Smart Cities

Citizen Innovation in Smart Cities

Baseline Study
Baseline Study » the state of the art (and partner profiles)

URBACT II
SMART CITIES
Citizen Innovation in Smart Cities

Lead Partner
City of Coimbra
Project Coordinator
Fernando Zeferino Ferreira

Finance Officer
Rosa Silva

Communication officer
Nina Figueiredo

Lead Expert
Peter Ramsden

Websites
www.urbact.eu
http://urbact.eu/en/projects/innovation-creativity/smart-cities/homepage/

Logo design
Mónica Sousa

Photography and graphic design (on URBACT template)

Fernando Zeferino Ferreira
 Social Innovation for Smart
Cities: the state of the art

Smart Cities
Peter Ramsden AcSS

SOCIAL INNOVATION FOR SMART CITIES

Peter Ramsden AcSS June 2012 revised October

1 Introduction: Smart cities and social innovation

City policies need to change. European cities are not sustainable, inclusive or productive enough for
the modern age. For too long we have assumed that what we did last year is a good model for what
we should do next year. The financial crisis and the failure of policies in many fields are teaching us
that we either innovate in policy or we will be overwhelmed. The smart cities of the future will be
innovating in how they deliver social policies as much as they do in organising transport networks or
reducing their carbon footprint. Smart cities will be innovating to prevent problems happening
rather than trying to solve problems when it is too late. Most of all smart cities will organise their
innovation effort to focus on priorities and to look for new solutions.

Organising the innovation effort means not leaving it to chance or to central government initiatives.
It means building innovation into the daily operation of municipal services and working with other
agencies to solve problems.

In the past, societal challenges such as the ageing of citizens in European cities, the integration of
migrants, social exclusion or environmental sustainability were seen as problems to be solved.
Today these same problems are increasingly seen as opportunities. Smart cities are developing

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expertise in promoting wellbeing, promoting active ageing, building intergenerational solidarity, and
exploiting the potential of ethnic diversity to attract talent and grow their economies.

Smart Cities are getting ideas from many different sources. They get them from their citizens, from
crowd sourcing, by looking at how other cities do things, from their own front line staff as well as
from external experts, design consultancies and professional networks. They do not reinvent the
wheel.

The idea of citizen-led social innovation is central to the URBACT Smart Cities network. However,
this is not a naïve belief that citizens always know the answers. They may not be architects,
planners, highway engineers, social workers or economic geographers. Many citizens know as much
as the professionals about their problems. The difference is that citizens should be in the driving
seat. They should be invited to participate and respected for their views. They should be able to
share their needs and speak truth to power while trusting that working with officials and experts will
lead to new solutions.

Although the term social innovation is relatively new, social innovation is not. Cities have been at
the forefront of social innovations. The first currencies were invented in cities, as were the first
piped water and sewage systems, the first thermal baths. Cities have been the centres of learning
where the concept of the University was invented. Cities were the test beds for the first social
housing and social services.

Our problem has been that there is not enough innovation in policies that develop in cities. Too
often the old policies get stuck in a rut. Unlike the private sector where competition can destroy the
old, there are few equivalent mechanisms in public policy. Instead the best guarantee of next year’s
budget is last year’s budget. A new idea develops in one city and gets stuck with no transmission
mechanism to other urban places. We need faster implementation of good practices and better
transfer.

One way of overcoming this inertia is to promote ways in which cities can learn and exchange with
each other. The URBACT programme is predicated on this approach and organises exchange by
groups of cities working on specific themes that range from integrating the electric car into your
transport system to integrating migrants in your city.

But learning and exchange can only be part of the solution. Being involved in an URBACT project
may only affect one or two directorates and touch a few staff. To be really smart; cities will need to
build social innovation into their everyday policies and practices.

2 Social Innovation as an emerging EU policy

The EU has been working on social innovation in earnest since January 2009 when the first meeting
on social innovation1 was hosted by its own think tank BEPA – the Bureau of European Policy

1
http://ec.europa.eu/dgs/policy_advisers/activities/conferences_workshops/socinnov_jan-2009_en.htm

2
 2
Advisors. This led to the first EU report on social innovation produced by Commission Services
based on a report by the Young Foundation3.

However, many would argue that within the Cohesion policy the former Community Initiatives going
back to the early 1990s and more recently the EQUAL and URBAN Community Initiatives were
examples of social innovation in practice. EQUAL held its final conference titled ‘Free movement of
good ideas’ in Lisbon in December 2008. The EQUAL principles included the idea of involving users
in developing new policies and many new approaches to social inclusion, labour market access and
entrepreneurship were piloted and mainstreamed.

The URBAN programmes developed the integrated approach to addressing problems in

neighbourhoods and spawned the URBACT programmes as a way of helping cities to learn and
exchange with each other. URBAN developed an approach to neighbourhood regeneration that was
characterised by an integrated approach and the involvement of citizens in the development
process. Some of the more avant-garde Urban programmes had a strong emphasis on participation
of communities which can be seen as pre-figurative Community Led Local Development approaches
which are intended to be a part of urban and regional development in future Structural Fund
programmes during the next period. Cities have already been encouraged to use a community-led
local development methodology – known as the LEADER approach4 – designing area-based
strategies built on local potential and encouraging partnerships between public, private and
voluntary organisations, as well as citizens and local communities.

The social Innovation Europe Initiative

The Social Innovation Europe Initiative5 led by the Social Innovation Exchange6, has published two
major reports on social innovation in Europe. The first on financing social innovation7 argues that
different types of finance are relevant at different stages of the social innovation spiral. Whereas
grant funding is relevant for the ideas stage and for pilots and prototypes with smaller projects, new
types of finance including bonds might be relevant for implementation and scaling up. Sections 1, 2
and 3 describes what is meant by social innovation, as well as the actors involved in this emerging
field. This part explains why the field of social innovation has reached a critical point, with numerous
opportunities and drivers converging to make the time ripe for the development of the field.

Figure 1: The Innovation spiral showing four stages (source Social Innovation Exchange).

2
BEPA 2011 Empowering people, driving change Social Innovation in the European Union
http://ec.europa.eu/bepa/pdf/publications_pdf/social_innovation.pdf
3
Mulgan, G. et al. (2010), Study on social innovation, a paper prepared by the Social innovation eXchange and
the Young Foundation for the Bureau of European Policy Advisors
4
http://ec.europa.eu/agriculture/rur/leaderplus/pdf/library/methodology/leader_approach_en.pdf
5
http://ec.europa.eu/enterprise/policies/innovation/policy/social-innovation/social-inno-event_en.htm
6
The Social Innovation Exchange is a worldwide group of activists in social innovation. It is free to join and its
work can be seen at http://www.socialinnovationexchange.org/
7
Finance report by SIE http://www.socialinnovationeurope.eu/magazine/finance/special-features/focus-
finance and

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However, such development is currently being hampered by a lack of financial and institutional
support. Sections 4 and 5 provide an account of what is already happening in this area and sets out a
vision for a mature ecology of finance in this field. The remaining sections set out specific
recommendations for funding and financing that will accelerate the field’s progress. The report
explores how the European Union can unlock financial supports, as well as recommendations for
mobilising private investment, and the role that can be played by European foundations.

The second report focuses on measuring social innovation8. It explores a wide range of
measurement techniques that are currently being used in social innovation including scorecards,
measures of social return on investment and goes on to explore how these can be used in evidence
based policy making. They make an argument that better metrics and measurement are needed
because at macro-level, policy-makers have only recently taken social innovation seriously.
Unfortunately, data systems have not made a similar advance, and are still focussed on traditional
forms and traditional sectors of innovation. That needs to change if decisions on social innovation
investment are to be more firmly based on evidence.

‘At the micro-level of projects and programmes, there is no shortage of metrics and measurement
on outcomes. Providers are inundated with tools; funders have multitudes of evaluations. But the
quantity of effective knowledge is far less. And systematic approaches to reviewing the strengths
and weaknesses of service innovation projects are notable by their absence. There is, too often, only
patchy understanding about what works and what does not.’

Other EU initiatives
Other steps being taken in the EU on social innovation policies include:

• The calls for proposals of the PROGRESS programme9 of DG Employment, Social Affairs
and Inclusion has a focus on social experimentation and has resulted in 24 social
experimentation projects being financed some of which are led by cities.
• the RegioStars awards10 by DG Regional Policy has included with a specific category on
social innovation in 2012, for the first time.

8
Metrics report by SIE reference to follow
9
http://ec.europa.eu/social/main.jsp?catId=630&langId=en&callId=329&furtherCalls=yes
10
http://ec.europa.eu/enterprise/policies/innovation/policy/social-innovation/index_en.htm

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 • The new regulations for the ESF and ERDF include references to social innovation for the
first time. [expand]

Europe 2020, the EU's leading strategy, aims at a smart, sustainable and inclusive economy. It also
points to social innovation as one of the avenues to explore to reach its targets. In the Innovation
Union11, one of the seven flagship initiatives of Europe 2020, social innovation occupies an important
place. But social innovation has also a role to play in the "Platform against poverty", "Digital Agenda"
and "Active and healthy ageing" flagship initiatives and is prominently present in the HORIZON 2020
framework programme for research.

European Social Fund (ESF) and the draft regulations 2014-20

The proposed draft ESF regulation for the period 2014-2020 includes relevant investment priorities
for social innovation. Under Article 9 which is titled ‘Social Innovation’

1. The ESF shall promote social innovation within all areas falling under the scope of the ESF,
as defined in Article 3 of this Regulation, in particular with the aim of testing and scaling up
innovative solutions to address social needs.

2. Member States shall identify themes for social innovation, corresponding to their specific
needs in their operational programmes.

3. The Commission shall facilitate capacity building for social innovation, in particular
through supporting mutual learning, establishing networks, and disseminating good
practices and methodologies.

The regulation also invites Member States to designate priorities for social innovation (as well as for
transnational cooperation) and allows a 10% higher grant rate up to a ceiling of 100% for these
priorities.

The ESF draft regulation proposes a minimum proportion of programme expenditure of 20% for
social inclusion.

European Regional Development Fund (ERDF) draft regulations 2014-20

The ERDF supports programmes addressing regional development, economic change, enhanced
competitiveness and territorial co-operation throughout the EU. The purpose of EU regional policy is
to reduce the significant economic, social and territorial disparities that still exist between Europe’s
regions. Specifically it aims to bring out the best in every region; make all regions more competitive
and create more and better jobs. The budget for cohesion policy (including both ERDF and ESF,) is
€347Billion between 2007 and 2013 of which ERDF is €201 Billion. Regional policy is delivered
through shared management which means that both the European Commission and the Member
States have their own responsibilities during the programming cycle. In the Member States the
programmes are managed by approximately 350 Managing Authorities which are normally part of
the national or regional administration. All applications for funds are made to these Managing
Authorities and not to the European Commission.

11
http://ec.europa.eu/research/innovation-union/index_en.cfm?pg=intro

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The proposed ERDF regulation for the 2014-20 period includes a reference to social innovation for
the first time. Article 5 of the regulation which covers the investment priority on innovation states
that the ERDF can support:

‘promoting business R&I investment, product and service development, technology transfer, social
innovation and public service applications, demand stimulation, networking, clusters and open
innovation through smart specialisation;’

Article 9c of the ERDF regulation also makes it explicit for the first time that investment in social
enterprises is eligible in the context of actions to promote social inclusion and combat poverty

3 Defining social innovation

‘social innovation’ is not easy to define and any discussion about definitions always leads to
arguments. The definition of social innovation most widely used within EU circles is the one put
forward in the BEPA-published report which was developed by the Social Innovation Exchange:

Social innovations are innovations that are social in both their ends and their means. Specifically,
we define social innovations as new ideas (products, services and models) that simultaneously meet
social needs (more effectively than alternatives) and create new social relationships or
collaborations. In other words, they are innovations that are not only good for society but also
enhance society’s capacity to act.12

The BEPA report goes on to outline the following three approaches to social innovation:
• Social demand innovations which respond to social demands that are traditionally not
addressed by the market or existing institutions and are directed towards vulnerable
groups in society. They have developed new approaches to tackling problems affecting
youth, migrants, the elderly, socially excluded etc. The European Social Fund and
initiatives like PROGRESS traditionally link to this.
• The societal challenge perspective focuses on innovations for society as a whole through
the integration of the social, the economic and the environmental. Many of the
integrated approaches seen in the ERDF’s URBAN13 programmes as well as the URBACT14
programme fall into this societal challenge approach.
• The systemic change focus, the most ambitious of the three and to an extent
encompassing the other two, is achieved through a process of organisational
development and changes in relations between institutions and stakeholders. Many EU
approaches that involve ‘stakeholders’ are attempting to move in this direction such as

12
http://ec.europa.eu/bepa/pdf/publications_pdf/social_innovation.pdf, Page 7
13
The EU URBAN programmes ran from 1994-2006. http://ec.europa.eu/regional_policy/urban2/towns_prog_en.htm
14
URBACT II is an exchange, learning and action programme linking cities financed under the ERDF http://urbact.eu/

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 the EQUAL programme (driven by the idea of changing the balance of power between
users and providers15) and LEADER16.

Many social innovations have a strong service component. Some of them focus on ‘last mile’-
problem. In medicine, e technological advances have taken a deadly disease such as diabetes and
made it possible for people to live fruitful lives. But despite advances with insulin, with daily testing a
big part of the problem still remains. In diabetes care it will be the changes in behaviour among
service users, not technological advance that will be critical in improving health outcomes. Similarly
with obesity, the limits of government power are clear. Denmark is about to scrap its ‘fat tax’
imposed on fatty foods because the tax has not worked and had the unintended effect of
encouraging Danes to shop in Germany. Reducing obesity is more likely to come from initiatives that
involve the citizen rather than telling them what they should eat.

4 Who are the social innovators?

Social innovators can come from all walks of life. No one sector owns social innovation. It takes place
in public, private and third sector organisations and sometimes within the household or even on the
street. Often the most fruitful sources of new ideas take place in collaborations across sectors and
these collaborations offer cities an opportunity to foster new partnerships involving different groups
in society. There is a clear additionality and added value as these types of collaborations do not
happen so readily without support. For cohesion policy there is also a fruitful zone of innovation
between levels of government where innovation takes place as a result of regions working with cities
and vice versa. Approaches such as corporate social responsibility open up the prospect of private
sector businesses acting in wider societal interests and not merely for enhanced profits.

It follows that social innovation is not the preserve of any particular group such as social
entrepreneurs or think tanks but that citizens, politicians, activists, professionals and organisations
make valuable contributions For a more comprehensive word cloud of contributors see figure 2.

15
http://ec.europa.eu/employment_social/equal/products/index_en.cfm
16
The LEADER method is used in the EU rural development programmes http://ec.europa.eu/agriculture/rurdev/index_en.htm

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Figure 2 Contributors to social innovation (source Geoff Mulgan)

Historically, many of the most important social innovations have happened as a result of random,
accidental or organic processes, where new ideas have emerged and have then been taken up by
politicians or institutions. A good example would be the creation of the Open University which built
on an idea from Michael Young for a ‘virtual university’ for people of all ages who would not need to
have the normal qualifications required to enter other traditional universities. The idea was picked
up by Shirley Williams, then UK Minister for Education. Now there are similar open universities in
other countries.

However, it is increasingly recognised that social innovation can be an organised process and that
careful programme and policy design will yield many more successful innovations that are both
scalable and make a difference at the societal level. This gives a core role for public sector actors at
city level as the enablers of social innovation.

Christian Bason, the director of Mindlab17, a Danish agency for social innovation operating within
government, has listed four ways in which the public sector role develops towards becoming an
enabler of social innovation18:

• A shift from random innovation to a conscious and systematic approach to public

sector renewal;
• A shift from managing human resources to building innovation capacity at all levels
of government;
• A shift from running tasks and projects to orchestrating processes of co-creation,
creating new solutions with people, not for them;
• And finally, a shift from administrating public organisations to courageously leading
innovation across and beyond the public sector.

17
http://www.mind-lab.dk/en
18
Christian Bason 2010 Public Sector Innovation Polity Press

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His vision is of the public sector actors becoming the organisers and orchestrators of social
innovation and perhaps of innovation in its widest sense. They would build capacity for innovation,
orchestrate processes of co creation and move from their current role of administering public
organisations to leading innovation in a wider sense across all sectors. Some elements of this shift
are already discernible. The delivery of public services paid for out of taxation is no longer the
preserve of the public sector by itself. Private contracts and increasingly social enterprises are
moving into this space. The award of the contract to manage the London Olympic aquatic centre
and multi-use arena to social enterprise GLL is a good example. GLL started off as a social enterprise
that took over the management of staff and failing sports facilities from Greenwich Borough Council
in London. Ten years on, the company provides an award winning service managing affordable
leisure facilities in fourteen London Boroughs and is expanding in other parts of the UK. Their focus
on user involvement has produced an improved customer experience and motivated staff.

One challenge for public authorities in social innovation will be to find new ways to make cities more
inclusive, more sustainable and smarter by bringing together the best of each sector. No sector can
do this by itself. In urban development the evidence is there for all to see. Private developments are
increasingly sterile, gated off from the rest of the city and provide dull bland living, retail and
evening environments that depend on the vibrancy of the rest of the city to succeed. Meanwhile
neither the public nor the third sector has the resources to provide mixed use living environments
that are vibrant and successful. In regeneration areas, there is a need for radically different live and
work areas that build on the potential of independent micro enterprise working that the internet has
enabled while offering social spaces (hubs, Coworking spaces) for collaborations. These new urban
forms could be a rich zone for ERDF – especially financed through the JESSICA financial instrument
which can facilitate public private partnerships.

This offers a potential role for cities and other local agencies to support local actors in creating more
innovative milieu.

Since the 1950s traditional public service thinking has situated services in the domain of the state.
The new thinking highlights the value of interactions between the state, the market, the household
and the grant economy. Figure 3 below illustrates that it is the connections between these sectors
that are often the richest areas for social innovation. For Local Authorities this means an extension
of classic partnership working towards a more long term deliberative approach. The potential of the
household is particularly important as it has been left out of most models of the economy and
society. It is the household which plays a key role in raising children, caring for the disabled and the
elderly.

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Figure 3: households, the state, the market and the grant economy all contribute (source Social Innovation exchange)

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Annex Practical examples of citizen led social innovation involving cities

Box 1 RENEW Lea view: Housing estate renewal coproduced with the citizens

Lea View House was one of the first coproduced housing schemes
in the UK and helped to invent the term ‘community architecture’. Starting in 1979 tenants groups
worked with the Mutual Aid Centre (now the Young Foundation) to build capacity and empower
tenants living in one of East London’s top ten worst estates. The Lea View House estate had opened
in 1939 with 300 units and been trumpeted as ‘heaven in Hackney’. It was one of three estates built
in adjacent streets to a nearly identical design (the others were Wigan House and Wrens Park
House). Forty years later the estate was in severe decline. The original tenants were leaving and
being replaced by young single parents and people who had no other choices in the housing system.
Vandalism, crime and anti-social behaviour were rife among the youth. The elderly people on the
estate were scared of going out. The housing department had given up doing repairs and white
streaks calcite marked the location of every dripping overflow pipe. Flats were damp inside, and
outside the litter was sometimes knee deep as people chucked rubbish out of windows. Dogs
roamed the estate and in parts the post man had stopped delivering.

Lea View was next in the list for decanting and tenants were hoping to negotiate a decent place
when it came to be their turn to leave. The Council had other ideas. Decanting was destabilising
neighbourhoods, using up all the good property and making the school system unworkable. Their
new idea was in situ modernisation in which most of the residents would stay on the estate.
Although initially unpopular, the concept of in situ was to be the saving of Lea View. A stream of
innovations followed this decision, many of them coming from the tenants themselves.

Trust was at a low ebb, but tenants started to negotiate with the Housing administration encouraged
by a community organiser who had started working with tenants in 1978. An early demand was the
right to choose whether to stay on the estate or move off. In Summer 1980 the Council appointed
external architects to prepare plans for the estate and asked them to consult with the tenants.
Some early mistakes were made when architects suggested that the drains might not need replacing
despite frequent upsurges, that flat roofs were as good as pitched, and that maybe five storey
buildings did not need lifts. The tenants responded by initiating a consultation ban, asking tenants
not to speak to architects. Some assurances about basics aspects of the renovations were granted
and a steering group was set up consisting of tenants, housing management, housing development,
architects, and the community project on the estate. This group was to meet at least once a month
throughout the eight years of building work. Soon after, the architects opened an office in a vacant
unit on the estate. Their office was smart and modern and began to show what the units could look
like after modernisation.

Architects and tenants began to share ideas and the first drawings were immediately popular. Some

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key changes were proposed which included turning the courtyards from over-crowded parking areas
into play grounds, creating 2 and 3 storey maisonettes for families with children on the ground floor
units and putting people without children on upper floors. Tenants wanted high standard insulation
and solar heated hot water. They wanted to be able to plan their own kitchens and decide their own
colour scheme. There were arguments as well - could eight staircases manage without lifts? Did
pensioners need external balconies? Many questions remained: would the hated stairwells be
controllable once the kids were living on the ground floor? Could the social problems of the estate
be fixed by a physical facelift? Should bedsits remain for single people?

Some of the dilemmas were never resolved satisfactorily, but unity finally broke out in response to
an external threat. Shortage of money was pushing the Council to move resources from the housing
estates to private street improvement. The whole estate mobilised to defend the modernisation
plan and succeeded in reversing the decision. A demonstration was held involving a march to the
town hall followed by a tense Council committee meeting. The tenants association itself went
through cathartic changes, mistakes were made but 25 years after the last flats were completed the
estate looks better than its contemporaries and no longer makes the top 10.

Renew Lea view broke the mould in estate modernisations in London. There were many social
innovations. For the first time tenants had been treated as if they were the clients. Architects and
housing officials stopped making decisions on behalf of tenants and asked them instead.
Participation techniques were used including models and surveys. The steering group was at the
centre of decision making. It was one of the first estates to have community organisers to help the
tenants present their case.
In 2005 Prince Charles visited the estate to celebrate the advancing of works.

Using an International Competition to raise Naples19

In early 2011 the Euclid Network launched its second international social innovation competition –
Naples 2.0 –, this time with a completely new focus. The idea of the competition was not to reward
existing initiatives but use social innovation as a tool that can be applied to concrete problems in
Naples, one of the most challenging city environments of Europe. The competition aimed to move
forward and see how people can use their creative potential to come up with innovative and
sustainable ideas to bring about social change.

Together with their partners UniCredit Foundation and Project Ahead, Euclid has been exploring
particular challenges in Naples where state and market had little success in solving them. They
ranged from the use of public assets, to unsustainable business models of civil society organisations,
to new methodologies for social problems, as for example the integration of Roma. The challenges
were concrete but there was no prescription of how to solve the challenge. This led to a very
diversified portfolio of solutions, from ‘Scamping’ – Camping with the Roma in Scampia (a very
deprived district of Naples) to sustainable tourism in a confiscated Camorra building.
Much has already been written about the power of competitions to attract the unusual suspects,
bringing forward innovative and new ideas and a good article has already been published on this

19
http://www.socialinnovationeurope.eu/node/2773

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blog “Competitions as a Platform for Social Innovation”. Euclid stresses the importance of constant
communication with local partners, winners and organisers. Only by following the slogan ‘small
money, big support’ can they ensure that the ideas will be implemented successfully.

Family by Family: A service Innovation using rapid prototyping

Some approaches to service innovation and development have taken a product or industrial design
approach similar to rapid prototyping technique of technological innovation. The Australian Centre
for Social Innovation (TACSI) brought together an interdisciplinary team of social worker,
anthropologist and designer to work with clients on developing a new peer-to-peer supportive
model for improving family life and reducing the number of crises presented by vulnerable families.
Family by Family works to create and measure four kinds of change with and for seeking and sharing
families:
• A change in family goals
• A change in family attitudes
• A change in family behaviours
• An increase in the number and quality of social connections
Whereas most social work operates on a deficit model and intervenes at times of crisis, Family by
Family tries to build on assets and potential and intervenes at non crisis moments.
The multi-disciplinary team worked with families to test and design the approach in a genuine
coproduction. Their approach was to design a prototype and then test it with individual or groups of
families.
Along the way they tested sixty different approaches to how the service could be delivered. A
detailed account is available which documents the methodology used to pilot and test the
approach.20

Stuck families: Families that are stuck live in constant stress. Things are consistently tough: the kids’
behaviour is consistently bad; money is consistently tight; relationships are consistently strained.
They have no space to think about the future. One event could be the tipping point for contact with
Child protection or another crisis service. Yet on a day-to-day basis things aren’t ‘bad enough’ to be
eligible for support. These families are often turned away from services for not meeting eligibility
criteria, or find themselves below the radar of services. Families that are stuck see Family by
Family as an opportunity to break out of the daily grind and do something different. The
opportunity to connect, exchange and learn from a family that has been in their shoes is both
motivating and comforting. Choosing the family they connect with allows them to feel in control
and empowered to move forwards.

Families in and out of crisis: these families live through lots of ups and downs. Day to day living is
volatile: from violent relationships to addictions to child removal and reunification. These families
are involved with crisis services, and often have multiple caseworkers. Whilst they have lots of
service contact, these families have few good people to turn to - their informal networks have
brought more bad than good. Although they want to ‘get rid of services’ they have few alternatives.
Their focus is on day-to-day survival. A different future seems unattainable. Families that are in and
out of crisis are attracted to Family by Family because it gives them the opportunity to connect with
a non-professional. The support comes from someone like them who is interested in their story and
will help them change the things they want to change without judgment.

Families moving on after crisis. These families have. They are starting over after a major trauma or

20
http://www.familybyfamily.org.au/files/FbyF_article.pdf

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life event - be it leaving a violent partner, having children removed, or recovering from addiction.
These families have had service contact in the past, but now that the acute crisis has passed,
have found their case closed. Yet they often remain isolated without the resources to move
forwards.

More information at http://familybyfamily.org.au/development/

Box 2 Berlin: the Socially Integrative City Programme

Among the many national programmes for urban regeneration at neighbourhood level, the
examples of the Socially Integrative City Programme (SIC) is widely regarded as one of the most
advanced area-based policies in Europe. Although it proposed a unified approach, the SIC
programme has been differently moulded by the Federal states/regions and cities. Against this
background, Berlin represents an exceptional example of good practice in the sense that it further
refined and extended the original ideas: after the first phase of SIC evaluation, Berlin was able to
launch some improvements to the programme enhancing public participation in financial assets
management. This was possibly because of unique factors in the city such as the close cooperation
among Federal State and Municipal administration (Berlin enjoys the status of State/Land and
City/Stadt in the same geographic area), the open and supportive dialogue among local
administrations and engaged academic research in public debates21, and the strong and lively
tradition of civic activism in the city.

Despite differences among neighbourhoods, the limits and controversies of individual practices, for
the very first time through the SIC it was possible to decentralize decision making processes,
granting responsibilities for small scale projects to residents living in deprived urban areas, selected
and prioritized by the Senate of Berlin. In each area, the SIC created a distinctive para-institutional
structure which is known as Quartier Management (QM). Each QM team has five types of

21
the work of research centres as DIFU and in particular the academic work of Prof. Hausserman

14
Neighbourhood Funds, covering different areas of investments and relying on decision making
through the direct involvement of residents. The QM teams provide a platform for networking and
interaction to a number of groups and actors to debate and identify local needs and values in order
to find local answers. Empowerment of citizens is an expected result of the programme, whose long
term solidity set the basis for stabilizing the positive effects. All in all the SIC is a complex and
comprehensive community led development scheme bringing together the aspects of local
participation, integration both in terms of policies, human and financial resources and the
identification of a limited spatial focus for interventions.

The Körnerkiez neighbourhood is an example of activities practically undertaken under the SIC
framework: it is examined as case study because it is located in Neukölln district -in the south area of
Berlin- where currently more efforts of the SIC in Berlin are concentrated. The Neukölln district from
being at the border of the city and the Berlin Wall and at the periphery of public discourse, it
became in the last 10 years the new hot area for property investment in Berlin. According to the
social monitoring, this district holds the poorest neighbourhoods in the city. However, it is also
known for alternative cultural events bars and trendy shops opening in what was once a no-go area
for investments. Rents are increasing all over the city of Berlin but although rents in Neukölln are
still reasonable and affordable to many, they are booming in the last few years. These changes due
to market development forces imposing a new regime of investment threaten the rights of the older
inhabitants and the most vulnerable groups, which need to be voiced more strongly. This case study
also poses the question of how much local integrated and participative policies and community
based constituencies can affect the overall future development of such deprived urban areas
avoiding the pressures for gentrification.

22
Box 3 Duisburg “Socially Integrative City” programme: Supporting neighbourhood renewal

The government of North Rhine Westphalia has been developing integrated policies to support 80
neighbourhood regeneration programmes in cities within its state23 since 1999. ‘The prerequisite for
urban development funding is adequate conceptual and planning preparation of the overall scheme.
The comprehensive development, reorganisation or upgrading of the area is to be presented in an
Integrated Local Action Plan.’ The approach works in a decentralised devolved way in which each
level has its tasks.

• The neighbourhood is where the implementation of Integrated Local Action Plans takes
place
• 55 Municipalities are responsible for the preparation and implementation of the LAP, for
applying for funding and for ensuring the linkage of the neighbourhood plan with the needs
of the city as a whole.
• The district governments (regional administration units of the federal state level of NRW)
advise the municipalities on funding matters and authorise payments.
• The federal state ministry for urban development arranges and controls the programme and
commissions evaluations.

22
A full account in English of the NRW approach to socially integrative cities (NRW 2010) can be seen at
http://urbact.eu/fileadmin/Projects/Reg_Gov/outputs_media/Handbook_Sustainment.pdf
23
http://www.soziale-stadt.nrw.de/programmhintergrund/

15
 • The EU level provides funding through the ESF and ERDF operational programmes.

In addition there are private housing and retail companies involved as well as foundations, welfare
organisations and other stakeholders.

Funding comes out of the EU funded Competitiveness programme for 2007-13 under a specific
priority for sustainable urban and regional development, from federal government and federal state
budgets and from the municipalities.

In nearly all neighbourhoods, an integrated neighbourhood management team has been set up.
Some of these are managed as a branch office of the municipality; others are managed by external
experts or local organisations which are the result of local initiatives.

The neighbourhood management offices work on a wide range of tasks. These include:

Stimulating networking, Promoting a changed image of the neighbourhood, Supporting bargaining

processes, setting up communication structures, controlling physical development in the
neighbourhoods, Informing the population and administration, Moderating dialogues, activating
residents, Organising offers of cultural activities, Promoting the local economy, Forming the link
between the neighbourhood and city and other levels of decision-making, setting up supporting
structures and developing projects.

Photo 1 Local stakeholders discussing a micro project in Duisburg

The neighbourhoods work with a wide range of horizontal stakeholders but the strongest emphasis
is on citizen participation which is described as being a ‘red thread’. Their approach is to build up
from small things that relate to everyday life so that bigger challenges and task can be undertaken.
There is a strong commitment to dialogue, understanding different perspectives and finding tailor
made solutions with a high level of acceptance.

A disposition fund (form of participative budgeting) which is endowed with up to €5 euros per
inhabitant is deployed to finance small-scale projects decided by a local citizens’ body. These funds
are used for small projects that have immediate impact such as neighbourhood parties, tree-planting
in a school yard, outings for children of parents who cannot normally afford outings. The idea is to

16
promote an integrative effect and a positive image, improve the housing environment and show the
positive effects of living together.

To promote learning and the exchange of ideas a network of municipalities involved in the
neighbourhood renewal programme meets on a regular basis with support from the State
Government of NRW.

The City of Duisburg was the lead partner of the URBACT exchange and learning network REGGOV24.
In this network the city has worked with eight other cities to explore the question of vertical
integration of policy actors. One success was that the municipality of Kobanya,– a district of
Budapest, was the first city in Hungary to have its integrated action plan for neighbourhoods
accepted by the Managing Authority for ERDF for funding.

Box 4 Integrated action plan for an isolated estate in Pongrac housing estate of Kobanya Hungary

The Pongrac housing estate in Kobyanya, a municipality in Greater Budapest illustrates how social
innovations can travel across Europe. The city worked in partnership with the city of Duisburg and
seven other cities in the URBACT REGGOV network. The Kobanya plan represents a comprehensive
approach to addressing the problems of the neighbourhood and is noteworthy for the attention
devoted to soft programme elements that go alongside the physical regeneration of the area. The
strong participation of local people has influenced the content of the plan and made it more relevant
to local needs. This integrated and participative approach is rare in Hungary and Kobanya’s approach
represents an important innovation that has gained from participation in the REGGOV URBACT
network.

The Pongrac housing estate is an isolated area of Kobanya, surrounded by non-residential areas: in
the south and the east, a railway line and a busy road, in the north a tram line and another busy
road, in the west a gasworks site surround the housing estate. It is an enclosed area within the urban
fabric of Kobanya, which defines both its problems and potentials. There are 20 condominium
buildings with 1700 people living there. Only a small percentage of the flats are owned by the
municipality, the rest are owned by private owners. The Local Support Group has a wide range of
stakeholders including the municipality and municipal companies, local schools, police, childcare,
social services, and local entrepreneurs

The Strategy aims to eliminate the causes that lead to the segregation of the area, making the
Pongrac housing estate a better place to live. Specifically it involves actions across a range of
objectives focusing on maintenance, community safety, community facilities and attracting new
shops and services. They also aim to integrate the deprived and excluded people and build

24
http://urbact.eu/en/projects/disadvantaged-neighbourhoods/reg-gov/homepage/

17
community spirit.

Actions are focused on

• Strengthening the residential function of the neighbourhood, renovation of the housing

stock including roofs, corridors etc.
• Strengthening the urban function of the neighbourhood, revitalization of the public realm
through improving streets and parking; Traffic calming with street signs and speed bumps;
New streetlights and security cameras to make people feel safe; Renovation playground for
small kids; Creating a new football ground; Creating small gardens and open spaces between
the houses; Creating a new public agora for outdoor leisure and other community-building
activities.
• Strengthening the economic and public service functions of the neighbourhood, renovation
and renewal of social welfare and cultural facilities such as kindergartens and day care
centres and cultural centres
• Community programmes, trainings, events

Kobanya shows that techniques can be copied across Europe with some success and can speed up
the learning and implementation process.

Box 5: Denokinn a new type of agency in the Basque Country

Denokinn is the Basque Centre for Social Innovation, Entrepreneurship and New
Business Development. It is a non-profit initiative promoted by local authorities of the Basque region
in collaboration with private entities and academic institutions. Denokinn aims to identify emerging
social tendencies in order to generate new enterprise and service opportunities. Denokinn
trains vulnerable and disadvantaged groups to lead the new initiatives.

Denokinn is committed to expand a culture of social innovation, oriented to identify and

support emergent social design processes and impact local communities. Denokinn is a founding
member of Social Innovation eXchange, an official sponsor of the Media Lab at the Massachusetts
Institute ofTechnology and an active member of EUCLID Network (EuropeanThird Sector Leaders).

DenokInn promotes a comprehensive approach towards innovation in order to identify and promote
new social enterprises and services in existing private firms and/or within the public sector.
Currently, Denokinn is promoting the first European Social Innovation Park (Si Park) and Hiriko
(www.hiriko.com) an urban mobility disruptive innovation project.

DenokInn is structured in 4 innovation laboratories, Innovalab, FabLab, FormaLab and Applab:

1. Innovalab (involved in Smart Cities) is the laboratory for creativity within DenokInn.
Innovalab works with private firms, local authorites and third sector organizations
identifying emerging tendencies. This laboratory is currently based in Barakaldo(Biscay) but
in 2012 will be located within a sea boat in the Great Port of Bilbao. Innovalab is the first
Spanish Laboratory integrated in the European Network of Living Labs.

18
 Innovalab conceptualizes the projects before they are fabricated in the FabLab.
2. A Fab Lab (fabrication laboratory) is a small-scale workshop with an array of computer
controlled tools that cover several different length scales and various materials, with the aim
to make "almost anything". The fab lab program was started in the Media Lab at MIT, a
collaboration between the Grassroots Invention Group and the Center for Bits and Atoms
(CBA) at the Massachusetts Institute of Technology.
3. An important function of DenokInn is training individual in the processes of
integratedinnovation, training professionals who have the aptitude, attitude and tools to
create new products and services. Forma LAB overcomes the existing gap between advanced
technologies and formative contents. Innovative approaches generated in the scientific and
technologic fields evolve at a much faster speed than educational programs. DenokInn
develops methods and tools to rapidly interact with the newgenerated knowledge. In this
field, DenokInn has hosted the first pathfinder workshop of the Global Innovation Academy.
4. The final objective of DenokInn´s four-lab infrastructure brings to the foreground the
opportunities which it detects. In the AppLab new business models are designed and role-
played which give practice to maximum efficiency in each of the new entrepreneurships.
Overall DenokInn transforms ideas into business and services and the AppLab impacts new
models for commercialization.

The Social Innovation Park

The Social Innovation Park (SI Park) is a major project for DenokInn. It is a new European
infrastructure aiming to identify and launch new solutions to emerging social needs. At this pilot
phase, SI Park will offer a full innovation journey applied to employment promotion for vulnerable
and disadvantaged groups, tele assistance and palliative care. The ultimate goal of SI Park is to
design and implement new methodologies for approaching future challenges innovatively.

SI Park will offer the following services: (1) the Creativity Laboratory, (2) the Social Innovation
Academy, (3) the Generator of Social Enterprises and (4) the Social Angels Business Club.

The first initiative of the pilot project is to launch a laboratory for managing emerging social needs
more efficiently applying user-centered methodologies. G-Lab (Gizartea means Society in Basque
language) will evaluate current social services provided by the public administration and private
entities in order to design and implement innovative solutions. New niches identified by the G-lab
will be shared with European entrepreneurs in order to explore the possibility of launching new
social enterprises. This pilot project will design ad hoc training on social innovation. The new
innovation entrepreneurs will be trained, mentored, and evaluated by SI Park International
Consortium, incorporating the know-how present in this privileged social environment. SI Park will
launch a new social enterprise generator. Local institution will allow social income receptors to test
new entrepreneurial initiatives without losing their benefits.

19
Baseline Study – State of the Art

Cities and
non cities
profiles
 Coimbra City Profile October
Smart Cities 2012

Coimbra has a problem with its historic urban core which has a dark side not captured by photos of the ‘good days. The
centre has lost out to new commercial shopping centres and other forms of centripetal relocation. In its wake the
abandoned spaces are used by the homeless while occupied houses have outdated facilities. They seek to change this by
creating a “think and do tank” involving citizens, the Municipality, the University, the third sector (IPSS), contractors
associations and “actors” from diverse Creative Industries in order to boost civic participation in processes of urban and
social rehabilitation. They want to change the way that citizens view public space from being nobody’s place to
everybody’s place.

City data
City Coimbra
Region Beira Litoral - Center Region

Member State Portugal

Geographic size 319,40 Km2
Population of the city 143 396 inhabitants (2011)
Cohesion Policy Objective: Convergence
Operational programmes and Agenda for Territorial Enhancement:
key priorities/measures - Thematic Operational Plan of Valorization of the Center / Plano Temático Operacional
de Valorização do Centro-QREN
- More Center / Mais Centro
Other:
Culture Programme 2007-2013
Transfrontier Cooperation Spain-Portugal Programme
Human Potential Thematic Operational Programme
Plan to promote efficiency in electricity consumption
URBACT II
Compet Operational Programme
Operational Programme : 'Centro'
Managing authorities for ERDF Regional Coordination and Development Commission / Comissão de Coordenação
and ESF Regional do Centro (CCDRC)
More Center, POVT (regional and national level)
DGE, IFDR; COMPETE (national level)
Programa Operacional Regional do Centro (MAIS CENTRO)
Comissão de Coordenação e Desenvolvimento Regional do Centro
Rua Bernardim Ribeiro, 80
P-3000-069 Coimbra
Manager of the Operational Programme
Alfredo Rodrigo, Marcas
Tel.: +351 239 400 198/9
Fax.: +351 239 400 115
E-mail.: presidente@ccdrc.pt
Web: Mais Centro
Key Contact person Fernando Zeferino Ferreira email: zeferino@cm-coimbra.pt

Social Innovation
Stories
Previous experience in The story of the project Results of social innovation
social innovation

Example 1: The aim was to create conditions for access to With this project we were able to improve the
employment for the Roma community, professional competencies and educational
Coimbra cidade de
through the provision of vocational training. level of the Roma community
todos (Coimbra city of
all) – EQUAL

Example 2: Using industrial waste from closed factories, The atypical form with which they addressed
Projeto “Levantados do specifically dishes that were in their raw the issues of unemployment, hunger and
Chão”/ Project ‘ Raised state, they have been endowed with artistic economic insecurity and emotional, aroused
from the ground’ value to be painted with black slate. We the curiosity of the wider community.
performed an artistic installation with 365 Furthermore the installation was designed
dishes shaped maze in which people and to and implemented based on a horizontal
travel the maze could be confronted with the hierarchy, which was open to all actors
witnesses' written in chalk on the plate, for (institutions, town hall, community users)
people facing social exclusion. participated in an equitable and active.

Given the somewhat more informal and

In a technocratic society where specializations
based on a power relationship of institutions
are stronger, endangering a transversal view,
to its users, the participation by them was
it is essential to look for a new framework.
very high and constant over the duration of
We must try to work with new forms of
the project (about 4 months)
intervention and it is therefore necessary to
On the other hand, people in a situation of
break some paradigms that no longer take
social exclusion traditionally put themselves
place in a new social and economic reality.
in a position of submission and dependence
so great distance themselves from the idea
that the solution to the problem may be in
themselves. So to actively participate and be
invited to think about the project and feel
that this is a project that belongs to them
alters your posture up seeing themselves as
agents of change and discovering new skills.
It was interesting to note that the level of
self-esteem and care for the image was visible
in some people a great evolution.
There was also a close proximity between the
community and the people themselves who
are regularly excluded by the community.

Public presentation of first actions on the

22th of Sept

Example 3: Aims to intervene in situations of social The project is currently ongoing

Plano Municipal de exclusion whose main actors are the very
Cidadania contra a people facing social exclusion and whose
Violência (Local Plan of instruments are urban art and social design.
Citizenship against
violence) It is intended that a single action / initiative
will promote gains for various institutional and
non-institutional actors, including people
experiencing social exclusion, trade, tourism
and the community in general.
Given the planned interventions that will
 improve aesthetically urban reality in the
Arte urbana e design historic city and how these will be unleashed,
social (Social design and seeks to promote inter-personal relationships
Urban art) more satisfying, as well as an affective
approach people who inhabit the space.

To induce positive feelings, such as welfare,

surprise and sense of security is another
project objective.

It should be noted that the constraints felt in

the historic district were taken into account by
various agents (traders, residents,
professionals, people socially excluded me)
taking the sum of several testimonies resulted
in an intervention plan.
This holistic approach is essential so that the
measures are close as possible to the reality of
each but that they meet at the same time, the
needs of all concerned.

Example 4: Funded by Programa Escolhas 4th Generation, Relevant data at June 2012
Project TRAMPOLIM The Project TRAMPOLIM intended primarily - 349 participants (114 recipients / children
(Project SPRINGBOARD) to children, youth and their families, residents and youth from 6 to 24 years + 235
– Programa ESCOLHAS of Rose and Ingote neighbourhoods, Coimbra. beneficiaries);
- 2667 Workshops with attendance;
The aim is to promote social inclusion through - 32 inserts formation (13), employment (10)
occupation in healthy leisure, responding to and RVCC (9);
the needs, motivations and interests of our - 6 certifications Tic Office and Digital
community. Literacy;
- 0 School drop-outs and absenteeism in two
In workshops, activities or through the EB1 Ingote;
Services, we create conditions for the - 86.4% Success in School recipients /
enhancement of personal, academic, social beneficiaries who attend school;
and professional, looking to improve the - 28 Recipients / beneficiaries volunteers
quality of life of citizens, contribute to participating in 3 actions promoted by the
equality of opportunity and building a more Project;
just social identity and positive for all. - 3 Assessment Reports produced and
analyzed by the evaluation team with central
For an effective and concerted work level assessment Good (+75%);
contributes greatly based on network - 1 Pedagogical Resource (Heart in Mouth)
operation Consortium: Municipality of built and boosted with recipients and
Coimbra (the promoter); Diocesan Caritas of beneficiaries;
Coimbra (the fund manager); The Teatrão - Integration and Monitoring of Community
(Theater group) ; Group of Schools of facilitator, community youth citizen.
Pedrulha neighborhood; Cooperative
Mandacaru; CEARTE; Inovinter.

Example 5: Relevance of the Project ... Participation on the dynamic process of urban
Hortas Urbanas Sociais • Chaotic and irregular small urban agriculture ...
do Ingote (Social Urban agricultural plots on municipality grounds; PARTICIPATION IN SOCIAL INITIATIVES OF
Agriculture in Ingote • Presence of a large number of residents in ANIMATION:
Neighborhood, Municipal Neighborhoods who loves the • Exchange with other farmers,
Coimbra) practice of agriculture; • Public presentation of the Project Social
• Need to qualify urban space of Municipal Urban Agriculture;
Neighborhoods. • Collaboration in the regular activities of the
“Trampolim” Project and School of EB1
Ingote, especially with actions of
environmental education of children and
adolescents of the community.
Project Objectives ... Participation in the International Seminar
• Reinforce the family budget and minimizing "Urban Agriculture, Environment and Society"
poverty. This action was aimed at creating a network
• Promotion of food security and for the Institutional promotion of urban
environmental education. agriculture, with some entities who have
• Social cohesion. regular contacts with international networks
• Rehabilitation of urban spaces. (IFSN - International Food Security Network
and RUAF - Resource Centres on Urban
Design of Urban Agriculture plots ... Agriculture and Food Security),
In 2004 a Protocol was signed between the including :
Municipality of Coimbra, Coimbra School of • CMC
Agriculture: • UC (Department of Botany FCTUC)
PARTNERSHIP: • ACT (Association for Cooperation and
• Construction of urban agriculture in vacant Development)
land; • Agricultural Cooperative Coimbra
• Technical monitoring on the ground.
• Construction of Infrastructure, irrigation
systems, drainage systems and rainwater
POSITIVES:
irrigation, design of the stands, fences,
• Rehabilitation of urban space.
building accessibility.
• Reinforcing the family budget.
• There are 25 plots of approximately 150 m2,
• Promotion of food security.
divided into three sections.
• Reinforcing local networks of solidarity and
• Each plot includes a composter, a
social integration of community members.
storeroom, a container for collecting
• Occupation of day time;
rainwater and water intake.
• Environmental Education.
Allocation of urban agriculture plots ...
The future ...
• Social and economic criteria, including per
• Allocation of land for the creation of 4 new
capita income of the household, favoring
cores of urban agriculture in the city of
former farmers and older individuals.
Coimbra: Alto de S. Miguel, S. Martinho do
• Communication of the rules of use of plots.
Bispo, Vale das Flores and Portela.
• Celebration of the lending contract (plot)
• Perspective is also the possibility of
and rent (revenue).
application of this project to external
financing.
Beneficiaries of urban agriculture plots ...
• Involvement of the city of Coimbra in the
• Residents on Ingote Neighborhood,
promotion and enhancement of urban
including: retired, long-term unemployed,
agriculture by, for example, the development
with weak social support and single parent
of effective partnership network and allowing
families or extended.
the enjoyment of more clean and well
• 11 plots are run by women.
organized public spaces.
• 1 plot for a youth project (Trampolim
Project) in partnership with the School of EB1
Ingote.

OBLIGATIONS:
• Practice a sustainable farming.
• Maintenance of the field clean and care and
access and circulation areas.
• Not owning animals.
• Do not erect any type of building or other
construction.
COMPLY WITH THE RULES OF LAND USE
• Frequency of an action field training on
sustainable farming.
• Regular Technical monitoring in locco to
answer questions and resolve potential issues
(CMC, ESAC).
The municipality an its
capacity
Which services does the Social housing, social services, youth services, education, sports, town and land use planning,
municipality run itself water supply and waste water (sewage) [shared with Águas do Mondego], waste collection
(geographic shared with ERSUC), public transports, tourism, economic development, local
finance, historical centre management, public space management (roads, gardens, etc), city’s
marketing and communication.
Which services are run Tourism – Regional Tourism Office / Turismo Centro de Portugal
through inter Water supply – Águas do Mondego (Ansião, Arganil, Coimbra, Condeixa, Góis, Lousã, Mira,
municipal associations Miranda do Corvo, Penacova, Penela e Vila Nova de Poiares)
(i.e. at higher levels
Waste water – Águas do Mondego (Ansião, Arganil, Coimbra, Condeixa, Góis, Leiria, Lousã,
than the individual
Mealhada, Mira, Miranda do Corvo, Penacova, Penela e Vila Nova de Poiares)
municipality)
Waste disposal – ERSUC - Resíduos Sólidos do Centro (Águeda, Albergaria-a-Velha, Alvaiázere,
Anadia, Ansião, Arganil, Arouca, Aveiro, Cantanhede, Castanheira de Pêra, Coimbra, Condeixa-
a-Nova, Estarreja, Figueira da Foz, Figueiró dos Vinhos, Góis, Ílhavo, Lousã, Mealhada, Mira,
Miranda do Corvo, Montemor-o-Velho, Murtosa, Oliveira de Azeméis, Oliveira do Bairro, Ovar,
Pampilhosa da Serra, Pedrógão Grande, Penacova, Penela, S. João da Madeira, Sever do
Vouga, Soure, Vagos, Vale de Cambra e Vila Nova de Poiares)
NB – Coimbra is also partner of Intermunicipal Community of Baixo (lower) Mondego [River]
(with Cantanhede, Condeixa-a-Nova, Figueira da Foz, Mealhada, Mira, Montemor-o-Velho,
Mortágua, Penacova and Soure)
Services at Regional Employment and social security services; healthcare services; high-school education services,
government or industrial permits
province level NB – There isn’t regional level of government
Taxation What proportion of the budget is raised out of local property taxes on residents and
businesses?
(not provided in time)
Other revenues Building permit and land use taxes and from other local services provided.

Expenditure Budget for the year 2012 – 138,246.982 euros

Money from central The transfer (EC/ECB/IMF intervention) aims to balance global Municipal Finance.
government However in the last year (2011) showed only about 17.6% of total revenue.

Partnerships Usual by Direct representation, and by indirect representation (in some cases or projects)

The policy context Regional Plan, EU programmes (at national level) and Municipal Strategic Plan and other plans
of territorial management (at municipal level)

Management Mayor, Deputy Mayor + 9 Councillors. 2 majors departments (1- municipality management:
human and finance resources and other support activities; 2- Land use management, public
technical infrastructures and environment issues) + Depts (4) of Housing, Social action, Sport
and Leisure and Culture. Plus Law issues Dept, Fire Brigade, Municipal Police and ‘specialised
support units’, ie accounting, etc.
NB – The city representatives have ‘areas of coordination’.
Research studies and Local Housing Plan, Strategic plans (city and downtown areas), UNESCO Heritage application,
consultancy report sector studies or and specialised studies (building conservation, economic activities,
demographics, etc.)
Previous ERDF and ESF INTERREG III C
funding INTERREG III B
INTERREG IV C
Culture 2007-2013
 LIFE
Youth in Action
FP7 – Civitas Plus
Conselho da Europa/European Council
Cooperation Programme between Spain and Portugal
Strong and weak Model of city management
points of the city Public participation in important decisions for the city
administration
Effective Strategic planning and Hierarchy of priorities

THE CHALLENGE
Main challenges the 1- Lack of ‘importance’ at national and regional level.
city faces 2- City Centre ‘obsolescence’
3- Attracting new industries and activities
4-
In downtown Coimbra – “Baixinha” there are:

- Vacant and degraded houses - insignificant expression of the rehabilitation of

this area
- Low house rents - due to lack of investment in rehabilitation
- Many businesses (stores, etc.) closed or closing - connection with the
rehabilitation of buildings
- Social tensions / Social insecurity (induced by newspapers agenda’s)
- Growth of elderly, poverty situations, loneliness, unemployment
- Social exclusion
- Homeless people
- Low Income people (older people, emigrants from Central and Eastern Europe,
drug addicted people, etc.) -
- Consumption and drug trafficking
- Urban ‘problematic’ social equipments (for drug addicts, prostitutes, etc.)
without supervision or control
- Lack of leisure urban areas and equipments (and sports, babysitting), among
others)
- Lack of citizen attraction
- lack of employability

Challenges for using a At the Downtown of Coimbra – “Baixinha” we need:

social innovation - Urban and social rehabilitation to contribute to increase the capacity of promote
method coexistence, mixture and proximity of different social classes, urban functions, activities and
cultures.
How do you envisage Create an urban / neighbourhood planning, design, and action “Think-and-do Tank” that
working on a solution? emphasizes civic engagement, open governance, and trans-disciplinary collaboration as
mechanisms for creating better communities and better city.

We want to work towards reducing the distance between the focus of institutions and the
needs of diverse social groups

Municipality and University technicians, together whit residents, traders, social groups, the
various associations and ultimately the users will be the "experts of the process". These
agents are naturally identified at various levels and for various reasons with the intervention
zone.

Start small interventions within the level of social design and urban art that encourage and
promote the involvement of people, to a later stage investing in derelict houses, as an
example.
City to city exchanges Yes
Beyond the partner cities, also London, Berlin, Viena
Techniques of social one x for possibly, two xx for
innovation probably three xxx for
definitely
Coproduction working with end-users of service to redesign the service (e.g. xxx
with elderly for elderly services)
Specialist knowledge Working with external consultants and universities or research xxx
centres
Ideas from other cities Visiting cities that are established leaders in the field, learning xx
from how they operate and adapting their technique to your
city
Working across sectors Working with social economy, social enterprise organisations x
or with the private sector to create new solutions
Crowd sourcing working through the internet to get knowledge from the crowd xx
Competitions using public competitions to solve problems xx
Public procurement, using your ability through purchasing to drive innovation x

Monitoring and
evaluation
Beyond Annual Analysis Reports, Direct contact with population and media news

The municipality has a set of indicators available in the management report

The municipality has a set of indicators available in the management report

Management of the
Coimbra LSG

Coordinator Fernando Zeferino Ferreira (provisional)

Method of work Meetings and other models of work and interaction still to design
The municipal team met twice on the 6th of July and again on the 3rd of October. In addition
Organisation and
activities of ULSG to the four elements from the project municipal team (Project Coordinator, Housing
Department Office for the Historic Centre and Office of Social Development and Family) the
leaders of these Offices also participated in these meetings.
At the 6th of July meeting the work and the outputs from the kick off meeting in June were
analyzed. The meeting defined the thematic area as well as the area of the city to be covered.
A brainstorming session on future partners to invite to ULSG was held. The list of the ULSG for
Coimbra was concluded in the meeting of the 3rd of October, after the approval by Coimbra’s
Mayor. During this second meeting, a plan for the collection of important information
(technical studies, urban planning, GIS and others) for the initial work of the ULSG in the
Implementation phase was drawn up.
The first ULSG meeting took place on the 25th of October and was chaired by Coimbra’s
Mayor. During this meeting a presentation of the URBACT Programme and the Smart Cities
Project was made. Following the presentation of a proposal for LAP’s area of intervention
there was time to debate and to collect the opinions and suggestions of the participants.
It is possible that during the Implementation Phase, more partners, for example from the
University will be added to the ULSG. We will also consider setting up sub groups of the ULSG
Fernando Zeferino Ferreira (Municipality of Coimbra – Project Coordinator and interim ULSG
Participation to national
capacity-building Local coordinator), João Paulo Craveiro – CoimbraViva, SRU (CoimbraAlive, Urban
scheme Regeneration Company) and one of the senior technical staff of the Municipality of Coimbra
from the ULSG core group.

Cooperation with Programa Operacional Regional do Centro (MAIS CENTRO)

managing authority
Comissão de Coordenação e Desenvolvimento Regional do Centro
Rua Bernardim Ribeiro, 80
P-3000-069 Coimbra
Manager of the Operational Programme
Alfredo Rodrigo, Marcas
Tel.: +351 239 400 198/9
Fax.: +351 239 400 115
E-mail.: presidente@ccdrc.pt
Web: Mais Centro
Operational Programme : 'Centro'

Project Budget for See budget tables

External Expertise
Table 1: ULSG for Coimbra
Names and organisation of Stakeholders Connection to the problem in question experience and knowledge do they bring to the problem sector

Nuno Morais – Housing Department The municipal Housing Dept. has a regular intervention in the Inherent, associated with the Municipality’s duties pub
(Municipality of Coimbra) geographical area of the Downtown (Baixa) of Coimbra related and activities.
with housing and intercultural problems.
Magda Lucas - Office for the Historic Centre The Office conducts building and urban rehabilitation studies Inherent, associated with the Municipality’s duties pub
(Municipality of Coimbra) and activities in part of the geographical area. and activities.
Joana Nogueira – Office of Social The municipal Office deals with all the social problems of the Inherent, associated with the Municipality’s duties Pub
Development and Family (Municipality of ‘Baixa’, (social exclusion and inclusion actions, intercultural and activities.
Coimbra) activities, etc.).
João Paulo Craveiro – CoimbraViva, SRU Local company for urban regeneration of the Downtown of Legal, practical and specific powers, duties and Pub
(CoimbraAlive, Urban Regeneration Coimbra. Municipality and State owned. Is conducting all activities in the Baixa.
Company) studies, projects and activities of urban regeneration.

Carlos Matias Lopes – Parish Council of Elected representative of one of the 3 local authorities of the Administrative authority, with legal powers and Pub
Almedina Downtown of Coimbra duties.
Isabel Campante – Agency for the Is similar to a Downtown Association or an ATCM (is an Associates retailers, coffe shops and other types Cs
Promotion of Downtown of Coimbra association of ‘retailers’ of Baixa of Coimbra) of commercial activities.
Olga Fernandes – INTEGRAR (NGO – Private NGO with strong social inclusion activities in the Baixa (young NGO with strong social inclusion activities in the Cs
Social Solidarity Institution) people, homeless, drug addicts, roma people, etc.). Manages Baixa (young people, homeless, drug addicts,
social facilites. roma people, etc). Manages social facilites.
Manuela Lopes - Caritas Coimbra (NGO) NGO with strong social inclusion activities in the Baixa NGO with strong social inclusion activities in the Cs
(homeless, drug addicts, prostitutes, etc.). Manages social Baixa. Manages social facilites.
facilities.
Miguel Matias – BE Coimbra (Lodgment, New uses of buildings. Innovative/‘trendy’ commercial and Music and cultural events. Manages 4Hostels, 1 Pri
food, arts and music company) cultural activities in Baixa of Coimbra. Cultural and entertainment center, 2 bars and
brunch gourmet shops
Ricardo Pinto - ArteÀParte (Theatre, music Cultural and entertainment equipment/facility near the main Manages a coffe-bar with an intense cultural Pri
and street cultural events association) street of the Downtown of Coimbra events programme. Organizes the ‘Quebra Costas
Market’ (street arts and music festival)
 Gdynia City Profile September
Smart Cities 2012

Gdynia wants to use the URBACT smart cities project to deepen its approach in the Chylonia district which is a
deprived housing estate. They have already been working for five years on the estate and have a core team of
professionals who will form the nucleus of the Local Support Group. Now they want to take their approach to the
next level by learning more about coproduction and how this can be used to advance a genuinely citizen led
approach.

City data
City GDYNIA
Region POMORSKIE

Member State POLAND

Geographic size 135 sq. km
Population of the city 247000

Socio economic data Employed: 68.225, registered unemployed: 5579, families which benefited social
services realised by Municipal Social Welfare Centre: 4.893 (9.714 persons).
Population in thousand at age:
Pre-working: 40,1
Working: 157,7
Post-working: 49,5
Non-working age population per 100 persons of working age: 56,9
Cohesion Policy Objective: Convergence
Operational programmes and National programmes: Operational Programme 'Innovative economy', Operational
key priorities/measures Programme 'Infrastructure and Environment’, Operational Programme: ‘Human Capital’
Cross-border, transnational and interregional co-operation: ‘Operational Programme
'South Baltic'
Managing authorities for ERDF The Ministry of Regional Development (ul. Wspólna 2/4, 00-926 Warszawa, + 48 22 461
and ESF 30 00) is the core government centre responsible for managing European Funds.
- Coordination and Implementation of Regional Progammes Departament:
Director Ewa Wnukowska tel. +48 22 536 74 30, +48 22 536 74 31 fax: +48 22 536 74 91.
The Department is responsible for coordinating the preparation, implementation and
monitoring of 16 Regional Operational Programmes 2007-2013. As the Managing
Authority it is also responsible for Integrated Regional Operational Programme 2004-
2006 and manages its implementation and closure.
- Department for European Social Fund Management

Director Pawel Chorąży tel. +48 22 330 30 04, +48 22 330 30 01 fax: +48 22 330 30 31.
The Department is responsible for drafting programming documents under the European
Social Fund and for managing the Human Resources Development Sectoral Operational
Programme as well as the EQUAL Community Initiative Programme for 2004-2006. It
monitors and controls the ESF expenditure. It is also responsible for preparing the
Human Capital Operational Programme for 2007-2013 and for managing it.
Key Contact person Eliza Mrozowska, Gdynia Innovation Centre, budgetary unit of the city of Gdynia
e.mrozowska@gci.gdynia.pl, +48 58 735 11 27
Social the story of the project Results of social innovation
Innovation
Stories
http://tqs.revesnetwork.eu/public/reves_bookl Stage 0 – transmission of relevant information to
Social Services et_2010_en.pdf all stakeholders, preparation stage, (6 weeks). End
for the elderly New local mechanisms of systemic quality rising in users 950, (invitation to meetings or interview if
social services especially in home care services for not mobile), previous end users 35, future end
elderly and persons with disabilities (strategic goal). users 100, families 950, front line staff 300,
Better quality care services as a result of agreed voluntary workers 10, social workers 60, front line
quality criteria and standards (among all staff coordinators 7, directors of providers
stakeholders). organisations 3, director of service buyers and
Reasons for choosing services to the elderly in area managers 7, local authority.
Gdynia: Stage 1 – meetings between neighbouring
• Ageing process in local society makes the service peer groups (2 weeks): Each group of stakeholders
urgent and important for whole community, not only met together with the closest group (linguistic and
to satisfy individual conceptual proximity) in order to confront their
interests. opinions and to create the first draft versions of a
catalogue of quality criteria (4 versions). Groups:
• Total budget spent for social care services has End users and family
reached a scale, which has forced the local authority
to search for methods of Voluntary workers and front line staff Social
workers and service coordinators Service
rationalization and improving effectiveness (it is the providers and service commissioners
biggest amount spent out of all the other sectors of
social services in Gdynia All these working sessions are moderated and
written up by the project coordinator or members
as a whole). of the permanent working group.
• Delivery of care services in Gdynia is delegated in Stage 2 – meetings between the four groups:
100% to the nongovernmental organizations and Working through the drafted criteria by
private enterprises – this confrontingthose who receive the services, with
is the reason for establishing dedicated monitoring those who procure them as well as the
and controlling systems (partially it is forced by Polish coordination level and the decision level. A strong
law), which assures proper spending of public money. feeling of mutual respect and creativity could be
• The monitoring system of individual service users’ noted.
satisfaction produced data about needs to raise the Several persons underlined the healthy logic of
quality level. the whole process. Groups: End users and families
• The service itself gives good chance for measuring with voluntary workers and front line staff. Social
quality – it is possible to match needed indicators and workers and service coordinators with service
to analyze them. providers and service procurers.
Stage 3 – final negotiations and definition
Gdynia already had a strategic policy of monitoring of the quality chart: Due to the previous stages
and evaluation of social policies at the city level. This two “points of view” emerged, one from the
is seen as an indispensable element of management, operational level (the first 4 groups of
which at the same time guarantees that change can stakeholders) and one from the decisional level
come about and new innovative policies and (the second group of stakeholders).
techniques The final version negotiated between the persons
can be created in order to assure optimum quality. present giving a unitary, shared view on the
The preparatory process, leading to the major steps catalogue of criteria concerning the quality of
of the city wide consultation was long and intricate, services. This finalisation stage was public, in the
as the question of evaluation presence of many of the process participants.
Groups: End users, Families, Voluntary workers,
remains delicate at all levels: Front line staff, Social workers, Service
PREPARATION: Training in evaluation (2 days), coordinators, Service providers, Service orderers.
establishment of permanent working group (regular Public campaign, Operationalisation, Finalisation
meetings from the beginning to the end of the and transfer of methodology.
process), establishment of enlarged working group
and starting the definition process (4 four hour
sessions on defining the working model),
Design for all This was an experience in planning public spaces of As a result of consultation with inhabitants a map
- public space districts. It assumes bigger involvement of users was created on which were marked obstacles. On
planning with (who are perceived like experts of their own lives, a list there were elements such as hard access to
involvement of and the same as those who have biggest knowledge recovery center, stairs which are barrier which
users about what they want and how needs should be can’t be overcome by handicapped as well as
satisfied) rather than professional designers (who mothers with trolleys, neglected pond, lack of
are not perceived as experts just because of having space for inhabitants meetings or lanes which
skills in planning). encourage to vandalism. Young designers
Having this dependence in mind each activity presented specific solutions for objectified
which is concentrated on making the change in barriers. All of them were possible to implement
public space should be an answer on real needs of without big financial resources. Prepared projects
users, collected during diversified animated were design to improve spatial order, its esthetic
meetings. Obviously it is a challenge for decision- as well as modernized and refresh look of public
makers, architects, designers as well as planners. An space taking accessibility for all social groups
essence of this way of thinking is in a follow under consideration. Solutions were presented to
statement: „Good Design enables. Bad design wider audience including representatives of City
disables". ‘Good design’ should be judged not only Hall of Gdynia and departments responsible for
on a base of esthetic values but also ability of public space. Currently some solution are ready to
including in it addressee needs. As an example of be implemented.
such conception it is worth to present workshop
organized at the end of the year 2011 by Gdynia
Design Centre – ‘Design for All’. It’s main aim was to
deliver solutions which may improve quality of
public space in one of Gdynia district- Dąbrowa.
Workshop included social consultation of
architectural solutions. There were student of
faculties related with planning who worked
supervised by Pete Kercher (Peter Ketcher is known
as member and founder of EIDD Design for All
Europe, an organization which supports interaction
and communication between theory and practice of
planning for all).

Elderly care Creating a reflection mechanism to design Gdynia Thanks to workout solutions together with
policy policy toward older people. Over many years Foundation ‘Stocznia’, Gdynia will be the first
Gdynia has had success in building a wide range of municipality in Poland to test methodology of
activities devoted to seniors. However, the priority ‘citizens panel’. It is a method of regular
for the city is to make all actions adapted to senior consultations with specified target groups about
need, created as an answer to needs expressed by various topics of public policy and efficiency of
this target group. Above mentioned project is a self-government. It’s biggest advantage is that it
starting point of creating in Gdynia fundament of give a chance to ‘comeback’ to the same group
permanent mechanism of designing policy towards with questions about diversified topics, what can
seniors. Creating a mechanism will start with test help to value changes in different fields.
planned for Autumn this year. The initiative is
based on a partnership between Gdynia and
Foundation of Research and Social Innovations
‘Stocznia’, Foundation Klon/Jawor’ in a project
‘Data, debate, democracy’ financed from Swiss
Found. The main aim is to empower the inhabitants
by participation in designing city policy. Tools which
can be used in designing city policy toward older
people will be checked. Those tools are designed to
diagnose the existing offer and find out which
needs are not satisfied (especially related with
information policy of the city, city institutions,
solutions used in public space which can make it
more friendly to seniors, offer prepared by Gdynia
Senior active Centre, including Gdynia Third Age
University) on a field of policy toward seniors.

The municipality an its

capacity
Which services does the Each Polish gmina (community, municipality - principal unit of administrative division) carries
municipality run itself out two types of tasks: its own tasks, and commissioned ones. Own tasks are public tasks
exercised by self-government, which serve to satisfy the needs of the community. The tasks can
be twofold:

• compulsory – where the commune cannot resign from their realization, and must set
up the budget to carry them out in order to provide the inhabitants with the public
benefits of basic character
• optional – where the commune can carry them out in accordance with available
budgetary means, set out only to specific local needs (on the gmina's own
responsibility and budget).

The spatial harmony planning, the real estate management, the environmental protection and
nature conservation, the water management, local roads and streets, squares and traffic
systems, water supply systems and source, the sewage system, removal of urban waste, water
treatment, maintenance of cleanliness and order, sanitary facilities, dumps and council waste,
supply of electric and thermal energy and gas, public transport, social welfare, access to basic
health care, care homes, subsidized housing system, kindergartens, public education on
primary and secondary level (primary schools and gymnasium), cultural facilities including
public libraries and other cultural institutions (two theaters, museums) historic monuments
conservation and protection, the sports facilities and tourism including recreational grounds
and devices; marketplaces and covered markets, green spaces and public parks, communal
graveyard, public order and safety, fire and flood protection with equipment maintenance and
storage, maintaining objects and devices of the public utility and administrative buildings, pro-
family policy including social support and care system, medical prophylactic programmes and
legal care provided by NGO’s, supporting and popularizing the self-government initiatives and
cooperation within the commune including with non-governmental organizations, interaction
with regional communities from other countries.
Which services are run Public transport within the area of the Metropolitan Public Transport Association of Gdansk
through inter Bay (Gdańsk, Sopot, Gdynia, Rumia, Reda, Wejherowo, Luzino, Kolbudy, Kosakowo, Pruszcz
municipal associations Gdański, Żukowo).
(i.e. at higher levels The environmental protection, the sewage system, removal of urban waste, water treatment
than the individual – Communities Association “Reda and Chylonka Valley”.
municipality)
Supply of thermal energy – “OPEC” CORPORATION owned by communities of Gdynia, Rumia,
Wejherowo and Communities Association “Reda and Chylonka Valley”.
Local labor market services – Inter municipal agreement between Gdynia and Sopot.
Disability assessment foreseen in the polish legal system to access the special public services -
Inter municipal agreement between Gdynia and Sopot.
Air transport provided by Lech Walesa Airport Company – owned by Municipality of Gdańsk,
Pomeranian Region, 'Polish Airports' State Enterprise, Municipality of Sopot, Municipality
of Gdynia.

Entrepreneurship strengthening and promotion - Pomeranian Loan Fund for micro and small
enterprises (public limited company),

Invest In Pomerania – project co-financed by the European Union from the European Regional
Development Fund.
“TRISTAR” Intelligent Traffic Steering System – partners project of Gdansk, Gdynia and Sopot.
Services at Regional Health care (hospitals, specialists).
government or Higher education (universities and polytechnic).
province level
Social Welfare (co-financing support services and infrastructure for mentally ill persons, care
services for orphaned children with disabilities, adoptions, regional employment strategies and
initiatives, support on European labour market).
Regional public transport (roads, railways, air transport).
Taxation proportion of the budget is raised out of local property taxes on residents and businesses is 40%

Other revenues Budget revenues of local self-government entities in Poland comprise:

1) own revenue (679 969 980 PLN in 2011 in Gdynia) i.e:
 a) revenues from shares in receipts from corporate and personal income taxes,
b) receipts from taxes and fees established and collected on the basis of separate acts, of which
the tax on real estate, the agricultural tax, the tax on means of transport, the tax on civil law
transactions, treasury fee,
c) revenue from property, e.g., revenues from renting and leasing, as well as agreements with a
similar character,
d) funds for the additional own tasks from other sources;

2) appropriated allocations (77 452 188 PLN in 2011 in Gdynia):

a) from the state budget, i.a. for: government administration-related tasks, own tasks, and
tasks realized on the basis of agreements with government administration bodies,
b) provided under the programmes financed with European funds and other foreign funds that
are not reimbursable, and payments from the European funds budget,
c) from appropriated funds,
d) other allocations;

3) general subsidy from the state budget (204 616 629 PLN in 2011 in Gdynia), comprising:
equalisation, educational, compensating, balancing, and regional parts.

Revenue and Total revenue: 1 027 957 430.4 PLN in 2011

Expenditure Total expenditure: 1 1098 226 06,1 PLN in 2011
Money from central A) appropriated allocations from the state budget: 77 452 188 PLN in 2011
government B) general subsidy from the state budget: 204 616 629 PLN in 2011
Partnerships There is an informal three cities partnership between Gdansk, Sopot and Gdynia

The policy context Polish acts of law obliges local authorities to create various plans and Gdynia fulfils this duty,
furthermore there are some specific cases in local planning. Local planning covers almost
every area of City's life. There are documents which refer to infrastructural and space
development such as: Long Term Community Housing Management Programme, Natural
Environment Protection Programme, Public Transport Development Programme, Roads and
Streets Building Programme, then budgetary and social problems and welfare development
issues. On most general level we have got Gdynia's Strategic Development Plan and Gdynia's
Strategy on Social Problems Solution, Gdynia's Programme on Cooperation with NGO's then,
in the social field there are also programmes: Gdynia's Alcohol and Drug Abusing Prevention
Programme, Gdynia's Programme on Homeless Support System, Programme on Rising
Employment and Social Cohesion, Programme Against Domestic Violence, Program for People
with Disabilities, Program for Mentally Ill Persons. There are also annual planning documents
in City organisational units e.g. Municipal Centre of Social Services introduced annual
planning standard in every branch of its activity.
Management The most important decision-making body in Gdynia is City Council, elected by popular vote.
It is the main, legislative and control organ responsible for making the most important
decisions in the city, similarly as RP Seym on the nationwide level. The exclusive powers of
the Council include the following deciding on: the city statute, the city budget - considering
the report from realizing the budget and passing a resolution concerning giving or not giving
the vote of acceptance, the local arrangement plans, the economic programs, passing
resolutions concerning taxes and payments within the frames specified in the individual laws,
passing resolutions concerning the property issues of the city, exceeding the range of a
regular board, setting strategy. The Council appoints regular problem commissions, that are
responsible for the individual areas of life in the city.
Mayor of Gdynia (Wojciech Szczurek), also elected by popular vote, is the most important
executive body of the city. He appoints his Deputy Majors, supervising various departments
and sectors of the city. They carry out public activities through the city units, office and utility
companies. City Hall in Gdynia has four Deputy Majors: Michał Guć (his responsibilities within
the City Hall cover development policy, European projects, NGOs, councils of Gdynia districts,
senior citizens activation, social aid, building administration and the science and technology
park), Ewa Łowkiel (responsible for education, health care and environmental issues),
Bogusław Stasiak (responsible for property management) and Marek Stępa (responsible for
spatial development, municipal investment projects, preservation of architektural heritage
and public transport).
Research studies and We have two research reports to date:
consultancy report a) analysis which indicated that Chylonia district (being precise Opata Hackiego and
Zamenhofa street) on a top of list of all 20 Gdynias districts like most neglected ones.
The analysis was made in 2007 on a base of police statistics, school ratings etc. There
were factors related both with social issue (number of unemployed, number of
companies, results in school exams, population and its structure) and public space
(infrastructure, roads, streets, flats quality) which give this part of district first place in
rating
b) studies about changes on the Chylonia district connected with realization process of
social and spatial revitalization
This document was not an official report – only drafts and extract.
Previous ERDF and ESF In the years 2004 – 2012 the City implemented /has implemented: 111 projects (ESF and ERDF
funding including: Interreg IIIA, INTERREG IIIB, The South Baltic Programme, as well as The Norwegian
Financial Mechanism, EOG Financial Mechanism, The Competitiveness and Innovation
Framework Programme, The Youth in Action programme, The Structural Funds and the
Cohesion Fund, The Comenius Programme, The Leonardo da Vinci Programme, The Sectoral
Operational Programme).
As regards Framework Programme – the City implemented 2 projects: TELLUS - Transport &
Environment Alliance for Urban Sustainability (2002), USE-ME.GOV - USability-drivEn open
platform for MobilE GOVernment (2004).

Strong and weak Strengths:

points of the city
1. innovativeness - open to implementing new ideas and solutions; Gdynia, is one of the
administration
most dynamically developing cities in Poland, it is often a leader and pioneer of
change in our country. Municipal administration is searching new solutions in
technology, looking for find solution for supporting the transfer of technology, is
oriented on new tools and innovative approach to social development and
transformation in the city
2. concentrating on international cooperation - Gdynia’s administration active participate
in Europe unifying process, developing varied international contacts, including non-EU
states, especially in the Baltic Europe. Municipal administration is implementing
international agreements and European programs, based on possible development of
the international city functions and usage of European funds.
3. ability municipal administration to coordinate all of the city's policy - enough
capacities to develop their own potential to engage in all aspects of city policy (despite
that Gdynia is a relatively big city)
4. ability to realized function of the city based on strong socialization of activities - city's
policy and actions are shaped in collaboration with partners, local governments, NGOs,
business. Municipal administration based on developing effective forms of
cooperation between local and state authorities in the city life; it includes the
initiatives activating the local non-govermental organisations and building partner
relations with economic and social institution.
Weaknesses
1. narrow specialization - lack number of across-sector experts; The municipal
administration’ s experts mainly concentrate on a rather small area which can restrict
effectiveness of activity of local government requiring interdisciplinary cooperation. In
municipal administration is observing still unsatisfactory level of co-operation of many
subjects and using synergy effects which are an outcome of work research and
development centres, science facilities, companies, counselling, financial special
organisational, training institutions. A lobby for use across- sector collaboration and
multi-instytutional networking needs to be strengthened.
2. unsatisfactory level of use of new technology - demand progress, municipal
administration still not have enough capacities to develop e-government; still
unsatisfactory level of use of high technology, computer science, electronics and
telecommunication; unsatisfactory level capacities to develop their potentials and
know-how implementation of new technologies.
3. insufficient effectiveness of realizing the city budget - considering the report from
realizing the budget more proper spending money than outcomes in meaning social
change).
 THE CHALLENGE
Main challenges the What are the three (or more) main challenges that the city is facing? (e.g. unemployment,
city faces poverty, growth of elderly, youth delinquency, weak local economy)
1. Growth of elderly.
2. Employability – to rise the ability of disadvantaged groups in local community to enter the job
market and keep their positions on it.
3. Local resources harmonisation – stakeholders cooperation, implementation of common
planning standards, monitoring, evaluation.
4. Effectiveness of local administration performance (IT revolution, management process
constant improvement).
Challenges for using a Which of these challenges are you thinking of addressing using social innovation approach as
social innovation part of the SMART CITIES project i.e. which challenge will the city seeks to address through the
method local support group?
1. Growth of elderly.
2. Employability – to rise the ability of disadvantaged groups in local community to enter the
job market and keep their positions on it.
3. Local resources harmonisation – stakeholders cooperation, implementation of common
planning standards, monitoring, evaluation.
4. Effectiveness of local administration performance (IT revolution, management process
constant improvement).

Using social innovation approach as part of the SMART CITIES project firstly will be applied to
the issues linked with local resources harmonisation (stakeholders cooperation,
implementation of common planning standards, participative monitoring and evaluation) and
rising up the effectiveness of local administration (management process constant improvement,
rising up the abilities for proper relations building with local communities). It will be done in
pilot district area of Gdynia through local community development process. The overall effect
which is expected will influence the employability in the local society and will support Gdynia's
policy for elderly support. General Innovation Strategy is taken from the grass-root level to the
most general city management mechanisms.
How do you envisage What is your first idea of how you will tackle the problem?
working on a solution? In ours activity we wants engaged solution connected with design to empowering the process
of social and spatial revitalization and organizing social community. In this context it is
important to focus more on changes in a way of thinking about modifying public space engaged
to social changes.
For decades there were no investments in this part of the city. In a time of starting activities
focused on revitalization, district for ages was perceived as poor, ugly, dangerous, one no one
wants to live in, called sometimes ‘Bermudian triangle’. It Is dominated by old block of flats,
social flats in which lives people who lost their previous places of living because of eviction.
Goal of the change in social aspect was to eliminate communication barriers, change of
relations between Chylonia inhabitants, rebuild their bound with ‘small homeland’ and active
inclusion local community to actions which aim was to change their surroundings. Aim of
revisualization of public space was to raise life quality, and change the surrounding through
changing infrastructure according to real needs of inhabitants of this part of the city. It assumes
elimination of physical barriers – improvement of streets and roads surface quality, buildings
renovation, sewerage renovation, building parking places, parks and squares.
All ideas were implemented taking under consideration solutions suggested during meetings
with inhabitants. During consultations citizens were sharing with their ideas and remarks. In
this way common conception was created, which formally was prepared by architects, but
inhabitants were the one who develop the whole concept. This experience shows that without
inhabitants participation, even having a vision and sources for its implementation, real change
can’t be made.
Participatory model of working on social field not only help us to implement in a more efficient
way assumption data (what doesn’t mean that faster) but also learn us how to deal with
problems with wider context, in more concrete and more interesting and diversified way.
Thinking about planning public space in another way may be an example of participation and
 turning point in a way of thinking about creating a relationship with inhabitants based on
mutual trust. It may also help to create a long-term relationship between inhabitants
themselves and thus build partnership platform of cooperation between inhabitants and public
services. It is a proof of building independence of inhabitants who were excluded, marked,
closed in a ghetto.
Process which is lasting in Chylonia connected with engaged design solution is very important
for Gdynia – it not only eliminates social, physical, information barriers but also helps to lose
barriers in a way of thinking about changing social reality. It is important to provide
continuation of it. Next challenge which will be taken up by the city is to implement multiphase
process of investments into infrastructure. It requires both financial capital expenditure and
time. In this context it is a challenge to work out a mechanism which will support inhabitants in
their participation in changing their surrounding, but in a way that they will initiate changes on
their own and feel responsible for their proper implementation and keep them in good
condition. This topic will be developed in the project ‘Smart cities’ - program URBACT II 2007-
2013.
City to city exchanges Not a priority

Techniques of social Gdynia priorities one x for possibly, two xx

innovation for probably three xxx for definitely

Coproduction working with end-users of service to redesign the xxx

service (e.g. with elderly for elderly services)

Specialist knowledge Working with external consultants and universities x

or research centres
Ideas from other cities Visiting cities that are established leaders in the xxx
field, learning from how they operate and adapting
their technique to your city
Working across sectors Working with social economy, social enterprise x
organisations or with the private sector to create
new solutions
Crowd sourcing working through the internet to get knowledge x
from the crowd
Competitions using public competitions to solve problems xx
Public procurement using your ability through purchasing to drive xx
innovation

Monitoring and
evaluation
What mechanisms are used to establish whether new approaches have been successful?
Monitoring mechanisms: periodical reporting (in a form of documents and meetings in agreed
cycles). Monitoring fields:finances and merits. There can be also applied some participative
monitoring methods.
Evaluation mechanisms: documentary analysis (reports, documents,
publications, notes and work materials). Workshops with crucial stakeholders with evaluation
subjects. In option: research on innovation effectiveness done by external partner (e.g.
University or Academy).
Does the municipality report on any key performance indicators in the field of the proposed local
action plan?

What do key performance indicators tell us about current performance in the relevant policy
field?
1) securing citizens’ engagement in the social change of the local communities,
2) incorporating into municipality policy acts and solutions allowing the development,
funding and implementation the processes of organizing local communities in different
 parts of the city where such actions are needed
3) capacity to using the solution connected with design to empowering the process of
social and spatial revitalization and organizing social community
4) on the strategic level – using network activity and empowering citizens to incorporate
the experiences into the development of the municipal policy
creating cooperation networks and local structures, which are able to continually support
development of the community by using solutions connected with design; creating environment
of change and building potential of the group as well as whole community for improving the
quality of life of its members) and also within facilitating local partnerships, volunteer service,
campaigns and social events, advocacy and civil information.

Management of the
Triangle LSG

Coordinator The local ULSG coordinator (Aleksandra Mróz-Wykusz - Foundation of Social Change
“Creative”), that is a member of NGO, representing the organization coordinates the process of
organization local community in Chylonia district. When we are think about role the
coordinator, we can prioritize 6 aspects: the exchange of information between members of
ULSG, moderating ULSG meetings, animation of the ULSG community, building opportunity to
exchange ideas and share common problems and visions, supported define needs and
mobilizing stakeholders to co-produce of Local Action Plan and think together and together
solve the local problems.

Method of work The specific challenges we wish to address in this Thematic network as Project Partner is to
promote the revitalization of a problematic city area through a strong interaction between
citizens and city officers, using a co-production methodology. The whole ULSG consisted of the
most important local stakeholders and key partners, engaged in process of organizing local
community. It is flexible group, mixed with the city hall and its departments representatives,
representatives of the local government, local non-govermental organizations and especially
inhabitants connected with this area - representatives of the district’s inhabitants (representing
different groups of interest – elderly people, young, single parents, people with disabilities,
etc.), key activists, engaged in the animation of the actions in the district (social workers, city
guards, police, guardians, animators, etc.), other stakeholders interested in the process.

The core of the ULSG that already exist prior to URBACT project. We can say, that ULSG has built
on an existing body, so-called The Group of The Professionals. The basis of the ULSG stems from
the local initiatives period between 2008-2012, as a result of the bottom-up perspective
performed and created during the animation process of organizing local community in Chylonia
district, particularly with the area of the Opata Hackiego and Zamenhofa Street. Thanks to the
animation activities it was possible to increase the synchronization of the different activities
conducted by the different institutions involved in the social issues (such as: District Welfare
Center, Pedagogic-Psychological Counseling, Library, Police, City Guard, guardians, schools,
religious denominations). Hence, many ULSG members have know each other.

The total number of persons involved in the Gdynia’s ULSG will be about 20-25 members. When
it comes to the organization of the ULSG, it appears that it will be composed of 2 layers: a core
group and enlarged group.

A core group will be involved in the management the project, work on LAP scheme and
supported stakeholders to co-produce of Local Action Plan, work with the documents that the
enlarged ULSG work, coordination on a strategic level, formulate the analysys, the strategies
and the activities, organize PR events/materials, the identification of indicators and
communications with local community, planning the ULSG meetings, dissemination of local and
 international level effects. The core group will be composed of representative of partner project
unit: representative of the local authority, Municipal Social Welfare Center, Gdynia Innovation
Centre, Foundation of Social Change „Creative”. During the life time of the project, the core
group will be run the day-to-day activities and meet regularly.

Organisation and The enlarged group will be organized as a think-thank working on the main axes of the
activities of ULSG at development plan and common strategy toward local actors. Will be involved in brainstorming,
partner level. consultation type of activities, to do the “storytelling”, to give advice, to prioritize, participation
in the decision-making structure, regular updates about project’s progress, validates the results,
to find common strategies. The member of enlarged group will act as the input givers, feed back
providers, sounding board, experts. The group will be an elastic, opened structure for every one
of the neighborhood and local community. In order to carry out particular actions of the
projects, at local level, members of the ULSG will be meet regular - every 2 months. The
members of the ULSG will be informed during the project life time about the development
status and the goals that have been set and also a role of the ULSG in Local Action development.

During the life time of the project, the main role and a major task of the local support group is
to:
- work on concrete, visible solutions, which support developing local community by co-
production of the Local Action Plan
- building a social capital in Chylonia district and capacity to develop local communities
- support bottom-up participatory approach and co-produce in the district
- collecting feedback from the inhabitants and the institution
- the exchange a good practices in running ULSG across projects
- putting forward the impact in terms of local government
- promotion and dissemination of activities to a wider audience in the city and in the region
- collecting experience in “a good practice bank” – comprising rules for elaboration and
implementation of the innovative methods of influencing the local community (co-
production, including, inter alia, participation, networking, constant researching of life
aspects of the social community by using both the statistic data and the feedback from the
inhabitants and the institution).

Participation to Aleksandra Mróz-Wykusz - Foundation of Social Change „Creative” (nongovernmental

national capacity- organization)
building scheme Jarosław Józefczyk - Municipal Social Welfare Center (city department)
Aleksandra Dębska-Cenian/ Eliza Mrozowska - Gdynia Innovation Centre (city department)

Cooperation with Managing Authorities take part to ULSG meetings and will be part of whole process.
managing authority Representative of the local authority, Deputy Major of the City of Gdynia (responsible for the
social policy of the city, Mayor’s Plenipotentiary for Non-Governmental Organizations at City of
Gdynia and for civil action and participation and public consultations) will be involved in work a
core group. The Managing Authorities will be informed during the project life time about the
development status and the goals that have been set and also a output of the ULSG in Local
Action development.

Project Budget for The budget will be used to pay for coordination of the ULSG
External Expertise
Table 1 GDYNIA provisional LSG membership

Names and organisation of Stakeholders How are they connected to the problem in question? What experience and knowledge do they bring to the
problem?
Deputy Major of Gdynia Deputy Major of Gdynia, closely related with the Knowledge of how to incorporate concrete solutions pub
Status: representative the most important executive subject at the strategic level; his responsibilities and experiences into the municipality policy and link
body of the city within the City Hall cover development policy, to decision making
Representatives: Michał Guć European projects, NGOs, councils of Gdynia districts,
senior citizens activation, social aid, building
administration and the Science and Technology Park.
Foundation of Social Change “Creative” Organization coordinates the process of organization Knowledge of how to empower citizens and how to Cs
Status: nongovernmental organization local community and providing the local residents’ use the potential and “residents’ voice” for the
Representatives: Aleksandra Mróz-Wykusz, Magdalena develop of local community
club called “Apteka” (“Pharmacy”) – the place of
Tomiak, Piotr Łopyta, Barbara Marchwicka meetings and local animation, where new ideas and
plans for further improvements are conceived. Has
experience in creating environment of change and
building potential of whole community and also
within facilitating local partnerships, volunteer
service, and social events and civil information
Municipal Social Welfare Center Institution has key knowledge about the whole Knowledge of how to create cooperation networks Pub
Status: city department process, engage in revitalization from the beginning – and local structures, which are able to support
Representatives: Jarosław Józefczyk, Magdalena at the strategic level (creating strategic solutions) and development of the community
executive (e.g.the involvement of social workers). Has
Gładczak, Anna Krzyształowska, Monika Leniszewska,
experience in testing and implementing the process of
Sabina Puchowska organizing local communities. Has competence to
analysis of Gdynia’s previous experience within
organizing local communities and social revitalization
process elaborating rules, which within organizing
social communities in Gdynia will allow including and
supporting new areas and territorial local
communities threaten with the social exclusion.
Gdynia Innovation Centre Institution engaging in process at the strategic level. Knowledge of how to include “the citizens’ voice – pub
Status: city department Responsible for creating strategic solutions, which can hosts of their own local communities” in the active
be incorporated in the future in the municipal creating of the municipal policy and the social
Representatives: Eliza Mrozowska, Aleksandra Dębska-
documents, which on the local policy level would changes in the city
Cenian guarantee the possibility of developing process of
organizing social communities throughout the whole
city; Engaging in developing of the mechanism of
ensure coexisting of both the operational standard
(defining animation actions in the districts) and the
strategic standard (solutions incorporated in municipal
policy, which will allow allocating city’s resources in
the animation of the local communities).

Member of City Council The members of City Council (the main, legislative and Knowledge of how to use the potential of local pub
Status: the most important decision-making body, control organ responsible for making the most communities to develop the city
elected by popular vote (city-wide level) important decisions in the city), elected by popular
Representatives: Zygmunt Zmuda-Trzebiatowski vote, have influence on the crucial decision (including
the finance and city budget)
Member of District Council The members of District Council - the decision-making Knowledge of how to use the potential of local pub
Status: decision-making body in districts of Gdynia on a body, reflecting the need of district’s residents. communities and “residents’ voice” for city
elected by vote (district level)
Representatives: Marek Dąbkowski
Residents - Members of local community Members of local community, the key people which Knowledge of how define residents’ needs / goals, Cs
Status: informal group - people from specific groups in help to understand better the point of view the set the hierarchy
the community inhabitants. The guards the rules „nothing without
Representatives: Stanisław Skłodowski, Anna Bujak inhabitants”.
The District Court Key activists, engaged in the animation of the actions Knowledge of how to use the potential and Pub
Status: dispensation of justice in the district in very concrete dimension. They “residents’ voice” for the develop of local community
Representatives: probation officers Małgorzata conducted work with people from specific groups in
Rubaszewska, Ewa Kubacka the community (having conflicts with the law). They
have great knowledge and insights on everyday life in
local community.
Schools Key activists, engaged in the animation of the actions how to use the potential and “residents’ voice” for pub
Status: education sector in the district in very concrete dimension. They the develop of local community
representatives: educator and psychologist Aleksandra conducted work with people from specific groups in
Kuźmin, Katarzyna Kuczyńska the community (young and they parents). They have
great knowledge and insights on everyday life in local
community.
Public library Key activists, engaged in the animation of the actions how to use the potential and “residents’ voice” for Pub
Status: Library organized and conducted by local in the district in very concrete dimension. They the develop of local community
government units conducted work with people from specific groups in
Representatives: Aleksandra Ordowska, Alicja Bazylko the community (demographic cross-section of the
community). They have great knowledge and insights
on everyday life in local community.

St. Nicholas Bishop Gdynia Association Key activists, engaged in the animation of the actions how to use the potential and “residents’ voice” for Cs
Status: nongovernmental organization in the district in very concrete dimension. They the develop of local community
conducted work with people from specific groups in
Representatives: Aneta Puszko
the community (young and they parents). They have
great knowledge and insights on everyday life in local
community.
Municipal Guard They conducted work with people from specific how to use the potential and “residents’ voice” for Pub
Status: local government unit groups in the community (having conflicts with the develop of local community
Representatives: municipal guards working in this maintaining social order). They have great knowledge
district and insights on everyday life in local community.

Police They conducted work with people from specific Knowledge of how to use the potential and Pub
Status: body of public administration groups in the community (having conflicts with the “residents’ voice” for the develop of local community
Representatives: policemen working in this district law). They have great knowledge and insights on
everyday life in local community.
Interdisciplinary Research Institute They have qualification to collect information about Knowledge of how defining the quality of changes Pub
Status: University soft changes (internal” changes, undetectable, visible and their impact on the living situation of a residents
Representatives: external experts, reserchers only when observed with the help of concrete tools) in the Chylonia district
 and hard changes (“external” changes, detectable and
noticeable) occurring in the process of organizing local
community.
City Hall – Department of Buildings Has an impact on housing policy implemented in city. how to incorporate concrete housing solutions into Pub
Status: city department the district

Creative industries (arts, architecture) Have knowledge about solution connected with using Knowledge of how use the design and co-production pri
design spatial changes to develop local community. in Chylonia district
Status: external experts
 Gualdo Tadino
Smart Cities City Profile September 2012

City data
City GUALDO TADINO
Region UMBRIA

Member State ITALY

2
Geographic size 124,19 Km

Population of the city Population of the city: 15.723

Population of the SLL (Local Labor System) which includes the Municipality of Gualdo
Tadino, Costacciaro, Fossato di Vico, Nocera Umbra, Sigillo, Valfabbrica, Valtopina: nearly
33.550 inhabitants

Socio economic data Employed: about 6.330; Unemployed: about 410; Young people (born from 1995): about
2.120; Retired (over 65 years): about 3.540; “not-labour force”(students, housewives,
unable to work,…): about 3.400
Cohesion Policy Objective: Competitiveness
Operational programmes and ERDF Operational Programme Regione Umbria 2007 -2013
key priorities/measures CCI: 2007 IT 162 PO 013

Operational Programme Regione Umbria 2007-2013

CCI: 2007IT052PO013
Managing authorities for ERDF Umbria Region
and ESF
Key Contact person GUIDUBALDI DANILO ENRICO – economia@tadino.it

Social Innovation
Stories
Gualdo’s previous The story of the project Results of social innovation
experience in social
innovation
Project “ I Care” In 2010 the Municipality of Gualdo Tadino launched From August 2010, the Municipality has
the project “I Care” to face the economic crisis and the received 58 project proposals.
unemployment rate, in strict collaboration with the
Many new activities have established
local trade unions and banks, the University of
in the city, allowing the creation of new
Perugia, Gepafin Spa (financial body of Umbria Region)
jobs’ opportunities.
and involving civil society and local entrepreneurs.
Citizens are invited to submit project proposals to
boost the local economy. In particular, the project is
tailored to the specific needs of SMEs, newly or
already established.
 The purpose of the project is to stimulate
and encourage the local entrepreneurship
in planning through two main financial tools:
• Interest subsidy for a period of 3 years;
• Access to the guarantee fund established by
the Municipality of Gualdo Tadino together with
Gepafin Spa, Business Associations and related
consortia.

“Diffused Hotel” The diffused hotel is an innovative model of hospitality The “Diffuse hotel” constitutes a new
to promote a strong revitalization of the historic centre. concept of territory development, able
It has been developed in other areas of Italy (e.g. Emilia to promote traditional local resources
Romagna) but is new to Umbria. The accommodation such as ceramics, water, popular
offer has an horizontal structure complying with the traditions, nature and sport.
rules of scattered hospitality. The historic centre is
Project’s strength lies in the active
going to turn into an hotel. It’s foreseen that the
involvement of residents and private
number of beds available will be greatly increased
entrepreneurs of the town city-centre
through the renewed employment of disused private
in order to revitalize it at different
homes, in order to gain a consistent number of bed
levels.
seats.

“Pathways mapping” by This project aims at increasing tourists’ flow, allowing The project was a great success.
crowd sourcing visitors to discover the beauty and richness of the local Tourists’ flow has consistently increased.
environment. Thanks to the collaboration with the local Also native citizens started increasing
section of CAI - Italian Alpine Club, it was possible to their use of local mountain paths to
map paths present within the municipal territory relax, keep fit and discover unknown
surroundings, by using GPS devices. All paths have been places.
pointed out with specific signs accompanied by detailed
legends; tourists’ paths can be walked, ridden or cycled.
New trails for skiing are also being developed.

The municipality and its

capacity
Services the The main services run by the Municipality are: waste collection, social housing, local social
municipality runs itself services, municipal day-care, urban planning, tourism, economic development; management of
a school of music.

Services run through ESA – Eco Servizi Appennino: in-house company dealing with waste management;
inter municipal
AMBITO TERRITORIALE N.7: the local social district; it is composed by the Municipalities of
associations (i.e. at
Gubbio (Lead City), Costacciaro, Fossato di Vico, Scheggia e Pascelupo, Sigillo. The district deals
higher levels than the
with a collaborative social services management.
individual municipality)
UMBRA ACQUE SPA: society for water and waste water management

Services at Regional Provincial Police, Road management, Education, Employment centre

government or
province level
Taxation 56,5% (year of reference: 2012)

Other revenues ADDIZIONALE COMUNALE IRPEF (tax on income of natural persons), tax on advertising, tax on
public billboards, OPLT (Occupation of public land tax)
Expenditure Euro 17.137.000,00 (year 2012)

Money from central Euro 2.200.000,00 (year 2012)

government
Partnerships How does the municipality relate to these other bodies? (e.g. direct representation, indirect
representation, advisory committee)
The Municipality of Gualdo Tadino relates to direct and indirect representatives

The policy context Among the most relevant action plans developed by the Municipality are:
QSV – Quadro Strategico di Valorizzazione (Strategic Framework of Valorization) in which the
municipal administration draws a design for the redevelopment of the historic town center
(http://www.calameo.com/read/0005041882cbb21b511ae)

SEAP – Sustainable Energy Action Plan

SEAP is the document that provide a qualitative and quantitative analysis of current CO2
emissions, and future ones, within the municipality.

Management The management structure of the City consists in three political bodies: the Mayor, that is
responsible for the administration of the City and elected by the citizens; the City Council
(Giunta), a collegial and governing body, with executive functions, chaired by the Mayor who
appoints the members (Assessori); the City Legislative Council (Consiglio), a collegial body of
political direction, elected by the citizen.

Research studies and There are consultancy reports on the tourism strategy
consultancy report
Previous ERDF and ESF 1) RDP UMBRIA 2007-2013 Measure 3.1.3."Tourism incentives" – Project title: "SloWays in
funding Gualdo Tadino" funded for Euro 26.351,68;
2) RDP UMBRIA 2007-2013 Axis IV - LEADER Measure 413 Action B – Project title "In 4 You" -
Info for you, funded for Euro 10.155,54.
3) DOCUP - Urbanizzazione 1° stralcio Zona artigianale sud "Mad. del Piano" – funded for €
124.223,80

Strong and weak points What are the strengths and weaknesses of the existing municipal administration? What aspects
of the city need improving
administration
Strengths:
Developed administrative capacity
EU funded projects
Young administrators
Strong commitment of the Mayor
Sound experience in inter-municipal cooperation project
Experience in the propulsion of participatory planning for urban regeneration with the main
stakeholders

Weaknesses
Leak of financial resources
Insufficient personnel
Low level of knowledge and acceptance of urban policies, with the exception of territorial
animators
Small size of the municipality, that do not allow by itself to achieve the size scale necessary for
 the economic sustainability of some interventions

Aspects that need improving:

institutional communication;
investment on transmission mechanisms to improve the involvement of large segments of the
population;
strengthening coordination between municipalities on new challenges (accessibility, sustainable
mobility, intelligent energy production conversion, services for active aging).

THE CHALLENGE
Main challenges the 1. urban regeneration of the town city centre
city faces

2. difficulty of involving new generation

3. growth of elderly population

Challenges for using a Involving the new generation in Gualdo’s development

social innovation
method
How do you envisage By involving end-users in social services delivery, especially young and elderly
working on a solution?
City to city exchanges Responsibles for the social sector.
They could visit the city of Gdynia.

Techniques of social Gualdo Tadino priorities

innovation One x for possibly, two XX
for probably three xxx for
definitely
Coproduction working with end-users of service to redesign the service (e.g. with xxx
elderly for elderly services)

Specialist knowledge Working with external consultants and universities or research centres xxx
Ideas from other cities Visiting cities that are established leaders in the field, learning from xx
how they operate and adapting their technique to your city
Working across sectors Working with social economy, social enterprise organisations or with xxx
the private sector to create new solutions
Crowd sourcing working through the internet to get knowledge from the crowd xxx
Competitions using public competitions to solve problems xx
Public procurement, using your ability through purchasing to drive innovation x
Monitoring and
evaluation
-The Municipality will receive short messages and feedback from citizens, who will log in on the
institutional Municipality website;
-Participants will be strongly envisaged to take part to an online Forum (accessible from the
Municipality web site);
-Participants will be requested to fill in a six monthly questionnaire on their perception of new
adopted approaches;

Governance indicators:
- % of availability of public services information
- Number of policies and/or activities realized in % of policies and/or actions proposed by the
citizenry

Economic indicators:
- the number of jobs the city sustains;
- Employment growth rate;
- Unemployment rate;
- Percentage of the young population aged 18-35 participating in social innovation education or
training activities (over the four weeks prior to the survey);
- % growth of innovative start up enterprises co-financed by the Municipality

Key performance indicators will enable us to measure how much the policies undertaken by the
project have succeeded to increase the social innovation and the willing of young people to
participate in the government of their city in order to create new strategies for city growth and
people inclusion.

Management of the
Gualdo Tadino LSG

Coordinator

Method of work The coordinator of the ULSG, Prof. Germana Di Falco, together with a first working
group, has identified the main issues and challenge to be tackled with a creative and
innovative approach by the municipality of Gualdo Tadino. In addition, since the
beginning the coordinator addressed the activities by identifying core themes for the
town, constituting the main areas of valuable local debates to be managed within
thematic working groups and Labs: Urban Regeneration, Innovation for Social Services,
Energy for ALL and Environmental Engine.
The LSG’ members are among the most representatives actors in the designated fields
and will actively take part in the thematic labs’ activities. The initial common step was a
preliminary phase dedicated to the state of art analysis, as far as the specific thematic
Labs concerned, and a transversal discussion on the potential innovative solutions to be
locally implemented. The ULSG will meet one time a month, positively interacting also
on line by an open forum and a Community of Practice.

Organisation and
activities of ULSG at
partner level.

Participation to Germana Di Falco, Claudia Di Paolo, Francesca Di Palma.

national capacity-
building scheme

Cooperation with For the Municipality of Gualdo Tadino the Managing Authority of POR FESR Umbria
managing authority 2007-2013 is the Region of Umbria – Direction of Planning, Innovation, Competitivenes.
The MA has been involved by the very beginning of the project (a first meeting was held
during the Lead Expert intake visit in September in Perugia). As a result, the
involvement of the MA was defined in this sense: will be guaranteed a specific grid for
registering and monitoring the coherence between SMART CITIES Urbact project and
the implementation of ERFD programming in the Umbria Region, through the
elaboration of dedicated reports and guidelines and by the production of a thematic
report on how to take into consideration URBACT strategies and results in the new
programming period, as well as in the implementation of the regional agenda for
Europe 2020.

Project Budget for The budget will cover the creation of two thematic focus for each theme with leading
External Expertise testimonials. Furthermore, a dedicated platform – inspired by Wiki 2.0. Solutions – will
be managed by producing studies, reports, showcase on line of good practices.

One meeting per month will take place with the support of the general coordinator and
the three thematic experts.
Table 1: Gualdo Tadino ULSG

Local Support Group

Names and organisation of Stakeholders How are they connected to the problem in question? What experience and knowledge do they bring to the
problem?
Gualdo Tadino aims at becoming a “smart city”, where Germana Di Falco is a professor with a sound expertise in public Public
civil society is involved in the organization of public management policies, territorial marketing, national and
GERMANA DI FALCO - LUM Jean Monnet
services. The Municipality strongly believes in the international entrepreneurial finance. Highly-referenced
University - Professor of Territorial
profitable interactions with Universities which can proficiency in preventing social inclusion themes and national
Marketing and Local development Strategies
support the city to find innovative social solutions to and European public policies planning, she is appointed to be
- coordinator of ULGs
urban problems and to co-create public services user- the coordinator of the LSG. Italian mother-tongue, fluently
germana.difalco@gmail.com driven oriented. In this sense, Gualdo engaged itself in English and good French and Spanish speaking. Project manager
identifying among the most skilled personalities in the for ESF funded strategic projects (i.e.: “SAPERE: study, analysis
academic field a figure suitable to the profile of a small and labor market’s forecasts, training and human capital to
urban area. The professor Germana Di Falco, with an strengthen the capacity of public employment services in
international scientific background and strong Romania at central and local ", ANIMANOVA on women’, victim
competences in planning, evaluation, technical and of violence and trade, reintegration).
financial monitoring EU projects, since the beginning
demonstrated to deeply understand the local needs and
the potential to be revitalized in order to guide the
Municipality toward an effectively sustainable and smart
progress.
Involved from the very beginning in Gualdo Tadino Well-assessed abilities in database management, developed Private
CLAUDIA DI PAOLO - Independent expert on activities towards SMART CITIES project’s objectives, strong interest in Smart Cities concept applied to EU medium-
Open Innovation strategies - coordinator of through the preparation of specific documents and the sized cities, focusing in particular on the introduction and
the “ Urban Regeneration” Thematic Lab participation in most of the meetings held, she will diffusion of innovation in public policies. Claudia Di Paolo also
cladipaolo@gmail.com contribute to define the local road map towards urban demonstrated a growing attention, acquiring qualified skills on
regeneration identifying and sharing a portfolio of best- European Digital Agenda’s themes.
practices on the smart use of open innovation devices.
Actively engaged since the initial steps of Gualdo Tadino Graduated in International Relations, she recently matured a private
FRANCESCA DI PALMA - Independent expert in SMART CITIES Network (assistance in Programme relevant experience in designing and coordinating activities for
on Social Innovation for Environmental and procedures, elaboration of easy-to-use tools), her role is transnational projects (ETC Programs). Her promising skills,
Urban Quality - coordinator of the “Energy going to support the participants of the thematic lab in together with an increasing awareness on sustainable and green
for all and Environmental Engine” Thematic analysing core findings, new methods and international innovative solutions to regenerate urban contexts, could
Lab know-how in a co-operative way in order to trigger positively motivate and animate the working group discussions.
francesca.dpl83@gmail.com future EU cities as Energy Mines.

Alina Harastanu has relevant competencies in social As representative of a non-profit organisation engaged on Civil
ALINA HARASTASANU - EVOLVE Association - area and training activities, at national and international reinforcing social dialogue, sustainable development, gender society
coordinator of the “Innovation for Social level. Her notable experiences have been considered as equality and innovation, she maintains important relations and
Services “ Thematic Lab an essential gear for assessing the best innovative continuous dialogue with institutions such Ministries, public
allinah@gmail.com approaches in specific areas of social services, agencies and departments, trade unions and sectoral
investigating the transferability and implementation of organizations. Proven-effective abilities in project management
newly interventions and potential public-private sector and coordination functions, as shown in the following ESF
interactions performing complementarities and projects: “VISE Educational innovation – education and media
synergies. production centres for the prevention of school dropout”; “SOS
Innovative solutions and opportunities for insuring the access,
participation and success of compulsory education”.
Institutions and Social Department deeply connected to Professor Segatori with his high-level experience in local “Public Public
ROBERTO SEGATORI - UNIVERSITY OF the Gualdo Tadino’s Municipality idea of concentrating Services for Industrial Recovery” will also be a relevant vehicle
PERUGIA - Institutions and Social its efforts to tackle the strong perceived negative effects to involve university students, who are living in Gualdo and in
Department of global economic crisis also at a local level. the immediate neighborhood, particularly interested in joining
segatori@unipg.it the Gualdo’s discussion on issues of social innovation at
www.unipg.it different levels.
ELISA MORETTI - CIRIAF – InterUniversity Mrs. Moretti, engineer specialized in the field of energy Thanks to its deep scientific experience in managing European Public
Research Centre Pollution from Physical and environment. She works for the Inter-university funded projects, it will support the Municipality of Gualdo
Agents “Mauro Felli” of Perugia, Engineer Research Centre Pollution from Physical Agents “Mauro Tadino in promoting theoretical and practical research, in the
moretti.unipg@ciriaf.it Felli” strongly connected and operating in coordination field of pollution from physical agents and its effects on local
with the Municipality of Gualdo Tadino. environment, considering its social-economic implications.
www.ciriaf.it
Mrs. Rosi has gained a proven-effective experience in Her extensive knowledge of the territory will be a valuable tool Private
MANOLITA ROSI - TERRITORIAL MARKETING, the field of territorial marketing, being of highest to be improved in the “Environmental engine” thematic Lab,
Independent expert relevance for the Municipality of Gualdo Tadino to focusing on environmental theme as a local socio-economic
rosiman@tiscali.it enhance and spread its imagine as a city of health and growth driver.
wellness.

The participation of a local entrepreneur is perceived Mr. Paciotti, with his sound experience in entrepreneurship will Private
FAUSTO PACIOTTI - SIRI SERVICE S.R.L. , significant as far as the development of the “Industrial be a notable example for other local entrepreneurs and SMEs,
local entrepreneur Recovering” issue. eventually leading to multiplier effects, extremely useful in
fausto.paciotti@siriservice.it order to gain territorial economic and social enhancement.
www.siriservice.it
The involvement of the “Diffuse hotel’s manager is The strength of the “Diffused hotel” lies in the active Private
ELEONORA FIORITI - ALBERGO DIFFUSO strictly connected to the problem of urban regeneration involvement of residents and private entrepreneurs of the town
BORGO SANT’ANGELO, Hotel manager of of the town city centre. city-centre in order to revitalize it at different levels. It will
the “Diffuse hotel” capitalize on the results gained at a small scale in order to allow
eleonora.fioriti@gmail.com them to be scaled up.
 Primary Schools (teachers and pupils) will be actively Thanks to the active engagement of schools, it will be possible Public
SOFIA RAGGI - PRIMARY AND MIDDLE involved, allowing a much broader breath to the to learn on how children would like to design and on how they
SCHOOL – teacher thematic Labs’ perspectives. will imagine their city for the future decade.
sofia.raggi@yahoo.it

FIORELLA ANGELI - UNIGUALDO “Unigualdo” is the university for the adults. Their “Unigualdo” will bring to the project all the relevant experiences Civil
ASSOCIATION – coordinator involvement in the project can help the city to become a of adults approaching studies after a life-long period of work or society
flos36@teletu.it “smart city” even more attractive for all generations still at work
living there.
The Italian Alpine Club (CAI) section of Gualdo Tadino, CAI can offer its concrete contribution, thanks to previous Civil
FRANCO PALAZZONI - CLUB ALPINO one of the most active associations in the city. experiences on foot-paths mapping, implementing specific society
ITALIANO ASSOCIATION - local coordinator Environment strong committed association, with its actions on issues of environmental/tourist impact.
franco.palazzoni@virgilio.it different ages’ members, very keen on nature,
www.caigualdotadino.it environment and open-air sports and leisure.
The "POLO MUSEALE" of Gualdo Tadino administers the The "POLO MUSEALE" of Gualdo Tadino has experience on Public
CATIA MONACELLI - POLO MUSEALE CITTA’ largest ensemble of local museums (Museum of Rocca tourism, culture and art. This association can support improving
DI GUALDO TADINO – manager Flea, the Ceramics Museum, the Museum of Emigration tourist flows and developing possible strategies for a renewed
info@emigrazione.it and the Church of San Francesco). The purpose of the and improved museums’ and tourist routes’ management.
www.emigrazione.it Polo Museale is to care for the local excellent artistic
heritage (archaeological, art ceramics and paintings of
the XIVth and XVIth centuries). It also deals with
tourists’ welcoming through local information points.
The involvement of this institution is considered New generations participation in the city government is Public
FRANCESCA CENCETTI - INSTITUTE fundamental, as far as new generations’ participation in considered crucial in order to think and define “in nuce”
“CASIMIRI” – headteacher the collective momentum of spreading and tuning social strategies for the future city growth in a perspective of effective
francesca.cencetti@istruzione.it innovation solutions, directly connected to SMART social inclusion.
www.casimiri.it CITIES’ project general and specific aims.
“Terza Età” is an association dedicated to elderly The contribution of elderly people will be essential in order to Civl
EUGENIO CAPPELLINI - TERZA ETA’ people. Its involvement into the LSG will be sensibilise them at first, and then actively involve them in co- society
ASSOCIATION – coordinator considerable, because of the great role elderlies could production processes, giving a fundamental role to those
cappellinie@libero.it play encouraging policy-makers to deliver social services citizens who are going through a period of life where they can
in a new perspective for all, within an idea of well ageing continue enriching civil society and receiving a lot from it.
and well-being during this stage of life.
Giuseppe Pompei, Roberto Morroni, Danilo City council members and officers City council officers and members are essential to bring the city
Economia@tadino.it perspective to the local support group and to seek out resources
Councillor of Municipality of Gualdo Tadino for implementation
 Mizil City Profile
Smart Cities September 2012

City data
City CITY OF MIZIL (ORAŞ MIZIL)
Region South Muntenia

Member State ROMANIA

2
Geographic size The area of the city is 19 km
Population of the city The population of the municipality is 13.367 inhabitants, according to
provisional results of the 2011 census.
The population of the Intercommunity Development Association Mizil XXI-45,
constituted by the city of Mizil together with the villages around the city is
made of 54.482 inhabitants.
Socio economic data From the total population of the city, 2,540 are young people with less than 14
years old, 9.370 is between 15 and 64 years old and 1,444 people is more than
65 years old.
The structure of the population on ethnic groups is as follows: 83,77%
Romanian and 16,23% Roma.
The number of active population is 8,421, representing 63% of the population.
Officially, the unemployment rate is 6.9%, according to data supplied by the
Prahova County Agency for Employment. But, the real level of unemployment
is 68% of total active population, according to data also delivered by the
Agency for Employment.
Cohesion Policy Objective: Convergence
Operational programmes and Regional Operational Programme (2007RO161PO001) - Priority axes:
key priorities/measures 1. Support to sustainable development of urban growth poles
2. Improvement of regional and local transport infrastructure
3. Improvement of social infrastructure
4. Strengthening the regional and local business environment
5. Sustainable development and promotion of tourism

Sectorial Operational Programme for Human Resources Development -

Priority axes:
1. Education and training in support for growth and development of
knowledge based society
2. Linking life long learning and labour market
3. Increasing adaptability of workers and enterprises
4. Modernization of public Employment Service
5. Promoting active employment measures
6. Promoting Social Inclusion
 Operational Program for Administrative Capacity Development - Priority axes:
1. Structural and process improvements of the public policy
management cycle
2. Improved quality and efficiency of the delivery of public services
on a decentralised basis

Operational Programme for Economic Competitiveness Increasing

(2007RO161PO002) - Priority axes:
1. An innovative and eco-efficient productive system
2. Research, Technological Development and Innovation for
competitiveness
3. ICT for private and public sectors
4. Increasing energy efficiency and security of supply, in the context
of combating climate change

Operational Programme for Environment (2007RO161PO004) – Priority axes:

1. Extension and modernization of water and wastewater systems
2. Development of integrated waste management systems and
rehabilitation of historically contaminated sites
3. Reduction of pollution and mitigation of climate change by
restructuring and renovating urban heating systems towards
energy efficiency targets in the identified local environmental
hotspots
4. Implementation of adequate management systems for nature
protection
5. Implementation of adequate infrastructure of natural risk
prevention in most vulnerable areas
Managing authorities for ERDF The Managing Authorities for the operational programmes
and ESF Ministry of Regional Development and Tourism - Managing Authority for
Regional Operational Programme (ERDF)

Ministry of Labour, Family and Social Protection – Managing Authority for

Sectorial Operational Programme for Human Resources Development (ESF)

Ministry of Administration and Interior – Managing Authority for Operational

Program for Administrative Capacity Development (ESF)

Ministry of Economy, Trade and Business Environment – Managing Authority

for Operational Programme for Economic Competitiveness Increasing (ERDF)

Ministry of Environment and Forests – Managing Authority for Operational

Programme for Environment (ERDF)
Key Contact person Petronela Sturz
petrosturz@yahoo.com

Social Innovation the story of the project Results of social innovation

Stories
Example 1: Estrategy Through the project “The implementation The e-strategy platform is a good
 of e-strategy of the city” local public communication tool in both directions: local
administration made a new instrument in administration is using this tool to transmit
order to communicate with the citizens. its development direction to the citizens and
the citizens has this instrument to
communicate with the administration to
send its feed-back and ideas about
development plans. In this way, services
supplied by the administration are better
tailored to citizens needs.
Example 2: Youth According to the model supplied by Using this instrument, young people are
Council twinned city Lingewaard, City of Mizil has deeply involved in City Council decisions,
created the Youth Council that works as being easier to accept council decisions. On
consultative body for Mizil City Council, the other hand the quality or public services
giving its point of view for Locol Council are more adequate to citizens requirements.
Decisions that regard young people, use
of public spaces, etc.

The municipality and its

capacity
Which services does the Administration of the city’s patrimony
municipality run itself Education
Health
Social services
Urban planning
Public investments
Waste management
Local police – for city safety
Public lightning
Public spaces administration, including green spaces, parking, cemetery
Centre for European information
Which services are run Intercommunity Development Association “Partnership for Water Management –
through inter municipal Prahova”. Partners: Prahova County Council, The Municipality of Câmpina, City of
associations (i.e. at Azuga, City of Băicoi, City of Breaza, City of Buşteni, City of Comarnic, City of Mizil,
higher levels than the City of Plopeni, City of Sinaia, City of Urlaţi, City of Vălenii de Munte and the following
individual municipality) communes: Albeşti Paleologu, Apostolache, Baba Ana, Bălţeşti, Boldeşti Grădiştea,
Drăgăneşti, Dumbrăveşti, Fântânele, Gornet, Gornet Cricov, Izvoarele, Podenii Noi,
Poienarii Burchii, Sălciile, Şirna, Ştefeşti, Vadu Săpat, Lipăneşti, Gura Vitioarei.
The Association is managing the regional operator for water supply and waste water
management.

Intercommunity Development Association “MIZIL XXI-45”. The association made of

Mizil as lead partner and 13 villages around the city has as objective to develop
projects of common interest for the area.

Intercommunity Development Association ECO-SISTEM, developed in the framework

of the PAHRE Project ECO-SISTEM. This association is made of Mizil with Baba Ana
village in order to manage the urban cleaning services.
Services at Regional To follow
government or province
level

Taxation 26% of the budget is raised out of local property taxes on residents and businesses.

Other revenues Other sources of income at local level besides property taxes are: rents, concessions,
fines, legal fees, taxes for authorizations and licenses, taxes for using public spaces,
etc.
Expenditure The total budget spent by the municipality in 2011 was 5.760.455 EURO.

Money from central From the total budget of the city, 2,524,691 EURO are coming from the government
government for delivering the following services: education, health, social services.

Partnerships The city of Mizil has created the Intercommunity Development Association Mizil XXI-
45 together with all villages around the city of Mizil, with a total population of around
60000 inhabitants. These villages are strongly linked to the city of Mizil, as Mizil
Municipality is delivering services for registration of the population for some of them.
On the other side, people from villages around are using trade facilities and services
delivered by local companies and they are connected to bigger cities (county capitals)
through Mizil.

Since 2010, Mizil has a twinning agreement with the city of Lingewaard (the
Netherlands), organizing exchange of citizens and a complex collaboration
programme.

City of Mizil is member of Romanian Cities Association, Energy Cities – Romania.

th
In 13 of June 2008, city of Mizil became member of Covenant of Mayors, committed
to local sustainable energy, taking the responsibilities to reduce CO2 emissions with
20%.

The Mayor of Mizil is member of Committee of the Region. In this quality he is

member also of the Commission for Economic and Social Policy (ECOS) and Comission
for education, youth, culture and research (EDUC).
The mayor is also member of Regional Development Council of Regional Operational
Programme for South Muntenia Region and member of Monitoring Committee of
Operational Programme for Administrative Capacity Development.
The policy context - The Sustainable Development Strategy of the City of Mizil for 2012-2020
(http://www.strategiamizil.ro/images/atasamente/strategie%20mizil%202012-
2020.pdf)
- Local Action Plan “The New Mizil” has been developed in the framework of
“Creative clusters in low density urban areas”, financed by URBACT II Programme
- Local Action Plan for Sustainable Energy “MIZIL – a GREEN city in 2020” has been
developed due to the signature of Covenant of Mayors
http://www.eumayors.eu/about/signatories_en.html?city_id=307&seap

Management The City of Mizil is managed by a Local Council as a decisional body and the Mayor as
an executive body. The Mayor is managing the municipality, putting in application
Local Council decisions and all legislation regarding local public administration.
The number of employees of local public administrations is 156, of which:
- 66 employees in the municipality;
- 55 employees for the Local Public Administrative Service;
 - 12 employees for the Social Assistance Public Service;
- 5 employees for City Sport Club;
- 18 employees for Local Police.
All these entities are have legal status and are under control of Local Council.
The municipality is organized in departments and the activity, processes and relations
between departments are ruled by Internal Regulation.
The Mayor in coordinating the activity of the municipality and has under its direct
administration the deputy mayor, the Secretary, the City Manager, personal
counsellor, financial auditor, public relations, Cultural Centre and scholar surgeries.
The Deputy Mayors is coordinating urban planning, city patrimony, environment, civil
protection, administrative, market place, commercial control, etc.
The Secretary is coordinating the legal advisers, local administration department,
population registering service and cadastral survey.
The City Manager is coordinating the economic directorate, public procurements,
investments and projects management and implementation.
Research studies and For the future Local Action Plan, City of Mizil will use 2011 Census results and data
consultancy report collected and include in context analysis for the Sustainable Development Strategy.
As the municipality has certified its integrated management system, it has the
obligation to make, annually a research on the satisfaction of its clients – the citizens
– regarding the delivered services. The results will be used as baseline results, and,
then, as indicator about the perception of the citizens on the public services.
Previous ERDF and ESF The city implemented the project “Rehabilitation and modernization of urban streets
funding network”, financed by Regional Operational programme (ERDF), between 2009 and
2011.
The city is implementing the project “Photovoltaic central to produce electricity from
the conversion of solar energy”, financed by the Sectorial Operational Programme for
th
Economic Competitiveness Increasing, beginning with 16 of July 2012.

The city has also implemented the following projects financed with ESF funds:
- “Education: a path to a better life” through Sectorial Operational Programme for
Human Resources Development
- “Implementation of integrated management system quality-environment-health
inside the Mizil Municipality” through the Operational Program for
Administrative capacity Development;
- “E-strategy implementation in the city of Mizil”, through the Operational
Program for Administrative capacity Development.

Beginning with 2008 till 2011, city of Mizil was partner of the project “Creative
clusters in low density urban areas”, financed by URBACT II Programme.

In 2011, city of Mizil has started, as partner, to implement the INTERREG IVC Project
“RE-GREEN – REgional policies towards GREEN buildings”.
Strong and weak points Strengths:
of the city administration - Developed administrative capacity
- EU funded projects

Weaknesses
- Leak of financial resources
- Insufficient personnel
 THE
CHALLENGE
Main The main challenges the city is facing are:
challenges the 1. Weak local economy. After 1990, the city economy collapsed due to the incapacity of the
city faces companies to adapt themselves to market demands. Thus, even if the city was well-known for
furniture (Relaxa brand), the vinegar (Mizil vinegar brand), for its armament company textiles
company, now all these businesses were closed or are in difficulties. As a result of this weak
economy, the city is facing a high level of unemployment and the poverty of the population.

2. Roma population. Officially, according to provisional results of 2011 Census, in the City of
Mizil there are 2,170 Roma citizens, but the real number according to Roma expert employed by
the municipality the real number is around 3,000 citizens. The problem of Roma population is
because of their denial to behave as responsible citizens. They are asking for social payments,
refusing to work in an stable environment and preferring only seasonal works (mainly in
agriculture and wine processing). They refuse to educate their children and to respect any urban
planning rules.

3. Communication between the administration and citizens. In general, public administration,

due to traditional way of thinking, is a top-down process. Usually, the local public administration
doesn’t succeed to answer to citizen’s needs, because it doesn’t know them very well. That’s
why the municipality needs tools to have a proper communication with the citizens.

Challenges for The problem that we are thinking to address using social innovation approach as part of SMART
using a social CITIES project is the communication between the local administration and the citizens. We’d like
innovation to develop participative attitude of the citizens and tools to better address citizens needs, in
method order to upgrade the public services offered by the local administration for a more satisfied
citizen.
How do you We’d like to find techniques that will permit a participative approach of the citizens in delivering
envisage the services according to citizens needs.
working on a
solution?
City to city If the city hosting the members of Mizil municipality is relevant for the project, we’d like to have
exchanges them involved in the staff exchange.
The persons that will participate to staff exchange should be involved in the project
implementation, helping to dissemination of practices that they have experienced in the hosting
municipality.
Just a first idea about the city where our staff should participate to staff exchange is a
Scandinavian city, because, Northern European countries have a very high quality way of
organising their services (i.e. Seinajoki and the Triangle)
Techniques of social Mizil priorities one x
innovation for possibly, two **
for probably three
xxx for definitely
Coproduction working with end-users of service to redesign the service (e.g. xxx
with elderly for elderly services)

Specialist knowledge Working with external consultants and universities or research xx

centres
Ideas from other cities Visiting cities that are established leaders in the field, learning xxx
from how they operate and adapting their technique to your
city
Working across sectors Working with social economy, social enterprise organisations xx
or with the private sector to create new solutions
Crowd sourcing working through the internet to get knowledge from the crowd xxx
Competitions using public competitions to solve problems xxx
Public procurement, using your ability through purchasing to drive innovation x

Monitoring and
evaluation
As the municipality has certified its integrated management system, it has the
obligation to make, annually a research on the satisfaction of its clients – the citizens
– regarding the delivered services. The results will be used as baseline results, and,
then, as indicator about the perception of the citizens on the public services.

Management of the
Mizil LSG

Coordinator Petronela Sturtz will convene the initial meetings which will be chaired by later
the coordination of ULSG activities at local level will be made by external
expertise that will be procured according to public procurement legislation.

Method of work On the 7th of September 2012 the first meeting of Local Support Group took
place inside the Mizil Municipality during the visit of the Lead expert who
presented the project to the members of LSG. After that, a presentation about
the role of LSG was been made and all unclear aspects has been clarified to
LSG members. The meeting continued with discussions about the specific
challenges that Mizil will address in the thematic network as partner. The
ULSG defined the specific challenges as follows: “to promote the strong
involvement of citizens in the life of the city, in collaboration with the
municipality, namely in the reinvention of the city center”.

Organisation and The ULSG will have periodically organized meetings, moderated by ULSG
activities of coordinator. New tools and means of communication will be adopted for the
 ULSG coordination, according to the group profile and proposals.

Members of ULSG will be invited to workshops (thematic exchanges

meetings), lab meetings/field visits, national capacity-building scheme and
final local meeting.

Participation to The 3 ULSG members identified for the capacity building should consist of the
national capacity- project coordinator - Petronela Sturz - and two ULSG members: Doru Chirvase
building scheme (expert for public procurement – Mizil Municipality) and Ana Sandu
(representative of business sector). The 2 other ULSG members may change
from one session to another, the coordinator being responsible for ensuring
the continuity for the other ULSG members.

Cooperation with The Managing Authority associated to the City of Mizil is the Managing
managing authority Authority for Regional Operational Programme (ERDF).

A representative of Managing Authority for Regional Operational Program has

been designated by the Director of MA as member of URBACT Local Support
Group for the Smart Cities project. This person will be invited to take part in
LSG meetings, workshops (thematic exchange meetings), lab meetings/field
visits, final local meeting and capitalisation events.

The City of Mizil will appoint local meetings with the Managing Authority for
ROP to discuss the possible measures to be included in the Local Action Plan
that could be financed through this Operational Programme.

Project Budget for City of Mizil has included in the budget external expertise for ULSG
External Expertise coordination and for Local Action Plan elaboration. The external expertise will
be acquired according to the public procurement legislation in force.

The tasks of external expertise for the ULSG coordination will be: LSG meetings
preparation (sending invitations, preparation of the presentations,
procurement of materials necessary for the meetings, etc.), meetings
coordination (meeting moderation, catering services, photo services, etc.),
reporting on the activities. In the same time, the ULSG coordinator will
develop a permanent communication plan with the members of the LSG.

The tasks of external expertise for Local Action Plan elaboration will consists of
context analysis, funding possibilities analysis, stakeholders analysis, vision and
objectives definition and strategy formulation, including measures to be taken
in order to achieve the objectives established for the Local Action Plan.
Table 1: Composition of Mizil LSG

Local Support Group

Names and organisation of Stakeholders Connection to the problem in question Experience and knowledge do they bring to the
problem
Representatives of Mizil Municipality: Mizil Municipality will develop and implement the Local Action Mizil Municipality is issuing all strategies for the Public
Petronela Sturz Plan working with the other partners development of the city. It has an experience of making
other Local Action Plans and qualified human resources
Doru Mladin
to develop and implement the plans
Doru Chrivase
Ionela Duţu
Mizil City Council – councillors Mizil City Council will approve the Local Action Plan and the Mizil City Council has an experience in development Public
Ștefan Stoicescu budget necessary to implement the plan strategies and finding resources to make these plans
happen
Representatives of education sector – Teachers have good contact with the citizens through the Links to young people and parents Public
teachers young people that are attending the schools
Mihai Drăgan
Public Service for Social Assistance Public Service for Social Assistance know the vulnerable They have good knowledge of the problems of Public
Simona Plăcintă populations and their problems vulnerable population (elders, unemployed people,
Roma population, etc.)
Representatives of business sector Business sector will be involved in the implementation phase There is a permanent dialogue between local private
Ana Sandu administration and business sector, representative of
the business sector being able to transmit their needs
Nicolai Paşol
to the administration.
Cristina Stoica
Local media The local media will transmit to the public information about Local media is a permanent communication channel private
Cristina Colţ LSG meetings and will collect feed-back from the public between the local administration and the public. They
have necessary expertise and are known in the
community for its role.
Unemployed people A bridge between local administration and unemployed They know specific needs of the represented group and Civil
Viorel Aldea people could give ideas and feed-back to ideas issued in the society
LSG meetings. The person involved in LSG will be a
person that is representative for its group, that has a
strong voice and that could communicate ideas from
LSG to its group, but also from the group to LSG.
Roma A bridge between local administration and Roma people They know specific needs of the represented group and Civil society
could give ideas and feed these into the ULSG

Students/pupils A bridge between local administration and young people They know specific needs of the represented group and Civil Society
could give ideas and feed these into the LSG
Valentin Popa
Elders A bridge between local administration and old people They know specific needs of the represented group and Civil Society
could give ideas and feed these into the Lsg

Representative of Management Authority of They know about the financing opportunities from ERDF and Information about funding possibilities from ERDF of Public
Regional Operational Programme the design of the future OP projects included in Local Action Plan
Daniela Ionescu
Representative of Management Authority of They know about the financing opportunities from ESF and the Information about funding possibilities from ESF of Public
Sectorial Operational Programme for design of the future OP projects included in Local Action Plan
Human Resources Development
Alexandra Raiciu
 Santurtzi City Profile September
Smart Cities 2012

Summary
Santurtzi will focus on developing new services for the elderly using a coproduction approach. Their ULSG includes key
people that are close to the problem including local community associations, social workers, NGOs like Caritas and the
Women’s association. With this basis the potential for developing new services based on a social enterprise model is there.
The key additional capacity is the Innovalab which is based in the city on the Social Innovation Park run by Denokinn and
has experience of designing new social enterprise based models to meet social needs.

City data
City Santurtzi
Region Bizkaia (Basque Country)

Member State Spain

Geographic size 6,8 km2
Population of the city Population: 47.396 (2/7/2012)

Socio economic data Unemployed population: 4.045 (31/12/2011)

Unemployment rate: 20,5% (March 2012)
Population <21 years:8.153 (17,2%)
21-65 years: 29.847 (62,97)
>65years: 9.396 (19,82%)
Number on unemployment benefits: 2249 people
Number on Guarantee minimum income benefits: 2.000 families
Cohesion Policy Objective: Competitiveness
Operational programmes and
key priorities/measures Title : Operational Programme 'Basque Country'
CCI no : 2007ES162PO002
Number of decision : C/2007/5926
Key priorities
1 Knowledge economy, innovation and business development
4 local and urban development

Managing authorities for ERDF

and ESF Ministerio de Economìa y Hacienda - Madrid, España
Dirección General de Fondos Comunitarios, Subdirección General de
Administración del FEDER
Paseo de la Castellana, 162
E-28071 Madrid

Subdirector General de Administración del FEDER

Anatolio, Alonso Pardo
 Tel.: +34 91 5835223
Fax.: +34 91 5835290
E-mail.: aalonsop@sgpg.meh.es
Web: Ministry of Economy and Finance
Web: DGFC: Subdirección General de Certificación y Pagos

Key Contact person Susana Pérez Azkarate. Email: susana@santurtzi.net

What Santurtzi brings Social Innovation Stories Results of social innovation

to the project
Social Innovation Park Santurtzi wanted to promote the creation of new It is still soon to evaluate the park. The SI Park
companies in the municipality, especially in the is just starting to work. It hosted 15 companies
area of social innovation so benefits could be in september 2012, most of them new and
both economic and social. innovative ones, and it has developed or
participated in several programmes and
The Social Innovation Park is a business park fully projects in collaboration with the municipality.
dedicated to social innovation. The SI Park hosts
in the Greater Bilbao area of Northern Spain
consolidated social enterprises and emerging
innovation projects aiming to create the new
“Social Silicon Valley”.

Denokinn, the Social Innovation Basque Centre,

proposed the idea of creating the SI Park to the
municipality. The decision was taken directly by
the municipality.

"Eskurakoi" Its goal is to improve life quality of elderly It was successful. Both objectives were
employment project dependents residing in the municipality through achieved.
the provision of a municipal service seeking to
implement innovative functional adaptations in
bathrooms and toilets at their homes and / or at
municipal facilities.
The objective of the municipality was double: to
improve elderly neighbours’ dialy life creating
employment at the same time. All the works well
done by unemployed students of an professional
educastional centre of Santurtzi.

Local Situation The municipality and its capacity

regarding social
innovation
Which services does the List main services e.g. waste collection, social housing, social services. Youth services, education,
municipality run itself town planning, water and waste water, tourism, economic development,
Street cleaning, gardening, street lighting maintenance, collection, pest control, cemetery
services, tourism, social services (Home support services, day centres, respite centres, community
kitchen, Social and educational intervention team, drugs addiction prevention programs…),
employment and economic development (information services, counselling, training and / or
employment and economic promotion initiatives…)

* For the development of the social and employment and economical services the municipality
receives some funds from the regional government.
Which services are run To follow
through inter municipal
associations (i.e. at
higher levels than the
individual municipality)
Services at Regional The Gran Bilbao
government or Province is Biscay
province level
Taxation 16,92%

Other revenues 17,53% of the budget comes from other revenues

Expenditure 47.816.000€ (year 2012)

Money from central Money from central and regional governments: 30.392.592€
government
Partnerships Eudel (Basque Municipalities Associations)

The policy context Elderly policy is a municipal concern although grants to carers are provided by the Greater Bilbao
authority.
Management The municipality is divided in the following departments: City Hall and Citizen Participation, Social
action and Gender Equality, Culture and Basque language, Economy and economical
development, Internal Affairs, Human Resources and Citizen security, Town planning and
Environment, Cemetery, Construction, Press
Research studies and To follow
consultancy report

Previous ERDF and ESF In 2004 Santurtzi City Council took part in the project "Enpleguaren Bidetik"- EQUAL Initiative,
funding with other local authorities, social agents and Basque Public Administrations.

The objective of this project was to promote the quantity and quality of employment in the
“Margen Izquierda” and mining areas of the Basque Country.

The partners involved were: Basque Government, Provincial Government of Bizkaia, Inguralde,
Forlan, Portugalete municipality, Santurtzi municipality, Sestao municipality and Trapaga
municipality, Eudel, Fondo Formación Euskadi, CCOO and UGT.

The lines of action developed were:

New approaches for the skills and competences development.

Research, development and innovation to improve employment and qualifications.
Supply adjustment to new job opportunities.
Communication and disemination.
Transnationality:
Gender and equality in employment and training.

Within the axis of transnationality Santurtzi municipality collaborated with the regions of Paca
(France) and Pescara (Italy). They jointly developed the following activities:

Transnational website creation (Trios Mers)

Transnational meetings for experiences’ exchange.
Transnational good practices guides: in competencies assessment and identification and in local
development.
Design for a future first European network with the EQUAL partnership Trios Mers.
Strong and weak points What aspects need improving:
of the city - Rigid departments: too hierarchical structure, too much bureaucracy, difficult to change
administration
- Staff too specialized in their thematic areas, it is difficult to work together among areas.
Expensive model
- City council’s departments are located in different buildings: citizens have to go to several
different places depending on their request and there is no single point of contact, or
decentralised offices

The issue that Santurtzi

will address through
the local action plan
Main challenges the 1. Unemployment
city faces 2. Elderly population
3. Weak local economy
Challenges for using a 1. New services for elderly people
social innovation 2. Promote citizens’ and stakeholders participation.
method
How do you envisage Santurtzi will use the Local Support Group to work on the challenge. Main actors involved in the
working on a solution? problem will be represented in the LSP so the solutions will be define by them and develop by the
municipality in a coproduction exercise.
City to city exchanges It would be interesting to visit other cities with successful experiences. The people who would
travel would be team members.

Gdynia could be an interesting city.

How they can benefit Techniques of social innovation to be explored in Santurtzi Santurtzi priorities
from the network
Coproduction working with end-users of service to redesign the service (e.g. xxx
with elderly for elderly services)

Specialist knowledge Working with external consultants and universities or research x

centres
Ideas from other cities Visiting cities that are established leaders in the field, learning xxx
from how they operate and adapting their technique to your
city
Working across sectors Working with social economy, social enterprise organisations xx
or with the private sector to create new solutions
Crowd sourcing working through the internet to get knowledge from the crowd xx

Competitions using public competitions to solve problems x

Public procurement, using your ability through purchasing to drive innovation x

Monitoring and
evaluation
Once the objectives have been define by the municipality and the Local Support Group some
indicators will be defined to check if the process is successful or not.
Management of the
Santurtzi LSG

Coordinator The ULSG coordinator will be at the first meetings Susana Martin (Santurtzi Municipality) but
later an external expert will be hired to play this role.

Once appointed the ULSG will be animated by its coordinator, who will prepare each meeting
with the municipality

Method of work During the development phase Santurtzi municipality has worked on the definition of the ULSG,
selecting the best people to take part on it. It has met several posible members to inform them
about the Smart Cities project, about Santurtzi’s objectives and about the creation of the ULSG
and the role that it will play at Santurtzi. With the received feedback it has been posible to
define the core group of the ULSG.

Organisation and The USLG will meet periodically and systematically every 6 weeks. Nevertheless, depending on
activities of ULSG the topic and the needs, the ULSG will have enough freedom and agility to meet as often as
needed.

All the members will be in contact, mainly by email, and share any interesting information
according to the thematic area.

Participation to Susana Martín (Municipality- Social services department),

national capacity-
building scheme Gaizka Ballesteros (Innovalab),

Susana Pérez (Municipality- Employment Department).

Cooperation with
managing authority The MA is Ministerio de Economìa y Hacienda - Madrid, España
Dirección General de Fondos Comunitarios, Subdirección General de Administración del FEDER
Paseo de la Castellana, 162
E-28071 Madrid

Subdirector General de Administración del FEDER

Anatolio, Alonso Pardo
Santurtzi will collaborate with the implementing body at the level of Pais Vasco

Project Budget for Santurtzi municipality will use the expertise resources available within its project budget to:
External Expertise
Set up and run the ULSG

Coordinate the ULSG

Technical assistance during the project

Technical assistance during the international meetings

Production of the local action plan

First level Controller

Table 1: Santurtzi composition of local support group
Local Support Group (names to be
determined before the implementation phase)

Names and organisation of Stakeholders Connection to the problem in experience and knowledge they bring to the problem
question
San Jorge Senior Citizens Day Centre This is a day centre that Knowledge of the target group and links to other organisations working with the Public
works with older people elderly (e.g. health and social care organisations)
Women association Most carers are women Women are the key actors in the care issue. The family is the core of the support Civil
system and the ULSG needs to have deep knowledge of whether proposals will fit society
Informal carer person who looks after a We need to understand the structure of carer’s lives as much as that of the elderly Civil
senior citizen, usually a person. society
relative - most carers are
informal
San José de Calasanz educational centre Training organisation that This is a key organisation that can help train people to provide new services for the Civil
for employment helps people into employment elderly society
San Juan Citizens’ association Local neighbourhood The new services will be piloted in specific localities. We need local knowledge Civil
association from these areas society
Kabiezes Citizens’ association Local neighbourhood The new services will be piloted in specific localities. We need local knowledge Civil
association from these areas society
City Council (Social Services Municipal organisation The social services has experience of running the current services for the elderly Public
Department) responsible for providing care and of elderly needs
services for the lederly
Cáritas (NGO) Catholic care organisation Caritas has experience of delivering social care and has a strong social network as Civil
well as experience in other cities in Spain society
Innovalab Innovalab has experience of developing enterprise based solutions to social Civil
problems. They have worked in the context of EU programmes such as Progress society
and will play a key role in designing future interventions
 Seinajoki City Profile
Smart Cities October 2012

Seinajoki is one of the strongest partners in the network. The city has a strong resource base and an ability to
organise itself. It also operates a powerful structure of 23 owned arms-length companies carrying out various
functions – an administrative innovation that is interesting in its own right. In the Smart Cities project the city
wants to take forward its work with youth and music and find a way of involving youth directly in the
development of the music strategy. Through doing this the ideas is to build future prosperity for the city.

City data
City City of Seinäjoki
Region South Ostrobothnia

Member State Finland

Geographic size 1469,32 km2

Population of the city City of Seinäjoki 59.138 (31.8.2012)

South Ostrobothnia ~200.000

Cohesion Policy Objective: Competitiveness

Operational programmes and ERDF for Western Finland
key priorities/measures ESF in mainland Finland

Managing authorities for ERDF Ministry of Employment and the Economics

and ESF
Key Contact person satu.alapiha@frami.fi

What they bring to the Social Innovation Stories Results of social innovation
network
Young people as the The project was aiming at developing the The results were good and the
developers of Rytmikorjaamo area (www.rytmikorjaamo.fi, the work groups of young people
Rytmikorjaamo (rhythm area is the centre of creative industries in were satisfied with the work.
garage) Seinäjoki including several public and private Some ideas in renovation of
organizations- in English it translates as the the building were realized and
Rhythm garage) to the meeting place and venue the plans for the outdoor event
for different kind of hobby groups for young facilities were taken account of
people. The purpose was to gather together planning the venue.
different young groups to influence and give their
 input to the renovation of the building and the
outdoor event facilities.

New Y-talo (Cooperative Y-house is a common building enterprise of the The house has just been put to
house for health care city of Seinäjoki and South Ostrobothnia health use on autumn 2012 and first
district, health care centre care district. experiences are promising.
and university of applied
sciences) Y-house includes operations of health care district,
health care centre and Seinäjoki university of
applied sciences). The purpose is to offer modern
health care services under one roof.

User-driven needs and transformability of the

premises were taken account of planning the
house and for example the colours of the
decorations are important. For example in public
spaces the colours and bright and clear for guiding
purposes and in the wards the colours are
peaceful and beneficial for healing purposes.
Example 3 The library was developed in cooperation between The library opened in
architects and users and has specific areas for September 2012 to wide
different groups including themed junior and acclaim.
teenage areas.

The local situation The municipality

regarding the topic
Which services does the City development, business services, culture, education and studying, family and
municipality run itself social services, health services, health inspectors and veterinarians, housing and
building, library, services for immigrants, sports, traffic infrastructure and maps,
urban planning and environment, waste disposal and recycling, youth affairs.
Note that the municipality owns subsidiary companies that deliver specialist
services

Lakeuden, water and sewage services

Seinäjoen Energia Oy, supplier of electricity
Seinäjoki Areena Oy
Seinäjoen Vuokra-Asunnot Oy, rental housing
Kiinteistö Oy Marttilan kortteeri, rental housing
Seinäjoen kaupunginteatteri Oy, the City Theatre
Etelä-Pohjanmaan musiikkiopiston kannatusosakeyhtiö
Seinäjoen Orkesteriyhdistys ry
Etelä-Pohjanmaan Messut
Seinäjoen Teknologiakeskus Oy, the Seinäjoki Technology Centre

Overall there are 21 partnership corporations and 4 joint municipal authorities

Seinäjoki Region Business Service Centre

Which services are run Energy and water services (Lakeuden Vesi Ltd, 4 municipalities and two companies,
through inter municipal + Seinäjoen Energia),
associations (i.e. at Higher education (Seinäjoki University of Applied Sciences, 20 municipalities),
higher levels than the meeting and conference service (Seinäjoki Conference Ltd),
individual municipality) rescue department (South Ostrobothnia rescue department), tourism (South
Ostrobothnia Tourist Service Ltd)

Services at Regional Regional council of South Ostrobothnia; regional development and regional
government or province planning
level
Taxation City tax, 19,75 %, 184 million Euros
Corporate tax, 15 million Euros
Property tax 16 million Euros

Other revenues Yes, smaller amount: plot sales, health center fees, etc.

Expenditure 387 million euros (budget 2012) including city enterprises

Money from central 75,5 million euros

government
Partnerships Shareholdings and board work

The policy context City strategy, updated every 4 year

Internationalization strategy
Board programme for city board
Business strategy
New city innovation programme (2014- )
Strategy for reconstruction of municipal structure and services (several
municipalities)
Regional plan
Management Mayor (the mayor is a non-elected city manager) and manages managing 4 different
units: 1) city office including administrative, development, financial and business
services 2) Centre of Educational, Cultural and Leisure Services including basic
education, special education, upper secondary education, adult education centre,
cultural, library, museum and sport services and department of youth affairs 3.)
Centre of Social And Health Services including special and social services, care for
the elderly, children´s day care, health care, environmental health service, Seinäjoki
occupational health care and Seinäjoki food and environment laboratory 4.)
Technical Centre including municipal engineering, land-use and urban planning,
property and surveying services, facility management, building supervision,
environmental protection.

Research studies and In Local Support Group Seinajoki would like to examine the ways and methods
consultancy report concerning how to move to triple helix model to quadruple helix model and take
the end-users and municipal citizens better into account while planning the
services.

Previous ERDF and ESF For example in social services, educational services etc the units take care of the
funding ERDF and ESF-funded projects independently, the city is not having centralised
project unit.
Strong and weak points Decision-making process is democratic. All the citizen has equal rights to participate
of the city administration and influence. For example citizen initiative by letter or by internet.

Decision-making process is slow and takes time. Some citizens are active but there
are minor ways to activate the passive citizens.

The challenge which the

city will address through
its LAP
Main challenges the city 1. Managing the growth of the city of Seinäjoki
faces 2. The creation of the new Seinäjoki Growth and Innovation Programme (new
ministry funded regional development programme 2014 -)
3. Develop and support the development of the main industries (food chain
industries, metal industry and creative industries) in the area

Challenges for using a Preventing of social exclusion of young people

social innovation method

How do you envisage Workshops and testing sessions for young people
working on a solution? Increase knowledge and experiences about the good practises
City to city exchanges Cities belonging to the Smart services group (Santurtzi, Syracuse, Coimbra, and
Inteli/Lisbon).

Techniques of social Priorities for Seinajoki one x

innovation that they wish for possibly, two xxx for
to benefit from probably three xxx for
definitely
Coproduction working with end-users of service to redesign the xxx
service (e.g. with elderly for elderly services)

Specialist knowledge Working with external consultants and universities XXX

or research centres
Ideas from other cities Visiting cities that are established leaders in the XXX
field, learning from how they operate and adapting
their technique to your city
Working across sectors Working with social economy, social enterprise XX
organisations or with the private sector to create
new solutions
Crowd sourcing working through the internet to get knowledge X
from the crowd
Competitions using public competitions to solve problems X
Public procurement, using your ability through purchasing to drive X
innovation
Monitoring and
evaluation
The target in LSG is to expand the quadruple model in decision making processes,
strategies and funding models in the region.

key performance indicators will need to be revised in the context of the new
project

Management of the
Seinajoki LSG

Coordinator Ms. Satu Alapiha plus external experts

Method of work Work of the USLG will be organized in two groups, the core USLG (to draw up the
LAP, management and coordination on a strategic level and local decision making)
and enlarged group (input, brainstorming, experts, consultation and
dissemination). Core group meetings will be arranged regularly and it will be the
operational work group. Enlarged group will operate as a tool for dissemination
and brainstorming.

Organisation and preliminary plan is to have two groups:

activities of ULSG at
partner level. - the core ULSG: to draw up the LAP, management and coordination on a strategic
level and local decision making

- enlarged group: input, brainstorming, experts, consultation and dissemination

- core group meetings more regularly, for example every two month, enlarged
group meetings for example twice per year

- use of external consult / facilitator in both groups when needed

- Local Action Plan renewed and targeted during the process, active ongoing
process also LSG will be renewed if needed, especially in the enlarged group the
composition might be flexible and new members can be invited.

- the results (memos, final Local Action Plan etc.) will be disseminate widely for
different interest groups by using for example different e-communication methods

Participation to national - Satu Alapiha, City of Seinäjoki

capacity-building
scheme - Jari Kolehmainen, University Consortium of Seinäjoki

- Sanna Kankaanpää, Frami Ltd

Cooperation with Managing Authorities (Ministry of Employment and the Economy in Finland) will
managing authority be invited to join Local Support Group work and meetings. All the documents
related to LSG-meetings (minutes, memos, etc.) will be sent to Managing
Authorities. They will also be invited to participate to Urbact Annual Conference
networking and cooperating with other Managing Authorities involved to the
project.
Project Budget for External expertises: 12.100 euros
External Expertise
Auditing Costs (5 times x 1.300 e) = 6.500 euros

- Promotional work and materials 2.600 euros

- External experts for seminars 3.000 euros

-
Table 1 Seinajoki composition of Urbact Local Support Group
Composition of ULSG Connection to the problem in question Experience and knowledge they bring to the sector
problem
Seinäjoki University of Applied Sciences- Jari Multidisciplinary educational organisation with wide Expertise in triple helix model and living lab Pub
Kolehmainen, University Consortium of Seinäjok contacts to the young methodology
University Consortium of Seinäjoki - Hannu Research organization with specialized research on the Expertise in triple helix model and development of Pub
Haapala, Seinäjoki University of Applied Sciences- development of innovation environments innovation environments
Juha Alarinta,

Regional Council of South Ostrobothnia- Antti Local financier organization with responsibilities on Expertise in triple helix model and user involvement Pub
Saartenoja, - Heli Seppelvirta, regional development in regional development

Foodwest Ltd. Antti Väliaho, National centre of expertise Expertise in triple helix model and user involvement Pri
within consumer sector
Seinäjoki Region Business Service Centre Irma Local business and trade development organization Expertise in triple helix model and regional Cs
Jaakkola, infrastructure development
Frami Ltd Sanna Kankaanpää, Hannemari Niemi, Project coordinator, national centre of expertise Expertise in triple helix model, living lab methodology Pub
Päivi Mäntymäki, and development of local innovation environments
Seinäjoki Association of Living Music Harri Association specialized in rhythm music activities and Expertise in youth involvement in various rhythm Cs
Pihlajamäki, Seinäjoki Association of Living Music events music events/happenings

Rytmi Instituutti Suoku Siren, Educational and development organisation within Expertise in youth involvement in various rhythm Cs
rhythm music music training for the young
City of Seinäjoki Erkki Välimäki, Sami Project partner and stakeholder in most of the Expertise in user involvement (e.g. neighbourhood Pub
Mäntymäki, Leena Kråknäs, Plus local organizations in this project associations, citizens)
politicians (municipal election in Finland October
2012)

Sibelius Academy Mika Virkkala, , Seinäjoki Unit Educational and research organisation within music Expertise in triple helix model and user involvement Pub
sector within music sector
 Siracusa

Smart Cities City Profile

September 2012

City data
City Siracusa
Region Sicily

Member State Italy

Geographic size size of the municipality: 204,08 kmsq

Population of the city Syracuse has 123,470 inhabitants

Territoral Development Integrated Plan Coalition (PIST): 225.606 inhabitants

Cohesion Policy Objective: Convergence
Operational programmes and
key priorities/measures Ongoing Programmes:
Pisu Aretusa Contemporanea (ERDF)
Pist Neapolis-Eloro (ERDF)
Strategic Plan (ERDF)
Progetto Territorio (ERDF)
Operational Programme 'Sicily'

Managing authorities for ERDF Presidency of the Region of Sicily

and ESF Department of Planning
Piazza Luigi Sturzo, 36
I-90139 Palermo
Sicily Region - Presidency
Happy, BONANNO
E-mail.: Direzione.programmazione @ regione.sicilia.it

Key Contact person Caterina Timpanaro, catetimpa@yahoo.it

Social Innovation
Stories
What has you’re your What was the story of the project Results of social innovation
previous experience in
social innovation

The Sustainable Development Plan, It has worked successfully in identifying further

The Sustainable (2006 – 2007), involving citizens priorities and programmes that are shared and
Development Plan through local meetings, has focused on: sustainable.
 urban sustainable renewal; sustainable Transportation and Mobility Plans elaboration.
mobility; environmental re generation High quality projects (public competition) for the
of coastal areas. renewal of the costal and waterfront areas.
It has succeeded in organizing neighborhood labs
within diverse districts (Circoscrizioni) involving
inhabitants with diverse incomes and social status.
Definition and elaboration of a project for the
Siracusa Urban Center.
Example 2: During the Agenda 21 experience Defining priorities and policies for the incoming
(2006-2009), 3 social forums on main projects.
Agenda 21
urban issues (social, environmental and Start up of a Bike sharing service (similar in concept
transportation) have been organized, to Velib)

Example 3: Citizens engagement and stakeholders It is working well.

involvement in civic meetings,
Strategic Plan It has been the starting point for developing the
workshops and round tables lead to
Smart Challenge.
define the main shared Visions for
Syracuse City in the recent Strategic
Plan (2009 – ongoing).

The municipality and its

capacity
Which services does the Social housing
municipality run itself Town planning
Social Services
First Level Education

Which services are run Name of inter municipal association, names of constituent municipalities
through inter municipal -Consorzio ATO n.8 Siracusa / Servizio Idrico Integrato (Water Integrated Service).
associations (i.e. at
Constituent Municipalities: Syracuse Province, and Augusta, Avola, Buccheri, Buscemi,
higher levels than the
Canicattini Bagni, Carlentini, Cassaro, Ferla, Floridia, Francofonte, Lentini, Melilli, Noto,
individual municipality)
Pachino, Portopalo di Capo Passero, Priolo Gargallo, Siracusa, Solarino, Sortino Municipalites.

- ATO n. 1 Siracusa / Getione ambientale integrata (Integrated Environmental Management),

comprende i seguenti comuni:
Constituent Municipalities: Augusta, Buccheri, Buscemi, Canicattini Bagni, Carlentini, Cassaro,
Ferla, Floridia, Francofonte, Lentini, Melilli, Palazzolo Acreide, Priolo Gargallo, Siracusa,
Solarino, Sortino.

List of functions
- Water Management
-Waste disposal and management
Services at Regional Transportation (Regional)
government or province Higher Education (province, Region and Central Government)
level
Health care (province)
Tourism (province)
Taxation The 8% is the proportion of the budget raised out of local property taxes on residents and
businesses
Other revenues Other sources of income at local level besides property taxes, are:
Waste management tax (TARSU), other local taxes related to the services offered by the
Municipality.
Expenditure 185.658.107 euro is the total annual budget spent by the municipality

Money from central euro 31.784.000 from the central National governemnt,
government euro 23.949.000 from the Sicily Region
Partnerships Concerning specific issues, on which the central or regional government presence is needed
(authorization, etc.), diverse tools –such as direct meeting or e-mails, etc. – are usually used.
Concerning the partnerships with inter-municipal associations, the municipality is usually part
of the advisory committee.
The policy context General Master Plan
Traffic and Mobility Plans
Ortigia Renewal Plan
Strategic Plan
2007-2013 Funds Planning and Management
Management The Municipality is a hierarchical structure, including 3 main sectors: a
Technical section (transportation and mobility, urban planning, new construction, etc.)
Social services – Culture and Tourism
Administrative section (human resources, financial office, etc.)
These sectors’ managers organize frequently meetings among them.
Concerning the political dimension, the structure is composed by:
The Mayor
The Town Council, elected by inhabitants
The Assessors’ Council, collaborating with the Mayor on the diverse agenda issues.

Research studies and -Strategic Plan - Mid Term Report

consultancy report (http://www.pianostrategicosiracusa.it/sites/pianostrategicosiracusa.it/files/PSSR_sintesi.pdf)
th
-IBM Smarter Cities Challenge Report (will be published after the 9 of October)
-Perugia Best Practices on ‘Sustainable Mobility’
Previous ERDF and ESF Regional Funds-ERDF:
funding Urban
Terra Dias Programme (ERDF)
Sustainable Development Plan (ERDF)
Progetto Sistema (ERDF)

URBACT MEDINT (2002-2006): Siracusa Lead Partner; dealing with integrated approaches to
urban management.
URBACT CHORUS: Cultural Heritage Operations For The Regeneration Of Urban Sites.
URBACT REGENERANDO (2004-2007): The project proposed methodologies able to cope with
aspects of urban policies and regeneration.
URBACT CITIZ@MOVE (2004-2005) cities on the move
URBACT SUD-EST, started in 2005. developed an international partnership proposing to
identify good practices for coastal cities sustainable development.
URBACT REGGOV (2008-2011): Regional Governance of Sustainable Integrated Development
of Deprived Urban Areas.
http://urbact.eu/fileadmin/Projects/Reg_Gov/documents_media/LAP_abstract_Siracusa__IT_
_EN.pdf
Strong and weak points Strengths
of the city The actual administration is demonstrating a strong capacity on affirming Siracusa as a crucial
administration
 city within the National and Mediterranean contexts.
Siracusa has been recently invited – among few other Italian cities - to participate to a special
fund (Cities Plan) promoted by the national association of Municipalities (ANCI).
Furthermore the Municipality is developing a range of projects (Smart Cities national
competition; Life plus European programme; Progetto di Territorio) aimed at improving its
sustainable development through innovative and smart tools and solutions (i.e. Green Public
Procurement in the Construction Sector; etc.)
It is implementing this cooperation with local stakeholders (also thanks to the recent ‘Board of
the Future’ established within the IBM smart cities project) as well as with national and
international partners (i.e. the incoming Sustainable Mobility Twinning with Perugia (IT); etc.)
Weakness:
• Low skills in designing well defined projects in particular on monitoring and
evaluation methods and sustainability level.
• Weak public participation
• Weak private/public partnership
• Low capacity in transforming projects and ideas into Action Plans and successful
actions/concrete results and changes.
• Weak capacity in developing policies for implementing the quality of life
• Weak capacity of integrate the cultural heritage with the existing polluting big
industrial area.

THE CHALLENGE
Main challenges the 1. Open and more efficient Governance
city faces 2. Sustainable development
3. Local economy (local resources not well enough deployed)

Challenges for using a Syracuse aims at improving the outcomes that are going to be reached through the MUSA and
social innovation ‘IBM Smarter Cities’ projects, related to a new mode of governance, environmental
method sustainability and economic innovation.
The Urbact Smart project concerns a core challenge: the implementation of the Urban
Center/Smart City Center/Glass House as a living lab where a shared decision making process
will be institutionalized; a social innovation driver; a big Hub where co-production of socially
innovative solutions to urban problems will be experimented and the visibility of the
information and the solutions tested will be expanded. This complex and crucial goal, as
background of the whole project, will be initially started through two main interrelated
challenges:
- Sustainable urban mobility: a co-creation path where the all urban actors will participate
(normal citizens, tourists, etc.).
- Cultural value chain: rethinking how to implement the important cultural sites and heritage
in Siracusa, stimulating participative dialogue, new forms of communications, interaction and
co-design among the different local actors and social groups, focusing on sustainable mobility
(i.e. civic apps for a better use of cultural heritage, etc.)

How do you envisage Launching, and institutionalizing, a ‘City Jam’ through a big event (such as an Open Space
working on a solution? Technology) with the aim of involving all the local actors, together with the ULSG members, in
the Urbact project. It will be the starting point of a new participative process, focused – for
the moment – on the project’s topic.
Diverse tools (local workshops within the districts and strategic sites; IT instruments such as
Siracusa’s website and social network; outreaching activities; etc.) will be used in order to
promote the participation and collect feedbacks on the project and on the LAP development,
from different urban actors.
A significant place (the historical Building of ‘Casina Cuti’) will be identified as a place where
the process will be launched and implemented, where the main Urbact activities (ULSG
 meetings and workshops; etc.) will be held, where Informative Boxes (for tourists, citizens,
etc.) will be hosted, where a transparent informative platform - containing all the data and
information about the project - will be available; where the Local Action Plan will be designed.

City to city exchanges No. not a priority

Techniques of social Description of technique Siracuse

innovation Siracuse will
deploy
Coproduction working with end-users of service to redesign the xxx
service (e.g. with elderly for elderly services)

Specialist knowledge Working with external consultants and universities x

or research centres
Ideas from other cities Visiting cities that are established leaders in the xxx
field, learning from how they operate and adapting
their technique to your city
Working across sectors Working with social economy, social enterprise xxx
organisations or with the private sector to create
new solutions
Crowd sourcing working through the internet to get knowledge X
from the crowd
Competitions using public competitions to solve problems xx
Public procurement, using your ability through purchasing to drive xxx
innovation

Monitoring and
evaluation
What mechanisms are used to establish whether new approaches have been successful?
The municipality keeps records on mobility, modal split and trips key performance indicators
in the field of the proposed local action plan?

Management of the
Seinajoki LSG

Coordinator The coordinator of the ULSG will be the engineer-urban planner Caterina Timpanaro, who
has several experiences in participatory and community planning, in both European and USA
contexts. She is also Thematic Expert for Urbact (social innovation and governance area),
expert evaluator for the ‘Europe for Citizens’ Programme (EACEA); consultant on EU projects’
development concerning sustainable and inclusive cities.

She will set up and run the ULSG involving appropriate stakeholders, able to input the
baseline study, develop the Local Action Plan, take part to exchange activities, contribute to
partners’ activities, promote local dissemination events.

The coordinator will be also responsible of the organization of participatory planning

practices within the two neighbourhood selected as pilot areas (Oritgia and Borgata
historical areas) and of the App competition activities (i.e. social innovation camp).
 The ULSG coordinator has already contacted the potential members of the ULSG, inviting
them to sign a Letter of Intent to participate to such activities.

She will have continuous direct contact with these members as well as with the Project
Coordinator with whom she will organize weekly meetings.

Method of work The project will start in April 2013 launching – and institutionalizing - a ‘City Jam’ through a
big event (such as an Open Space Technology) with the aim of involving all the local actors,
together with the ULSG members, in the Urbact project. It will be the starting point of a new
participative process, focused – for the moment – on the project’s topic.

Two local neighborhood (Ortigia and Borgata) have been chosen as pilot areas where
activating participatory practices with the support of the Local Support Group.

A bi-monthly meeting among ULSG partners will be organized, both face to face and via
web/skype, when necessary.

A bi-monthly report and a newsletter will be sent to all members, and a web-space/blog will
be hosted within Siracusa website in order to promote dialogue, ideas and advices’
exchanges among the diverse ULSG members.

Through a shared decision making process, will be also discussed and chosen the instruments
to be used in order to engage more citizens as possible as well as to disseminate the findings
of the project.

Such diverse tools (i.e.local workshops within the districts and strategic sites; IT instruments
such as Siracusa’s website and social network; outreaching activities; site visits; social
innovation camp; etc.) will be used with the aim of promoting the participation and collect
feedbacks on the project and on the LAP development, from different urban actors.

Some Experts and specific actors able to contribute to the LAP implementation could be
involved through special meetings/workshops/online conferences.

Organisation and Concerning the LAP, hands-on planning, interactive displays, charrettes, thematic/sensitive
activities of ULSG at mapping, neighborhood walks, etc. Will be some methods used to work together with
partner level. ccommunities and other local dwellers.

Two significant places (the historical Building of ‘Casina Cuti’ within the Archeological Park
and and the Euro South Hub within Ortigia historical center) will be identified as a place
where the process will be implemented, where the main Urbact activities (ULSG meetings
and co-desing workshops; etc.) will be held; Informative Boxes (for tourists, citizens, etc.) will
be hosted; a transparent informative platform - containing all the data and information
about the project - will be available.

These two location will be, in general, opened to all residents, tourists (because of their
strategic location) and all the various stakeholders,

Within these two locations communities belonging to the two related local neighbourhoods
will be involved, Urbact events (launch, exhibitions, meetings, etc..), Thematic workshops,
and participatory labs and Collaborative Working Tables to support the development of the
Local Action Plan will be carried out.

Finally at the HUB will be carried out activities related to the competition for the design of a
civic APP, as expected from the work of the whole URBACT II-Smart Cities network.
Participation to Project coordinator: Arch. Giuseppe Di Guardo
national capacity-
building scheme Project Technician (external Expertise): Eng. Caterina Timpanaro

ULSG member: Dr. Gianpaolo Miceli, Siracusa Craftsmen and Entrepreneurs Association

Cooperation with Presidency of the Region of Sicily

managing authority
Department of Planning

Piazza Luigi Sturzo, 36, I-90139 Palermo, Sicily Region - Presidency

Happy, BONANNO

E-mail.: Direzione.programmazione @ regione.sicilia.it

The city of Siracuse will strengthen its established links with the MA in Palermo and work
with them to improve the delivery of integrated urban development priorities now and in
the next programme period.

Project Budget for The expertise resources will be used in order to carry on the Project Technician’s activities.
External Expertise
She will be in charge of coordinating the ULSG, conducting outreach and participatory
activities within the city, and managing the development and production of the Local Action
Plan.

She will also take part to the training scheme and to other events and exchange activities
(field visits, lab meetings, etc.), with the aim of transferring the lessons learned to the
Municipality as well as to the LSG and to the city, in general.

She will participate to the organization of the 3rd Thematic Exchange Meeting in Siracusa
and the final local meeting.
Siracuse proposed Local Support Group

Names and organisation of Stakeholders Their connection to the problem in Experience and knowledge they bring to the problem
question
Concetto La Bianca, Deputy Mayor, Siracusa Within the Municipality he is the main Several years of experience within the public works field, a deep public
Municipality responsible of the Urbact Project, as well as knowledge of the city’s issues and of the governance’s weaknesses
of the development of a new inclusive and
open governance
Mariella Muti, Culture Assessor, Siracusa As Culture Assessor of the City of Siracusa, She has also been for several years Superintendent of Cultural public
Municipality she aims at promoting cultural events and heritage, developing a keen knowledge of the whole Heritage.
cultural heritage Recently she is also managing local cultural successful festivals
within Ortigia neighborhoods, starting a new relationship with
communities
Arch. Giuseppe Amato, Mobility and He is responsible of the Department of He has a deep knowledge of Siracusa mobility systems, of its public
Transportation Dp.t, Siracusa Municipality Transportation and Mobility, in charge of weaknesses and strengthens as well as of the existing Traffic and
developing projects related to these two Mobility Urban Plans.
fields. He is also responsible of the MUSA
national programme, connecting urban
mobility with cultural attractors. He is
managing the new public procurement for
assigning the management of public buses,
private parking and bike sharing systems.
Dott.ssa Sara Garufi, Social Policies and She is responsible, within the Municipality, She has a long lasting experiences in Siracusa concerning the city’s public
Culture Dp.t, Siracusa Municipality of the Social Services Department, where social issues. She has a wide knowledge of the city and local
she manages local programmes and districts’ main issues as well as potentialities.
policies concerning social issues.
Dr. Gianpaolo Miceli, CNA, Craftsman and He is a crucial member of the Craftsman and He has a good and important knowledge concerning local Civil society
Entrepreneurs Association Entrepreneurs Association, which consist of entrepreneurs: needs, main complains, typologies, aspirations, etc. and private
around 500 sme , including young and He has also a strong relation with them, and he could be able to
woman entrepreneurs. collaborate to the involvement of such local actors.
Arch. Francesca Castagneto/Stena Paternò - The Euro South Hub is finalized at The Hub’s team has already several experiences (within academia, Public and
Euro South Hub/ Faculty of Architecture, implementing and promoting Social Sicily Region administration, etc.) related to participation and civil society
University of Catania Innovation. It is part of a global network of community involvement. They are deepening, through the Euro
international Hub. The Hub is one of the South Hub, their knowledge concerning Social Innovation and
location chosen for hosting Urbact possible Hub’s activities. They are creating connection within the
activites, and in particular the Ortigia pilot city with diverse urban actors.
area’s ones.
Dr. Ministeri, Cultural Heritage The Superintendence represents the main They could contribute and participate to the activities concerning public
Superintendence authority in charge of the conservation, the elaboration of better accessibility systems to the Cultural
valorization and management of the Monuments and sites, while preserving them.
Historical and Cultural Heritage.
Nicola Palmarini, Director of IBM Europe He is Director of the IBM Human Centric He has a crucial experience in the mobile market bounded to the Private
Human Centric Solutions Center (Milan) Solutions Center. He has been part of the internet of things, remote monitoring and crowdsensing connecting
IBM team working in Siracusa for the things, people and places through smartphones and social media
Smarter City Grant, and he has elaborated enhancing collaboration. He created, developed and launched
the final Report of Recommendation for several projects in the tourism, culture, health and care industries.
the City. Today he is an expert on interaction between objects and devices
and on how to make these interactions relevant from a marketing
and communication pow. Thanks to the IBM project in Siracusa, he
also gained a very good knowledge of the city.
Mrs. Giaccone (Casina Cuti), Neapolis Local Dr. Giaccone is part of the Neapolis Local The Neapolis District team, in general, and Dr. Giaccone in public
District Distict’s team, which offers, within Casina particular, have long experiences in working with residents and in
Cuti, social, administrative and economical supporting disadvantaged communities.
services to local residents.
Avv. Paolo Tuttoilmondo, Legambiente, Environmental Association aimed at They have long experiences in organizing national and local Civil society
Environmental Association promoting: environmental protection, campaign, reports analysis in relation to environmental issues. They
public health and landscape. have participated to several projects and initiatives promoted by
Municipality, and they are recently proposing the realization of a
new bike line. They could contribute to the aim of changing citizens
behaviour and awareness raising.
Arch. Lilia Cannarella, Deputy President of The Architects Association’s main objective Their crucial experience and knowledge related to training courses Civil society
Architects Association is to offer courses and training activities to and in particular to project design (urban renewal, technical and
architects, considered as main actors of the composition expertise, etc.) as architects could represent a great
urban and city development. They are contribution to co-production and co-design activities.
linked to many other associations working
within the city. Arch. Cannaralla, in
particular, is also involved in Legambiente
environmental association.
Prof. Silvana Tuccio, Lacunae Cultural She is working within Siracusa city – and She has several years of work experience with Sustainable Culture Civil society
Association, environmental Association with other several cities around the world – (Noto, Sicily), International Institute for Industrial and Economics
on the issue of sustainable development (Lund, Sweden), Veil Innovation Lab from Melbourne, organizing
and design; participatory methods. Seminars and events, on such themes.
Great experience in sustainable design and participatory practices
(Melbourne and Cardiff methods), as professor and designer.
Dr. Lucia Garofalo, responsible for the She is member of the Regional Social She has also been working for 35 years within the Dpt. Of Social Civil society
Siracusa Province Social Assistants Association Assistants Association and responsible for Services, as coordinator of Agenda 21, and she has participated to
the Siracusa Province. all the previous Urbact Projects. She could bring her keen
understanding of Siracusa social issues , in particular in relation to
Borgata (where she worked for 10 years), as well as a good
knowledge of Urbact and LSG work methods.
Dr. Maria Amalia Mastelloni, Director, She is the responsible for the management Thanks to her fundamental role and to her deep expertise Public
Archeological Park (Siracusa) of the Archeological Park a huge area, concerning Archeological Areas but also Cultural Heritage (she has
surrounding Siracusa, which include some been Superintendent of the Region of Veneto, IT), she could
of the main archeological sites. contribute to the definition of a better use and access to cultural
sites.
Simona Falsaperla, Confindustria, Siracusa She is the Public relations specialist of the Since 25 years she works in public relations for the President of Private
Industrial Association Siracusa Confindustria Association, Confindustria, and thanks to her involvement some economic
including the big oil companies. These resources as well as human resources, know-how, business
companies contribute to the 54% of the expertise could be brought to the problem.
Siracusa’s GDP.
 Triangle Region

Smart Cities City Profile

September 2012

Summary
The triangle region is made up of 6 municipalities. They wish to explore how they can spread social innovations in carbon
reduction which have been piloted in one municipality of Middelfart to other parts of that municipality and to other
municipalities in the association. The practice in Middlefart has been recognised in several awards as a good practice. By
doing this they hope to better understand the underlying dynamics and conditions of transferring citizen led social
innovations. This problem of the conditions for transfer is not widely understood.

City data
City Trekantområdet Danmark
Region Region Syddanmark

Member State Denmark

Geographic size 3451 Sq. km

Population of the city 354.000 in total (6 municipalities)

App. 2.2 mill (one hour drive)

Cohesion Policy Objective: Competitiveness

Operational programmes and Sustainable Smart City – green business transition
key priorities/measures
Managing authorities for ERDF List the Managing Authorities for the operational programmes
and ESF
Key Contact person Peter Lind – pl@trekantomraadet.dk

Social Innovation
Stories
What has you’re your What was the story of the project Results of social innovation
previous experience in
social innovation

Example 1 – energy saving models. Best European Energy Several models for energy savings,
Transformation of Saving project. enhancing knowledge about energy savings
business models to real Winner of Innovation competition amongst all amongst citizens and business.
life municipalitys I Denmark 2011
Winner of most innovative leadership amongst
leaders at municipalitys 2011
The local situation The municipality and its capacity
regarding the topic
Services the Waste collection, social housing, social services. Youth services, education, town planning,
municipality runs itself water and waste water, tourism, economic development, urban and rural planning, energy
planning, school, elder houses etc.

Services run through District heating

inter municipal Waste disposal
associations and
Electricity and water supply (partly)
companies
Public transport (partly)
Business development (Partly)

Services at Regional Hospitals

government or Police
province level
Part of business development
Part of public transport

Taxation Income tax

Other revenues Financing by users, land sale

Expenditure What is the total annual budget spent by the municipality?

(Ex from Fredericia: Operating cost = 387 mill €, Construction 14,4 mill €
Money from central None - the municipalities raise their own money through income tax
government
Partnerships Advisory committee
The triangle
The policy context What existing plans, frameworks, action plans are in there?
Overall plan for the Municipalities including, nature and environment, health care, business
development, urban and rural development, climate and energy.
Management Local democratic government. Several mini-local governments.

Research studies and No

consultancy report

Previous ERDF and ESF YES.

funding Interreg, ERDF and ESF

Strong and weak points What are the strengths and weaknesses of the existing municipal administration? What aspects
of the city need improving
administration No tools for handling the combination of , low growth, urbanisation, energy and climate
challenges, competition from new economies and energy planning – transition to smart city
The challenge to be
addressed through the
local action plan
Main challenges the 1. Social cohesion
city faces 2. Transformation to smart city
3. Unemployment – especially for people with no or poor educational background

Challenges for using a Finding ways of spreading successful innovations from one part of one municipality to all of the
social innovation communities in all six municipalities in the Triangle region
method
How do you envisage To find and support local initiatives started by local citizens preferably with focus on energy and
working on a solution? climate issues
City to city exchanges Maybe

Techniques of social Priorities for Triangle

innovation that
Triangle wants to
benefit from
Coproduction working with end-users of service to redesign the service (e.g. with xxx
elderly for elderly services)

Specialist knowledge Working with external consultants and universities or research XXX
centres
Ideas from other cities Visiting cities that are established leaders in the field, learning from XX
how they operate and adapting their technique to your city
Working across sectors Working with social economy, social enterprise organisations or with XXX
the private sector to create new solutions
Crowd sourcing working through the internet to get knowledge from the crowd XXX
Competitions using public competitions to solve problems X
Public procurement, using your ability through purchasing to drive innovation XX

Monitoring and
evaluation
Implementation of planning and recommendations from projects are used to establish whether
new approaches have been successful?

Usage of renewables and use of smart technologies for energy distribution as well as local
government. Spreading learning experiences to rest of Europe
Management of the
Triangle LSG

Coordinator Peter Lind

Method of work So far the local USLG is being formed and no activities under this program has been
carried out yet. We expect the USLG to evolve during the project period as the project
portefolio expans

Organisation and
activities of ULSG at
partner level.

Participation to
national capacity-
building scheme

Cooperation with We will invite the managing Authorities to our meetings and in general keep them
managing authority informed

Project Budget for We are not yet able to answer this question in any detail.
External Expertise
Table 1: Triangle ULSG

Local Support Group

Names and organisation of Stakeholders How are they connected to the problem in question? What experience and knowledge do
they bring to the problem?
Morten Vestergård – Municipality of Works with social innovation in communities that Extensive experience of implementing Public
Middelfart wants/needs to change or make changes energy efficiency measures through
working with local communities. Owner
of the method and experience with
energy companies
Lisbet Dahl Kristensen – Municipality of Works with social innovation in communities that Possible transfer municipality Public
Fredericia wants/needs to change or make changes

Boris Schønfeldt – Municipality of Vejle Works with social innovation in communities that Veijle has experience of projects in Public
wants/needs to change or make changes disadvantaged areas

Claus Marcussen – Municipality of Vejen Works with social innovation in communities that Possible transfer municipality Public
wants/needs to change or make changes

Merete Valbak – Municipality of Kolding Works with social innovation in communities that Has experience of implementing Public
wants/needs to change or make changes projects in Holding which may be the
first transfer location
Peter Lind – Triangle Region Denmark Project management from the Triangle region organisation Project management Public
which is jointly owned by the six municipalities

Johannes Lundsfryd Jensen President at the steering Committee at FØNS (village) Has link to the local community where Civil society
savings in carbon are being
implemented, role model, pilot village,
method
Niels Bjerring Hansen - EBST associated managing authority Can advise on eligibility for ERDF Public
programme
 Inteli Profile
Smart Cities September 2012

Inteli is a non-city partner who will act as a knowledge partner. They bring outstanding knowledge and experience of
working in transnational projects and of social innovation in cities. Their own work will contribute to the digital
transformation horizontal theme. They will also form a local support group to help to raise social innovation at national
level by bringing key agencies into contact with the main actors in the social economy.

Partner data
Non City partner INTELI – Intelligence in Innovation, Innovation Centre

Juridical Status Private non-profit Association (public equivalent body)

Region Lisbon

Member State Portugal

Geographic size Non applicable
Population of the city Non applicable
Cohesion Policy Objective: Competitiveness
Operational programmes and
Regional Operational Program for the Lisbon Region
key priorities/measures
Managing authorities for ERDF CCDR-LVT –Regional Coordination and Development Commission of the Lisbon
and ESF Region
Key Contact person Catarina Selada, Head of Cities Department

Social Innovation Stories

What is your previous What was the story of the project Results of social innovation
experience in social
innovation
An annual report and an online platform
This project intends to develop a ranking of
will be disseminated widely, supporting
smart cities in Portugal, comprising the
the municipalities in monitoring their
following dimensions: governance, innovation,
strategies and policies, including in the
Smart Cities Portuguese sustainability, inclusion, connectivity. social innovation area. A set of
Index recommendations will be produced so
Special attention is paid to projects related to
public participation, provision of public that the municipalities can improve the
provision of public services to the
services and social innovation.
citizens.
What Inteli brings to The partner and its capacity
the project
Which services does the INTELI provides the following services to municipalities and regional and national
association run itself governments:
Research & Analysis
Entails research and knowledge development in terms of policies and the management
of territorial innovation.
Policy Advocacy
Design of innovative ideas and creative solutions for the agenda of territorial
development policies, on a local, regional and European level.
Strategic Planning
The definition of territorial development strategies, through diagnosis, benchmarking
and planning.
Evaluation of Policies and Programs
Involves the monitoring and evaluating of policies, programs and territorial development
strategies.
Territorial Strategic Information
Generating systems of territorial strategic information as the basis for the creation of
indicators to support decision-making.
Establishment and Promotion of Networks
Entails the creation and management of networks of cooperation between public and
private stakeholders, political decision-makers and the civil society, in the area of
territorial innovation.
The strategic areas of INTELI’s intervention are:
Creative Economy
Encouraging innovation in the cultural and creative sector for the development of cities
and regions, within a logic of articulation between urban regeneration and economic
and social revitalization.
Urban Sustainability
Promoting the sustainability of cities and regions in terms of mobility, energy efficiency
and renewable energies, construction materials and techniques, and water and waste
management.
Social Innovation
Fostering social innovation and new governance models, locally and regionally, with the
objective of building a more transparent, fair and supportive society, with a strong sense
of citizenship.

Which services are run The majority of INTELI’s projects are run in cooperation with other organisations –
through inter municipal municipalities, universities, regional associations, etc. – at national, European and
associations international level. INTELI participates in a regular basis in Territorial Cooperation
Projects supported by INTERREG or URBACT – European Union.

Services at Regional Not applicable

government or
province level
Taxation Not applicable
Other revenues Revenues from national and European projects and consultancy to municipalities.
Expenditure
Not applicable
Money from central
government INTELI doesn’t receive direct public funding.

Partnerships INTELI’s main associates are IAPMEI – Institute for Support of SMEs and Innovation –
Ministry of Economy (public organism) and CEIIA – Mobility Engineering and Innovation
Centre (private non-profit association).
The association participates in an official basis in the following networks:
EICI - European Interest Group on Creativity and Innovation
ENoLL – European Network of Living Labs
Induscria – Creative Industries Platform of the Lisbon Region
Moreover, INTELI has a large number of partners due to its participation in national and
European projects, within INTERREG and URBACT programs. Its cooperation network
includes around 50 European municipalities and 20 knowledge institutions.

The policy context Not applicable

Management
Not applicable
Research studies and
consultancy report Not applicable

Previous ERDF and ESF MOBI.Europe - Integrated and Interoperable ICT Applications for Electro-Mobility in
funding Europe
MOBI.Europe will test and evaluate services for real time information on the charging
infrastructure, roaming between different electric mobility operators and electricity
retailers, smart managing of electric vehicle charging and vehicle sharing. Pilots will be
set up in Portugal, Ireland, Galicia region (ES) and Amsterdam (NL). INTELI is the
coordinator of the project in partnership with companies and organisations from Spain,
Ireland, France, and The Netherlands. (CIP - ICT PSP – EC; 2012-2014).
(http://www.mobieurope.eu/)
RE-GREEN - Regional Policies towards Green Buildings
The project aims at improving regional development policies oriented to the promotion
of green regions within the new paradigm of the green economy, with a special focus on
greening the building sector through the enhancement of energy efficiency and the use
of renewable energies. The partnership, coordinated by INTELI, is composed of cities and
organisations in Germany, Poland, Estonia, Sweden, Spain, UK, Slovenia, Romania and
Ireland (INTERREG IVC – EC; 2012-2014). (http://www.re-green.eu/en)
RENERGY - Regional Strategies for Energy Conscious Communities
The objective is to improve, through interregional cooperation, the effectiveness and
approach of local and regional sustainable energy policies, as a response to overarching
EU strategies and commitments, notably Energy 2020 Strategy, Covenant of Mayors and
EU 2020 Strategy. The partnership is led by the Province of Potenza (Italy) and is
integrated by cities and organisations in Portugal, Austria, Italy, Germany, UK, Poland,
Lithuania, Romania, Denmark and Hungary (INTERREG IVC – EC; 2012-2014).
URBACT CREATIVE CLUSTERS - Creative Clusters in Low Density Urban Areas
This project aimed to promote the exchange of experiences, to identify and disseminate
of good practices, and propose policy recommendations and action plans associated
with the development of creative clusters in small and medium urban and rural areas.
The partnership, led by the Municipality of Óbidos (PT), was made up of cities in Spain,
Italy, Romania, Hungary, the UK and Finland (URBACT II – EC; 2008-2011).
(http://urbact.eu/en/projects/innovation-creativity/creative-clusters/homepage/)
CITIES - Creative Industries in Traditional Intercultural Spaces
This project intended to produce policy recommendations aimed at promoting the
 cultural and creative industries, focusing on the urban regeneration of old industrial
areas. Coordinated by the Municipality of Klaipeda (Lithuania), this partnership included
cities and economic and regional development agencies from Spain, Italy, Finland, the
United Kingdom, Bulgaria and Slovenia (INTERREG IV C – EC; 2008-2011).
(http://www.eucreativeindustries.eu/)
INTELLIGENT CITIES - Regeneration of Creative Urban Areas
This project aimed to define strategic guidelines for the design and planning of creative
urban areas (innovation hubs), whether in the historic centres or in the degraded
industrial areas of the cities. Under the coordination of INTELI, this partnership included
public and private organizations in Portugal, Spain, the Netherlands and the United
Kingdom (INTERREG III C – EC; 2005-2008).
Strong and weak Strong points: flexible organisation; qualified human resources; interdisciplinary team;
points of the city diagnosis, benchmarking and evaluation methodologies; partnerships at regional,
administration national, European and international level; information and knowledge bases
(intelligence)
Weak points: lack of inter-departmental collaboration

City to city exchanges Inteli would be particularly interested in visits to

• Manchester (the UK)
• Santander (Spain)
• Amsterdam (The Netherlands)

Techniques of social Inteli one X for possibly, two XX for

innovation probably three XXX for definitely

Coproduction working with end-users of service to redesign the xxx

service (e.g. with elderly for elderly services)

Specialist knowledge Working with external consultants and x

universities or research centres
Ideas from other cities Visiting cities that are established leaders in the xxx
field, learning from how they operate and
adapting their technique to your city
Working across sectors Working with social economy, social enterprise xx
organisations or with the private sector to create
new solutions
Crowd sourcing working through the internet to get knowledge xxx
from the crowd
Competitions using public competitions to solve problems xxx
Public procurement using your ability through purchasing to drive x
innovation
MISSION OF INTELI
To contribute to the integrated development of the territories in economic, social, cultural and environmental terms,
through the support of public policies and that of the strategies of the local stakeholders.

AREAS OF INTERVENTION OF INTELI

Creative Economy
Encouraging innovation in the cultural and creative sector for the development of cities and regions, within a logic of
articulation between urban regeneration and economic and social revitalization.

Urban Sustainability
Promoting the sustainability of cities and regions in terms of mobility, energy efficiency and renewable energies,
construction materials and techniques, and water and waste management.

Social Innovation
Fostering social innovation and new governance models, locally and regionally, with the objective of building a more
transparent, fair and supportive society, with a strong sense of citizenship.

SOME NATIONAL PROJECTS THAT INTELI MANAGES

Smart Cities Portuguese Index

This project intends to develop a ranking of smart cities in Portugal, comprising the political, economic, social and
environmental dimensions. An annual report and an online platform will be disseminated widely, supporting the
municipalities in monitoring their strategies and policies (2010-…).

Mobi.e – National Electric Mobility Program

INTELI is the technical coordinator of the Electric Mobility Program, promoted by the Portuguese Government. In fact,
Portugal has been a pioneer in the development of an innovative electric mobility system which represents an opportunity
to consolidate the national renewable energies policy. 1,300 charging points are being installed in 25 municipalities (2009-
…). (http://www.mobie.pt/en/)

RENER – Sustainability Living Lab

INTELI is the managing entity of the network of 25 cities faced as pilot cases by the Government for the introduction of the
electric vehicle in Portugal. The network acts as a living lab, as a place of experimentation of new solutions in the area of
sustainable mobility. RENER is member of the European Network of Living Labs (2009-…).

Óbidos – Creative Town

This project aimed to support the transformation of the town of Óbidos into an attractive place to live and work, through
its assertion as a creative economy. The creation and fostering of creative urban spaces, such as studios, incubators, and
co-working, translate into an important aspect of this development strategy (2008-2011).

Serpa - Creative and Sustainable Community

This project aimed to define strategic and operational guidelines for the development of the city of Serpa as a creative and
sustainable community, by focusing on music, the arts, sustainable construction and renewable energies (2010).

Paredes – Creative City for Design

This project intended to define strategies and action plans for the affirmation of Paredes as a “Creative City for Design”.
Design is considered as being the engine of the city’s development, both in terms of entrepreneurial creativity and urban
creativity, combining the tradition of the furniture industry with new factors of competitiveness (2007-2011).
Torres Vedras – Technology Platform for Renewable Energies

This project aimed to create and promote a Technology Platform in Torres Vedras, focused on research, experimentation,
demonstration and training within the articulation of the various sources of renewable energies (photovoltaic, hydrogen,
wind, etc.) (2010-2011).

INTELI IS MEMBER OF

EICI - European Interest Group on Creativity and Innovation

http://www.creativity-innovation.eu/

ENoLL – European Network of Living Labs

http://www.openlivinglabs.eu/

Induscria – Creative Industries Platform of the Lisbon Region

http://induscria.blogspot.pt/

More information: www.inteli.pt

Management of the
Inteli LSG
Coordinator Catarina Selada
Method of work The group will be animated through organized meetings, at least one in each 3 months
Organisation and Being a center of innovation with the mission of contributing to a creative and innovative
activities of ULSG at society, envisaging a sustainable economic and social development, INTELI often works
closely with institutions, companies, universities, NGOs and with public bodies related to
innovation and social development. Therefore, INTELI will profit the good relations already
made with these entities and keep working together with them during the Smart Cities
project.

The coordinator of the LSG will be Catarina Selada, Head of Policy & Research at INTELI..
The LSG members will actively contribute to the production of the LAP and will be invited
to participate in the transnational exchange meetings foreseen in the project work plan.
They will be regularly informed about the project activities and outputs. External experts
may be invited to participate in some meetings to discuss particular themes. INTELI will try
to involve some European institutions in the debate, such as Social Innovation Exchange.
Participation to national From INTELI the core members will be the project manager and coordinator of LSG
capacity-building Catarina Selada from INTELI, a representative from TESE (NGO) and a representative from
scheme Instituto de Empreendedorismo Social (Social Entrepreneurship Association). INTELI’s main
goal with this project is to create a national action plan for social innovation. So, it is
important to have the main actors in social innovation involved in the project. TESE and IES
are among the main actors in social innovation in Portugal.
Cooperation with INTELI will work closely with its Managing Authority, Luis Machado, from the Operational
managing authority Programmes - Comissão de Coordenação e Desenvolvimento Regional – Lisboa e Vale do
Tejo (CCDR-LTV) - and will involve them in the activities of the thematic network at
transnational and local level, such as meetings, seminars, workshops, or study visits.
Moreover, CCDR-LVT will be an active member of the LSG and will contribute to the
production of the LAP. Through this process, INTELI will try to integrate social innovation
into future operational programmes for both ERDF and ESF.

CCDR-LTV will also be informed about the lessons learnt at transnational level, for those
meetings in which it will not be possible for any representative of the MA to be present.
Project Budget for Inteli will use the budget for external expertise for the support on the thematic videos and
External Expertise booklets production
 Local Support Group_INTELI

organisation of Stakeholders connection to the problem in question Experience and knowledge do they bring to the
problem
Inteli Inteli is the project partner. It is a government agency Extensive work in cities, on innovation and social pub
innvation
TESE VISION: TESE wants to be the reference organization in anticipating TESE is one of the main national players in social Cs
and promoting innovative solutions that best respond to emerging innovation and has been working in Portugal and
social needs. in developing countries in the following areas:
http://tese.org.pt/index.php?lang=en
- Local Innovation
MISSION: TESE creates and implements innovative responses that
- Research
best promote social development, equal opportunities and quality of - Consulting and Training
life by creating partnerships with public, private and civil society - Networks and Awareness
organizations. - Incubation (in development)
It can contribute to a clear diagnoses and
framework of social innovation in Portugal.
Gulbenkian Foundation The Foundation encourages creativity and innovation capacity by The Foundation has an important role in: Cs
creating new service models to respond to major social challenges. - Promoting social innovation and creativity in
http://www.gulbenkian.pt/index.php?&langId=2 For this purpose Gulbenkian created the Gulbenkian Human social responses to improve the efficiency and
quality of services provided by organizations;
Development Programme (PGDH) – 2009-13, which – in the social
area and within priorities – plans to invest in anticipating problems - Disseminating models of sustainable initiatives in
the third sector;
that mark our society, promoting informed debate on these
challenges, experimentation of new local solutions to those - Fostering a culture of responsible and qualified
volunteer;
problems, mediating the dialogue between social organizations and
- Finding innovative answers to poverty and
various sectors of society, enhancing the performance capacity of
unemployment resulting from the crisis;
organizations in mobilizing partnerships and disseminating of good
- Challenging citizens to civic participation.
practices.

Instituto Empreendedorismo Social (Social IES is a non-profit association, a Centre of Research and Training on IES has been a relevant actor in terms of social cs
Entrepreneurship Institute) Social Entrepreneurship born from the involvement of key people innovation through the organization and
around the theme of Social Entrepreneurship who believed that, in participation in several initiatives, conferences and
http://www.ies.org.pt/ Portugal, this new area should be encouraged. seminars with the aim of informing and
Its mission is to work with organizations and individuals committed to disseminating best practices and what has been
identify, support, educate, promote and to connect high-potential happening in terms of social innovation.
initiatives, inspiring and empowering for a better world.
Centro de Inovação Social (Social Innovation Centre) The Municipality of Oporto, through the Oporto Social Foundation, It has been doing the diagnoses of the social Pub/cs
created the Centre for Social Innovation (CIS), which goal is to framework in Oporto and good practices to solve
http://bonjoia.org/en/ promote the implementation of social innovation and social problems.
entrepreneurship projects in Oporto.
The intention of this centre is to promote the importance of social
innovation within the society through the dissemination and
promotion of new ideas and projects that contribute to the social
development of the city, allowing the affirmation of Oporto as an
Inclusive and Innovative city.

AMA – Agência para a Modernização Administrativa AMA is the public institution within the indirect government Being a public institution AMA can supply pub
(Administrative Modernisation Agency) administration that has the mission to operationalize modernization validated information about best practices related
initiatives and boost the participation and involvement of the to digital public services and other projects in
http://www.ama.pt/ different actors and institutions. terms of modernization and administrative
AMA’s mission is to develop, coordinate and evaluate measures, simplification in municipalities.
programs and projects in the areas of modernization and
administrative simplification and regulatory management and
electronic delivery of public services, in the framework of the policies
defined by the Portuguese Government.

CGD Bank (Culturgest) The CGD and TESE promoted the Co-Lab, an initiative of Social Through the Co-Lab Social, CGD will be an pri
Innovation (www.colabsocial.com), which will be held in the important institutional player in terms of social
http://www.culturgest.pt/ Foundation of CGD–Culturgest which aims to boost the Social innovation and will foster social innovation in
Innovation in Portugal and mobilize organizations of the three sectors Portugal. Furthermore this bank promotes de
to work together to create and implement innovative social volunteer and gives solutions to people in
solutions. disadvantage like social microcredit. It can also be
important to give a clear diagnoses of social
innovation in Portugal.

DNA Cascais DNA Cascais aims to contribute, by all suitable means to the This agency promotes the creation of companies Cs/pri
promotion, encouragement and development of entrepreneurship in which aim to address social problems.
general, with specific emphasis on the promotion of youth and social Furthermore, DNA Cascais together with INSEAD
http://www.dnacascais.pt/HOMEPAGE.aspx?ID=1999
Business Centre has been training people in the
entrepreneurship.
entrepreneurship area. Due to its experience DNA
Cascais can contribute with paramount
information and indentify best practices in social
innovation.
Associação Atitude – Bolsa de Valores Sociais (Social The Association develops its work on social responsibility and By promoting the concepts of social investment Cs
Stock Exchange) sustainability. It created the Bolsa de Valores Sociais (Social Stock and social investor, the Social Stock Exchange
Exchange) which replicates the environment of a stock exchange and proposes that the support for civil society
http://www.bvs.org.pt/view/viewPrincipal.php its role is to facilitate the meeting between Civil Society organizations is not seen from the perspective of
Organizations carefully selected, with relevant work and proven philanthropy and charity, but investment that
results in the field of Education and Entrepreneurship, and social should generate a new kind of profit: social profit.
investors (donors) willing to support these organizations by In that way this project can help finding different
purchasing the results of their social activities. social solutions and brings others perspectives to
the project.

Impulso Positivo – IP (Positive Impulse) Its mission is to create platforms where non-profit organizations, Aware of the importance of the subject and Cs
businesses and public institutions can meet and as a result increase practice of Corporate Social Responsibility, and
the social impact of their activities. the indispensability of the non profit or third
http://impulsopositivo.com/
sector and inter-sectorial partnerships, IP
develops, among other projects, an editorial in
multi-support, devoted to Corporate Social
Responsibility
Universidade Católica (Catholic University) The University participates in the new platform TEPSIE to explore the Being a university, Católica can give an academic pub
paths of social innovation in the future. TEPSIE is a collaboration point of view in terms of social innovation.
http://www.ucp.pt/ between six European institutions - The Danish Technological
Institute (Denmark), The Young Foundation (UK), University of
Heidelberg (Germany), Catholic University of Portugal, Atlantis
Consulting (Greece) and Wroclaw Research Centre EIT+ (Poland) -
aimed at understanding the theoretical, empirical and policy for the
development of the field of social innovation in Europe.
It is intended through this project to explore the barriers to
innovation, as well as the structures and resources that are needed
to support social innovation in Europe. The goal is to identify what
works in terms of measurement and with regard to scale innovation,
engage citizens using online networks for maximum effect in order to
help policy makers, researchers and practitioners working in the field
of social innovation.

Ashoka Portugal Ashoka Portugal has a Strategic Alliance agreement with the Santa The association can be a source of possible
Casa da Misericórdia of Lisbon since April 2011. benchmarking of social entrepreneurs who
http://portugal.ashoka.org/ Together, the two institutions are committed to working towards a already developed innovative solutions in the
common vision of Portugal - a country where people have the national context.
necessary confidence and skills to create and implement solutions to
social problems, economic or environmental, wherever they exist - in
 a society in which everyone can be change makers (Everyone a
Change maker TM).
Ashoka Portugal will start by developing three main programs: Fórum
Ashoka “Empreende Portugal”, Programa Jovens Change Makers,
Apoio aos Empreendedores Sociais.

Fundação Aga Khan para o Desenvolvimento (Aga Khan The Aga Khan Foundation has defined a strategy to fight against The Foundation could provide relevant knowledge Cs
Development Foundation – Portugal) poverty and social exclusion in urban areas. One of the emblematic and experience in the area of revitalization of
interventions of the foundation was the K’CIDADE program disadvantaged neighborhoods through the
http://www.akdn.org/portugal_urbano.asp (www.kcidade.com) which is focused in the urban regeneration of participation of the community.
disadvantaged neighborhoods in Lisbon. It is centered in the
promotion of community participation, empowerment, and
sustainability.

IFDR – Instituto Financeiro de Desenvolvimento Regional IFDR is the public institution in charge of managing the ERDF – IFDR could provide a general framework on the Pub
(Financial Institute for Regional Development) European Regional Development Fund and the Cohesion Fund in negotiations of the next programming period
Portugal. It operates under the edge of the Ministry of Economy and 2014-2020, namely within ERDF.
http://www.ifdr.pt/paginainicial.aspx Employment.

Instituto de Gestão do Fundo Social Europeu (Institute The Institute aims to ensure, at national level, the management, The institute could provide a general framework pub
for the Management of the European Social Fund) coordination and financial control of the operations supported by the on the negotiations of the next programming
European Social Fund (ESF). period 2014-2020, namely within ESF.
http://www.igfse.pt/st_sobreigfse.asp?startAt=2&categ
oryID=349
Ministry of Solidarity and Social Security – Portuguese The Ministry defines and executes solidarity and social security The Ministry can provide an important political pub
rd
Government policies, and social inclusion programs, in cooperation with 3 sector framework and support for the project’s activities,
institutions. It promotes the development of the social economy. establishing the links with social organizations.
http://www.portugal.gov.pt/pt/os-
ministerios/ministerio-da-solidariedade-e-seguranca-
social.aspx
URBACT is a European exchange and learning
programme promoting sustainable urban
development.
It enables cities to work together to develop
solutions to major urban challenges, reaffirming the
key role they play in facing increasingly complex
societal challenges. It helps them to develop
pragmatic solutions that are new and sustainable,
and that integrate economic, social and
environmental dimensions. It enables cities to share
good practices and lessons learned with all
professionals involved in urban policy throughout
Europe. URBACT is 181 cities, 29 countries, and
5,000 active participants

www.urbact.eu/project