Error message

  • User error: "id" is an invalid render array key in Drupal\Core\Render\Element::children() (line 98 of core/lib/Drupal/Core/Render/Element.php).
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    Twig\TemplateWrapper->render(Array) (Line: 39)
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    Drupal\Core\Theme\ThemeManager->render('node', Array) (Line: 480)
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  • User error: "name" is an invalid render array key in Drupal\Core\Render\Element::children() (line 98 of core/lib/Drupal/Core/Render/Element.php).
    Drupal\Core\Render\Element::children(Array, 1) (Line: 451)
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    Drupal\Core\Render\Renderer->doRender(Array, ) (Line: 240)
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    Twig\Template->displayWithErrorHandling(Array, Array) (Line: 367)
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    Twig\TemplateWrapper->render(Array) (Line: 39)
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    Drupal\Core\Theme\ThemeManager->render('node', Array) (Line: 480)
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    Drupal\Core\Render\Renderer->render(Array) (Line: 475)
    Drupal\Core\Template\TwigExtension->escapeFilter(Object, Array, 'html', NULL, 1) (Line: 85)
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    Drupal\Core\Render\Renderer->render(Array, ) (Line: 238)
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    call_user_func(Array, Object, 'kernel.view', Object) (Line: 111)
    Drupal\Component\EventDispatcher\ContainerAwareEventDispatcher->dispatch(Object, 'kernel.view') (Line: 186)
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    Drupal\Core\StackMiddleware\Session->handle(Object, 1, 1) (Line: 48)
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    Drupal\page_cache\StackMiddleware\PageCache->lookup(Object, 1, 1) (Line: 82)
    Drupal\page_cache\StackMiddleware\PageCache->handle(Object, 1, 1) (Line: 48)
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  • User error: "picture" is an invalid render array key in Drupal\Core\Render\Element::children() (line 98 of core/lib/Drupal/Core/Render/Element.php).
    Drupal\Core\Render\Element::children(Array, 1) (Line: 451)
    Drupal\Core\Render\Renderer->doRender(Array) (Line: 493)
    Drupal\Core\Render\Renderer->doRender(Array, ) (Line: 240)
    Drupal\Core\Render\Renderer->render(Array) (Line: 475)
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    twig_render_template('themes/custom/urbact/templates/node.html.twig', Array) (Line: 348)
    Drupal\Core\Theme\ThemeManager->render('node', Array) (Line: 480)
    Drupal\Core\Render\Renderer->doRender(Array, ) (Line: 240)
    Drupal\Core\Render\Renderer->render(Array) (Line: 475)
    Drupal\Core\Template\TwigExtension->escapeFilter(Object, Array, 'html', NULL, 1) (Line: 66)
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    twig_render_template('themes/custom/urbact/templates/views/views-view-unformatted.html.twig', Array) (Line: 348)
    Drupal\Core\Theme\ThemeManager->render('views_view_unformatted', Array) (Line: 480)
    Drupal\Core\Render\Renderer->doRender(Array) (Line: 493)
    Drupal\Core\Render\Renderer->doRender(Array, ) (Line: 240)
    Drupal\Core\Render\Renderer->render(Array) (Line: 475)
    Drupal\Core\Template\TwigExtension->escapeFilter(Object, Array, 'html', NULL, 1) (Line: 85)
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  • User error: "url" is an invalid render array key in Drupal\Core\Render\Element::children() (line 98 of core/lib/Drupal/Core/Render/Element.php).
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  • C-CHANGE

    Outputs

    Timeline

    Kick-off meeting
    • Transnational meeting - Mantova
    • Transnational meeting - Manchester
    • Transnational meeting - Agueda
    • Transnational meeting - Manchester
    • Transnational meeting - virtual
    • Exchange & Learning Seminars
    • Final event

     

    Transfer the work of Manchester Arts Sustainability Team (MAST) to support cities to mobilise their arts and culture sectors to contribute towards local climate change action is the aim of the C-CHANGE network. This can be done by: 1) Developing local policies, governance and capacity to act 2) Developing plans to reduce CO2 emissions and/or adapt to climate change, and supporting implementation 3) Developing plans to use arts and culture to engage citizens to act, and supporting implementation 4) Encouraging replication in other cities.

    Arts and culture leading climate action in cities
    Ref nid
    12124
  • What on earth do the arts and culture have to do with climate change?

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    URBACT C-Change COVER
    15/11/2022

    Claire Buckley, URBACT Lead Expert and Director of Environmental Sustainability at Julie’s Bicycle says time is of the essence.

    Articles
    Network
    From urbact
    Off
    Ref nid
    12108

    In the grander scheme of things, the arts and culture sector is not the biggest contributor to global greenhouse gas emissions. And so, the question from Radio Wrocław “What on earth do the arts and culture have to do with climate change?” to representatives from Manchester (UK) and Wrocław (PL) during a day of exchange on this issue, did not come as a big surprise. It is, however, well worth unpacking and, one at the heart of a new project on how the arts and culture can lead climate action in cities, funded by the EU’s URBACT programme.

     

    Human activity and our dependence on fossil fuels is changing our climate. This is taking an increasing toll on the natural systems which sustain us, on our health, wellbeing and prosperity. Climate change is a systemic issue, rooted in global economic, social, cultural and value systems locking in unsustainable consumption, inequality and a disconnection from nature. Policies, technology and investment alone will not be enough to address it. We need hearts, minds and a shift in our cultural values. No sector is better placed to bridge the gap between what we know and what we feel and support a values’ shift than the arts and culture. This is particularly relevant when it comes to cities, on the front line of climate change, and where art and culture connect citizens to the cultures which define them.

    According to the World Bank’s 2017 Urban Development Overview, cities generate over 80% of global GDP and more than 70% of global greenhouse gas emissions. Rapid urbanisation (with predictions of 60-70% of the world’s population living in cities by 2050), coupled with the effects of extreme weather and sea level rise, are putting increasing strain on city infrastructure and resources, exacerbating challenges such as air pollution and impacting on people’s health and wellbeing. Urgent and rapid city action is crucial if we are to limit global temperature rise.

    While the economic and social value of the arts and culture is increasingly recognised in cities, there has been much less recognition of how they can contribute to creating future-proofed, sustainable cities. This is starting to change, as evidenced for example through the World Cities Culture Forum’s Culture and Climate Change Handbook for City Leaders (2017).

     

    Manchester is one city that already demonstrates what the sector can achieve by working together on climate action and how it can support city climate change strategy. The Manchester Arts Sustainability Team (MAST) has become one of the city’s, and indeed the UK’s, most successful examples of environmental collaboration and, in 2017, Manchester was awarded URBACT Good Practice City status in recognition of MAST’s work.

    MAST is a network of about 30 arts and cultural organisations – from community arts centres and iconic cultural venues to an internationally renowned festival and national broadcasters - working together on climate action and engagement. It has come a long way since it started out in 2011. From a small group taking practical action, with external facilitation and funding, it has evolved into a network funded and run for and by its members, actively contributing to city climate change strategy and targets. MAST enables members to meet face-to-face, share common challenges and opportunities and link directly to what is happening on a city level. MAST’s five-year report (2017) tells its story, shares its achievements and learnings as well as a wealth of good practice.  

    MAST grew from the Manchester Cultural Partnership’s desire to explore how arts and cultural organisations could contribute to the city’s first climate change strategy - Manchester A Certain Future 2010-2020. The group went on to support development of the Manchester Climate Change Strategy 2017-2050, including through Climate Lab, run by the Manchester Climate Change Agency, to test different ways of engaging the people of the city in strategy development. MAST is now represented on the Manchester Climate Change Board. In 2018 Manchester updated its commitment and adopted a science-based target to become zero carbon by 2038. MAST is one of the pioneer groups now developing a zero carbon roadmap in line with this target and Manchester’s draft Zero Carbon Framework 2020-2038.

     

    https://urbact.eu/sites/default/files/styles/width_600/public/media/c-change_manchester-team.png?itok=S174Bn5I

     

    For Dave Moutrey, Director and Chief Executive at HOME Manchester, a MAST member, and Director of Culture for Manchester City Council, it is no surprise that the sector has come together to act on climate change and shape the city’s climate change strategy. “Culture is in Manchester’s DNA. We understand the value of culture to our well-being, prosperity and vitality as a city, and the arts and culture sector has a well-recognised part to play in contributing to all city priorities.

    As an URBACT Good Practice City, Manchester is now leading a transfer network - C-Change: Arts and Culture Leading Climate Action in Cities - with five other city partners - Wrocław (PL), Mantova (IT), Gelsenkirchen (DE), Šibenik (HR) and Águeda (PT). Together they have a combined population of 1.6 million people and greenhouse gas emissions of about 9 million tonnes. Together they are working to build on and learn from Manchester’s experience with cultural collaboration on climate.

    Like Manchester, all partner cities - including two former European Capitals of Culture, four UNESCO World Heritage sites and one former national Capital of Culture - have the arts and culture at their heart. They all recognise the sector’s contribution to city life, well-being and prosperity. Águeda, for example, has over the last 10 years, seen the economic and social benefits of nurturing its arts and culture scene, through i.a. a city-wide urban art programme, its AgitÁgueda festival, artist residency programmes and investment in a new contemporary arts centre.

     

    https://urbact.eu/sites/default/files/styles/width_/public/media/c-change-partners-team.png?itok=zljxuI26

     

    All are already experiencing the impacts of climate change, from rising sea levels in Šibenik and flooding in Wrocław, to urban heat island and health impacts in Mantova, Wrocław and Gelsenkirchen and forest fires around Águeda and Šibenik. Most already have well-developed climate change strategies and are signatories to the Covenant of Mayors for Climate and Energy.

    While all cities are experiencing the impacts of climate change, people’s perception and level of awareness varies greatly. For those moving from an industrial past, many, and older generations in particular, have actually perceived an improvement in environmental conditions. While in Gelsenkirchen, there is generally a higher level of climate change awareness, there is also a certain ‘climate fatigue’. Each city has different levels of experience with climate change engagement. While in some cases individual organisations are taking action, none of the cities have yet actively involved the sector in climate change initiatives. Crucially, all cities share a recognition of the role the arts and culture can play in engaging citizens on climate change and inspiring and mobilising action.

    Climate change is one of the greatest challenges we face as a society, a challenge which requires an urgent and rapid response. As a city to which the arts, culture and cultural heritage are central - to our past, present and future - I can think of no better sector than the arts and culture to take on this challenge.” Petar Mišura, Head of the Department of Economy, Entrepreneurship and Development, Šibenik

    C-Change will require a new way of working, which brings both opportunities and challenges. In Wrocław, one of the key issues will be building sector collaboration. According to Katarzyna Szymczak-Pomianowska, Wrocław’s Head of Sustainable Development “We now aim to support arts and culture in our city in coming together to act on climate change and support us in helping our citizens understand the issues we face and take action themselves."

    For Gelsenkirchen, at the heart of the Ruhr conurbation, developing a collaboration model that works for both the city and other cities in the Ruhr region will be both the greatest challenge and the greatest opportunity. For Šibenik, which does not have a climate change strategy, its involvement in C-Change is an opportunity to learn from other cities as it starts to build climate change in new city strategy and link in culture from the start.

     

    Mantova is particularly excited about how exchange with other European cities can help us bring our cultural and our environmental strategies closer together with active involvement of the arts and culture and help us in working towards our priorities as a city, from climate change to urban regeneration, heritage conservation and public participation.” Adriana Nepote, Councillor for Research and Innovation, University and European Projects

    In Águeda, both city and sector are already active on climate change. C-Change is a chance to accelerate progress, in particular engaging and mobilising citizens in a way which directly supports the city’s ambitious sustainable development goals. "Art, culture and creativity can be a particularly effective means of engaging the public on climate change and cultural actors are playing an increasingly significant role in this area. We welcome the opportunity provided by C-Change to exchange experience on climate action and engagement, for the enrichment of all.” Elsa Corga, Alderwoman of Águeda Council and Councillor for Culture

    As the C-Change partners embark on this innovative and timely collaboration, one thing is absolutely clear. There is no time to waste.

     

     

     

     


     

    Visit the network's page: C-Change

     

     

     

     

     

     

  • Young People and Jobs in Europe’s Cities: What actions can cities take to better engage employers?

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    15/11/2022

    "It is employers who create jobs" If cities are to help young people to get the jobs they need, then engaging with employers is pivotal to success. Success requires the creation of more and better jobs for young people to do. It means employers, large and small, public and private, from local start-ups and microbusinesses to national and international corporations with branches in the city, recruiting more young people, retaining them, developing them and providing opportunities for them. So, employer engagement needs to be at the heart of city action to meet the youth employment challenge.

    Articles

    This is an excerpt of the article featured in the URBACT Capitalisation 'Job generation for a jobless generation,' to read the full article click here.

    In URBACT’s work with cities we came across a range of experiences of cities working with employers, from working with schools to assisting employers to take on young people. In our ‘state of the art’ review, we found that employer engagement was widely examined and seen as vital, by organisations like the OECD. And at our hearing in Brussels in the autumn of 2014, where we drew together representatives of young people, employers, cities, experts and practitioners from countries across the EU to meet with our core group, we found great interest in improving employer engagement. This article distils the key messages from this work for cities: what they can do and how might they do it.

    So, what are the concrete city actions that deliver results?

    Find out what employers need

    At a minimum, cities need to have a clear idea of what employers’ needs are: what jobs (vacancies) do they have available, and are likely to have available, in the future? What skills do they need? What jobs are they finding hard to fill because of skill deficiencies? How do they go about recruiting young people? What more could they do to recruit young people? Why do employers not hire young people? For example, in Leeds City Region the Local Enterprise Partnership uses a biennial employer survey assessing their skill needs, the extent and nature of skills shortages and gaps, underemployment and how these vary by sector and occupation. A sample survey can not only identify particular needs but also broader patterns that can then be addressed.

    Give information, advice and guidance

    Young people, if they are to make well informed choices as they move from education into the labour market, require sound information on jobs, the skills they need for them, earnings and so on. Close relations with employers enables access to this information and they are often willing to help develop career materials, give talks, attend events and even provide mentoring. Cities are in a good position to gather together information on employer needs and labour market trends and then produce attractive materials for young people to help guide their education, training and job decisions. In Leeds City Region the Local Enterprise Partnership has produced a series of sector factsheets detailing job trends and opportunities, wages, qualifications required and so on, for use in careers counseling

    Build long term relations between employers and the education system

     

    The transition from school to work is crucial for young people. Whilst there is value in individual employers and individual schools, colleges and universities developing relationships with each other for mutual benefit, to ease this process for young people (and employers) cities can play a strategic role in systematising these, encouraging them, demonstrating the benefits of them and putting in place measures to assist greater responsiveness of education providers to meet employer needs. They can establish incentives (financial, behavioural or moral) to do so and measure (in part) local providers (and employers) on their degree of success in securing young people access to jobs and further appropriate training. In Wrocław, Poland, partner in the URBACT Markets network, the growth of foreign inward investment and the need to move up the value chain, has changed the local labour market, driving demand for more highly skilled young people. They have developed relations with schools, increasing the vocational component; and created an academic hub to encourage university/economy collaboration. Building these bridges between the worlds of education and work, helps prepare young people for the world of work, increases the likely relevance of vocational education and training and raises awareness on all sides – employer, education provider and young person.

    A permanent dialogue

     

    Cities can go further, and establish a more intense and long-term arrangement, by setting up an independent body or partnership, perhaps including other key stakeholders (such as the public employment service, education and training providers and young people themselves) to oversee the operation of actions to meet the youth employment challenge. Cities can also develop relations with key individual employers who exhibit good practice from which others can learn and which can inspire young people. For example, Sky Broadcasting are keen to secure their future talent pipeline and have established the Sky Academy, to help young people reach their potential and give them the skills they need to do so. They run programmes with star athletes as mentors in schools; provide opportunities to use state of the art technology to create news reports; and provide work experience, work placements, apprenticeships and graduate programmes.

    Co-creation

    From sustained dialogue, it is a short but important step to the co-creation by partners of an integrated strategy to address youth employment. Establishing together a vision, priorities, objectives and an associated action plan, which is regularly monitored and reviewed is not only likely to lead to a more co-ordinated approach and draw on all the talents available, but also to achieve more effective outcomes. It can help lock in commitment and secure a common purpose. And it may be more able to tackle the ‘wicked issues’ that arise e.g. the balance between differing levels of skills provision; the links between education, employment and economic development policies. As the emphasis of action moves from the supply side (young people) to the demand side (jobs), wider issues than young people arise like inward investment, sector and cluster policy, supply chains, business development and competitiveness.

    But we need to challenge employers too!

     

    It is not always the case that meeting existing employer needs and creating more opportunities for youth go hand in hand. Encouraging and persuading employers to increase opportunities may not be enough. There will remain employers who are shedding youth labour, offering few new openings, provide low pay, no work experience or apprenticeships and are reticent or unwilling to engage with the city and other stakeholders. Change is best addressed through peer to peer (i.e. employer to employer) interaction with employers learning from each other, from good practice and role models, from successful companies sharing their experiences with others, perhaps in sector groupings or in supply chains. The role of the city here could be to provide the background research necessary (to support the business case for such action) and support such developments as required. In Leeds City Region, for example, it has been calculated that moving 1,000 people into work generates a combined fiscal and economic gain of €25 m per year.

    And what about young people?

    Engaging young people, and in particular providing opportunities for young people to speak of their own experiences and ambitions, is also valuable. Listening to their voices and facilitating and encouraging dialogue with employers, will help to enhance mutual understanding and raise awareness both of what young people have to offer and what employers are looking for. It may also spark innovation in how they connect with each other on the labour market.

    It bears repetition: it is employers who create jobs. We need more, and better, jobs for young people to do. Employers are at the heart of the solution. So are cities. Cities need to get engaged to employers, if not married.

    By: Professor Mike Campbell

    Read More:

    Job Generation for a Jobless generation  - URBACT Capitalisation

    Case Study - Leeds City Regions: Towards a NEET-free city – URBACT Capitalisation

    Case Study – Supporting young creatives in Thessaloniki: a bottom-up approach – URBACT Capitalisation 

    Photo Credit:

    Image 1: Handpeak Project: Paraskevi Kokolaki – Yiantes, Design and manufacture of handmade jewellery and accessories. Source: Spyros Tsafaras

    Image 2: Alison Partridge

    Image 3: Employer engagement. URBACT workstream ‘Job generation’, 2014 by Rachel Walsh

    Image 4: Freepik

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