local economies, with particular sectors of business, and with SMEs;
    • How they can be innovative in procurement and particularly how social and environmental criteria can be embedded in the process;
    • How SMEs can be engaged in the process and supported to bid for opportunities;
    • How the impact of procurement spend and its contribution to wider outcomes can be measured and monitored.
    Our network is however not starting from nothing – the baseline study suggested that each of the cities had at least started on the process of progressing how they undertake procurement, the key is maximising that through the transnational meetings, the activities of the ULGs, and the development of the Integrated Action Plans (IAPs).
     
    Some examples include:
     
     
    • Preston (UK) has measured where the procurement spend of their anchor institutions goes in geographical and sectoral terms;
    • Albacete (Spain) has started to link procurement to job creation through including clauses in contracts around creating employment opportunities;
    • Almelo (Netherlands) are working with business networks to develop the skills and capabilities of SMEs to enable them to bid for procurement opportunities;
    • Koszalin (Poland) have linked what they want to achieve through procurement to the priorities of their Development Strategy;
    • Lublin (Poland) has a dedicated procurement office and procurement plan which gives potential suppliers notice of upcoming opportunities;
    • Candelaria (Spain) look to co-design goods and services with residents of the city through community panels and prior to any procurement process being undertaken;
    • The Metropolitan City of Bologna (Italy) has been innovative in procurement through actively considering green issues, social responsibility and the role of SMEs in contracting;
    • Koprivnica (Croatia) is seeking to encourage SMEs to bid for opportunities by reducing the number of quotes required for tenders below 20,000 Euros;
    • Nagykallo (Hungary) have engaged with businesses prior to procurement to make them aware of opportunities;
    • District 9, Prague (Czech Republic) advertises all procurement opportunities on the municipality website;
    • Satu Mare (Romania) are undertaking some lotting of procurement opportunities to encourage smaller businesses to bid. 
     
    The importance of spend analysis
     

    Central to the activities of the Procure network to date has been setting the context for the Integrated Action Plans. Prior to cities doing any work around maximising the impact of procurement through social and environmental criteria and through the engagement of SMEs, they need to understand three contextual factors. First, they need to understand the legislative framework in which the action plan is being developed – this encompasses European and National level law and local level policy. Second, they need to understand the ways in which they can be innovative in procurement and what they can do around local economic, social and environmental issues. And third, they need to understand their existing position in terms of where their spend goes.

     
    As emphasised in the URBACT method for action planning evidence is crucial to the development of any strategy.  If cities are serious about progressing the way in which they undertake procurement and they want it to reap more benefits in local economic, social and environmental terms then they need to understand the existing nature of their spend and where it goes. Spend analysis is best undertaken at the end of a financial year and existing data can be used and added to in order to identify the following:
     
     
    • The geography of spend – in this, they might be interested in the proportion of their suppliers and the proportion of their spend which is with businesses and organisations based in their municipality boundary; in their wider city-region or region; or/and in their country. They might also be interested in the proportion of spend which is leaking out of their municipality boundary or city-region.
    • The sectors of spend – in this, they might be interested in the proportion of spend which is with organisations in the construction or communications sector, for example or with consultants. This can in turn be linked to the geographical analysis to identify the sectors where there is lots of spend in their municipality or city-region; and in turn the sectors where there is leakage out of the local economy and gaps (sectors where there is very little local spend).  
    • The nature of spend - In this they might be interested in the proportion of their spend which is with SMEs or Non-Governmental Organisations (NGOs), for example. This can in turn be linked to the geographical analysis to identify the extent to which suppliers based in the municipality or city-region are SMEs or NGOs.
    • Sharing this data with local stakeholders in accessible ways, for instance with infographics, helps to increase understanding of the impact of public expenditure, and generate better awareness of procurement as a tool to achieve policy goals. 
    Maximising benefit through procurement
     
    All of our partner cities are currently in the process of undertaking their spend analysis and setting the wider context for their Integrated Action Plans. Once done on this we will start to scope how they can embed social criteria into procurement processes and really start to maximise benefit through procurement. There are a number of ways of doing this including:
     
     
    • Commissioning – in the design of goods and services, anchor institutions can ask potential suppliers to develop products which address particular outcomes such as reducing crime;
    • Tender process – in the tender process, anchor institutions can set percentages of the selection decision which will be assigned to social considerations, for example 10% and then ask potential suppliers questions around these criteria;
    • Tender decision – in the decision, anchor institutions can score against social considerations;
    • Monitoring – anchor institutions can monitor the extent to which suppliers are delivering against social considerations. 
    The Procure network partner cities are not the only ones undertaking work around promoting the importance of procurement to city economies, but it does need to be scaled up. In fact, we believe progressive procurement activity should be at the forefront of all policy activities where economic, social and environmental factors are of key importance. This includes the delivery of infrastructure projects, the spend of anchor institutions, and the delivery of projects including the URBACT Implementation Networks. It is potentially one of the most powerful, but perhaps under used tools to achieve an integrated approach.  
     
    Over the course of the two years of the network, we will look to change practice around the process of procurement in our 11 cities, and to contribute to examples and proof of concept to share with other cities. It must be noted however that behaviour change across Europe will take much longer to ensure that the importance of procurement to city economies is realised. 
     
    Network
    From urbact
    Off
    Ref nid
    8493