Strategic planning and urban policies by Shaghayegh Allahdad

STRATEGIC PLANNING & URBAN POLICIES Teaching Staff: Prof. Valeria Fedeli Tuvtor: Ozana Palic GROUP 1: Shaghayegh Allahdad, Safa Hosseini, Ali Rafati Gonabadi, Ali Rahmani, Pouya Younesi AUIC- School of Architecture Urban Planning Construction Engineering MSc in Urban Planning and Policy Design Academic Year 2019/2020 STRATEGIC PLANNING AND URBAN POLICIES

TABLE OF CONTENTS

THESSALONIKI, GREEK

MEXICO

MADRID, SPAIN

Road to Strategic Planning

The State of National Urban Policy

Urban Innovative Actions (Job and Skills Action Plan)

04 Integrated Territorial Investment POLAND

STRATEGIC PLANNING AND URBAN POLICIES

INTRODUCTION

The cities that we are living in are changing so fast and it is no doubt that they will change even more in the future especially with the current phenomena, Covid-19 as it has already made many changes to our cities. As a result, planners as experts and authorities as politicians can not use the same tools as before. Our cities need to be looked at from different perspectives to be perceived and treated correctly. This course aims at introducing some of the most challenging practices of innovation in spatial planning and urban policies, dealing with the reduced efficacy of traditional public action models in relation to the changing nature of the urban question.

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The urban is no longer simply a specific place - thought it is as well - but a global meta-process of continual change _ Friedmann, 2013.

”

In order to achieve the best and most effective knowledge related to innovation in spatial planning and urban policies we are going to analyze different case studies from all around the word and try to answe the following questions: • What are the new societal challenges and who has today the power to govern socio-spatial change? • Who does really govern contemporary socio-spatial change and produce the city? • Which are the new tools for generating, governing and supporting socio-spatial change? • Which innovative frameworks are available, which mechanisms of policy mobility and knowledge transfer make them available? • How knowledge and innovation can be developed and transferred? • What are the processes based on non-statutory and experimental forms of urban planning and policy initiatives? • What are the different contexts experts and policy makers deal with “wicked problems”, through innovative approaches all over EU

The chosen case studies for this research are: • Thessaloniki, Greek; In this section we are going to analysis the road that this city have taken to reach effective strategic planning agenda over 20 years and trying to find out the innovations in their approach. • Mexico; In this part we focus on the state of national urban policy. • Madrid, Spain; With a focus on urban innovative actions and particularly jobs and skills action plan. • Poland; With a focus on integrated territorial investment

STRATEGIC PLANNING AND URBAN POLICIES

THESSALONIKI, GREEK

Road to Strategic Planning

STRATEGIC PLANNING AND URBAN POLICIES

INTRODUCTION THESSALONIKI

Thessaloniki is Greekâ&#x20AC;&#x2122;s second biggest metropolitan area. As of 2011, the city have had 1,030,338 inhabitants in the metropolitan area, 824,676 population in the urban area and 325,182 in the historical center. It is Greeceâ&#x20AC;&#x2122;s second major economic, industrial, commercial and political centre; it is a major transportation hub for Greece and southeastern Europe, notably through the Port of Thessaloniki. Thessaloniki is a popular tourist destination in Greece as well. In 2013, National Geographic Magazine included Thessaloniki in its top tourist destinations worldwide.

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THE LOCAL STATE

In order to understand the planning process it is necessary to take a look at the institutional and political context. Greek’s local state has four main features listed below:

Centralization of Greek government

Greek centralization has been shaped by forces from different epochs, overlapping and redefining, reshaping and renewing each other. This multidimensional centralization imperative has become evident from: A. The limited, or non-existent, authority structures existing within spatial planning B. The still fragmented governance structure in the metropolitan area of Thessaloniki. C. The multiple and overlapping jurisdictions of municipal regional and national governance structures.

Funding arrangements What little the Greek local state spends is mostly derived from central government transfers. Greek local government exhibits one of the smallest public expenditure to GDP ratios in the whole of the EU, while its meagre financial resources lie at the margins of the EU range, with more than 70% of them being provided by central government.

The nature of its local institutionalintermediaries and stakeholders Associations were structured by the successive centre-left PASOK governments, via a variety of means, such as the introduction of pure proportional representation in the voting of their leaderships so as to promote factionalism along party lines, and the expansion of membership to guarantee a stronger representation of the ruling party. These associations operat under the same national-party dominance rhythm as local government.

A national political economy favoring domestic consumption This production would have necessitated the marshalling and combining of locationspecific assets by the local state over time. For example, EU transfers in 1981 were mostly utilised for consumption purposes and not to restructure the economy.

Through a series of multiple interactions, these four features have become both self and mutually reinforcing, indicating at the same time the critical aspects of the country’s weak institutional settings. Centralization has meant that local politics and associational life have become subordinate to the “winner-takes-all” venture of national politics, based on the outcomes of national elections. Thus local political and associational players have had as their primary incentive, not to collaborate with each other. The interaction of centralization with local political and associational life meant that real-estate development was the default option for growth and social actors over time, but merely the re-lease of land for real-estate development processes. This domestic, consumption-led economic model has meant that there has been little incentive to develop

STRATEGIC PLANNING AND URBAN POLICIES

through improved governance and local cooperation. The lack of the drive for local autonomy, particularly in the fiscal domain, has resulted in an undernourished local accountability, contestation and consensus. This has been engendered by centralization, state-driven consumption and the focus of local players on the national scene. Therefore, Greece has been a policytaker and not a policymaker in comparison to other EU members.

THE JOURNEY

In terms of spatial planning, which identifies broad goals, objectives and principles, it could be said that strategic planning in Greece was initially adopted in 1985, the year that the first two statutory Master Plans were approved for the metropolitan areas of Athens and Thessaloniki respectively.

1. Strategic Plan for Sustainable Development 2010 Efforts to shape a strategy with specific priorities for the city’s development started in the 1990s with a couple of studies which attempted to bring the major socio-economic changes of that decade to the city’s planning agenda. A team of planners who actively supported the idea of a strategic planning experiment, undertook the preparation of an initial draft report that was called “action plan”. The main difference between SPSD 2010 and previous plans at a metropolitan scale was that it emphasized the procedures to be followed and what was at the time called “social dialogue”, a process which entailed consensus building among the stakeholders and various agents involved in the city’s development. The SPSD 2010 recommended that a spatial strategy for the city should be prepared and shaped at the metropolitan level. The plan set the years 2004 and 2008 as important milestones due to the 2004 Athens Olympic Games and the nomination of Thes-saloniki as Olympic city, and the Thessaloniki bid to organise the 2008 EXPO. However, the entire effort had petered out by 2002, only two years after its launch, with a final report entitled “Results of the Social Dialogue”.

2. The New Master Plan of Thessaloniki

In 2003, ORTHE officially launched a long promised project to update the 1985 Master Plan of Thessaloniki, known by its initials, RSTH. Although it is called a strategic plan, it does not really fulfil what calls “the hard core of the strategic” (selective, inclusive, integrative, visioning and action orientated) criteria. Rather, it follows the tradition of “the integration of nearly everything” from previous decades. Local municipalities and other stakeholders gave their consent

1985 Master plan

to a proposal for much wider boundaries for the RSTH, covering not only metropolitan Thessaloniki but also a large part of the Region of Central Macedonia. In 2011, the final draft of the RSTH was submitted for public consultation. It was only in 2014, after ten years of preparation, that a Bill was introduced in Parliament for the endorsement of the STRATEGIC PLANNING AND URBAN POLICIES

new RSTH. However, the New Democracy Party, suggested the withdrawal of the RSTH on the grounds that some of the main Thessaloniki stakeholders, for example, objected to the plan.

3. The Development Strategy of the Municipality 2006–2015 A third strategic plan of interest to this review is the Development Strategy of the Municipality (DSM) of Thessaloniki 2006-2015. This strategic plan, was prepared as a prerequisite to the shaping of a framework for the operational programming of the municipality basically constituting its public works programme. The plan was drafted following the specific guidelines provided by law, and sets a “vision” and specific “fields of actions”. The DSM compares the city of Thessaloniki with a number of other European cities of similar size in an effort to set a more sustained vision for the city and its international role. Focusing on more selective fields of actions, the operational plan, which followed the preparation of the DSM, specified a series of public investments in urban renewal or regeneration. It also proposed the creation of new insti-tutions, such as the creation of an Agency for the Promotion of Tourism. The DSM also lists all of Thessaloniki’s assets which according to the DSM strengthen the city’s ability to play a pivotal role in the wider region of South Eastern Europe. However, the DSM does not recommend a strategy or performance goals that would commit all involved stakeholders and institutions to the fulfilment of this role. However, the DSM does not recommend a strategy or performance goals that would commit all involved stakeholders and institutions to the fulfilment of this role. Vision

Strategic goals

Consensus building

No single vision set

- International role / national territorial cohesion - Competitiveness / innovation - Social cohesion / equal opportunities - Ecological balance / quality of life

General forums

Pursuing sustainable development where economic develoment, social cohesion and protection of the evironment are integral parts

- Economic growth, competitiveness /innovation and enhancing internatioalisation - Spatial and social cohesion and improvement of the quality of life - Ecological balance and protection of natural and cultural resources

Formal consultation procedures

Reorganise structural characteristics, infrastructure and production base for the advancement of Thessaloniki in the European hierarchy: regional metropolis in South Eastern Europe and the Black Sea

-Convergence competitiveness

Lack of any consultation

SPSD 2010

Master plan

DSM

urban

and

specified

4. Resilient Thessaloniki 2017-2030 Thessaloniki is a city in transformation. A port city with a long history, and a population that deeply values, history and culture. The city has experienced significant shocks and stresses during the recent past, but despite population shifts, a devastating fire and a major earthquake, the city have responded with resilience. Thessaloniki was selected in 2014 as part of the second cohort of cities to join the 100 Resilient Cities (100RC) net-

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work. This is a unique opportunity to implement a robust, participatory approach and create a long-term strategy to address current and future challenges, and in doing so to connect with other cities and organizations across the world. The 100RC methodology provided an innovative model for the local authority to develop a holistic city strategy in collaboration with different stakeholders in the city. As a result more than 40 organizations and 2000 citizens participated in our resilience dialogue, ensuring the strategy aligns with and complements other strategic initiatives.

VISION

1902 Earthquake

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Thessaloniki, an inspiring, dynamic coastal city that ensures the well-being of its people, nurtures its human talent while strengthening its urban economy and respecting its natural resources.

”

The Resilience Strategy is based on eight city values which represent the city’s identity and guide on how to plan for the future. The Values that are listed below, are the aspects that truly represent the city’s identity.

1917 Fire

Actions

City values

The process

Objectives

Goals

08 City values 04 Goals 30 Objectives 100 Actions 8 City values

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The values cut across four main goals that together form the basis of the strategy:

Shaping a thriving and sustainable city with mobility and city systems that serve its people

Co-creating an inclusive city that invests in its human talent

The following strategy map Interconnectis City Values with Goals and Objectives towards a holistic resilience approach.

3 4

Building a dynamic urban economy and responsive city through effective and networked governance

Re-discovering the city’s relationship with the sea – Integrated Thermaikos Bay

The strategic map

4.1 Governance and urban finance model

Local authority governance in Greece consists of two main levels: municipalities and regions. There is no Metropolitan Governance System operating between the municipality and the regional level. This approach to governance results in the following challenges:

1. Lack of economic independence of municipalities 2. Complicated, disjointed and conflicting jurisdictional boundaries across municipalities, regional authorities and central government 3.The management of European funds stops at the regional level. The Municipality of Thessaloniki manages a budget of 380million euros for 2017. Half of the city’s budget comes from central government funding, and the remaining 50% comes from taxes, rental revenues and other sources. Currently the city is heavily dependent on European funding. To enhance its resilience, the city must diversify its funding sources and leverage new partnerships.

4.2 Citizens participation Collaboration and citizen engagement in the development of the strategy were key priorities for the city’s administration. The city aims to foster active citizen participation, empower self-organizing groups, and support new forms of collective action to address

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issues of public concern. The strategy development process consisted of the following stakeholder activities: 1. Building trust amongst stakeholders. 2. Initiating dialogue, broad engagement and participation. 3. Activating the network and beginning resilience-in-action through mini-labs.

Citizen participation

CONCLUSION

- What is new in the planning approach? - What is new in terms of governance style? - What is new in terms of scenario-making, visions? These three questions have been answered to conclude the four plans that have been conducted in the last 20 years. SPSD 2010

Master plan

DSM

Resilient plan

- The very first attempt toward strategic planning. - The process of consensus building was adopted by large number of actors of SPSD Which revealed divergence of important local stakeholders.

- The main study report was submitted for a round of public consultation in 2008 and in 2011 the final draft was submitted for the second round of public consultation.

- This plan was prepared as a prerequisite to the shaping of a framework for the operational programming of the municipality basically constituting its public works programme.

- Inclusive; locally oriented plan but with international partnerships and exchanges. - The city aimed to foster active citizen participation. Continuous participation from diverse stakeholders was essential to the development of every phase of this plan.

- The very first attempt to consider Thessaloniki as a metropolitan area and not a single city, analysing the need for some major transformations in the area to adopt to changes of 21st century.

- Covering not only metropolitan Thessaloniki but also a large part of the Region of Central Macedonia.

- Recommending to municipalities of metropolitan area to review and decide on issues of their area. - Specifying a series of public investment. - Creation of new institutions, such as the Agency for the Promotion of Tourism.

- No Metropolitan Governance System operating between the municipality and the regional level before this plan. - Developing new partnerships to access private investments that produce a return on investment.

- Preparing an Action Plan in the first step. - Focusing on the important role of Social Dialogue. - Lack of a relevant vision to orient all the sctions and strategies. - Identifying strategic priorities and actions as the initial attempts toward strategic planning.

- Preparing an Action Plan in the first step. - The plan was modified to adopt to 2008 crisis. - Setting a vision for the very first time for a plan.

- Comparing Thessaloniki to the cities of the same size in Europe to set a more sustained vision for the city and its international role.

- Concieving the city as a whole system. - Conceiving the planning as a process and not a rational framework. - Setting a clear vision. Goals, objectioves and actions were also based on the vision. - Illustrating the road map as a strategic map.

STRATEGIC PLANNING AND URBAN POLICIES

MEXICO

The State of National Urban Policy

STRATEGIC PLANNING AND URBAN POLICIES

INTRODUCTION

MEXICO

MEXICO is a country in the southern portion of North America. Covering 1,972,550 square kilometers, Mexico is the 13th-largest country in the world, and with approximately 128,649,565 inhabitants. Mexico is a federation comprising 31 states, including Mexico City,which is the capital city and its largest metropolis. Government has executive, legislative and judicial power

STRATEGIC PLANNING AND URBAN POLICIES

CONSTITUTIONAL FRAMEWORK

Mexico is generally weaker institutionally than Chile, but it is slightly further ahead with its NUP, at least in terms of having a formal policy in place. There are 384 cities in the country, 59 of which are defined as a metropolis. Poorly controlled sprawl is a major problem, along with large tracts of vacant land within the cities. The sprawl consists of extensive dormitory settlements and “new towns” made up of rather poor-quality private housing. Some seven million houses have been built in such areas in recent years. Rising transport costs have resulted in the abandonment of many houses as people could not afford to keep paying their bonds, while commuting costs were rising. Some of the challenges to more coherent urban planning and development include: (i) outdated legislation; (ii) inflexible and inappropriate institutions (such as subsidies to encourage suburban housing developments); (iii) the lack of an integrated vision of urban development; (iv) uncertainty hindering private investment; and (v) weak local governments with short time horizons (there are 2,400 municipalities and mayors are elected every three years). One of the goals of the 2013 National Development Plan was “sustainable and intelligent urbandevelopment”. It sought to introduce a new urban paradigm based on the following principles: more compact and connected cities, more diverse housing with rental tenure, effective land use policies, risk prevention and regional development. Extensive national consultation was held on the theme of building a shared vision of sustainable urban development. Implementing the new urban policy will be extremely difficult because of major institutional shortcomings, especially at local government level. There is a great deal to be done in terms of modernizing legislation, changing norms and standards of development, strengthening instruments of territorial planning, establishing GIS systems to monitor land-use changes, communicating the new policy and getting civil society to accept the new urban agenda. Above all, the new policy requires a new institutional structure to align policies and enforce the new agenda in the face of opposition and resistance. According to senior officials, the government is not contemplating decentralization to local government at present because the municipalities are perceived to be weak and unreliable. Against all this, there have already been some successes with the new policy. For example, the federal housing subsidies were altered from an indiscriminate approach to a more spatially sensitive approach focused on consolidating residential areas within the urban fabric to stop sprawling development on the periphery. A national housing programme, called Integrated Sustainable Urban Development (DUIS), was also introduced in the late 2000s to expand the supply of low-income housing in forms that are less environmentally damaging, more resource efficient and less socially exclusive.

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NDP (NATIONAL DEVELOPMENT PLAN 2013-2018) Mexico urbanised more rapidly than most OECD countries over the second half of the twentieth century and by 2010 roughly 78% of the population lived in cities. Mediumsized metro areas – those with 450,000 to 1 million inhabitants – have grown the most over the last two decades (by 60% on average); the population in metro areas close to the US border – Tijuana, Mexicali, Juárez, Piedras-Negras, Reynosa-Rio Bravo and Matamoros – grew by 50% following the adoption of the North American Free Trade Agreement (NAFTA) in 1992, but have grown more slowly since the early 2000s.

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Mexico’s rapid urbanisation contributed to Mexico’s rapid urbanisation has increased opportunities for city-dwellers, increased opportunities for city Including higher incomes, increased dwellers. educational opportunities and expanded access to formal housing for an increasing share of formal sector, salaried workers. For instance, housing quality, based on indicators relating to the durability of construction materials, access to basic services and overcrowding, has improved dramatically. Between 1950 and 2010, the average number of occupants per room steadily decreased. Meanwhile, just 14% of dwellings had walls made from a durable material in 1950, whereas by 2010 this share had increased to 87%. Similar trends are observable for the share of dwellings built with floors and a roof of a durable material.

”

INFONAVIT

These changes have been in large measure driven by the activities of two housing institutions tasked with providing finance for formal housing, the National Workers’ Housing Fund Institute (INFONAVIT) for private sector workers and the Housing Fund of the Institute for Social Security and Services for State Workers (FOVISSSTE) for federal workers. The activities of these two institutions – funded through: (i) A compulsory 5% payroll tax on affiliated formal-sector workers and (ii) Loan payments, alternative funding sources and interest on financial products – include both housing finance and complementary retirement income. The rapid expansion of housing finance, led by INFONAVIT and facilitated by public policies aiming to expand access to formal housing, enabled the country’s transition from informal to formal housing on a grand scale. Between January 2013 and September 2014, INFONAVIT granted about 74% of all housing loans in Mexico, for a total value of MXN 174 billion in 2010 prices (USD 12.9 billion). Over time, INFONAVIT became the leading mortgage lender in Mexico. Urban expansion in Mexican cities and In the past decade, Mexico had metropolitan zones has generated thethird-highest rate of urban sprawl important costs and inefficiencies, in the OECD requiring high levels of public and private investment in peripheral areas. This in turn has led to a hollowing out of city centres, and in some cases contribute to social segregation. In the last decade, urban development occurred at ever greater distances from the centre city and became increasingly spatially dispersed (rather than clustered), two characteristics associated with urban sprawl.

“

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STRATEGIC PLANNING AND URBAN POLICIES

Among OECD countries, only Chile, France and Greece registered urban development patterns showing greater spatial decentralisation and/or dispersion. Mexico’s urban growth has occurred predominantly on the periphery of metro zones at the expense of depopulating (or de-densifying) centre-city locations. Between 2000 and 2010, across metro zones with at least 500,000 inhabitants, the centre-city area registered an average 7.5% fall in population density; in contrast, population densities in areas located more than 10 km from the city centre increased by 6.8% on average. Sprawl is the result of multiple factors. On the one hand, mortgage lending and housing subsidies have made important contributions to sprawl and the hollowing out of city centres by facilitating the construction of new formal housing on the periphery of cities. According to data in the Registro Único de Vivienda (RUV), in 46 of Mexico’s 59 metropolitan zones, more than 70% of homes registered in the new housing registry between 2006 and 2013 were built either in the outskirts or the periphery. Moreover, roughly 90% of the housing stock consists of individual homes, which continue to make up the majority of all new development. On the other hand, many other factors have contributed to sprawl: rising income levels and lower transport costs; a fiscal and regulatory bias toward single family, owneroccupied homes; the prevalence of irregular settlements, hampering effective urban growth management; municipal capacity gaps and ineffective local land use controls for urban development; and a high level of municipal fragmentation within metropolitan areas, making co-ordinated land-use and transport planning across neighbouring jurisdictions a challenge. The National Development Plan has been published. According to official statements, it aims to fundamentally change the framework of the country to tackle structural issues. It has five main lines of action and is underpinned by three principles a) democratizing productivity b) efficient governance and c) gender perspective

Objectives of NDP 1. “Mexico in Peace” Objectives addressing SECURITY concerns

Mexico will seek to strengthen confidence in the government, encourage social participation in the “democratic life” and reduce crime rates.

“

We aspire to a society where all people can exercise their rights fully, actively participate in the political life of the country and fulfill their obligations under a full democracy. Therefore, no person in Mexico should face the lack of security or an inadequate Criminal Justice System – NDP

”

2. “An inclusive Mexico” Objectives addressing SOCIAL concerns

Mexico will focus its actions to ensure the exercise of social rights and to “close the gap of social inequality.

STRATEGIC PLANNING AND URBAN POLICIES

“

The aim is for the country become a society with equity, social cohesion and substantive equality. This means that citizens should be able to exercise their social rights through access to basic services, potable water, drainage, sanitation, electricity, social security, education, food and housing – NDP

”

3. “Mexico with Quality Education” Objectives addressing EDUCATIONAL concerns

Mexico will implement policies that “ensure the right to high quality education for all Mexicans.” The strategy seeks to strengthen the link between education and the productive sector to create quality human capital.

4. “Prosperous Mexico” Objective addressing ECONOMIC concerns

Mexico will detonate the sustained productivity growth in a climate of economic stability.

“

This goal seeks to provide favorable conditions for economic development through regulation that promotes competition between enterprises and the development of a modern policy of economic development focused on generating innovation and development in strategic sectors – NDP

”

5. “Mexico with Global Responsibility” Objective addressing GLOBAL concerns

Mexico will proactively defend and promote it’s national interests abroad. The strategy suggests the development of mutually beneficial relationships with key countries, supported by vigorous foreign policy.

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Mexico reaffirms it’s commitment to free trade, capital mobility and the integration of production to promote the value of the nation in the world – NDP

Policies of NDP (and their nature according to Ernesto d’Albergo)

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• When political attention for urban issues rises to national decisions, policy-makers can select between two main alternatives: political responses can be either explicit or implicit and the resultant policies may have either direct or indirect effects on cities.

STATE POLICIES

Are implicitly when actions, are employed without spatial criterion, so their effects on an urban scale are incidental. Are explicitly when they are defined and done according to an evident and prominent territorial focus of an urban nature. Are direct when state actions face causes or consequences of urban challenges without the involvement of other actors. The actions are based on cooperation between central and local actors. Are indirect when the national decision-makers’ prime aim is to provide local actors with conditions and resources for taking on urban challenges through their own policies.

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CONCLUSION

To conclude we can notice that based on these definitions policies in Mexico and their nature is categorized as below: • More compact and connected cities (Direct & Explicit). Because It has an urban impact & dealing with infrastructure. • More diverse housing with rental tenure (Direct & Implicit). It has social inclusion but in a local level. • Effective land use policies (Indirect & Implicit). It Respects land use without Spatial Definition. • Risk prevention and regional development (Direct & Implicit). It is Very general as a guideline and framework. Along with the National Development Plan (2013-2018), there are two other programs at national level. Going deep in these programs and we found the similarities in areas of interest with NDP The National Urban Development Program (20142018) Same Areas of Interest with NDP: • Control Urban Sprawl • Consolidated Urban Development • Avoid Settlements in Risk Zones

The National Housing Program (2014-2018) Same Areas of Interest with NDP: • Sustainable Development • Addressing the Housing Gap • Decent Housing for All Mexicans

“The two national programmes work together, by making resources and a housing investment contingent on the application of an urban containment strategy by the relevant municipalities.” (Dodson et al., 2015). Policy innovation

They adopted sustainability as the foundation of NDP

Governance innovation

Leaving the housing policy in hands of a private actor

Spatial imaginaries innovation

Welcoming centralized and dense growth within the cities

Loans for people to motivate them

Trying to involve local government

Downgrading the dormitory settlements by increasing the transportation costs

STRATEGIC PLANNING AND URBAN POLICIES

MADRID, SPAIN

Urban Innovative Actions (Job and Skills Action Plan)

STRATEGIC PLANNING AND URBAN POLICIES

INTRODUCTION MADRID

STRATEGIC PLANNING AND URBAN POLICIES

EU URBAN AGENDA

Consequent to World War 2, in 2008 the Economic Crisis reached its maximum and that was when Questions rise to define an adequate economic development model. Technological innovations recently accelerate the path of change. Now, social and solidarity economy is a credible tool for social change, economic transition, and organizational innovation. The path that city of Madrid took to achieve this goal was a project called MARES de MADRID. This project tries to respond to this context. The Core goal of Mares is Development of a larger, innovative, and stronger “social and solidarity economy” Social Economy includes - - -

Creation of collaborative platforms for the production Exchange and use of services and products High degree of organizational and social innovation

- - -

Develop a highly collaborative and innovative social and solidarity economy practices Pool of knowledge and skills present in the city Respond to pressing social needs

MARES de MADRID tries to:

“

Social Economy is something extraordinarily innovative…there are many ways we must explore, in line with that beautiful quote: “Let my money be where my ideas are.” There are many possibilities, let us be open-minded, let’s be aware of this wonderful instrument to improve the world… - Mayor of Madrid

”

Social Economy in EU Urban Agenda Context

The main pillars and goals in EU urban agenda context are: -Achievement of smart, sustainable, and inclusive growth -High-quality employment -To foster Social cohesion -Bring up social innovation -Local and regional development -Advocates for environmental protection 2012

2013

2014

2015

A regulation made for the field of Services of General Economic Interest called SGEI

SEGI, EuSEF, and EaSI are transferred to ERDF and ESF

There was a Public procurement reform package in which public authorities were able to insert certain social clauses

It is found that during the economic crisis, social economy proved to be more resilient, so EU required to put the emphasis aimed at the development of social economy.

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Social Economy in Spain The economic crisis started from early 2000s around Spain in Basque country, Navarra and Catalonia, but it becomes visible in Spain from around 2008. In 2011, a new law defines for the first time the role of social economy in various policymaking areas, lifting some restrictions and limitations for the emergence of new enterprises. Later, a national program to foster social economy and an operational program for social inclusion and social economy.

Social Economy in Madrid Reviewing the position of Social Economy in the city of Madrid seems necessary in order to comprehend the mechanism. Looking at the history shows us Social economy was Later and less developed in comparison to Barcelona and Zaragoza but it worth mentioning that Madrid was successful in terms of employing a workface, with more male, older, better literate, with a lower presence of foreigners. Several changes shaped in Madrid since the economic crisis in 2008. One of them is MARES to address Social polarization, Spatial segregation, and Income differences between North and South & Southeast. In 2017 City administrations launched a set of initiatives and dedicate credit support for creation of social enterprises. In October, the strategic plan of social and solidarity economy conceived. There are 4 pillars of the action: - Recovery by co-designing disused public spaces - Launching a lab of competencies to promote economic resilience strategies of civil society - Fostering territorial innovative economic process to develop a new economic texture and improve sustainability of existing productive schemes - Revitalization and cooperation of territorial economy to diversify production and improve employment rate at local level In this approach, MARES de MADRID sees the way through neighborhoods to ensure a more equitable, participative, and innovative management of social activities. SSE tries to develop new cooperatives in the areas of food, energy, health, housing, and culture. And the city also invests in long term participative mapping activities at the local level. After that, the laboratories tried to produce prototypes of reusing abandoned public assets.

Laboratorios de competencias ciudadanas (Laboratories for Citizensâ&#x20AC;&#x2122; skills)

In this laboratory, they tried to Map the citizensâ&#x20AC;&#x2122; skills in specific territories and the value chains that connect them through already existing social economy and informal practices to involve citizens in the empowerment of these skills through the development of new social economy enterprises. First step of lab: Cartografias Ciudadanas (Citizensâ&#x20AC;&#x2122; Cartographies): Localizing all Grasroot Initiatives on a specific map for each neighborhood based on five thematic cores of the MARES. STRATEGIC PLANNING AND URBAN POLICIES

Second Step is Mapping of existing local social needs assessing the reality and potential of the neighborhoods as a complete â&#x20AC;&#x153;ecosystemâ&#x20AC;? for the development of the social and solidary economy, one of the key goals pursued through the establishment of the four Mares spaces. Later that, they come up with a map of their own skills and then identify possible new economic projects They ended up with more than 200 Prototype projects. MARES project will launch in four city districts, Centro, Villaverde, Vallecas and VicĂĄlvaro, four spaces called M.A.R.E.S. Every MAR will be specialised: M (mobility), A (food), R (recycling), E (energy) and S (social and care economy, common to the four MAR). These MARES will become a prototype of urban resilience on employment by encouraging social and solidarity economy.

1. Movilidad:

Create broad sense business initiatives that work with mobility, imagining possibilities beyond the dichotomy between public and private transport.

Stimulate business initiatives of services and data management, such as sustainable messaging companies, apps or innovative digital solutions.

Generate a space to think about how we move in the city, in which pilot projects are created that can be replicated in other districts.

Promote an accessible district and city, so that all people, regardless of their condition, can move around the city without barriers or difficulties.

Connect and promote economic projects linked to different parts of the agri-food chain under cooperative and community management formulas.

Work and Improve the projects and initiatives of small companies in the food sector, providing the approaches and principles of the social and solidarity economy.

Generate Laboratory experimentation in creative NITIATIVES for gastronomy tied to the territory and solidarity.

2. Alimentacion: Develop economic initiatives of social and solidarity economy that work with local, ecological, and fairtrade foods.

3. Reciclaje: Perform a mapping of existing recycling initiatives and companies in the district and in the city, in the widest possible aspects.

Create companies and Generate initiatives that Elaborate solutions promote economic promote the reuse of to manage waste and initiatives, considering objects, as well as repair facilitate recycling. the different possibilities that exist from recycling innovation.

4. Energia: Generate a space to support citizen initiatives that seek to change the energy model and the defense of energy as a common good.

Foment community energy projects that bring about change in our cities.

Develop initiatives that introduce renewable energy into the urban fabric.

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Foment that citizens stop being passive consumers and become producers and users of energy.

5. Cuidados: Create economic initiatives in the field of care, capable of generating decent and quality employment.

Eemerge and formalize an entire sector of precarious economy, with a great future projection.

Apply In a transversal way, the gender approach, in such a way that all the actions of the project put people and their needs at the center.

Put in value activities that are essential to sustain life, such as caring for people or socially necessary jobs.

Partnerships

Director, Promoters, and partnerships of MARES de Madrid are as shown with ERDF fund of about 4 million and 800 euros. Looking at the challenges that MARES involved, gives us that: - New spaces have both sense of ownership for the public and sense of effectiveness for project leaders - Organizational innovation of urban governments, governances, and policies - The modality to distribution and consumption of resources - Attract grassroot participation through fueling the political and social imagination of communities - Keep a realistic discourse leading to reasonable expectation - The challenge between starting to implement the projects fast or wait to finish all the studies needed - Design and implementation of the temporal and spatial management - Envisioning and organizing the long-term sustainability of the policy - Building a social market and doing it as soon as possible - Aligning Mares de Madridâ&#x20AC;&#x2122;s economic projects with other forms of city government social economyâ&#x20AC;&#x2122;s support and development

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CONCLUSION

To conclude and to understand the effectiveness of this tool, we are analyzing the use of ITI in Poland based on the following subjects: • Policy innovation • Governance innovation • Spatial imaginaries innovation Policy innovation

Launching initiatives by city administration

Governance innovation

Let people decide what they want with supervision of local government

Spatial imaginaries innovation

Laboratories for citizens’ skills

Dividing each mares according to its special characteristics with the specific focus

Benefiting from support and collaboration of actors in all levels with defined roles and interest areas

Developing maps for each of these 4 mares in terms of social needs, skills, existing potentials and

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Reuse of abandoned public spaces

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POLAND

Integrated Territorial Investment

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INTRODUCTION POLAND

POLAND, is a country located in Central Europe.It is divided into 16 administrative subdivisions, covering an area of 312,696 square kilometres, with a population of nearly 38.5 million people, Poland is the fifth most populous member state of the European Union. Poland’s capital and largest metropolis is Warsaw. Other major cities include Kraków, Łódź, Wrocław, Poznań, Gdańsk, and Szczecin. Poland has a developed market and is a regional power in Central Europe, with the largest stock exchange in the East-Central European zone.

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EU COHESION POLICY The EU cohesion policy is aimed at usage of internal potential of regions in terms of functionality. But what is an ITI? ITI is an instrument which introduce urban dimension to the cohesion policy. it is treated as driving force of integration of activities for sustainable development of cities and their functional areas. In this field we provided an overview of the Polish approach for integrated sustainable urban development. The Polish ITI system follows four dimensions of integration according to the “place-based approach” of the EU cohesion policy. These four dimensions are: Geographical integration: Highlighting the specificity of places, their challenges and development needs, as well as the need to approach these challenges looking beyond typical administrative boundaries;

Integration of interventions: Focusing on the synergy effect of multiple, diverse, and complementary investment in a single territory;

Integration of knowledge: Including local actors in diagnosing the needs and challenges of a particular area, and designing potential solutions;

Integration of governance: Empowering local actors by decentralizing the administration of EU funds, in a way that raises their responsibility for the process and allows higher scope of coordination among authorities.

THE ITI APPROACH

The ministry of regional development passed a decision that ITI will be done in FUA (functional urban areas) of voivodeship capitals and FUA of regional and sub-regional centers. For doing this, 3 necessary activities have been done: • Delimitation of FUA voivodeship (for stablishing development of ITI strategies) • Preparation of ministry guidelines (specifying rules of ITI implementation) • Preparation of partnership agreement (determine standard process of ITI implementation of cohesion policy)

Goals, Objectives And Actions

On 23 may 2014, the European Commission and the Government of Poland adapted an partnership agreement (PA) for defining European intervention’s strategy in the framework of Eu policy cohesion. GOALS • Cooperation between various administrative units • Increasing effectiveness of interventions • Enhancing influence of units on implementing actions

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OBJECTIVES ITI can be financed within thematic objectives through ERDF (European Regional Development Fund), ESF (Exchange Stabilization Fund) and Cohesion Fund. These thematic objectives among: •Research & Innovation •Information & Communication Technologies •Competitiveness of SMEs •Low-Carbon Economy •Climate Change Adaption & Risk Prevention

•Environment Protection & Resource Efficiency •Network Infrastructures in Transport and Energy •Sustainable & Quality Employment •Social Inclusion •Educational & Vocational Training

ACTIONS •Establishing ITI association by Partnership agreement (PA) •Preparation of ITI strategy by ITI association •Polish government Defined the way that how ITI strategies should be prepared •ITI association were appointed as an Intermediate Body (IB) by member states to manage and implementation of ITI

Geographical Integration

EU member states could decide on the type of territories targeted by the SUD instruments. Poland, like a third of member states, decided to focus the SUD approach on Functional Urban Areas (FUA). This model requires cooperation between the core city (or cities) and surrounding localities. Encouraging such partnerships was one of the main aims of the ITI policy in Poland, as there have not been many instruments to incentivize Polish local authorities to coordinate their investments and solve joint problems. In comparison to other countries implementing ITIs, Poland kept a balance between the number and size of targeted territories. There are 24 SUD strategies targeting FUAs in all of the Polish regions.

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Characteristics of the Sustainable Urban Development Strategies

The SUD strategies in Poland should be analyzed from two perspectives of the integration of planned investments: funding sources and the thematic scope of ITI strategies. These aspects of the Polish ITI system will be discussed below.

1. Funding Resources

Financing of ITIs occurs through projects implemented in the scope of 16 ROPs and national operational programs such as Infrastructure & Environment, Eastern Poland and Operational Program of Technical Assistance which is 2.4 billion euro. But the main resources for financing ITI are ERDF (3.2 B) and ESF (0.5 B). Poland is a beneficiary of the greatest amount of resources in the scope of ITI which is almost 3.8 billion euro.

2. The Thematic Scope of ITI Strategies

One of the most visible aspects of investments integration in Poland is using various thematic objectives (TO), in order to differentiate the kind of investments in a particular area and to allow a synergy effect. Thematic objectives realized in the Polish ITI strategies are quite diverse. All ITIs planned investments within the TO 4. Supporting the shift towards a low-carbon economy. The summary of all general priorities targeted by Polish ITI strategies can be seen in the following figure.

General thematic objectives of Cohesion Policy: % of all priorities of the Polish ITI strategies. N=22 strategies

Knowledge Integration

One of the aims of the â&#x20AC;&#x153;place-based approachâ&#x20AC;? was to use the knowledge of local actors in programming and implementation of sustainable urban development. In Poland, the main local actors included are as follow. 1. Mayors: In Poland, local actors played a role in forming ITI system even before the formal establishment of the instrument. They actively lobbied during delimitation of the FUAs and decided on available legal forms of collaboration. Here, the biggest role was played by mayors who actively lobbied for preferred solutions. Also the ITI implementation had to be approved by mayors of each municipality. 2. Local administrations: ITI Intermediary Body and municipal ITI coordinators The crucial role was played by civil servants in all partnering municipalities, who were

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actively involved in data collection and participating in meetings on joint projects. The key role was played by the newly created local ITI IB, which was formally responsible for the strategy preparation, and coordinated collaboration processes. 3. Municipal councilors, local stakeholders and citizens Officially, strategy preparation involved a social consultation process. Most Polish ITI strategies claim that they organized online consultations and occasional open meetings, but they did not specify to what extent the collected opinions influenced the final strategy.

Institutional Framework

Polish ITIs are placed in all 16 regional Operational Programmes. Local Intermediate Bodies (IBs) were created for all 24 SUD ITIs. The organizations awarded the IB role differed depending on the legal form of collaboration in FUAs. In case of intermunicipal associations, the IB tasks were performed by their secretariats, while in every intermunicipal agreement one municipality was selected as FUA leader, which created an ITI-dedicated office within its administrative structures. Such local institutions involved in EU funds management had never been created before in Poland. All 24 SUD ITI IBs were responsible for preparing strategies of FUA development in the context of ITI implementation. This consisted of: Strategy design

•Conducting diagnosis of the FUA’s socio-economic situation; •Ordering additional expertise (universities, think tanks, consultancies); •Facilitating the process of defining key needs and challenges, strategic objectives for the FUA and ITI projects crucial for implementing the strateg; •Organizing social consultations.

All Polish IBs are involved in project selection. They ensure transparent information exchange and facilitate the discussion among mayors on crucial ITI projects. Additionally, IBs suggest project assessment Implementation criteria related to the coherence with ITI strategy. Their preparation was initially problematic as nobody knew how such criteria should look like, and mostly focused on the coherence of a project with ITI strategy objectives, complementarity with other projects realized in FUA, and contribution towards key indicators that each ITI should deliver.

Monitoring & Evaluation

All Polish ITI IBs are responsible for monitoring of ITI implementation. Monitoring was interpreted and performed in various ways, e.g.: •Gathering data on funds absorption; •Coordinating projects preparation and realization; •Spreading information among municipalities and the MA; and •Monitoring visits to assess the progress in project realization.

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CASE STUDIES

Central Subregion of the Slaskie Voivodship • 2.7 Million citizens • Including 15 cities with 100-250 thousand inhabitants each • Polycentric are with 58 surrounding municipalities The number of municipalities matters in terms of the negotiation and bargaining processes within ITI implementation, as the more actors are involved, potentially the more difficult it is to achieve consensus , and the more partners there are to divide the ITI funding amongst.

Main Objectives

The objective is to increase the competitiveness of the region, ensuring in parallel the improvement of the living conditions of its inhabitants.

Funding Priorities

Regional Development Fund (ERDF): 2,498,891,499.00 € European Social Fund (ESF): 978,045,635.00 € All 10 thematic objectives, but concentrate on support to research, innovation, shift to a low-carbon economy, energy efficiency and transport infrastructure.

Expected Impact

1- Increase SME (small and medium enterprises) innovation 2- Decrease annual primary energy consumption of public buildings 3- Annual decrease of green-house gas emissions 4- New waste recycling capacity 5- 90 km of modernized railways and 100 km of tramway lines 6- Support almost 50,000 unemployed people in searching for a job or upgrading their skills

Total OP budget: 2,624,656,684.00 € Total EU contribution: 2,230,958,174.00 €

Thematic priorities

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CASE STUDIES

The Lublin Functional Area

The Lublin Functional Area (LFA) is characterized by similar features to an average ITI in Poland. • includes 16 municipalities with over 500 thousand population • A monocentric area around capital city of Lublin • Providing home for around 67% of LFA’s inhabitants

Main Objectives

The main objective is to increase the competitiveness of the region in order to foster social and territorial cohesion.

Funding Priorities

Regional Development Fund (ERDF): 1,603,400,406.00 € European Social Fund (ESF): 627,557,768.00 € The Programme will implement several thematic objectives and will focus on the following main priorities: 1- Research and innovation 5- Labor markets and employment 2- Energy efficiency 6- Education 3- Environment protection 7- Social inclusion through the promotion 4- Mobility and transport of good-quality

Expected Impact

1- Increased share of innovative enterprises and the service sector from 13,6% to 29%; 2- Increased share of electricity production from 1,5% to 5,6%; 3- Increased number of passengers in public urban transport from 126,1 to 202,5 million; 4- Construction of 409 km of sanitary sewage system and 323 km of water supply network 5- Increased percentage of children aged 3-4 years covered by pre-school education from 61,4% to 78% 6- Support for more than 20 000 of unemployed inhabitants of the region

Total OP budget: 4,090,514,284.00 € Total EU contribution: 3,476,937,134.00

Thematic priorities

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CONCLUSION

Identifying different thematic objectives to achieve different goals

Having a multiscalar approach

Governance innovation First EU tool to bring funding to FUAs

Motivated municipalities to cooperate with each other

Spatial imaginaries innovation

Instruments are conceived to reach different spatial realities

Differentiating investment’s type by using various thematic objectives

Using flexible instruments to achieve the thematic objectives

Collecting the best practices from all over the word to use for future interventions

Monitoring and evaluaring the effectiveness of effects

Provide external incentives Increase cooperation and framework for between authorities, enterprises and stakeholders intermunicipal partnerships ITIs have direct role in the activation of intermunicipal cooperation within FUAs

Creating new geograohical territory like FUAs.

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IBs play an important role of partnership brokers

Enabled municipalities to elaborate a strategy beyond their boundaries.

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HOW TO REACH INNOVATION ?

As a final conclusion of this research we are presenting the lesson we can learn from each of the case studies to reach innovation when facing new challenges and difficulties in cities. - Befor the Resilient Thessaloniki plan, this city was on the wrong path for reaching strategic planning. They had some efforts but because of the weak institutional setting it was almost impossible to reach the desired result. Since 2014, they changed their attitude and joined 100 cities resilient plan and this was a turning point as this plan is inclusinve and locally oriented, activates citizen participation, develop new partnerships to access private investments, concieve the city as a whole system and sets a clear vision, goal and objective as well as illustrate a strategic road map. - In the National Development plan of Mexico, the problem is set to the quality of housing, urban sprawl, abandoned areas within the anthropized area, and the increased price of transportation which caused people to find themselves in a really harsh situation, not to know what to do, especially those who live in suburbs and were not able to afford these costs for daily commuting to move between the metropolitan area and the dormitory settlements which they live in. They tried to address this challenge through controlling sprawl, having the support from OECD, and adopting policies to overcome this problems, such as motivating compaction and connection in cities, providing more diverse housing, through developing policies to obtain effective land use policies, and to mitigate risks. But the implementation was nearly impossible since they were suffering from major institutional shortcomings. The top-down governing system of Mexico leads to the liability of states officials both in terms of decision-making and implementation. After all those eye-catching slogans, to be criticizing, in the end the plan failed to reach its goals due to the lack of governance innovation. - In case of Mares de Madrid, the aim is to involve the people and beneficiaries in laboratories in order to map the chain value and to use this opportunity to provide maps of existing skills and social needs, determining the way to reuse the abandon spaces in the area, defining new economic texture based on the existing opportunities by trying to empower them in a sustainable way, along having the support from territorial economy. - The ITI tool in Poland was an effective program as it identified different thematic objectives to achieve differen goals and to attract different investments. It collects best practices and suggest those for relevant contexts. The monitoring and evaluation phase is also quit effective. On the other hand, it provides a framework for intermunicipal parterships where different cities can cooperaate in regard to their problems so it creates new geographical territory.

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