URBACT Local Action Plans Peter Ramsden TPM 11 September 2008 Paris.

URBACT Local Action Plans

Peter Ramsden TPM

11 September 2008 Paris

Purpose of the LAPs• To facilitate the exchange of experience and learning among city policy

makers and practitioners in the field of sustainable urban development among local and regional authorities. Taking into account the acquis of the URBACT I Programme, it will draw lessons to increase their impact on local policies.

• To disseminate widely the experiences and examples of good practice collected by the cities, and especially the lessons drawn from these projects and policies, and to ensure the transfer of know-how in the area of sustainable urban development.

• To assist policy-makers and practitioners in the cities and managers of operational programmes under the Convergence and Competitiveness Objectives to define action plans on sustainable development of urban areas, which may be selected for Structural Funds programmes.

• (URBACT Programme document, Section 3.3.2)

There is no rigid definition of what a Local Action Plan has to be

• Be creative

• It should be of practical interest to practitioners and decision makers

• It should aim to use the learning from exchange and other activities of the partnership in relation to the development of local policies and practices.

• Consider involving the other partners in a peer review process

For the Fast Track networks• Provide the city with a concrete roadmap and range of solutions

to tackle the problem identified at the start of the Network (in relation with the core theme);

• Be drawn up in close cooperation with the Managing authorities so that the opportunity for funding through the operational programmes be maximised. This will happen in respect to national procedures concerning the regional competitive and employment programmes

• (Programme Manual, Fact sheet 2b, Section 2)

What will it cover?• A LAP may cover a district, the whole city or a larger

metropolitan area (for related examples, see extracts from MILE & URBAMECO’s LAPs in Annex 1)

• A regional authority may produce a Regional Action Plan (for an example of a Regional Action Plan, see Annex 2).

• In cases where a national authority is involved, the Action Plan may take the shape of a national policy framework involving several national administrations, or a strategic plan concerning a specific administration / agency in charge of the policy issue addressed, etc.

And for non city partners

• Universities or research centres may take an active role in the development of an action plan for the city / local administration in which they are located by providing the research component in an action research project;

• One or two universities involved in a Thematic Network or Working Group could support partners in developing their Local Action Plans, perhaps through the provision of methodological expertise for instance;

• A group of researchers or a group of universities could develop a research program, for instance looking at local policies in a particular area of urban development;

Stepwise• Step 1 Building the

evidence base• Step 2 Stakeholder

analysis• Step 3 Problem and

option analysis• Step 4 Strategy

formulation• Step 5 Intervention logic

– going from goals to activities

• Step 6 Adding indicators, setting targets and working out means of verification

• Step 7 Risks and assumptions

• Step 8 Bringing it all together and achieving coherence by using an adapted logical framework

• Step 9 Final consultation on draft plan

• Step 10 Formal signing of the Local Action Plan by all the partners

Stakeholder analysisTable 1 Stakeholder interests for a hypothetical local employment project

Stakeholders

Interests and how affected by the problem

Capacity and motivation to bring about change

Possible actions to address stakeholder interests

Primary Stakeholders

Potential employers Believe that grants may be available

Important to understand barriers and solutions

Meetings with employers to discuss incentive mechanisms

Local unemployed and inactive people The direct beneficiaries who should access work as a result

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

Focus group meetings and research to deepen understanding of barriers

Representative organisations of the unemployed

Their members are affected directly

Important consultees Strategy meetings

Secondary Stakeholders

Employment agencies Threatened by criticism, looking for funding

Resistant to change Implementation of new outreach policies

The LogframeTable 7a Adapted version of Logical framework table for URBACT 2 Local Action PlansIntervention logic Indicators and Means of verification Assumptions

Overall goal: Superior goal for the action plan

Action Plan Objective: The changed situation which the action plan is trying to bring about Objective 1Objective 2Objective 3

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

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

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

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

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

Place

People 3-ProjectConflictive

Cooperation

Institutions1- Community

6-Contracts(A, B, C)

4-Savoir-faire

2-Atmosphere

5-Partnership

A

B

C

Making the best of the city

Cooperation and coproductionwith inhabitantsand communities Interactive approachesSimultaneous actions

Regional inclusion plan for the Algarve

Technical Information ContentsIntroduction Note

PART I Situation and Main Trends

PART II Regional strategy, Measures| Instruments, Targets and Indicators

PART III Governance

PART IV Good PracticeGood Practice III

ANNEXES ANNEX I – Matrix on Regional Indicators for Social InclusionANNEX II – Process “Mini-Fora for Immigrants” ANNEX III – List of Measures | Instruments, Targets and IndicatorsANNEX IV – Form on collecting information – monitoring measures| instruments and targetsANNEX VI – Methodological structure for the follow-up, monitoring and evaluation of the Social Inclusion process at

Regional level in conjunction with the national and local level | a proposal for good governance

Outline of MILE Venice miniLAP

1. Problem analysis2. Overall aim and specific objectives3. Main target groups 4. Activities to be undertaken5. Methodological principles of the action plan6. Complementarities with other interventions7. Added value8. Equal opportunities9. Innovative character10. Financial resources

Prepared as one of 3 action plans (over 2 years), over 6 month period

City of Venice

European Policies Directorate, Social Policies Directorate, Trade and Economic development Directorate

Veneto Region Public Security and Migration Flows Director

MILE First Presentation Workshop, Enterprise Development for Migrants and Ethnic MinoritiesBrussels, 16 June 2008

1. The reference context

2. Definition of the Local Action Plan Quantitative analysis Qualitative analysis Comparison and synthesis of the two phases

3. The local action plan for the promotion

of immigrant entrepreneurship

4.Planning of an experimental training course for entrepreneurs

1.0 Problem Analysis

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

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

Source: ISTAT data - 2006

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

1.2 Problem Analysis


The quantitative analysis will be transferred in the territorial information system of the Venice City Council. The image of the distribution of the minorities in the community, can make easier the identification of public intervention areas.

Localisation of companies with a foreign owner in Mestre Localisation of companies with a foreign owner in Venice town centre

1. Venice: 2,318 enterprises with foreign owner (10.8% of the total enterprises) 2. In Venice 1,574 enterprises with foreign owner are individual entrepreneur or simple partnership (SAS and SNC) for a total of 1.737 locations 3. 92 % of these enterprises with foreign owner have been founded after 2005 4. Principal sectors: 31,3% commerce, 26,6% construction, 15,9% hotel & restaurant

MARGHERA

MESTRE

VENISE

LIDO

2.0 Overall aim and Specific objectives


Overall aim:1. To develop an integrated business support system aiming to the social inclusion of disadvantaged and under represented people with specific regard to immigrants

Specific objectives:1. To promote business culture and self entrepreneurship as a resource for personal and social development2. To strengthen and to qualify non-financial support services for business start-up, growth and consolidation3. To extend financial-economic promotion measures for business development4. To foster networking of public and private resources for entrepreneurship promotion

3.0 Main target groups


1. Italian and immigrant entrepreneurs and aspirant entrepreneurs2. Trainers, tutors, business advisors3. Chamber of Commerce, entrepreneurs associations, professional bodies, thirdsector organizations4. Middle and secondary schools students

"A me via Piave di più“ event, October 2007 "A me via Piave di più“ event, October 2007

4.0 Activities to be undertaken

Six areas of intervention:

1. Business culture promotion2. Information and guidance3. Training4. Economic promotion5. Knowledge of the social-economic situation6. Coordination and networking


2. Information and guidance:a. Strengthening of the existing municipal information and advice service for entrepreneursb. Customization of existing services to the needs of immigrant users; processing and spread of:

• multi-language information tools • multi-media package for intercultural training and advice related to business support

c. Improvement of on-line information for business development: increasing of cooperation with existing portals (www.venetoimmigrazione.it “)

1. Business culture promotion:a. Introduction of TAKTIX, the board game that learns how to run a successful business, in middle and secondary schools b. Radio programmes for the promotion of self-entrepreneurship through a multimedia platform managed by immigrants associations (to be created within FIVE Project)



3. Training:a. Training programme for business start up and consolidation, targeting Italian and immigrant entrepreneurs (experimental training course project application for recent call for proposals within ESF ROP)b. Training programme for practitioners (trainers and tutors) and business advisors on intercultural training and cultural mediation methods

4. Economic promotion:a. Restoration of some spaces located at Forte Rossarol and their conversion into a business incubator for immigrant enterprisesb. Agreement with foundations and financial institutions for the increase of subsidised financing for entrepreneurs and micro-credit for starter entrepreneurs c. Promoting and giving visibility to successful experiences, specifically related to equal opportunities, through the foundation and/or participation in prizes for successful entrepreneurs d. Regular multilingual information on local, national and European funding opportunities for business development



5. Knowledge of the social-economic situation:

a. Community involvement and mediation project (« via Piave » project);

b. Research on immigrant entrepreneurial strategies;

c. Identification, analysis and diffusion of good practices at European level on “immigrant entrepreneurship”;

d. Geomapping of of Italian and foreign local enterprises in the Municipality of Venice website.

6. Coordination and networking:

a. (Possible) Setting up of a City inter-departmental technical long-lasting working group with the participation of the Veneto Region

b. Creation and signing of a “Local pact for inclusive entrepreneurship” where activities and all signers’ commitments will be detailed c. Setting up of a mixed commission between the City and local socio-economic stakeholders to monitor the implementation of the local action plan and local pact

5.0 main (governance) principles of the action

plan and of its implementation


Entrepreneurship as an active tool for social inclusion of disadvantaged and under represented groups, with specific regard to immigrants

Equal opportunities for all citizens in the access to business support services; but:

1. Services and tools customization according to the specific needs of immigrant users

2. Integrated business support strategy: - it considers organically the different stages of enterprise support:

business culture promotion, support in the start-up phase, access to finance, consolidation and growth support;

- complementarities between financial and non-financial business support. 3. Inter-departmental coordination and inter-institutional cooperation with the Veneto Region and key stakeholders for business promotion: Chamber of Commerce, entrepreneurs associations, professional bodies, third sector organizations. Towards a “Local pact for inclusive entrepreneurship” funded on the participation in the planning, implementation, monitoring and evaluation phases of local stakeholders 4. Municipality of Venice: in charge of the coordination and promotion of the local action plan and pact

6.0 Complementarities with other interventions


7.0 Added Value


The Local Action plan – after being included in the “Local pact for inclusive entrepreneurship”, will focus on:

1. A common frame between entrepreneurs and their representatives, including disadvantaged groups under represented such as the immigrant entrepreneurs

2. An inter-departmental coordination model able to relate also with other Administration and in particular with Veneto Region (Regional participation in the Mile project formalized in the Immigration Programme 2008)

3. A financial resource increase to develop migrants entrepreneurship , thanks to the coordination of financial instruments existing at different levels: European, national, regional and local

8.0 Equal Opportunities


Within the analysis developed:1. Indicators raised from the research:

- among 117 applicants asking for funding (1999/2006) the 16.1% are women, 6 of those are foreigners; - among the total foreign entrepreneurs financed, the 42.9% are women;

2. Meeting with local stakeholders: - a project from the Fondazione di Venezia finances the social microcredit since 2005 and it is addressed to non –EU immigrant women.

The Action Plan criteria will be:

1. to foster the quantitative research and monitor the participation and the evolution of women entrepreneurs in the periodical analysis on entrepreneurship

2. to involve regularly in the Territorial Pact meetings the associations and institutions in charge of microcredit for women entrepreneurs

9.0 Innovative Character

At methodological level:

1. Lessons and tools elaborated by COPIE Community of Practice on Inclusive Entrepreneurship

2. Valorisation of local best practices as the social animation whit italian and foreign traders in via Piave

At strategic and operational level:

Good practices developed by other European municipalities for the integration of migrants through entrepreneurship promotion and support, with specific regard to the cities of Seville and Amadora


10.0 Financial Resources Required for an experimental training course for migrant entrepreneurs


Objectives:

1. To empower the entrepreneurs already operating in the market and training to improve economic results2. To offer equal opportunity to the local and immigrant entrepreneurs3. To facilitate access to the professional association to guarantee information and protection4. To facilitate relations among professional association, institutions and micro entrepreneurs (ie. migrants) 5. To exceed the limits of the enterprises, especially for what concerns ethnic niche in the market which restrain some entrepreneursTarget:

1. 40 local and immigrant entrepreneurs, men and women, having a working unit in the city who need support on marketing management and improvement2. Entrepreneurs working in these 7 type of activities: phone centers, food retail trade, clothes and gift shops trade, hotels, restaurants and bars, building trade, crafts (hairdressers, electricians, masks, pastry shops)

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URBACT Local Action Plans Peter Ramsden TPM 11 September 2008 Paris.

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