Peter Ramsden AcSS Pole manager URBACT Inclusion...

Cities making local action plans Peter Ramsden AcSS Pole manager URBACT Inclusion and governance 15th October 2010

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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

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

Merseyside Pathways areas, Neighbourhood renewal and and Joblink Network

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

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)

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

Crime comparisons pathways and non pathways

Unemployment claimant count pathways 2007

Second generation action plans building on pathways plans

URBACT LOCAL ACTION PLANS

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 6 › 280 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 10-11 May 2010 I Petra Potz, Lead Expert

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

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?

Toolkit available in 25 languages (free!)

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)

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

Stakeholder analysis Table 1 Stakeholder interests for a hypothetical local employment project

Stakeholders

Interests and how affected by the problem

Capacity and motivation to bring about change

Possible actions to address stakeholder interests

Primary Stakeholders

Potential employers Believe that grants may be available

Important to understand barriers and solutions

Meetings with employers to discuss incentive mechanisms

Local unemployed and inactive people

The direct beneficiaries who should access work as a result

Important to test whether new approaches work and to secure “buy in” of users

Focus group meetings and research to deepen understanding of barriers

Representative organisations of the unemployed

Their members are affected directly

Important consultees

Strategy meetings

Secondary Stakeholders

Employment agencies Threatened by criticism, looking for funding

Resistant to change

Implementation of new outreach policies

Visualising the problem with the problem tree

The Logframe Table 7a Adapted version of Logical framework table for URBACT 2 Local Action Plans Intervention logic Indicators and Means

of verification Assumptions

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

How to recognise that the action plan objective has been achieved Sources of information to show progress towards objective Indicator 1 Indicator 2

Matters outside the action plan which must happen if the objective is to be achieved

Outputs: Products services and other deliverables generated by the action plan activities Output 1.1 Output 1.2 Output 2.1 Output 3.1

Major characteristics of the outputs Sources of information and methods used to show delivery of outputs

Matters outside the action plan which must happen if the Outputs are to achieved

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

1.0 Problem Analysis

Project co-financed by ERDF within the URBACT Programme

Comparison between foreign resident population in province capital and foreign resident population in province

Source: ISTAT data - 2006

Veneto Region: more than 20.000 enterprises with foreign owner (4.3% of the total enterprises)

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.

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 1.737 locations 3. 92 % of these enterprises with foreign owner have been founded after 2005 4. Principal sectors: 31,3% commerce, 26,6% construction, 15,9% hotel & restaurant

MARGHERA

MESTRE

VENISE

LIDO

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

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

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

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

4.0 Activities to be undertaken


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 (www.venetoimmigrazione.it “)

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 self-entrepreneurship through a multimedia platform managed by immigrants associations (to be created within FIVE Project)

http://www.venetoimmigrazione.it/�


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

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



Project co-financed by ERDF within the URBACT Programme Brussels 16-17 June 2008

5. Knowledge of the social-economic 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

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

http://urbact.eu/en/projects/active-inclusion/active-age/our-outputs/�

http://urbact.eu/en/projects/disadvantaged-neighbourhoods/conet/our-outputs/�

http://urbact.eu/en/projects/disadvantaged-neighbourhoods/reg-gov/our-outputs/�

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

[email protected] www.urbact.eu

Merci beaucoup pour votre attention

[email protected]

Shaoxing Fourm ‹#›

Peter Ramsden AcSS Pole manager URBACT Inclusion...

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