In LIÈGE, the establishment of a Night Council was based on the information held by the various communal departments (police, complaints to the Mayor). Reaching a precise diagnosis is now a priority action.
Credit Daniel Lucak
In MANNHEIM, the audit phase allowed to clarify the issues and demands of the nightlife stakeholders through participatory schemes as mentioned above, or through personal observation or other sources.
Banks of the River Rhine, Mannheim, nightview
• Strategy development The city must position itself as representing the public interest. It must design a global political vision and anticipate the future of its local nightlife. The scope of the project is determined according to these parameters. The city must then first define a strategy on which it can mobilise its partners. PARIS promotes a fair balance between the various ways night is ‘used’, the attractiveness and diversity of Parisian nights, and accessibility for all. This vision has four axes: development, promotion, regulation and participation. This strategy was formalised with the participation of the relevant stakeholders in the Paris manifesto on nightlife. BORDEAUX has traditionally promoted policies based on balance, dialogue and moderation. Acculturation and adherence to the project are based on balanced work axes. Today, the guiding principle is summarised by the concept of ‘peaceful nights’, which speaks about the necessary sharing of the night. NANTES also promotes the balance between the city that sleeps, the city that plays, and the city that works, but also the ‘invisible’ city populated by vulnerable people. The challenge is to strengthen this strategy through consensus and to find the exact words so that everybody agrees on a text. This is a phase where words are important: sleep is more than a ‘right’, it’s a ‘need’, etc. It is necessary to explain to the partners to what extent they can have an influence, and who decides in the end. In practice, depending on the subject matter and the partners, one can follow an approach based on dialogue, co-conception, co-construction, co-decision making, common implementation, or delegation, etc. In fact, the approach must be flexible and adapted to each particular project or action.
GUIDE MÉTHODOLOGIQUE METHODOLOGY GUIDE
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