Cities making local action plans

Transcription

1 Cities making local action plans Peter Ramsden AcSS Pole manager URBACT Inclusion and governance 15 th October 2010 Place here your own project s photo

2 Integration in the programme Multi level approach. City region level and neighbourhood level Pathways had pproximately 15% of programme spend ( 160m of EU funds) Covering up to 35% of the programme area population A single twin pathways measure with ESF and ERDF financed elements Concept of programme bending to align ERDF investment with disadvantaged neighbourhoods with ESF support for people in areass so that jobs in new investment areas could be captured by people from pathways areas 5 Local authorities set up structures to support pathways and voluntary sector sets up single structure for city region

3 Selecting the areas Programme document specified maximum population coverage of 35% Mapping of composite census variable of deprivation Redrawing of map with local authorities Some areas already neighbourhood renewal areas under UK programmes (City Challege, Single Regeneration Budget), Some completely new areas Wide variation in population size (10,000 to 500) Small areas had viability problems

4 Merseyside Pathways areas, Neighbourhood renewal and and Joblink Network

5 Merseyside: the Action Plan Process 1994 Programme signed by Commissioner Bruce Millan 1994 Discussions about designation of 38 areas using basic statistical data from Index of Deprivation and map showing opportunity areas 1995 Approval of area designation 1995 First Pathways strategies and action plans approved by Programme Monitoring Committee 1995 First pathways projects approved 1996 Pathways areas host Monitoring Committee members in their neighbourhoods 1996 Two pathways representatives appointed to Programme Monitoring Committee 1996 Pathways areas win right to co-appraise ESF projects targeted on their neighbourhoods by training providers and colleges By 1997 the number of project sponsors had reached 900 a dramatic increase compared to previous programmes

6 Empowerment of pathways communities considerable engagement, participation of local partnerships in prioritisation of ESF projects targeting local areas, local demand side measures for entrepreneurship Representation on Programme Monitoring Committee (2 representatives rising to 6 in second programme Alterations to selection criteria to prioritise those investments that could link to pathways areas Capacity building actions supported for the first time in a UK programme Supply side training measures linked to major investments targeting pathways areas (e.g. JET centres in Liverpool s Speke Garston major development)

7 Annual Reports on progress on indicators covering seven areas 1. Deprivation and Benefits claims 2. Income Support 3. Unemployment 4. Household Income 5. Educational Attainment 6. Crime 7. Health

8 Crime comparisons pathways and non pathways

9 Unemployment claimant count pathways 2007

10 Second generation action plans building on pathways plans

11 URBACT LOCAL ACTION PLANS

12 The URBACT Programme 44 projects 70 Million over 7 years An exchange, learning and action programme Speeding up the transfer of social innovations across European cities The average network has 10 cities, working groups have Active Cities (200 are in two projects) 5000 members of Local Support groups working in the cities RegGov Cluster 1 I Meeting 2 I Ruda Slaska I May 2010 I Petra Potz, Lead Expert

13 RegGov Cluster 1 I Meeting 2 I Ruda Slaska I May 2010 I Petra Potz, Lead Expert

14 Innovative features of URBACT 2 A development phase lasting 6 months Dedicated expertise support through the lifetime of the project Local Support Groups made up of key stakeholders in each city working together More than 400 Local Action Plan as the final outputs 4 Poles and 9 clouds distilling thematic knowledge for other cities

15 Local support groups Involving all the key actors that work on the network problematic. Public and private sector, civil society Usually brought together by the municipality Contributes towards the city profile in the baseline study Works on the problem analysis Puts together the local action plan Minimal resources of 7000 per group 2 years to do the work 3 Key questions How to form a good action plan that responds to needs identified in indicators? How to avoid the Local Action Plan becoming a shopping list? How to make sure it is implemented?

16 Toolkit available in 25 languages (free!)

17 RegGov Cluster 1 I Meeting 2 I Ruda Slaska I May 2010 I Petra Potz, Lead Expert

18 The LAP should Provide the city with a concrete roadmap and range of solutions to tackle the problem identified at the start of the Network (in relation with the core theme); Be drawn up in close cooperation with the Managing authorities so that the opportunity for funding through the operational programmes be maximised. (for fast track networks) (Programme Manual, Fact sheet 2b)

19 Key Steps Step 1 Building the evidence base Step 2 Stakeholder analysis Step 3 Problem and option analysis Step 4 Strategy formulation Step 5 Intervention logic going from goals to activities Step 6 Adding indicators, setting targets and working out means of verification Step 7 Risks and assumptions Step 8 Bringing it all together and achieving coherence by using an adapted logical framework Step 9 Final consultation on draft plan Step 9 Formal signing of the Local Action Plan by all the partners

20 RegGov Cluster 1 I Meeting 2 I Ruda Slaska I May 2010 I Petra Potz, Lead Expert

21 Stakeholder analysis Table 1 Stakeholder interests for a hypothetical local employment project Interests and Capacity and Possible how affected motivation to actions by the problem bring about address change stakeholder Stakeholders interests Primary Stakeholders to Potential employers Believe that grants may be available Local unemployed and inactive people Representative organisations of the unemployed Secondary Stakeholders The direct beneficiaries who should access work as a result Their members are affected directly Important to understand barriers and solutions Important to test whether new approaches work and to secure buy in of users Important consultees Meetings with employers to discuss incentive mechanisms Focus group meetings and research to deepen understanding of barriers Strategy meetings Employment agencies Threatened by criticism, looking for funding Resistant change to Implementation of new outreach policies

22 Visualising the problem with the problem tree

23 The Logframe Table 7a Adapted version of Logical framework table for URBACT 2 Local Action Plans Intervention logic Overall goal: Superior goal for the action plan Action Plan Objective: The changed situation which the action plan is trying to bring about Objective 1 Objective 2 Objective 3 Outputs: Products services and other deliverables generated by the action plan activities Output 1.1 Output 1.2 Output 2.1 Output 3.1 Indicators and Means of verification How to recognise that the action plan objective has been achieved Sources of information to show progress towards objective Indicator 1 Indicator 2 Major characteristics of the outputs Sources of information and methods used to show delivery of outputs Assumptions Matters outside the action plan which must happen if the objective is to be achieved Matters outside the action plan which must happen if the Outputs are to achieved

24 Outline of MILE (migrant integration at the local level) Venice Problem analysis Overall aim and specific objectives Main target groups Activities to be undertaken Methodological principles of the action plan Complementarities with other interventions Added value Equal opportunities Innovative character Financial resources Prepared as one of 3 action plans (over 2 years), over 6 month period

25 1.0 Problem Analysis Comparison between foreign resident population in province capital and foreign resident population in province Source: ISTAT data Veneto Region: more than enterprises with foreign owner (4.3% of the total enterprises) Project co-financed by ERDF within the URBACT Programme

26 1.2 Problem Analysis The quantitative analysis will be transferred in the territorial information system of the Venice City Council. The image of the distribution of the minorities in the community, can make easier the identification of public intervention areas. VENISE MESTRE LIDO MARGHERA Localisation of companies with a foreign owner in Mestre Localisation of companies with a foreign owner in Venice town centre 1. Venice: 2,318 enterprises with foreign owner (10.8% of the total enterprises) 2. In Venice 1,574 enterprises with foreign owner are individual entrepreneur or simple partnership (SAS and SNC) for a total of locations % of these enterprises with foreign owner have been founded after Principal sectors: 31,3% commerce, 26,6% construction, 15,9% hotel & restaurant Project co-financed by ERDF within the URBACT Programme

27 2.0 Overall aim and Specific objectives Overall aim: 1. To develop an integrated business support system aiming to the social inclusion of disadvantaged and under represented people with specific regard to immigrants Specific objectives: 1. To promote business culture and self entrepreneurship as a resource for personal and social development 2. To strengthen and to qualify non-financial support services for business start-up, growth and consolidation 3. To extend financial-economic promotion measures for business development 4. To foster networking of public and private resources for entrepreneurship promotion Project co-financed by ERDF within the URBACT Programme

28 3.0 Main target groups 1. Italian and immigrant entrepreneurs and aspirant entrepreneurs 2. Trainers, tutors, business advisors 3. Chamber of Commerce, entrepreneurs associations, professional bodies, third sector organizations 4. Middle and secondary schools students "A me via Piave di più event, October 2007 "A me via Piave di più event, October 2007 Project co-financed by ERDF within the URBACT Programme

29 VENICE Actions Six areas of intervention: 1. Business culture promotion 2. Information and guidance 3. Training 4. Economic promotion 5. Knowledge of the social-economic situation 6. Coordination and networking

30 4.0 Activities to be undertaken 1. Business culture promotion: a. Introduction of TAKTIX, the board game that learns how to run a successful business, in middle and secondary schools b. Radio programmes for the promotion of selfentrepreneurship through a multimedia platform managed by immigrants associations (to be created within FIVE Project) 2. Information and guidance: a. Strengthening of the existing municipal information and advice service for entrepreneurs b. Customization of existing services to the needs of immigrant users; processing and spread of: multi-language information tools multi-media package for intercultural training and advice related to business support c. Improvement of on-line information for business development: increasing of cooperation with existing portals ( ) Project co-financed by ERDF within the URBACT Programme

31 4.1 Activities to be undertaken 3. Training: a. Training programme for business start up and consolidation, targeting Italian and immigrant entrepreneurs (experimental training course project application for recent call for proposals within ESF ROP) b. Training programme for practitioners (trainers and tutors) and business advisors on intercultural training and cultural mediation methods Project co-financed by ERDF within the URBACT Programme 4. Economic promotion: a. Restoration of some spaces located at Forte Rossarol and their conversion into a business incubator for immigrant enterprises b. Agreement with foundations and financial institutions for the increase of subsidised financing for entrepreneurs and micro-credit for starter entrepreneurs c. Promoting and giving visibility to successful experiences, specifically related to equal opportunities, through the foundation and/or participation in prizes for successful entrepreneurs d. Regular multilingual information on local, national and European funding opportunities for business development

32 4.2 Activities to be undertaken 5. Knowledge of the socialeconomic situation: a. Community involvement and mediation project («via Piave» project); b. Research on immigrant entrepreneurial strategies; c. Identification, analysis and diffusion of good practices at European level on immigrant entrepreneurship ; d. Geomapping of of Italian and foreign local enterprises in the Municipality of Venice website. 6. Coordination and networking: a. (Possible) Setting up of a City inter-departmental technical long-lasting working group with the participation of the Veneto Region b. Creation and signing of a Local pact for inclusive entrepreneurship where activities and all signers commitments will be detailed c. Setting up of a mixed commission between the City and local socio-economic stakeholders to monitor the implementation of the local action plan and local pact Project co-financed by ERDF within the URBACT Programme Brussels June 2008

33 Other Action Plans Active Age first age and employment action plans available for Rome, Dobrich, Seville, Edinburgh, Prague LINK CONET Horizontal cohesion in cities - first action plans due by end 2010 other outputs at LINK REGGOV - vertical organisation of regeneration First draft action plans due by end 2010 LINK

34 Lessons on action planning Indicators are important but learning through action is critical Capacity needs to be built at local level It takes time to develop an action plan Tendence to go back to usual solutions Danger of powerful partners dominating Better methods are needed at local level (and all levels!) participative approaches economic and social literacy high quality interactive meetings new tools and methods knowledge and experience of how to use them Animators are needed to make it all happen Action planning must be resourced adequately

35 Merci beaucoup pour votre attention

36 Shaoxing Fourm #