II Pla estratègic de Granollers Anexo. Índice de proyectos The 2nd Granollers Strategic Plan

1.1.1. Desarrollo y mejora de las 2.2.2. Desarrollo del sector de activi- 3.3.4. Participación ciudadana en los infraestructuras de transporte dad vinculado a la salud (pág. 124) grandes y pequeños proyectos de (pág. 120) transformación de la ciudad 2.2.3. Fortalecimiento del sector (pág. 128) 1.1.2. Desarrollo del transporte agroalimentario (pág. 124) público interurbano (pág. 120) 4.1.1. Fomento de la creatividad y 2.2.4. Dinamización del sector de la excelencia en los centros 1.2.1. Mejora integral de los espacios empresas relacionadas con el educativos (pág. 129) públicos de la segunda corona hábitat (pág. 124) urbana (pág. 120, 133) 4.1.2. Desarrollo de los estudios Table of contents 2.2.5. Desarrollo de la industria profesionales en coordinación 1.2.2. Creación de un nuevo polo de del motor, en conexión con el con las empresas de la comarca la ciudad con el cubrimiento de Circuito de Cataluña (pág. 124) (pág. 129, 148) la vía del tren, el traslado de la estación de mercancías y la 2.2.6. Impulso al sector audiovisual 4.1.3. Promoción de estudios universi- reurbanización del entorno (pág. 124) tarios e investigación aplicada en Institutional Declaration of the Steering Committee of the 2nd Granollers Strategic Plan 158 (pág. 120, 134) la ciudad como estrategia para la 2.3.1. Dinamización del comercio de atracción de talento y conocimi- 1.2.3. Adaptación de los servicios proximidad como marca distintiva ento (pág. 129, 150) The process of drawing up the 2nd Granollers Strategic Plan 159 básicos a las futuras necesidades de la ciudad (pág. 124) de la ciudad (pág. 121) 4.1.4. Promoción de estudios deporti- 2.3.2. Posicionamiento de Granollers vos, de salud y de nutrición The 2nd Granollers Strategic Plan as a promoter of democratic governance 165 1.3.1. Planificación de las infraestruc- como capital de una comarca con (pág. 129) turas energéticas y gestión efi- un gran atractivo (pág. 125) ciente y coordinada de residuos, 4.1.5. Creación de una oferta formativa The 2nd Granollers Strategic Plan: an exercise in collective intelligence 169 agua y energía con los municipios 3.1.1. Promoción de los hábitos adecuada al nuevo modelo de de la conurbación (pág. 121) saludables (pág. 125) sociedad del bienestar (pág. 130) The City We Want. Proposals document regarding the city model 173 1.3.2. Preservación de los espacios 3.1.2. Adecuación de los servicios 4.1.6. Impulso a la formación en idiomas, naturales del conjunto de la sanitarios públicos a las favoreciendo al mismo tiempo conurbación y de la conectividad necesidades crecientes de la el uso social del catalán como Vision, Values and General Objectives 174 con otros de la comarca (pág. 121) población (pág. 126, 143) lengua común (pág. 130) Strategies and projects 176 1.3.3. Desarrollo del Plan de movi- 3.2.1. Ampliación de la política de 4.1.7. Desarrollo de la formación Area 1. Territory 176 lidad urbana de Granollers y vivienda (pág. 126) continuada permanente (pág. 130) adaptación de las orientaciones 1.1. An open city, accessible to all 176 3.2.2. Actuación sobre los colectivos generales al conjunto de la co- 4.2.1. Situar la creación y la expresión 1.2. Creation and improvement of urban public space 176 nurbación (pág. 121, 136) con riesgo de exclusión social en artística y cultural en el centro el conjunto de la conurbación de la proyección de la ciudad 1.3. Sustainability and quality of the environment 177 1.3.4. Control y mejora de la calidad (pág. 126) (pág. 130) ambiental de la ciudad (pág. 122) 1.4. Coordination and relational leadership as the backbone of the territory 178 3.2.3. Adecuación de la oferta de 4.2.2. Potenciación de la investigación y 1.4.1. Mesa Intermunicipal Permanente servicios de atención social a las difusión del patrimonio cultural Area 2. Economic Development 179 para el desarrollo de proyectos nuevas necesidades (pág. 127, 145) y natural de la ciudad y de su 2.1. Enterprise and industry competitiveness 179 estratégicos comunes a la entorno comarcal (pág. 130) conurbación (pág. 122, 137) 3.2.4. Observatorio de la fragilidad 2.2. Boost for the economic sectors identified as emerging sectors 179 (pág. 127) 4.2.3. Adecuación de la red local de bi- 2.3. Commercial and tourist attractiveness 180 1.4.2. Articulación de una posición bliotecas a las nuevas necesidades 3.2.5. Incremento de los servicios de común con los municipios de la ciudadanía (pág. 131) Area 3. Public Welfare and Social Cohesion 182 del Arco Metropolitano en atención domiciliaria y teleasis- proyectos de gestión de la tencia para las personas en situa- 4.2.4. Optimización de los espacios cul- 3.1. Comprehensive health care strategy 182 ción de dependencia (pág. 127) movilidad, territorio y grandes turales para promover y facilitar 3.2. Social inclusion 183 infraestructuras (pág. 122) el acceso de los ciudadanos a la 3.2.6. Promoción de una seguridad producción cultural (pág. 131) 3.3. Strengthening networks of relationships 184 2.1.1. Mejora integral de las infraes- ciudadana basada en la tructuras de telecomunicación prevención y socialmente 4.2.5. Impulso de la práctica deportiva Area 4. Education, Culture and Sport 185 (pág. 122) inclusiva (pág. 127) como elemento fundamental de la educación y crecimiento de las 4.1. Excellence in education 185 2.1.2. Fomento de la actividad empresa- 3.3.1. Fomento de la excelencia de la personas (pág. 131, 152) 4.2. Development of cultural and sports resources 186 rial innovadora (pág. 123, 139) Administración pública local en la gestión relacional (pág. 128, 4.2.6. Potenciación de la alta compe- 2.1.3. Incremento de la competitividad 146) tición y de los deportes que son de los espacios productivos (pág. referente en la ciudad (pág. 131) Document of first action commitments 188 123) 3.3.2. Impulso del voluntariado (pág. 128) Projects Prioritized in the First Phase of Execution of the Strategic Plan 189 2.2.1. Creación de un centro de excelencia en tecnologías 3.3.3. Fomento del asociacionismo y las Promotion and Monitoring 209 avanzadas de servicios para las redes vecinales (pág. 128) personas de edad y la dependencia (pág. 123, 140) Annex. Index of projects 211

156 157 Institutional Declaration

The process of drawing up the 2nd Granollers Strategic Plan The 2nd Granollers Strategic Plan is the result of more than two years of work. Of Josep Mayoral Antigas months of shared work that has allowed us to define the city we want. And the path we Mayor of Granollers need to take to get there. A vision of the future that revolves around a clear vocation: Jordi Planas Maresma “Granollers, educational city”. Summary This article describes the process of drafting the 2nd Granollers Director of the 2nd Granollers Strategic An educational city means a creative, innovative city whose essential value lies in its Strategic Plan. It explains the considerations that gave rise to the drafting Plan people. A city that places people at the heart of its actions. And a city that understands of the plan and the use of the methodology of the so-called second-genera- that education transforms the city and transforms society. Education as a leitmotif tion plans. The conviction that it was impossible to conceive and design the linking all the projects and providing coherence to all the actions that have to be carried city of Granollers in isolation from its environment led to the creation of an out. intermunicipal council with the municipalities of Canovelles, Les Franqueses This is a strategic plan for a city, which must be built collectively, with the participa- del Vallès and La Roca del Vallès, with which Granollers forms a conurbation. tion of the citizens and of the social and economic agents of Granollers. It is a shared plan because the city is, necessarily, a collective project. As well as the intermunicipal council, the article explains the functions and We invite you to take part in this project, which is firmly committed to the quality actions of the different bodies of the strategic plan (the Steering Commit- of the urban space, to making innovation and education the basis of development, to tee, the promoter group, the municipal executive committee, the council of making social capital grow from identity and diversity. All of this nourished by the crea- ex-mayors and ex-municipal spokespersons) and the mechanisms for coordi- tive potential of the people. We continue to build the Granollers of the future. A city of nating the process with other key municipalities of the second metropolitan everyone and for everyone. ring. At different moments of the process, working committees were set up with the participation of representatives of bodies and groups of the city, te- chnical experts and professionals connected to the area or sector, municipal Institutional Declaration of the Steering technicians and representatives of the municipalities of the conurbation. The intention was also to include the vision of people from outside the city who Committee of the 2nd Granollers Strategic Plan are experts in the topics being debated and, with this aim, the cycle of con- ferences called “Mirades sobre el futur de Granollers” (Views of the future of Granollers), which were designed as a counterpoint to the working meetings The undersigned institutions and bodies, cultural identity and, at the same time, open Granollers Strategic Plan will make available in which the proposals for the future of the city were being debated. A stra- motivated by interest in the city of Grano- and welcoming, that provides the greatest to the citizens. llers and aware of our role, have decided, at range of opportunities for the human de- tegic plan is a collective commitment to the future, for which citizen parti- the initiative of Granollers City Council and velopment of its citizens, regardless of their Granollers, 1 July 2008 cipation is essential. As well as the working groups and the meetings with having evaluated the results of the 1st Gra- background and origin. different groups and entities of the city, strategic conferences were held, with nollers Strategic Plan (1996-2007), to jointly • Ajuntament de Granollers broad citizen participation, online participation channels were used, such sponsor the drafting of the 2nd Granollers This strategic project is inscribed in the • Associació Cultural de Granollers as the web and the ideas bank, and opinion polls were performed with the Strategic Plan. territorial framework of Vallès Oriental and • Associació de Comerciants Gran aim of drafting the documents of the strategic plan collectively and with the of Catalonia, so that what we consider best Centre Granollers greatest possible citizen consensus. The city is the result of the attitudes, for our city is also best for the county and • Balonmano Granollers projects and actions carried out by all the for Catalonia. The 2nd Granollers Strategic • Cambra de Comerç de Barcelona. citizens, institutions and economic and Plan arises from the will to cooperate fully Delegació del Vallès Oriental social agents. The future of Granollers is a and in solidarity with the projects of the shared construction in which all sectors of municipalities of the county, so that the • Càritas Diocesana. Equip Territorial In December 2007, the City Council highest magnitude. The development of priority is given to human development, the citizenry, according to their means and uniqueness and specificity of the strategy of de Granollers of Granollers presented to the Strategic communications and transports had also including economic growth but also abilities, must take part. Granollers can be an accelerant for progress • Casal del Mestre de Granollers Plan Steering Committee of Granollers exponentially increased inter-commu- environmental sustainability, social equity in the county. At the same time, given the • Comissions Obreres. Unió Comarcal the document City projects. 1996-2007. nication between cities. Mobility inside and the strengthening of democracy. For this reason, we have decided to carry position of Granollers historically and today del Vallès Oriental - Maresme Results. This document evaluated the and outside of the city had undergone This gives greater prominence to the out a 2nd Strategic Plan, with the capacity in the system of cities of the Barcelona • Consell Comarcal del Vallès state of implementation of 213 projects profound changes and the conurbation more intangible aspects (inequality, civic to make all citizens participants in it and metropolitan region and Catalonia, the Oriental defined in the 1st Granollers Strategic that Granollers formed with Canovelles, identity, multiculturalism, social cohesion, to develop the necessary institutional and Strategic Plan will aim to share the objecti- • Federació de les Associacions de Plan and it was considered that 74 per- Les Franqueses del Vallès and La Roca del social and relational capital formation) public-private collaboration for our city ves and strategic lines of each municipality Veïns de Granollers cent of the projects had been achieved. Vallès was now exceeding 100,000 inha- which are more specific to the knowledge to start today to achieve a future with a and to identify possible joint projects with a • Fundació Hospital-Asil de The need to draw up a second strategic bitants, while strengthening the pull that society and to advanced democracies. better quality of life, by strengthening the view to achieving the common progress of Granollers plan responded to this high number Granollers had historically exercised as of projects achieved, but also to other capital of the Vallès Oriental county and A fundamental contribution of these commitment of all to the city and orienting the country. • Petita i Mitjana Empresa de Catalunya considerations. as a sub-centre of the Barcelona Metro- strategic plans is the improvement of all projects carried out in Granollers and its (PIMEC). Delegació del Vallès politan Region. social organization, with the aim of surroundings in the same direction. With the 2nd Granollers Strategic Plan, Oriental we hope to achieve an attitude of greater Firstly, the transformation of the city strengthening civil society and improving • Unió Empresarial Intersectorial del Our desire is to contribute to making commitment to the city and greater trust and the changes that had taken place Another consideration was the change the relationship between the different Vallès Oriental Granollers a modern, quality city, with and collaboration between all the citizens to in the area since 1996 had exceeded in the strategic planning concept with city agents and its Council, which is the sustained and sustainable economic deve- build the future of the city together. • Unió General de Treballadors. Unió in many respects, the provisions made respect to the first generation strategic institution that has to lead city projects. lopment that respects the environment and comarcal del Vallès Oriental in the 1st Strategic Plan. For example, plans of the 1990s. In those strategic In this sense, strategic plans become an is compatible with a balanced and harmo- Therefore, with this declaration, we from the year 2000, the phenomenon of plans the spotlight was on projects, par- instrument of democratic governance: nious demographic and urban growth. A call on all citizens to become involved in foreign immigration led to a much more ticularly projects linked to facilities and “Their main purpose, beyond promoting city that is advancing toward the knowledge drawing up and developing the strategy of heterogeneous population in Granollers, infrastructures, and priority was given to urban projects, is to reinforce processes society, making social and territorial cohe- our city, based on participation in the diffe- with highly diverse characteristics and economic and social development. In the of social organization based on defining sion a priority objective. A city with its own rent means that the organizers of the 2nd needs, and posed new challenges of the so-called second generation1 strategic plans, a common strategic and reference fra-

158 159 The process of drawing up the 2nd Granollers Strategic Plan

mework for the entire city, strengthening would have to integrate into an overall Municipal Executive Committee is crea- lles, Les Franqueses del Vallès and La councillor for the Plan, and the technical establishing mechanisms for coordina- processes of public and private coope- strategy for the city. ted. It is formed comprising members Roca del Vallès. level, which periodically brings together tion with the territorial structure of the ration, and developing the capacity of of the Promoter Group and heads of the municipal technicians (delegated by each Vallès Oriental county district, in order to citizens to take responsibility for different The conviction of the impossibility of de- different divisions of the City Council • Inform the town councils of Canove- mayor) from the councils of Canovelles, Les share the objectives and strategic lines of sectors of the community in building the signing and planning the city of Granollers (6 areas). It directly monitors the entire lles, Les Franqueses del Vallès and La Franqueses and La Roca del Vallès with the Granollers with the whole of the region city.”2 in isolation from its environment was taken process of drawing up the Strategic Plan Roca del Vallès regarding the start of director of the Strategic Plan. The character and identify possible joint projects. The into account from the start of the work. The in different phases, offering its knowled- work on the drafting of the Granollers of the meetings is different according to intention has been to achieve this goal These new approaches in strategic Strategic Plan had to respond to the future ge and experience in the discussion of Strategic Plan. level, but the objective is always the same: through the Vallès Oriental County Coun- planning were especially suited to initiate challenges of Granollers which are often each of the Strategic Plan documents. cil. As an institution, the County Council a process of collective reflection within inseparable from the conurbation, the Following approval of the Strategic Plan, • Invite these town councils to share in a) during the process of drawing up the forms part of the Strategic Plan’s Steering the new context of the information socie- metropolitan reality of over one hundred its mission is to promote and monitor its the processes of strategic reflection Granollers Strategic Plan, to report on Committee and, therefore, it has an opi- ty, where people have much more auto- thousand inhabitants that today make up implementation process, with continuous developed by each municipality, accor- the entire process and review together nion, a voice and a vote in all discussions nomy and independent decision-making Granollers, Canovelles, Les Franqueses evaluation of that process, and to ensure ding to its work system, the municipal all the projects that have been sugges- on the Plan’s development and imple- capacity, and of advanced democracies, del Vallès and La Roca del Vallès, with four the coordination of municipal action with technical structure, and the internal ted in the proposals document (many mentation process. The County Council in which mechanisms for expressing each different councils. At the same time, it was the directives of the Strategic Plan. debate with the organisations, while of which are proposed on the conurba- has also been represented in the sectorial individual’s options are numerous. necessary to take into account the position adapting to the work pace and possibi- tion level), listening to the opinions of working committees that have produ- Granollers occupies in the county’s reality Also to reinforce the structuring of the lities of each of the municipalities. other municipalities, considering them ced the first proposal document for the Improving quality of life involves and also in the system of cities in the Bar- Strategic Plan with the municipal admi- also as agents in the Strategic Plan. Strategic Plan. However, additionally, the working to improve the city’s urban and celona metropolitan region, in Catalonia nistration and obtain contributions that • Establish mechanisms for coordination County Council has played a proactive environmental quality, as well as the ser- and in the system of cities of Southern enrich the development of the successive between the four municipalities to b) during the process of implementation role in communication between different vices it offers. This is essential to make Europe. This had to be taken into account Plan documents, the Council of ex-ma- ensure the strategic coordination of all of the Strategic Plan, the Intermunicipal planning processes currently underway in the city attractive enough to live in, i.e. in the design and organizational structure yors and ex-spokespersons was created. four, establishing common criteria for Council must become a resource for the region, relating them to each other, to reside in, but also to develop there of the Strategic Plan, which had to allow This is a consultative body made up of analysis, identifying key projects that promoting and monitoring the Strate- facilitating the circulation of documents all the social activities that make a city the following challenges to be tackled: different ex-mayors and spokespersons are common (to two or more munici- gic Plan, including periodical meetings and holding conferences, such as that rich in relations between its members from different municipal groups from palities), placing in common objectives at both levels. One of the city’s projects which took place in Mollet del Valles on 4 and, therefore, a producer of knowledge. 1. the structuring of the process of the Granollers City Council which holds and strategic lines from each of the four for the future contained in the Strategic November 2009 and that of 12 May 2010 But the degree of citizen satisfaction preparing the Strategic Plan with the periodical meetings with the Mayor (and municipalities and, once the different Plan document is precisely the esta- in Granollers, facilitating contact and also depends on his or her awareness of dynamics of the public municipal ad- Chair of the Strategic Plan), the director strategies have been clarified, establis- blishment of the Intermunicipal Council joint work between technicians and ma- belonging3, which is what gives meaning ministration of Granollers of the Plan and the councilor of the Stra- hing the joint monitoring mechanisms as a permanent platform to reach agree- nagers responsible for strategic planning to what we do in the city (“for the city”) tegic Plan, with the aim of examining the for those shared projects. This objective ments in all the projects common to the within the county sphere. and gives the city its own personality 2. the involvement of the three muni- documents and proposals of the Strategic has materialised as a Strategic Plan conurbation and issues affecting all four as a collective. Insofar as citizens are cipalities of the conurbation in the Plan and making contributions using resource, the Intermunicipal Council. municipalities, establishing formulas In parallel, Granollers has organised a recognised as part of the city (of its past, process of drawing up the Plan and in their experience at the municipal level. for joint cooperation and decision-ma- meeting with the mayors of the 9 muni- present and future), it is easier for them its implementation The Intermunicipal Council has functio- king between them and also with other cipalities with which it shares a municipal to take co-responsibility for its evolution The creation of this standing committee ned from the start with two different levels: neighbouring municipalities. border (beyond those with which it forms and this makes them more capable of 3. the connection of the process of was a proposal by the Mayor of Granollers the political level, which periodically brings a conurbation) in order to inform them reacting, together, to the challenges of drawing up the Strategic Plan with at the first meeting of ex-councillors of together the four mayors and the director Since work began on drafting the Stra- first-hand about the Strategic Plan draf- the future, which is the most important its immediate environment and with Granollers City Council which took place of the Granollers Strategic Plan and the tegic Plan there was also the objective of ting process and learn their views. objective of a strategic plan. other strategic planning processes that in October 2008 with the aim of informing were taking place in the Vallès Oriental them regarding the process of drawing When tackling the drawing up of the county and the province of Barcelona. up the Strategic Plan and gathering their 2nd Granollers Strategic Plan, there was opinions. As was agreed, the meeting was municipal executive committee already experience accumulated during The City Council is the institution repeated on 20 October 2009 to share granollers the process of preparation and imple- democratically elected by the citizens of discussions and work on defining the city. city council promoter group mentation of the First Plan. It was based Granollers which has responsibilities in Briefings and work meetings were also on previous knowledge of the weaknes- all city spheres. That is why it is responsi- arranged with all municipal technicians ses, threats, strengths and opportunities ble for promoting the process of drawing and staff, in order to explain the status of identified in the first phase of analysis up the Strategic Plan: it appoints a tech- the process and collect contributions re- a) Territory of the 1st Strategic Plan, as well as the nical director, who, with an internal team garding development of the Strategic Plan. sectorial b) Economic Development difficulties of the implementation phase, (Promoter Group), acts as a technical offi- work steering committee committees c) Society the need for articulation of the Plan with ce throughout the Plan drafting process, In relation to the sphere of the Strate- d) Education and Culture the dynamics of the municipal adminis- and creates a Steering Committee which gic Plan, the organisational design had to tration and for promoting the various has maximum responsibility for directing respond to the following objectives: sectorial projects with overall coherence. the Plan and which, therefore, is constitu- canovelles council In recent years, the city had undertaken ted as its government. • Start the process of drafting the council of ex-mayors a) Mayors some participative sector projects (Gra- Granollers Strategic Plan taking into intermu- les franqueses del nollers Education Project, Agenda 21 for To ensure the structuring of the account, in the analysis, the sphere of and municipal nicipal b) Delegated vallès council council Technicians the Environment, Agenda 21 for Culture, Strategic Plan with the dynamics of the the conurbation that is formed by the spokespersons la roca del vallès Mobility Plan) that the 2nd Strategic Plan municipal public administration, the municipalities of Granollers, Canove- council

160 161 The process of drawing up the 2nd Granollers Strategic Plan

Finally, when establishing coordination was a short intervention by people who, ensure the structuring of the Strategic Joan Subirats (Chair Professor of Politics saged in the Strategic Plan: the municipal of the future to be? was sent to all house- mechanisms with other municipalities through their representativity, experience Plan with the municipal public admi- at the UAB) on “A city for everyone. Urban stand imagined Granollers as a city of the holds in Granollers through the Granollers that form the backbone of the second or knowledge, could contribute perspec- nistration, the committees were helped strategies and policies for inclusion”; Joan future, based on values such as creativity, Informa newsletter and was collected at metropolitan ring and other municipali- tives or reflections of interest. This was by the presence of technicians from Trullén (director of the Institute of Regio- knowledge, competitiveness, social and urns situated at municipal facilities and ties in the province, help has come from followed by the floor being opened up Granollers City Council and the coordi- nal and Metropolitan Studies of Barcelo- territorial cohesion, sustainability, civic at collaborating bakeries. At the same the Local Strategic Processes Network to all those attending. Finally, in a last nation of each committee was entrusted na) on “The knowledge economy and new commitment and democratic governance. time, the survey could be answered (XPEL) and the coordination and pro- plenary session, the first conclusions were to the municipal division chief (member industry”, and Eulàlia Bosch (teacher of These referential ideas were transmitted online via the Strategic Plan website. The motion offered by Barcelona Provincial presented. Once the exhaustive analysis of the Strategic Plan Municipal Executive Philosophy) on “The educational capaci- in a friendly and amenable way, drawing survey form was designed to receive new Council’s Technical Strategies Office. The of the questionnaires filled out by those Committee). In order to gather contri- ty of the city”. All of them had received an image of what the city would be like in opinions on the Strategic Plan, as well as director of the Granollers Strategic Plan attending and of interventions during the butions from the three municipalities beforehand the first proposals document 2025, when all the proposals that the citi- the evaluation that citizens made of the has formed part of the Contrast Group conference had taken place, a results re- of the conurbation, the committees had for the Strategic Plan and were able to zens had put forward in the Strategic Plan entire process. With the aim of obtaining created for studying the documents and port was written and sent to all those who representatives from the municipalities of contribute their reflection to it. participation process had materialised. As opinions from young people, who had questionnaires presented at successive had attended and was made available to Canovelles, Les Franqueses and La Roca if it were a game, visitors could photogra- not used other spaces for communicating working seminars with the aim of crea- all city residents through the Strategic del Vallès, delegated by the mayor of each With the contributions received, a se- phs themselves in this imagined city and their input to the Strategic Plan, the sur- ting spaces for debate and the exchange Plan website. of these municipalities. These committees cond proposals document was produced take a diptych home with the photograph vey was sent to baccalaureate education of experiences in relation to strategic held a total of 16 meetings between the titled Strategic objectives, vectors and projects and the projects and action programmes centres in Granollers. A total of 372 stu- planning which is taking place in different The Strategic Plan website also opened months of March and May 2009, with which was presented at the Second envisaged in the Strategic Plan. dents answered the survey and a total of towns and cities in the province of Barce- up an ideas bank where any citizen could prior processing of documentation and Strategic Conference. This new work 813 completed surveys were collected, 450 lona. One of these seminars, focusing on submit proposals and consult all the ideas the drafting of conclusions following session enjoyed the participation of some From December 2009 and during the in printed format and 363 online. public management in relation to strate- and proposals that other people sent to each meeting, with the aim of produ- 150 people who debated the document entire first half of 2010, the Granollers gic planning, was held in Granollers on 12 the Strategic Plan. Ideas could also be cing the first Strategic Plan proposals around five tables, one for each of the Children’s Council was also working The second survey was carried out with May 2010 and brought together around voted for to help find out which had the document. vectors: 1. Public space and territory go- on the Strategic Plan. The Children’s a sample of 400 Granollers adult citizens, forty officials and technicians responsible best public acceptance. The ideas bank vernance; 2. Commerce and industry: 3/ Council is a participation group formed selected according to their neighbour- for strategic planning across the entire collected some two hundred proposals The title of this first proposals document Health and sport; 4. Social cohesion and by children from different schools in hood of residence, age and sex, with province of Barcelona, who were able to which included those formulated at the was Objectives, strategies and projects and it civic commitment, and 5. Training and Granollers who are in 5th and 6th grade in-person interviews at home. With this learn about the specific experience of First Strategic Conference and also those identified 4 general objectives that pointed culture. Those attending gave opinions primary school and who meet once a methodology the aim was to record the the Granollers Strategic Plan which was sent by baccalaureate pupils at the Escola towards which direction the city would on the city’s projects for the future and month to talk about the city. Its aim is opinion of the entire group of citizens publicly presented by its director. Pia, IES Celestí Bellera and IES Antoni need to take, 16 strategies and 40 projects. over 200 questionnaires on prioritisation for the children to be heard in city affairs regarding the Strategic Plan and to find Cumella schools, who took part in a pilot These strategies and projects were debated were collected. Once analysed, together and to allow them to present proposals out the opinion of the “silent majority Citizen participation in the process experience to bring the Strategic Plan in a process of citizens’ participation that with all the interventions at the confe- and suggestions for actions. After a first of Granollers residents”, all those who of drafting the Strategic Plan has closer to this sector of younger citizens culminated with the Second Strategic rence, a report was produced with results introductory session on the Strategic through their own initiative would not transcended the bodies forming the and find out their opinion on the future Conference, which took place at the Gra- which was sent to all participants and also Plan, on 20 January 2010 the Children’s normally participate in a process like the organisational structure of the Plan challenges for the city. All the ideas con- nollers Cultural Centre on 14 November published on the Strategic Plan website Council met with the Plan’s director and drafting of the Strategic Plan. Since the mentioned above. On 15 November tributed constituted material for analysis 2009. In the preceding months there were for its consultation. The questionnaires the children put forward issues that they year 2005, Barcelona Provincial Council’s 2008 the First Strategic Conference in the process of drafting the Strategic presentations of the document and work were also available on the Strategic Plan considered most important for the city’s Assessment and Quality Service has ca- was held at Granollers Cultural Centre, Plan. meetings with different civil organisations website in order to receive new opinions. future: education, coexistence and urban rried out a survey each year regarding the a first major citizen participation event and groups, political formations, city civic space. These three spheres focused their state of satisfaction of citizens, which on which included the presentation of a In February 2009 four working commit- centres, former mayors and councillors In the final phase of drafting the reflections during the following months this occasion included a specific block of first document: Granollers: facts and cha- tees were formed with twenty people in from Granollers City Council, the town Strategic Plan the aim was to extend and, as a result of their work at succes- questions dedicated to the 2nd Strategic llenges. Some 250 people registered to each. They were in charge of producing councils of Canovelles, Les Franqueses del the public participation process which sive meetings and debate at the school Plan. debate this document and also filled in a first Strategic Plan document, defining Vallès and La Roca del Vallès, and contribu- began in 2008 and achieve the maxi- centres, they produced the Document of the questionnaires that were handed out the strategic projects and lines based on tions were also collected via the Strategic mum consensus before its final approval. proposals from the Children’s Council for the Both surveys led to a very positive during the conference, contributing with the diagnosis of the state of the city and Plan website. During February and March 2010 the Granollers 2nd Strategic Plan, which was assessment of the Strategic Plan scheme. their input to a shared diagnosis of the the proposals that had emerged from sectorial working committees met again presented to the Strategic Plan’s Steering According to the survey carried out by state of the city and its challenges for the Strategic Plan participative process. In parallel, during the months of to examine and discuss the new propo- Committee on 27 May and later, on 18 Barcelona Provincial Council, the drawing the future. Among those attending were They based these on the results of the September and October a series of sals document after the input from the June, at a public audience, to the mayor up of the Strategic Plan was considered the mayors of Canovelles, Les Franque- First Strategic Conference and for that lectures was held titled Views of the future Second Strategic Conference. In parallel, of the city at the Granollers City Council very important (34%) or quite important ses del Vallès and La Roca del Vallès, in reason they were organised in line with of Granollers, conceived as a counterpo- meetings were resumed with various Chambers. (56%). This percentage contrasted with a show of the involvement of the three the tables of the first conference: territory int to the work meetings being used to organizations and groups in the city, as the knowledge that citizens had of the municipalities in the process of drawing (urban development, infrastructures and debate proposals regarding the future well as working meetings at Granollers With the aim of incorporating new 2nd Granollers Strategic Plan, which was up the Strategic Plan. environment), economic development, of the city. In the process of participative City Council (with councillors, with the opinions and sensitivities, during the limited to 16% of those interviewed. In society and education and culture drafting of the Strategic Plan, there was a council of former mayors and municipal month of March 2010 two surveys were the second survey, which was concei- At an initial plenary session, the desire to incorporate the vision of people spokespersons as well as technicians and carried out, using different but comple- ved as a tool for voluntary participation, Strategic Plan director presented the These committees were formed by re- from outside the city who were experts staff from the City Council) and the town mentary methodologies. The first was knowledge of the 2nd Strategic Plan document Granollers: facts and challenges, presentatives of organisations or groups in the issues being debated. Those who councils of Canovelles, Les Franqueses treated as a tool for participation in the increased to 40%. Some 44% of partici- which was then debated in four spheres: from the city, technicians and profes- intervened were: Josep M. Pascual (coor- del Vallès and La Roca del Valles. process of drafting the Strategic Plan, pants considered it very important and territory, society, economic development sionals linked to the sphere or sector, dinator of the America-Europe Associa- with the idea of collecting the maximum 40% quite important, with only 3% con- and culture and education. In each of municipal technicians and representatives tion of Regions and Cities) on “Territory The Ascension Fair was also used to number of opinions in a voluntary way. sidering it not very important and 2% not these, in order to open the debate, there from the conurbation municipalities. To management: democratic governance”; disseminate the values and projects envi- The survey How do you want the Granollers important at all. According to the results

162 163 The process of drawing up the 2nd Granollers Strategic Plan The 2nd Granollers Strategic Plan as a promoter of democratic governance of the two surveys, which were presented project and the work plan for developing Summary The crisis has highlighted the fact that local governments cannot Josep M. Pascual Esteve to the Strategic Plan Steering Committee it, gave rise to another participatory pro- act alone in their areas. To face any economic, social, technological or cultural Director of Urban Quality Strategies 1 on 27 May and later to the media at a cess. This involved setting up a drafting challenges of the city, there must be collaboration between the public and Coordinator of AERYC press conference, the projects included commitee for each project, composed of private sectors and a greater active commitment of all citizens to creating in the Strategic Plan had a great citizens’ municipal technical experts and citizens consensus, with quite evenly distributed with specific knowledge relevant to the the city is essential. It is vital that democratic governance be used as a way of responses when it came to prioritising sphere of the project (from six to eight managing complexity based on the efficient management of social interde- them. people), led by a coordinator, in such a pendencies and social interactions. Local governments must fully exercise way that the work was carried out with their role as democratic representatives in order to build general interest With this important citizens’ consensus, the participation of some seventy people based on the legitimate interests of all the actors and sectors present and probably attributable to the participati- who were able to make contributions and to articulate strategies, programmes and projects by sharing knowledge and ve way in which it had been drawn up, proposals to define the lines of action of challenges, as well as resources and action commitments. The 2nd Granollers the main Strategic Plan document was each of the projects. approved by the Steering Committee on 1 Strategic Plan is the first second-generation plan to be drafted in Catalonia June 2010. With the title The city we want. The Document of first action commitments and this requirement for a new focus for management and good governance Proposals document regarding the city model, includes the forms of those projects to of the city has been front and centre, as has the need to strengthen the capa- it aims to be the reference framework for be promoted initially, and it is, therefore, city of the citizens to act in order to carry out the shared objectives. This arti- the actions of different economic, social another document of collective produc- cle reflects on the contribution of the strategic plan to the implementation of and institutional agents of the city during tion. With this document, the committees democratic governance and analyses its design process and the importance the coming years. It consists of the vision for promoting and monitoring the pro- that has been placed on relations management. At the same time, it highlig- or model of the city towards which we jects will have a starting point to begin hts the importance of providing the processes established in the execution propose heading, identifies the main the execution phase of the Strategic Plan. routes or strategies for reaching it, as well phase of the strategic plan with continuity and proposes other dimensions as the major projects or programmes of for developing democratic governance in Granollers. action that it is necessary to carry out, a total of 47. On 29 June, the document was also taken to be debated at the Muni- cipal Meeting and was approved by all The 2nd Granollers Strategic Plan was asymmetrical way: there are some insti- This approach to government action, Granollers City Council councillors, with the first second-generation strate- tutions and organizations with greater even though it may have had its rationali- the exception of two representatives from gic plan to be produced in Catalonia. powers, resources and ability to influence ty in times gone by, poses major difficul- Esquerra Republicana de Catalunya, who Second-generation strategic plans aim than others according to the challenge ties today. These prominently include: abstained. towards the general progress of the city, we are facing. However, and this is im- identifying shared criteria for action and portant to know, the comparative analysis • It generates passive citizenshipag. Once the Strategic Plan reference key projects, within the framework of a and the development of cities shows with Citizen participation is reduced to de- document was approved, it was agreed process of improvement of the organi- great clarity that their progress is directly manding goods and services from the to immediately start work towards its sation and action of the city that promo- related to the involvement and commit- Administration as well as making and implementation, with the prioritisation of tes a new way of governing territories ment of its main agents and the overall expressing complaints and claims and those projects initially promoted and pro- which has been termed democratic group of citizens2. also recommendations. cess monitoring and evaluation systems, governance. which measure the degree of realisation Today in Catalonia, as in the rest of • It causes delegitimisation and major of the projects and the adaptation of the Spain and the European Union, it is still financial deficits in local governments. evolution of Granollers, with respect to 1. The demand for a new believed that the main function of local City councils with own or leased re- the city model defined in the Plan. focus for the management government is to produce and manage sources cannot cope nor even effec- and good governance of services and facilities. And the majority tively influence the growing number With this objective, preparation of cities of governments adopt as a management of economic, social and infrastructure the Document of first action commitments model what has been called manageria- needs that are involved in the so-called began. Prioritisation of projects was The recession has demonstrated lism, which has two essential characte- network city or knowledge city, which decided based on the considerations of with great clarity what many already ristics: furthermore brings a significant econo- 1. Josep M. Pascual (2007): L’estratègia territorial the members of the Steering Committee com a inici de la governança democràtica. Els plans es- saw clearly a long time ago: that local mic and financial deficit. To the contrary, (expressed in questionnaires) and also the tratègics de segona generació, Barcelona, Diputació de governments can not act alone in the city. • The City Council is considered funda- if councils only focus on their obligatory opinions regarding the projects mani- Barcelona, col·lecció Documents de Treball, serie Any economic, social, technological and mentally a generator of services that duties they end up totally delegitimised fested by citizens in these two surveys Desenvolupament Econòmic. cultural challenge to the city must involve aims to imitate commercial enterprise as they make no impact on the impor- carried out in March 2010. collaboration between public and private in the production and management of tant challenges of their city3. 2. Josep M. Pascual (2008): “Innovació en els go- sectors, and a greater active commitment services. For each of the prioritised projects, a verns locals: la governança democràtica”, Revista de la Diputació de Barcelona, 151, p. 31. from all citizens in the task of building • It confuses the public municipal standardised form was produced covering the city is essential. • The citizen is considered above all as institution with an organisation with the main lines of development, The pro- 3. Kepa Korta (2007): La prospectiva territorial. Los a client or user of services financed by private aims. The task of ensuring an duction of this form, which specifies in a observatorios de desarrollo económico local: una herra- The city is a collective construction, the public funds, as happens with commer- institutional framework so that the or- little more detail the orientations of each mienta al servicio de la toma de decisiones result of what we all do. We build it in an cial enterprises. ganisations of civil society and the use

164 165 The 2nd Granollers Strategic Plan as a promoter of democratic governance

of public assets can function properly, • The government, rather than a producer are essential for constructing a society pment which involves the necessary • The distribution of knowledge and social for this reason it developed second-ge- ends up corrupted due to fundamen- or funder of goods and services, appears for all. Democratic governance is an deployment of the network city or legitimacy make a hierarchical and neration strategic planning methodo- tally pursuing objectives foreign to as a promoter and organiser of networks option for civic and democratic values. knowledge city. top-down way of exercising authority or logies. The 2nd Plan contributes to the the public function and the role of to move from inter-dependencies to co- defining the general interest unfeasible. deployment of democratic governance public servants – such as productivity llaboration between agents and sectors • The reassessment of democratic politics • The growing social complexity of the through: in the management of services – which of citizenry in order to achieve common and of the role of the representative population and of its needs, given the • Citizens cannot be considered simply as produces disenchantment of the staff and complementary objectives by deve- government. Governance represents greater generational diversity, the diffe- passive, i.e., as clients or users. • The establishment of a strategy shared involved as well as their delegitimi- loping specific projects and actions. a change in the government’s role in rent geographical and cultural origins, between the main agents and citizen- sation as citizens. relation to society. The government does the emergence of different family and It is necessary to exercise democra- ry sectors that serves as a reference • It strengthens the values of what is pu- not appear simply as the supplier of household structures, the existence of tic governance as a way of managing framework both for the actions of each • It disorients citizen participation. This blic and generates a specific institutional resources or services, but fundamentally different itineraries for socialisation, complexity from the efficient manage- and every one of the participants and is understood fundamentally as the framework so that the organisations as representative of the territory, of its the importance presence of processes ment of social interactions and interde- especially of those who form part of channelling of citizens’ demands and of the city and local markets function needs and challenges. The government of social and territorial segmentation pendencies, and in which those elected, the steering council of the 2nd Plan. protests regarding municipal policies, regularly with objectivity and efficiency. does not only have powers, but also and the development of processes of the politicians, exercise in depth their and never as a space for strengthening It situates public servants in the creation duties. It is duty-bound by everything social individualisation. role as democratic representatives to • The identification of the structuring civic commitment to the city. and management of this institutional that concerns citizens and for that construct the general interest based on projects or driving forces that, in the framework which generates economic reason it assumes a backbone role in • The growing vulnerability/risk of the the legitimate interests of all the agents majority, require action agreed or net- • It reduces the role of elected politicians and social development. the territory’s capacity for organisation population, in other words, the greater and sectors present, and on articulating worked between different agents. as representatives and managers of and action and in relations between the probability of disconnection, rupture strategies, programmes and projects the interests of the polis (city) to that • It establishes shared strategies and different levels of government. or blockage from participating at levels by sharing knowledge and challenges, • Incorporation into the strategy drawn up of mere managers of publicly funded develops networked projects. Efficiency that are considered socially suitable, in but also resources and commitments to of the challenges and main demands of services. It confuses the politician with in governance is, above all, articulating • The shared construction and streng- one or more of the social spheres esta- action. the citizenry through systems of parti- a manager or subordinates the elected the public funds in agreements and thening of the general interest. In blished as basic: employment, income, cipation established at different levels: politician to the management. commitments to action between the governance, the general interest is not health, education, housing and family Democratic governance, by the type strategic conferences, meetings and agents involved. In other words, that the attributed to a specific social group and social bonds. of management that characterizes it –re- sectorial and neighbourhood working • It hinders multi-level governance with set of funds and resources of a terri- nor to public servants or the political lational or network management– con- groups, a representative survey in the other administrations and intermuni- tory are included in a shared strategy class. The general interest is a collec- • Inequality acquires a polyhedral form. tributes decisively to the economic and city, the deployment of questionnaires cipal management with nearby town or programmes, led by the democratic tive construction that has to be led by In addition to traditional inequality, social development of the city, streng- at the busiest public spots and spaces, councils. As it focuses political and government and produced based on elected politicians as representatives measured in terms of income and thening what is called its capacity for etc. In other words, the strategy for management success on the aim of the identification of the challenges and of the citizens, based on the legitimate access to services, new forms of social organisation and action, i.e., the ability Granollers has been drawn up taking producing services for citizens in the needs of the different citizen sectors needs and interests of all citizen sec- inequality are emerging such as access to act jointly in order to achieve shared into account the results of the different municipal district, rather than satis- involved. tors. Democratic governance means a to the educational and cultural capital objectives. consultation processes. One would fying its challenges, a competition is specific governing action to ensure that and to the social bonds that generate hope, therefore, for widespread citizens’ produced that adds up to 0 (if one wins • It involves citizens in order to tackle all needs and challenges of citizens are social capital. Infrastructures are important for support for the Granollers strategy. the other loses) between the other social challenges. Good governance present during the deliberation as well economic development, but they are not administrations and town councils. needs active citizens committed to the as the implementation of policies, and • The greater distribution of knowledge strictly necessary and they are absolutely • An entire process of citizen participa- public good, in other words, that of all very especially, the needs and challen- and training of citizens. The informa- not sufficient. Development depends fun- tion has begun in which the objective is Managerialism is increasingly inade- men and women. For this reason it is ges of the most vulnerable sectors. tion and knowledge society means, damentally on the capacity to highlight not the plans or programmes financed quate to respond to the new challenges necessary to have access to channels of among other things, that the popula- the resources of a territory and especially with municipal funds, but the entirety of of local governments that increasingly citizen participation and duty, because • Transparency and accountability are tion is acquiring more knowledge, trai- on knowing how to articulate the human the city, and therefore projects that also need to agree with the different agents territory is a collective construction. Ci- other essential conditions for democra- ning and know-how in the development potential and physical capital towards require the commitment of citizens. the actions to be implemented in the city tizen participation is understood as the tic governance. Without them it will be of policies, therefore the knowledge of broadly shared progress objectives and and involve citizens in responding to the implication of citizens in overcoming difficult for the government of a terri- all things public is no longer exclusive aims. While there is an adequate organi- • On an internal City Council level, a spa- challenges. the challenges that are posed before a tory to be able to organise the different to the Administration and is increasin- sational capacity, it is possible to identify ce has been consolidated for transver- society, and that has two implications of agents into a common action with the gly distributed to a wider social fabric. the physical capital projects suitable for sal work with the participation of all the major importance: it generates a greater support and involvement of citizens. improving their competence and the department directors to share analyses 2. Democratic governance: force for social transformation and has All this leads us to the conclusion that generation of value. on the city and establish objectives and a new model for governing an impact on qualifying the quality of the traditional forms of governing have joint-action projects that develop the the city political representation of those who 3. The emergence of problems adapting to current reality due to 2nd Plan. are capable of generating spaces for democratic governance the fact that: 4. The 2nd Granollers Democratic governance is a new model meeting, deliberation and collaboration Strategic Plan and its • The bases have been set for the coor- for governing cities that is characterised by: by citizens. The fact that democratic governance is • It is not possible to respond only with contribution towards the dination of structuring strategies and an emerging mode of governing cities is public resources to the new social and improvement of democratic projects between the town councils of • It considers – and this is evident yet • The strengthening of civic values. A related directly not only with the crisis of healthcare challenges, it is impor- governance the Granollers conurbation by creating very often overlooked – that there is no society’s progress and innovation capa- managerialism but also with: tant to involve all agents and make an intermunicipal coordination table of challenge or problem whose tackling city depend on the density and diversity citizens responsible for their own Granollers City Council decided to a horizontal type. depends on the action of a single agent, of the interactions among the entire po- • The stagnation of public spending challenges. Articulating public and clearly focus the 2nd Strategic Plan as a but rather it depends on a plurality of pulation. Values such as respect, coexis- before the new challenges of sustainable private resources and social initiatives strengthener of a process of deployment • A public and private space for interac- agents and sectors of citizenry. tence, trust, solidarity and collaboration economic and technological develo- in networks. of democratic governance in the city, tion, the Plan’s Steering Committee,

166 167 The 2nd Granollers Strategic Plan as a promoter of democratic governance The 2nd Granollers Strategic Plan: an exercise in collective intelligence

has been promoted, favouring the all the sectorial policies of the city, it Summary This article provides an outside view of the experience of the 2nd Joaquim Brugué Torruella generation of trust and collaboration would be a good idea for the diffe- Granollers Strategic Plan, in the context of four basic questions: Why have Director of the Institute of Government between the city’s main organisations. rent divisions to deploy their sectorial we drawn up a strategic plan? What is a strategic plan? How is a strategic and Public Policies (UAB) strategy, with a methodology similar to plan drawn up? What can we expect from a strategic plan? Granollers has not The contribution of the 2nd Strategic that of the 2nd Plan, to achieve advan- Plan drafting process to the democratic ces in democratic governance in their prepared a strategic plan either on a whim or because it is fashionable. It has governance of Granollers has been nota- specific spheres of action and thus done so because it needs to anticipate the future and prepare for it. Grano- ble, but it can still be further reaffirmed ensure that relationship management llers City Council has done so, in fact, because it is its obligation as the entity when the phase of its promotion and encompasses all dimensions of the city. responsible for the community, its development and its welfare. A strategic monitoring is begun, since apart from plan is a commitment, it defines one future scenario and rules out others, it providing continuity to the processes • Orienting the entire process of citizens’ opts for a city model and, therefore, prioritizes that which, given the circums- established, it envisages: participation in the city with the aim tances and the context of a specific city, is deemed to be most appropriate. In of strengthening citizens’ involvement • The generation of networks between and the active civic commitment of the the case of Granollers, the strategic plan does this through a radical phrase: the most inter-dependent agents and city’s residents. “Granollers, educational city”. In Granollers, a commitment has been made to sectors in different themes, to arti- a highly relevant aspect of the future, which is the knowledge society (“edu- culate synergies between them and • Giving educational intentionality to cational city”) and a project consistent with this vision has been developed promote the main structuring projects. everything that is done in the city, in (“public space – innovation – social capital – creativity”). A strategic plan is such a way that any municipal project a shared project, the success of which depends more on the fact that it is • The evaluation and permanent repro- transmits an enterprise culture and one jointly prepared than on any other technical attribute. The bottom-up philo- gramming of the shared strategy based of citizen’s commitment to everything sophy is essential and has been present throughout the process of drafting on both project implementation indi- public. Articulating all the municipal cators and the comparative evolution communication to seek citizens’ com- the 2nd Granollers Strategic Plan. Indeed, participation has been one of the of Granollers on the basis of the city plicity in building the city. main pillars of the plan. A strategic plan is a kind of collective conspiracy, the model identified in the 2nd Plan. recognition that strength lies in the sum of forces, a way of accepting that • Designing the City Council’s model of only by working together can we face the future with a chance of success. • The establishment of greater articula- institutional intervention and its deplo- This was the intention of the 2nd Granollers Strategic Plan and this is where tion with the policies of the Barcelona yment in the city, with the participation its strength lies. Metropolitan Region, based on the of public servants in order to streng- identification of issues and projects then the values of all things public, of common interest identified in the to give greater social meaning to the different strategic and territorial plans work of public servants and improve This document does not aim to explain each of these questions and, at the same necessary to pro-actively build it. Strate- of the different municipalities. relations between the City Council and in detail the 2nd Granollers Strategic Plan time, to do so with specific reference to gic planning not only looks at the future, citizens. nor analyse it scientifically. The aim is, in the 2nd Granollers Strategic Plan. it also wants to model it. contrast, a very much more simple one: 5. Other dimensions for • Reordering the production of services to offer an external view of the experien- Granollers, like all the towns and cities developing democratic financed with public funds in line with ce, presenting a panoramic view of the 1. The reason for strategic in the country, is today facing a context governance in Granollers the relationship management of the Plan and underlining those aspects that planning of growing uncertainty. The deep social city’s programmes and projects. This have most caught my attention. Often the transformation we have experienced, One of the structuring projects of the will require technical and personal trai- observer’s distance can help to unders- Strategic planning is interpreted as the question marks hanging over the Plan is the development of relationship ning of all senior management, middle tand an experience, removing all the a way of thinking about the future and municipality’s employment and econo- management, an essential pillar of de- management and programming staff leaves and the grass that skew the view forecasting the way of getting there. mic future, as well as the loss of cultural mocratic governance, by the City Council. in these kinds of management and in of those people more closely involved. Unlike traditional rational planning, and political references, have converted In effect, apart from the important network leadership. That is what this contribution intends to which is ordered and systematic, strate- the future into an unknown and often contribution that the 2nd Plan is making do. And to achieve this, I have organi- gic approaches respond to the com- threatening scenario. This circumstan- – and will make – to the deployment of The city of Granollers has initiated a 1. AERYC, America-Europe Association of Regions sed this document based on four basic plexity and uncertainty that characterise ce alone, easily understood, justifies democratic governance and the improve- strategy which, if it is continued and rein- and Cities, is an international movement of pro- pillars. These are the four questions that, the world today and demand an open the commitment to strategic planning. ment of the capacity for organisation and forced, will become a reference point not fessionals who analyse and innovate in territorial I understand, anyone interested in the and flexible way of planning. Based Granollers has not opted for a strategic governance methodologies and techniques.) action, it would be important for the City only for the cities of Catalonia, but also Strategic Plan would ask themselves: on this idea, the 1980s – initially in the plan based on a fashion or a whim. It has Council to implement other interventions for the entire group of medium-sized 2. See for example, Cipolla, C (coord.) La decaden- business sector – saw a proliferation of done so because it needs to anticipate complementary to and synergic with the Mediterranean cities. cia económica de los imperios (Madrid, ed. Alianza, • Why have we drawn up a strategic strategic planning initiatives. In that and prepare the future. Granollers City 2nd Plan, which would serve to comple- 1989) and Pascual Esteve, JM and Tarragona plan? first phase the new focus was justified Council does this, in fact, because it is its te the model of relational government Gorgorio, M Estrategia territorial y gobierno relacio- • What is a strategic plan? as a way of tackling the “turbulence” of obligation as the main body responsible in the city. Among the complementary nal (Seville, Junta de Andalucía, 2010). • How is a strategic plan drawn up? an increasingly dynamic, uncertain and for the community, its development and interventions, some of which have already • What can we expect from a strategic volatile environment. In contrast with its welfare. 3. In Spain, local administration has very categori- the security offered by a stable context, been started, we would highlight: cal obligatory competencies for which it receives plan? financing from public funds. In contrast, it can strategic planning meant an attempt to The document Granollers: Facts and • Based on the 2nd Plan, which acts as a develop almost any type of voluntary competency In the following pages we will try, in a tackle an increasingly uncertain future, Challenges, which was the subject of general and referential framework for providing that it finances it itself. brief and comprehensive way, to tackle to anticipate it and take the measures public deliberation during the first

168 169 The 2nd Granollers Strategic Plan: an exercise in collective intelligence

Strategic Conference held on 15 No- 1. Turn the city into a quality urban space the 2nd Granollers Strategic Plan takes when these may be very interesting and turing this participation of civil society re, conditioning and being conditioned by vember 2008, contains this reflection 2. Make innovation and human capital on board this idea, as included in the impeccably executed, they are not what and that has allowed everyone interested others that are envisaged in neighbouring on the city’s future: on its situation in the basis of development first lines of the document that has been a strategic plan needs. We need a shared in it to express their opinions, their voices, municipalities. In Granollers this obvious the present (facts) and its alternatives 3. Grow the social capital of the city approved: starting point, easily understood and in the process of drawing up the Plan. fact has been recognised and the munici- for the future (challenges). It is not my through diversity as precise as possible, not a long and Without entering into any detailed expla- palities of Canovelles, Les Franqueses del role to evaluate the contents of this 4. Strengthen and implement the creative “The city is a collective construction sophisticated report that many people nation, I would like to highlight some of Vallès and La Roca del Vallès have been collective reflection, nor to make any potential of the people built by all its citizens. Granollers is would not understand and the majority the spaces and mechanisms for partici- invited to an Intermunicipal Council that pronouncement regarding to what point the result of inter-dependencies and would never read. pation that have been made available to has held meetings with the mayors of the diagnosis made is sound or whether Often, strategic plans do not comply interactions between different sectors of citizens and their representatives: the four municipalities and others with the challenges for the future have been with the definition of being a “radical and citizenry acting within a specific envi- In this sense, in Granollers, intelligent municipal technicians, where they have correctly identified. What I would like to articulated statement” and, then, they ronment. To successfully tackle all the use has been made of two elements • Steering Committee (very plural) been informed and able to intervene highlight, in contrast, is that this is an become a simple list of desires and good challenges lying before it, and progress that have contributed towards produ- • Strategic conferences in the definition of the 2nd Granollers indispensable exercise for any city in the intentions. This is not, in my opinion, the further, we need to identify these toge- cing a fast, shared, comprehensible and • Ideas bank Strategic Plan. 21st century. In other words, Granollers case of the 2nd Granollers Strategic Plan. ther, reach agreement regarding where probably very accurate diagnosis. Firstly, • Questionnaires and surveys is producing a strategic plan and, in my In Granollers a commitment has been we want to go and equip ourselves with use has been made of the work already • Sectorial work commissions: territory, 4. Finally, also in an innovative way, an understanding, it is doing so because made to such an important aspect of the strategies, programmes and projects carried out some years before during economic development, society, educa- attempt has been made to make use of it has no alternative; because if it truly future as the knowledge society (“educa- to bring them to fruition, through the the drawing up of the 1st Strategic tion and culture the knowledge and experience accumu- is concerned about the welfare and tional city”) and, simultaneously, a project cooperation of the agents involved and Plan. Instead of repeating studies and lated by the different protagonists of the development of its community all it can has been articulated in line with this counting on maximum participation and duplicating efforts, the work done has 2. Secondly, the Strategic Plan has municipality’s democratic history. Thus a do is evaluate its current situation, think vision (“public space – innovation – social civic commitment from everyone towards been exploited to the full. Secondly, a also encouraged internal participation, Council has been created made up of for- about the future and prepare itself to capital – creativity”). The success of the building the city.” very important role has been played by of the municipal organisation itself and mer mayors and municipal spokespersons arrive there in the best conditions. Granollers approach lies in having been the Municipal Executive Committee, a the different people who form part of it. who, as in the previous case, have been capable of orienting the drafting of the A strategic plan is, therefore, a kind of working group in which the heads of This is a very important aspect – and one informed about the process and have Plan through the response to three basic collective consortium, a recognition that different municipal departments par- often forgotten in many strategic plans enjoyed a space from which to offer their 2. But, what is a strategic questions: there is strength in numbers, a way of ticipated and where, from a privileged – as the organisations and staff working experience of and knowledge about the plan? accepting that only by sticking together position, they have put their knowledge in them have amassed a large quantity of city. Also, as important or even more so, is • Where are we? Document 1: Grano- can we tackle the future with chances at the service of an evaluation of the knowledge that tends to be underestima- an initiative that has allowed complicities A strategic plan is a radical and llers: facts and challenges (The City We of success. That was the aim with the reality and context of the city of Grano- ted. In Granollers, the 2nd Strategic Plan to be joined, making the Strategic Plan articulated statement that defines both Have). 2nd Granollers Strategic Plan and that is llers. Solid bases, therefore, existed in has tried to make use of this knowledge increasingly a product of the city and all a future scenario and the lines of work • Where would we like to be? Document where its strength lies. terms of knowledge of the city, which and incorporate it into both diagnosis of its sensitivities. A strategic plan cannot for achieving it. Radical because it is 2: The City We Want. Proposals document was made use of to culminate this first and proposals alike, while generating be just a government’s Plan, it has to the not a letter to Santa Claus containing regarding the city model. phase of diagnosis with speed and clari- greater complicity within the municipal entire community’s. all the expectations that would situate • How will we get there? Document 3. 3. The “how” of a strategic ty of ideas. organisation. In the measure that it has us in the best of worlds. A strategic plan Document of first action commitments. plan been questioned and listened to, the or- This vague outline illlustrates the is a bet, it defines a future scenario and As for the proposals phase, the most ganisation can feel the strategic initiative commitment to broad participation, the rules out others, opting for a certain city With this sequence of three docu- There are varying methods for pro- important thing, again, is that these have to be something that is its own and, thus, desire of the project’s promoters to invite model and, therefore, prioritising what, ments, the Granollers Strategic Plan ducing a strategic plan, although each been constructed collectively and shared make a positive contribution to its deve- everyone to help devise the Strategic given the circumstances and context of shows all its strength. Following the always contemplates two basic phases: sufficiently among the community’s lopment and success. To materialise this Plan. This is not just stating the obvious a determined city, is considered most sequence planned it begins with a diag- the diagnosis phase and the proposal diverse agents. Only thus can we hope for internal participation, the Granollers Stra- because, even though a theoretical trait suitable. The radical part of a strategic nosis, continues with a dream and ends phase. The diagnosis involves answering effective development of them that be- tegic Plan has promoted different spaces of strategic plans, when we move to plan refers in practice to its cornerstone: up with a commitment to action. These the question about where we are, while nefits from everyone’s collaboration and for meeting and discussion, such as: reality it turns out that strategic plans in its vision. The vision represents what we are the basic ingredients of a strategic the proposal phase involves considering involvement. A strategic plan, as we have practice do not always enjoy such intense could term the basic values that inspire plan. They are, in reality, the conditions where we want to be and how we can get already mentioned, is a shared project, • Participation of the municipal technical and open participation. In fact, observing its commitment to the future. Values necessary but not sufficient for its develo- there. and its success depends more on the joint team itself (Promoter Group) the Plan from outside and with access to and a vision that are swiftly converted pment. A strategic plan is a commitment efforts involved in drawing it up than • The Municipal Executive Committee certain comparative information, there into an articulated statement; in other to the future; but, above all, it is a com- The diagnosis is crucial for realistic any other technical attribute. Bottom-up (Promoter Group extended with the are diverse aspects that I would like to words, into a set of working lines desig- mitment to a collective future. This is the knowledge of the starting position, and, logic is essential, and, at least from my heads of the different municipal areas) highlight and underline. Firstly, as I have ned in a coherent way and with the aim second condition – this time sufficient therefore, for constructing a project on perspective, has been very much present • Information meetings with municipal commented, the 2nd Granollers Strate- of organising the actions that should – that it has to fulfil. The City Council can solid, realistic bases. The diagnosis must in the drawing up of the 2nd Granollers staff. gic Plan represents a real commitment lead us to achieve the mission identified promote the Strategic Plan, but it has to be accurate and sound, but need not Strategic Plan. In fact, participation has to participation, to devising a plan that previously. be the Plan for the entire city. It is the be very detailed nor technically highly been one of this Plan’s mainstays, leading 3. A third and highly innovative element belongs to everyone. Also, within this different social, economic, political and sophisticated. Given that a strategic to numerous initiatives linked to four makes reference to the participation of participation, I would underline the In the case of Granollers the Strategic cultural agents that have to commit the- plan is a shared project, it is necessary levels of participation: other municipalities from the metro- intention to make it reach the very inte- Plan defines a synthetic vision of the mselves as much to the future that they for the diagnosis to be comprehensible politan conurbation. The interrelations rior of the organisation. At times when city’s future through a radical statement: want as to the strategies for achieving and agreed between all parties. Some 1. Firstly, the participation of the whole between neighbouring municipalities everyone is criticising and complaining “Granollers, educational city”. Furthermo- it. A strategic plan, in short, is a form of strategic plans convert the diagnosis group of men and women citizens, as are evidence of this, as is the fact that about the administration, launching a re it complements this vision with four thinking about and tackling the future, phase into a prolonged exercise of data well as of their organisations, has been their future scenarios are linked to each message of confidence in its knowledge general objectives, conforming what we but only when this involves everyone. In gathering, statistics production and intense. The Strategic Plan has generated other. The visions of the future of a and its contributions seems to me to be called an articulated statement: this sense, we would like to highlight how writing up of technical reports. Even numerous spaces and moments for struc- municipality’s strategic plan are, therefo- an intelligent initiative. I have also been

170 171 The 2nd Granollers Strategic Plan: an exercise in collective intelligence

The City We Want Proposals document regarding the city model positively surprised by the complexity The city is a collective construction identifies the routes or main strategies ment we will use to evaluate the evolution of what we could call the participation built by all citizens. Granollers is the for getting there, together with the of the city and we will update the propo- strategy, opening different spaces and result of the interdependencies and the main action programmes and projects sals and actions. formed by citizens and, above all, thin- interactions between the different sectors that need to be carried out. king also about contributions from other of the public that act in a specific envi- The document contains the model of municipalities and the democratic history ronment. In order to successfully meet • The third document contains the action city that we want, which consists of a syn- of Granollers. Finally, although it would all the challenges facing it and to allow commitments of the organization of thetic vision of the future of the city, eight deserve a greater explanation, I would it to go further, we must identify them in the strategic plan and of its members. values that should guide the strategic de- also like to underline the effort made a shared way, agree on where we want to It identifies the strategies, program- velopment of Granollers and four general – especially via the website – to guarantee go and provide ourselves with strategies, mes and projects that will be carried or strategic objectives. To achieve these access to information, transparency and programmes and projects in order to deal out initially, and the follow-up and goals, there will be twelve strategies and 47 traceability of everything that has been with them, by means of the cooperation evaluation systems that will measure action programmes and key projects that carried out. of the actors involved and with the maxi- the appropriateness of the evolution of we have grouped into four areas to make mum civic participation and commitment Granollers with respect to the model them easier to understand: 1) territory, 2) 4. And in summary, what can of everyone in creating the city. of city that we want and the degree to economic development, 3) public welfare we expect of it? which the projects have been carried and social cohesion and 4) education, The aim of the 2nd Granollers Strate- out. culture and sport. This is not the time to enter into the gic Plan is to identify these challenges details of the policies and the actions that and develop a shared strategy with the The second proposal document, the will be deployed based on the Strategic economic, social and institutional actors city we want, was drawn up based on the Plan. Beyond these outlines, however, and the main sectors of the citizens of work of the sector-based committees from a strategic plan we should expect Granollers. and working meetings with the institu- orientation, guidance and a space for co- tions and groups of the city, and involved llaboration that generates commitments The strategic plan consists of four the collaboration of the neighbouring and synergies. This is a case of results dimensions: municipalities that form a conurbation that are certainly intangible, but of great > Strategic contents. with Granollers (Canovelles, les Franque- value and impact on the more everyday > Public and private cooperation, coope- ses del Vallès and la Roca del Vallès), in a functioning of the whole city. The fact ration between institutions and citizen participatory process that began in 2008 that the 2nd Granollers Strategic Plan has collaboration to develop strategies, and continued until May 2010. dedicated major efforts to the relational programmes and projects. and participative aspects would anticipa- This document is a redrafting of two > Citizen participation to allow the plan te, in my opinion, that these objectives previous documents, created within the to meet the needs and expectations of can be achieved successfully. framework of this participatory process: the public and to develop their civic Objectives, Strategies and Projects (06/2009) responsibility and commitment in In contrast with other kinds of planning and Objectives, Vectors and Strategic Projects building the city. of an operative nature, which aim to (10/2009). The latter document was improve the efficiency and efficacy of > Communication of the plan to our city, deliberated on in the Second Strategic municipal actions, a strategic plan ought the conurbation and beyond. Conference (14/11/2009) and the report to generate intelligence. We do not of the results of this conference was the usually use this word when we discuss The process of defining the contents is starting point for the redraft, which was issues linked to public management, but I based on three documents: also carried out by means of a partici- consider that, at the present time, it is an patory process and includes the results essential concept. Before the challenges • Granollers: Facts and Challenges, of the two public surveys carried out in of a growing, complex and diverse socie- which was discussed at the First Stra- March 2010. ty, it is evident that it is necessary to work tegic Conference (15/11/2008), in which well but, above all, it is necessary for us to future challenges were prioritized and It is the central document of the 2nd think adequately. We need to be sufficien- new challenges and proposals were Granollers Strategic Plan and aims to be tly intelligent in order, in government and collected. This document, together with the reference framework for the action of public administration, to make the best the report of the results of the First the different economic, social and institu- decisions possible. That is what I would Strategic Conference, describes the city tional actors of the city. To the degree that ask of a strategic plan and what I would we have. the institutions and bodies represented in expect from the 2nd Granollers Strate- the Steering Committee of the plan and gic Plan. Some may find it too little, too • The second document is the proposal of the city in general have it as a reference intangible; in my opinion it is immense, document and describes the city we when defining their projects and action and has great potential. want. It describes the vision or the mo- programmes, it will guide the direction of del toward which we wish to move and change in Granollers. It will be the docu-

172 173 The City We Want

Vision, Values and General Objectives

What is the vision of the ment of its proposals responds to this commercial and tourist attractiveness and only implemented if people develop their agrofood, the audiovisual industry, The strategies for implementing future of granollers? vision of governance of the city. projection on the international stage. In social dimension of building the polis, renewable energy or engines, while the four general objectives have been modern society, progress is closely linked with participation in the projects that continuing to potentiate and modernize grouped into four areas of action: We define it in three words: Granollers, Creativity. This is the ability to generate to connection to networks of all kinds and transform the city, volunteering, streng- proximity trade and the diversified 1. territory, educational city. novelty and is closely related to the con- to open innovation. For this reason, the thening of social networks and public industrial fabric. 2. economic development, cept of an educational city. The creativity strategy promotes the openness of the commitment to the future. 3. public welfare and social cohesion This synthetic definition makes Grano- of a city is, together with knowledge, city and internationalization and encoura- Objective 3. 4. education, culture and sport. llers unique because educating is not just quality education and technology, the ba- ges connection to the global networks, Grow the social capital of the sis of an innovative city, i.e., the city does collaboration between cities based on What are the general In each of these areas (1 digit), there another dimension of its challenges but city through diversity is the overall STRATEGY of the city. new things or does things in a unique complementarity and synergies, as well or strategic objectives are strategies (2 digits), which are de- and different way. Granollers, not for- as providing the city’s inhabitants with of granollers as an veloped in different projects or action A fundamental objective of Granollers By ‘Granollers, educational city’, we getting the external-attraction factors, is excellent education in order to improve educational city? programmes (3 digits). In total, there are must be to become a city that respects mean that there is an educational intent committed to the internal generation of its human capital and professional skills, 12 strategies and 47 projects or action people and their differences, a city that behind everything it does. That is, all creativity and talent by means of creative promote advanced services for business in- The four general objectives referenced programmes. The strategies and projects is cohesive from the social perspective, the projects carried out in the city are activities in all areas of social and econo- novation, R&D&I activities and connection in the above-mentioned values are the contain the values of Granollers associa- that shows solidarity and commitment based on civic and citizenship values and mic life, as a key strategy for progress and with the production and commercial fabric following: ted with the model of an educational city. in the fight against inequality. Grano- transmit knowledge to all its citizens. An future welfare. and with the most advanced technological llers must, therefore, be made a city that educational city is not one that educates and accessibility infrastructure base, and Objective 1. integrates diversity, i.e., a city that caters only through educational centres but one Coexistence. This concept is interre- boosting emerging economic sectors. In a Turn the city into a quality to differences in age, gender, origin that educates in everything it does, i.e., it lated with the generation of creativity, globalized economy, the levels of welfare urban space and social and cultural background. In transmits values and knowledge. innovation, equality and social cohesion. of a society depend increasingly on the The capacity for progress and creativity of ability of its economy to compete in inter- Urban space is a physical living order to build this city, it is necessary to a city is directly related to the density and national markets. environment and improving its quality fight against exclusion, adapt social and What are the reference quality of relations between people and, increases the wellbeing of its inhabitants health care services to the needs of the values and ideas of especially, with the interactions between Social cohesion. To meet the future and favours coexistence. The city is, at the population, promote civic values and granollers as an people of different social background, challenges, Granollers needs social ca- same time, a space for social interaction attitudes, with inclusive safety based on educational city? age, sex, culture and territory. For this pital, association capacity, joint respon- and improving it increases the quality of prevention, increase the self-organizing reason, the city must be, essentially, sibility of all the actors and collective the relations established in it. The quality capacity of the citizens and the con- nectivity of people while strengthening The main reference values and ideas of a meeting place, and must have an action. To achieve this collaboration, it of public space is therefore conditioned the fabric of associations, networks of the city’s strategy are the following: attractive, safe and high-quality public is essential to reduce social imbalances. by development, from an economic and space. The generation and intensive use This means an equitable city that ensures human perspective, in the broadest sense. citizen relations and participation, and potentiating education, culture, sport Democratic governance. Granollers of public space is a reference civic value equal opportunities in a complex society, Thinking of the future progress of Gra- and the social use of Catalan as factors is the work of all of us. It is a collective of the educational strategy of Granollers which not only considers aspects of nollers involves improving the urban and for coexistence. construction lead by those who represent and ensures its capacity for progress. income and access to basic services but environmental quality of its surroundings, the democratic will of all the citizens - the also employment, education and culture, facilitating external access to the city and city council. Governing it means knowing Knowledge. The ability to produce use of time, total accessibility in the city internal mobility in order to encourage all Objective 4. how to articulate projects that represent knowledge and disseminate it, and equal for all people, and which has the goal of kinds of social and economic interactions, Strengthen and implement the the legitimate interests of all the sectors access to it by all citizens is a referen- eradicating gender inequality. It is a city and strengthening its attractiveness and creative potential of the people involved. Creating a city means invol- ce value of the strategy of Granollers. that sees the social cohesion of an open its reference role as the capital of the ving all its inhabitants in its progress The generation and popularization of city that is nourished by human diversity Vallès Oriental county and a unique city Encouraging and strengthening and making the conurbation, the county knowledge occurs with coexistence and, in all its dimensions as an opportunity for in the metropolitan arc. creativity is a strategic objective in and the metropolitan arc participants; it especially, with education. Education is greater wellbeing. the overall development of the city. means managing the interdependencies the other component of the educational Objective 2. Economic progress depends largely on between all the municipalities in shared city and human capital is the principal Territorial cohesion and sustaina- Make innovation and human the ability to innovate and the quality of projects. Governance is public and private basis for developing it. Being a city of bility. A more equal city, which ensures capital the basis of development human capital (objective 2). In a much cooperation and multilevel government, excellence in primary and secondary equal opportunities, must also reduce broader sense, the implementation of with agreement between the local public education, promoting professionals and territorial imbalances. It needs to be The economic development of the city creativity is a motor of evolutionary authorities and organized civil society. universities, learning languages, with made cohesive from a territorial point of depends largely on the projects related change. To create a favourable envi- Governance is also easy and sustainable Catalan as the common language of all view so that the diversity of land usage to the first objective (transport and ronment, it is necessary to develop the communication - both internal and with the citizens, and the development of per- guarantees quality of life and diversity of communications infrastructure, urban cultural resources of the city and turn all the territories in which the life of the manent continuous training throughout functional interactions between people, and environmental quality, etc.), but it them into first-line educational agents, city and its people takes place. Commu- life comprise an objective that expresses while at the same time ensuring sus- also essentially depends on the capacity and to promote education in all ages, nication and transparency of information this value in our city. tainability as a commitment to future for innovation and the quality of human both in regulated and non-regulated between the city council and the public generations. capital. It is therefore necessary to design education, and in more diverse areas in order to ensure the greatest level of Competitiveness. This is the ability strategies that encourage education (sports, culture, leisure), while involving complicity in building the city, and spaces of a city to face the future with success, Civic commitment. The responsibility and innovation and to dedicate priority all the education agents in the process for dialogue in order to encourage the with the economic and technological of the citizens in the creation of the city attention to some sectors with great of constant improvement, to make Gra- initiatives of civil society. The formulation development of its business fabric, the is another basic and complementary value capacity for innovation and future growth, nollers an educational city that learns of this strategic plan and the manage- creation of stable, quality employment, for the human progress of the city. This is such as those linked to health, habitat, and perfects itself continuously.

174 175 The City We Want

Strategies and projects

Area 1. Territory 1.2. Creation and formation must facilitate the intermodality a coordinate platform from Granollers city 1.3.3. Development of the improvement of urban of urban and interurban public transport council, with the participation of the su- Granollers Urban Mobility This area of action contains the projects that have the aim of improving ur- public space (1.2.2) and create new polarity in the urban rrounding municipalities and the distribu- Plan and Adaptation of the ban space (urban and environmental quality and mobility) in order to facilitate area of the city, which allows it to become ting companies, in order to plan the short-, General Guidelines to the more attractive and with a better quality of medium- and long-term needs, taking into social interaction and the relationship of the city with its surroundings. These 1.2.1. Comprehensive life for its inhabitants. account the action plan for sustainable Conurbation changes must be carried out through governance, i.e., by seeking formulas for Improvement of the Public energy and promoting improvement ac- cooperation between public authorities with responsibilities in the territory, and Spaces of the Second Urban tions in municipal management of energy We must move toward easy and sustai- between these authorities and the citizens, involving them in solving problems Ring 1.2.3. Adaptation of the Basic (street lighting, vehicles and facilities), and nable mobility that decongests traffic inside Services to the Future in the industrial and commercial sectors the urban area and facilitates connection and seeking agreement and commitment by means of participatory and demo- with the Barcelona metropolitan area and cratic procedures and, therefore, incorporating the function of education in all In recent years, a great effort has Needs of the City and in homes. Provisions must be made for been made to remodel the old quarter distributed generation and, for example, the neighbouring counties. The develop- decisions. ment of the Granollers urban mobility plan of the city by increasing the pedestrian An essential element for improving for the fact that the electric vehicle will be must allow for the improvement (organi- mall, which needs to be completed and quality of life are basic services (drinking a reality in a few years and that spaces will zation, rationalization, speed and signage) These projects are organized in four strategies: the first refers to improving consolidated. In the coming years, efforts water, sewers, energy) and their correct need to be remodelled to make room for and recovery of spaces for pedestrians. The accessibility from outside, to make Granollers a city open to exchanges of all should focus on the comprehensive maintenance. A coordinated effort is re- new services. Granollers must be a leader ring road, the planned side lanes beside kinds (1.1); the second refers to increasing and improving urban public space improvement of the new areas of the quired aimed at the overall improvement in this area. the motorway and the different measures (1.2); the third, to sustainability and the environment (environmental quality, city surrounding the old quarter, i.e., the of the different installations (drinking scheduled in this plan (car parks, hierarchy second urban ring, by increasing green water, grey water, sewers, energy, ICT The Granollers local Agenda 21 establis- mobility) (1.3); and the fourth, to coordination and relational leadership, seeking of road, traffic calming area, urban public spaces and walking areas and improving wiring) and planning for future require- hes guidelines in the management of mu- formulas for cooperation between the public authorities with responsibilities in transport services, promotion of travel on the design, accessibility and the quality ments. It is also essential to renew public nicipal waste based on reducing, reusing the territory (1.4). foot and the use of bicycles) will make it of public spaces. When designing these street services (lighting, footpaths, etc.), and recycling, the promotion of renewable possible to reduce vehicle traffic and the spaces, it is essential to take into conside- rationalize the network of overhead energies and more efficient technologies high environmental impact this causes, and ration their social use and, to determine installations (electricity, telephony) by and services that use less energy and cause to increase road safety by moving toward this, the citizens must take part (3.3.4). putting them underground wherever pos- less pollution, and measures for improving sustainable mobility adapted to the diversi- Dome very interesting projects have been sible, removing obsolete elements that water management. These guidelines must ty of the population. carried out in Granollers that involve par- disfigure the façades of buildings (signs, be shared with other municipalities in the ticipation of children and women in the aerials, installations, etc.) and those that conurbation in the permanent Intermunici- 1.1. An open city, accessible to 1.1.2. Development of Interurban These general guidelines of the Grano- design of urban areas and these projects are physical barriers to the citizens. pal Council (1.4.1) and use should be made all Public Transport should be extended to other groups. It of being in the Vallès Oriental Waste Ma- llers urban mobility plan should be shared with the municipalities that share the co- is necessary to promote the coexistence The development of a city model with nagement Consortium to prepare a joint nurbation with Granollers - Canovelles, Les 1.1.1. Development and The geographic position of Granollers of different uses within the urban area in trees, with the inclusion of plant main- waste plan with provisions for infrastructu- Franqueses del Vallès and La Roca del Vallès. Improvement of Transport and its influence on a large area of its order to favour social interaction and to tenance in the main lines of organizing re for final disposal. In the Permanent Intermunicipal Council surroundings generate an impact on make the city an attractive platform for the city, means that the different species Infrastructure (1.4.1), all four municipalities must agree to mobility that needs to be resolved by im- economic, social and cultural relations. It along the streets need to be treated as proving interurban public transport with joint measures to advance in this direction: The improvement of transport infras- is essential to eliminate barriers between basic services, and have their place in the other municipalities of Vallès Oriental, 1.3.2. Conservation of Natural facilitating travel within the conurbation tructure is an essential condition for the the city centre and the surrounding neig- use of the underground part of the city so the neighbouring counties (with spe- Spaces of the Conurbation and contributing to traffic calming by, for economic development of the territory hbourhoods by reconnecting the urban that they can grow and be healthy. cial attention to Vallès Occidental, with and Connectivity With example, a bus plan that increases integra- and for the quality of life of its inhabi- area of the city, improving the urban which it holds a historic debt) and with tion, as well as other matters of internal and tants. The existence of large projects to landscape and ensuring better coexisten- Others in the County Barcelona and its metropolitan area. As external mobility of the conurbation. expand the rail network (connection with ce of pedestrians and vehicles. 1.3. Sustainability and quality well as developing and improving the rail Martorell, Sabadell and Terrassa, orbital of the environment Implementing measures for planning network (1.1.1), obtaining semi-direct train line, straightening and improving the and managing the territory that ensure connections with Barcelona and Girona, 1.3.4. Controlling and Improving northern line, high-speed network) and 1.2.2. Creation of a New Pole the protection of natural spaces, biodiver- with the necessary adaptation of the 1.3.1. Planning of Energy the Environmental Quality the roads (Vallès ring road, side lanes of in the City by Covering sity and the maintenance of the ecologi- infrastructure, it will be necessary to im- Infrastructure and the AP-7 motorway, widening the C-17), as the Train Tracks, Moving cal network is one of the objectives of the of the City prove the connection with Sabadell and Efficient Management of scheduled in the new Barcelona metro- Granollers Local Agenda 21. This objective with Mataró, with a bus service. Adapting the Goods Station Waste, Water and Energy The Local Agenda 21 and the Granollers politan territorial plan recommend close should be shared with the municipalities public transport to working timetables and Re-Urbanizing the urban mobility plan establish objectives monitoring of these projects and other in Coordination With of the conurbation, with special atten- is essential. Intermodality needs to be Surroundings and measures for ensuring control of air projects that may leave a profound mark the Municipalities of the tion to rivers and the connectivity of the strengthened in order to make Grano- quality (atmospheric and noise pollution) on the territory and its mobility, and the Conurbation agro-forestry areas of Les Franqueses and llers an essential interchange node in the This is a vital project to improving the Cardedeu, and with the Montseny massif. and for encouraging corrective measures defence of the interests of Granollers in second urban ring (1.2.1), which must be conurbation, the county and the northern To provide the city with the necessary The design and implementation of these for improving current conditions. Of these coordination with other municipalities of used to expand walking areas and improve area of the metropolitan region. The energy capacity for future development, measures and the connectivity of the en- measures, special attention should be paid the metropolitan arc (1.4.2). An impor- the connection between the centre of the position of the city in the group of muni- space will need to be reserved for current vironmental and leisure itineraries should to reducing greenhouse gases by encoura- tant facility, due to its capacity for future city via the Torras Villà park and Avinguda cipalities that own urban transport in the and future energy infrastructure and be agreed in the permanent Intermunici- ging improved environmental management development, is the heliport at the Circuit del Parc, and with the newly developed metropolitan arc must be used to meet the investments of the different service pal Council of the four municipalities of in the businesses in the conurbation, in de Catalunya. urban area around the newly inaugurated the challenges of future mobility, taking companies operating in this field will need the conurbation (1.4.1), with the possible accordance with the promotion of innova- judicial building. All this major urban trans- into account the needs of the territory. to be coordinated. It is necessary to create participation of other surrounding towns. tive business activity (2.1.3). The Permanent

176 177 The City We Want | Strategies and projects

Intermunicipal Council (1.4.1) must oversee the municipalities of the metropolitan arc Area 2. Economic Development business activity from the administration these control measures and the improve- (Vilanova i la Geltrú, Vilafranca del Pene- and from business organizations (2.1.2), it ment of environmental quality, which are dès, Martorell, Terrassa, Sabadell, Mataró In order to potentiate and modernize the economy of the city, as well as will be essential to plan industrial land in especially important for preventing factors and their respective territories), identifying improving transport (1.1.1) and other projects linked to the territory, it is the conurbation, in coordination with the that are harmful to human health. common problems and designing strategies, other municipalities. must allow the municipal councils, together necessary to promote sector-based strategies and other more cross-sectional with the economic and social agents, to strategies that improve the competitiveness of companies and the human Reurbanization and comprehensive im- 1.4. Coordination and articulate a common position in projects capital of their employees. The recently created Granollers Economic and So- provement of the existing business estates relational leadership for managing mobility, the territory and the cial Council should be an important element for driving these policies. In this (accesses, mobility, public transport, safety, as the backbone of the major infrastructure and facilities. Granollers area, we present three strategies aimed at reinforcing business and industrial services and urbanization) must make it territory must take up leadership of this joint position competitiveness (2.1), driving the emerging economic sectors (2.2) and impro- possible to create spaces that encourage and also the challenge of transferring to ving the attractiveness of commerce and tourism (2.3). the competitiveness of the businesses the international stage the problems of the established there, while creating attracti- 1.4.1. Permanent Intermunicipal second rings of large conurbations and the veness through new business initiatives. Council for the competitiveness of medium-sized cities. The public authorities must facilitate Development of Strategic 2.1. Enterprise and industry strategic change in companies toward the development of industrial activities Projects Common to the competitiveness activities that generate more added value. while offering incentives and speeding up Conurbation This centre must specialize in generating paperwork as much as possible. and transferring knowledge on innovation 2.1.1. Comprehensive Improvement In the process of drafting the second in management between activities such as The proposal to energize and mo- Granollers strategic plan, an Intermunicipal of Telecommunications encouraging entrepreneurship and support dernize these spaces also includes the Council was set up to debate the future Infrastructure for business internationalization. It is also promotion and creation of associations strategies of the conurbation made up necessary to promote commerce studies, or organized networks of business people of Granollers, Canovelles, Les Franque- The knowledge society requires a deci- taking into account the weight of the com- in each of the business estates, which can ses and La Roca del Vallès. The council ded push toward information and com- mercial sector and the future commitment become representatives before the public requires continuity to implement the plan munication technologies. To carry this out, to its development (2.3.1). authorities and other agents. and to make it a permanent platform with it is essential to strengthen the fiberoptic the aim of reaching agreements on joint network and to facilitate the provision of In connection with this new centre, it strategic projects in the conurbation, and network services, both public, such as TV is necessary to promote the Granollers 2.2. Boost for the economic global territorial matters that affect all four over IP, mobility, such as high-capacity vo- Technological and University Centre sectors identified as municipalities, with the aim of gaining ice and data services for business. It is also (CTUG) as an agent for business and emerging sectors consensus to achieve a joint position on necessary to increase wireless connections technological development, aligned with in the city, both from the public and private third-level studies that are developed the place of the city in the county and the For future economic development, the sectors. The master plan for the knowledge as a priority (4.1.3). The creation of the metropolitan region, which will make it biggest efforts must focus on production society, which must be developed in the Telefónica Corporate University in the more attractive and give it a reference role and business innovation and on coope- context of the conurbation, includes these Bell-lloc centre in La Roca could have a as an important pole of the metropolitan ration between the small and medium- and other measures for promoting ICTs. major impact on the territory as a contact arc. The Intermunicipal Council should be sized enterprises of Granollers and its point with a potential node for producing led by the four mayors of the municipalities surroundings. Those initiatives that and transferring knowledge and advanced of the conurbation, to be able to establish favour spaces for relations between busi- 2.1.2. Promotion of Innovative technologies to industrial and service the creation of different committees with ness people linked to the territory, such activities. Action proposals should be put municipal technicians, professionals and Business Activity as business associations or the future Can forward that arise from collaboration representatives of the private sector, in Muntanyola Advanced Services Centre between the public and private sectors order to develop the established objectives. The public authorities must be proactive (2.1.2), will be essential to fomenting this and have the aim of developing ICTs (such Based on this structure, it will be necessary in supporting innovative business activity inter-business cooperation. Furthermore, as the Catalunya 4.0 project) and, from to develop formulas for cooperation with but it is also essential for business organi- progress in intermunicipal cooperation the CTUG, specialist training should be the other neighbouring municipalities. zations linked to the territory to participate between Granollers and the neighbouring promoted that specializes in recycling and and necessary to achieve consolidation of municipalities (1.4.1) must be an essential adapting ICTs, specifically, in the education the business cooperation networks and for element of this boost to innovation and community. 1.4.2. Articulation of a committed people to lead transformational inter-business cooperation. Common Position With projects. the Municipalities of Innovation in collaboration is needed, One of these initiatives is the creation 2.1.3. Increasing the the Metropolitan Arc Competitiveness of particularly in the high-tech sectors and of the Can Muntanyola Advanced Servi- in areas of activity that, due to their major on Projects to Manage ces Centre, promoted by Granollers City Production Areas Mobility, Territory and presence in the city, can take part in the Council and the Vallès Oriental delegation policy of energizing clusters in Catalonia. Large Infrastructure of the Chamber of Commerce, which must To reinforce the existing industrial This could be the case of the agrofood be a key project in activating the territorial fabric, as well as improving transport in- sector, of businesses linked to habitat, The cooperation relations that Grano- innovation system and facilitating an envi- frastructure (1.1.1) and telecommunicatio- health or the motor industry, as highlig- llers has established in recent years with ronment of competitiveness that promotes ns (2.1.1) and the promotion of innovative hted by the local innovation plan spon-

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sored by Granollers City Council, Vallès advanced technologies in services for the lated industry, by taking advantage of the turned it into patrimony that needs to be Tourist information on the county Oriental County Council and the Catalan elderly, care of disability and dependency Circuit de Catalunya Formula 1 race track maintained. Commercial activation must should be placed in physical and virtual government. These sectors, together with and innovation in social services, in the in order to develop industrial activities be driven by traders’ associations, with spaces where it will be seen by visitors to those linked to renewable energy and setting of a health park (2.2.1), could create linked to this infrastructure. In relation the support of the administration. One the city. It is also advisable to reinforce energy efficiency, should receive priority synergies and drive innovation projects in to this major facility and bearing in mind of the commercial activation strategies cooperation strategies between the muni- attention in the coming years. collaboration between different agents. the availability of industrial land near it, should consist of dissemination of local cipalities involved and the association of the installation of knowledge-intensive commerce as a distinctive brand of the the different actors (operators, restaura- activities linked to motor racing, energy city, based on excellent service and the teurs, hoteliers), develop a brand and new 2.2.1. Creation of a Centre of 2.2.3. Strengthening the Agro- and mobility should be encouraged. The socializing role of proximity commerce. tourist routes, promote the historical and Excellence in Advanced Food Sector option could also be studied of working This and other promotion initiatives cultural patrimony of the city (4.2.2), boost Technologies in Services with innovative and leading companies require good coordination between the meeting tourism, promote the different for the Elderly and The agrofood industry and auxiliary in- in technology, with the universities and different traders’ associations or the uses of spaces for pedestrians to revitali- Dependent Persons dustries have a long tradition in Granollers, with the Catalan government and Circuit creation of a joint organization, as well as ze and increase nightlife. linked to the county. Currently, there is a de Catalunya to create a technological the support of the public authorities, for The sector linked to health has a fun- large concentration of important compa- research centre on sporting competition example, in the development of commer- damental role to play in the production nies in the sector surrounding the city, both linked to this field, which would reinforce ce studies (2.1.2). of knowledge. By taking advantage of the industrial end-product manufacturers and production specialization. existence of the Fundació Hospital-Asil of auxiliary companies linked with the food Proximity commerce, as well as eco- Granollers and its traditional specialization sector, as well as large distribution compa- nomic value, has the added value of en- in geriatric care, experience in postgra- nies. As recommended by the Vallès Orien- 2.2.6. Boost to the Audiovisual couraging positive coexistence. Initiatives duate training, collaboration with different tal local innovation plan, it is necessary Sector should be encouraged that reinforce this universities and the recent agreement to encourage collaborative R&D projects socializing role, such as the local solidari- to become a university hospital with the throughout the chain of this industry in or- The audiovisual industry is an emer- ty currency sponsored by the Gran Centre International University of Catalonia, it der to increase productivity and innovation ging sector with tremendous creative de Granollers Traders’ Association, citizen will be possible to achieve the creation in the sector, and to reinforce specialization potential, which should be promoted whi- quality certification in commerce or the in Granollers of a centre of excellence in in ecological products linked to the agri- le taking advantage of its development commitment to fair and responsible advanced technologies and services for the cultural production of the county, which within Roca Umbert Fàbrica de les Arts, trade. Similarly, the Sant Carles market elderly, disability and dependence care, and has the added value of its association with which hosts the project of the Granollers should be promoted (improving its facili- innovation in social services. This centre healthy and safe food (3.1.1). Centre for Audiovisual Research and ties, diversifying the range of goods and could form part of a health care park with Distribution and the new Vallès Oriental adapting opening times to the needs of specialities ranging from geriatric care county digital television station. This the people) and the periodic craft markets and services linked to dependency, which 2.2.4. Activation of the Sector should constitute an important com- should be consolidated, particularly those develops technology-transfer projects that of Companies Related to mitment to the city, seeking synergies selling agricultural produce from the could include the development of specialist Habitat and complementarities with the projects county, by providing the producers with higher studies and international masters’ being developed in the cities of Mataró sales channels. programmes related to biomedicine (4.1.3). According to the Vallès Oriental local and Terrassa. Roca Umbert Fàbrica de les Arts should promote the consolidation It could also encourage development of the innovation plan, the habitat sector is the 2.3.2. Positioning of Granollers activity sector linked to health care (2.2.2). of assets of the city that currently have third most important sector in the county as Capital of a Highly in terms of turnover, with a large number a role as occasional events and have of companies with different speciali- not become incorporated as strategic Attractive County 2.2.2. Development of the Activity zations (furniture, lighting, textiles for elements, such as the Audiovisual Market the home, etc.), and some of them are of Catalonia or CDigital. The strategic Granollers is the centre of a county Sector Linked to Health with a considerable tourist potential. Care international references in their speciali- dimension of these events needs to be zation. Use should be made of economies incorporated so that they can become a The tourist attractiveness of the natural source of generating economic activity, surroundings is supplemented by the The health-related sector, which is closely of agglomeration by creating incentives value and recognition, and become posi- historic patrimony, hot springs and some linked to the knowledge economy, is one for collaboration between companies, in order to open up new markets or hire tioned as references in this area. facilities, such as the Circuit de Catalunya of the sectors with the greatest capacity race track, together with the attracti- for innovation and potential for growth design professionals with the aim of rein- forcing their competitive position. veness of the businesses and entrepre- and, therefore creation of employment. 2.3 Commercial and tourist neurial activity. With the Vallès Oriental The presence in the county of a business attractiveness Tourism Consortium and the agreements fabric related to this sector (pharmaceutical 2.2.5. Development of the Motor of the Intermunicipal Council (1.4.1), Gra- medical-technology companies) and the nollers needs to take a clear position as existence of the Fundació Hospital–Asil Industry in Connection 2.3.1. Stimulation of Proximity Trade as a Distinctive Brand the capital of this county and develop ini- of Granollers, with a major expansion With the Circuit de tiatives in collaboration with other public project (3.1.2) and that carries out univer- Catalunya of the City and private agents (for example, using sity teaching, are important assets for the sports events such as the half marathon The commercial tradition of Grano- development of this sector in our city. Another sector that may give rise to or those linked to Circuit de Catalunya), llers and the strength of this sector has The creation of a centre of excellence in agglomeration economies is the motor-re- aimed at international tourism.

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Area 3. Public Welfare and Social Cohesion to physical and mental health, such as 3.1.2. Adapting Public Health gaining access to housing is one of the adapted jobs, systematic actions to en- the use of toxic substances like tobac- Care Services to the social problems that need to be faced as a sure the coverage of social benefits and co, alcohol and other drugs. The public Growing Needs of the priority, due to the risk of social exclusion access to shared apartments. In relation The population of Granollers is increasingly diverse and this diversity (cultu- authorities must play a fundamental role Population that it represents. This is also true of the to the strategy of the educational city, it is in the fight for prevention, early detec- difficulty of maintaining housing. One of essential that all these social realities and ral differences, religious differences, differences in origin, social background, tion and treatment, and social and occu- the future challenges of the city is that the task carried out by the different public As well as living habits and environ- etc.) should become an opportunity to grow the social capital of the city and pational rehabilitation of people with of young people who have not left their services and social-initiative institutions mental factors, another determining drug addictions and people with mental parents’ home because they are unable are made known to the population by the creative potential of its people. For this to be possible, it is necessary to factor of people’s health is the quality of illness, using information tools such as to buy or rent housing, and that of the increasing awareness-raising on situa- assume the positive values of this diversity and make it compatible with the the health care services, which require the Observatory on Drug Use and other search for alternatives to the problems tions of poverty, vulnerability and social resources sufficient to meet the needs of fight against social and gender inequality. planning tools such as the municipal that the economic situation generates. exclusion. the population and to improve the edu- drug-dependency plan, which could be Although one of the solutions is the Health is one of the most important areas in people’s welfare and, at the cation of citizens in order to facilitate the expanded to the entire conurbation. construction of social subsidized housing, same time, it is important for social cohesion. A large part of health problems provision of care and make it sustainable. People need to be given the appropriate it appears that this is not the path that There is currently a mismatch between 3.2.3. Adapting the Range of are the result of complex interactions between the individual characteristics skills by means of education on how to will be followed in the future. Innovative supply and demand for health care servi- Social Care Services to New of a person (age, sex, race, genetic predisposition), their social and economic successfully manage their health and formulas are required that encourage ce, which has been created by processes Needs determinants (level of education, working conditions, income, housing) and life and emotional conflicts, taking into the rehabilitation of the existing stock of of demographic growth and ageing of account the social, cultural and gender housing and encourage renting and sha- environmental factors. Social inequality also affects health. People of a lower the population. This situation must be The new Catalan law on social servi- diversity of the population. ring apartments, as well as the design of socioeconomic level eat worse, take less exercise and have a higher probabili- met with decisive action to extend and ces and the Spanish law on promoting policies of assistance for young people or improve the health care services, both in personal autonomy and care for people in ty of becoming sick. All public services should encourage groups in risk situations. It is also neces- primary care centres and in specialist care situations of dependency introduce the healthy practices and habits, with the sary to promote the creation of assisted To increase social cohesion, it is necessary to encourage personal autonomy, facilities, and with the creation of new guarantee of compliance with the rights aim of incorporating them into the housing for the elderly and to encourage safety and protection of citizens, prevent and fight against processes of phy- formulas for coordination of residential of people by the public authorities, in a entire life cycle and achieving an active the adaptation of housing and the remo- health care, aimed at prevention and at binding obligation for local government. sical and social segregation and guarantee equal opportunities. It is essential and healthy old age by implementing val of interior barriers, particularly for the improving the effectiveness and efficiency In this new context, it is necessary to to promote civic attitudes and values, understanding civic as meaning an community public health actions in all elderly and the disabled. of the services. establish long-term planning of munici- attitude of respect for other citizens (especially the most vulnerable) and groups, especially among the younger pal action that is based on universal and population. The new law on public toward the physical environment and public property; this is an essential The planned expansion of the Grano- preventive maxims, which foresee situa- health and the creation of the territorial llers general hospital, with the creation 3.2.2. Joint Action of the tions of crisis and steer clear of a handout part of the educational function of the city. At the same time, the capacity for health authorities, which open up the of a new hospital and new buildings and Conurbation on Groups at philosophy. social self-organization must be increased by strengthening the fabric of as- option for council departments to play services, including a project to replace Risk of Social Exclusion sociations and social networks and involving the citizens in solving problems. an active role in providing services and the old Vallès clinic with the parallel The social-initiative organizations are planning health care in the territory, and construction of a new adjacent hospital Value should be placed on the right bodies that, having arisen from the spon- In this area, three strategies are proposed that are aimed at social cohesion: the primary care and community health to provide psychiatric care, must be a key of all people to participate in society in taneous solidarity of civil society, have the first is related to health (3.1), understood as a comprehensive strategy in innovation plan must be important element of this project and reinforce the equal conditions, and the need to remove a high social value and currently effec- which education plays a fundamental role; the second pillar of the project instruments for advancing in this institution as a leader. The location of the all physical and social barriers that limit tively make up for different deficiencies direction. has social inclusion as its aim (3.2); and the third strategy is a strategy to hospital for activities linked to applied this participation. Based on this premise, in the public social protection system. strengthen social networks (3.3), which also reinforces social cohesion. research in geriatrics and the autonomy an action plan is required on groups at They need to be able to act effectively as The actions developed in this area of the elderly (2.2.1) should be another risk of social exclusion, which covers the complementary agents providing care need to be supplemented and reinforced piece of this project. whole conurbation, with a considerable to the most vulnerable groups, such as from the city council and the primary To achieve maximum efficiency, it will increase in the number of education and immigrants, by improving relations with 3.1. Comprehensive health substances), in which education plays a health care services. Another instrument be necessary to make intensive use of the community mediation professionals, op- the public social care services, with other care strategy fundamental role. Health education is for promoting actions in the area of new communication technologies, with timization of public social grants (grants public and private organizations and by a powerful tool for promoting healthy health education, in areas such as eating highly innovative technological solutions, for dining rooms, summer camps, school increasing their capacity by encouraging 3.1.1. Promoting Healthy Habits habits and lifestyles. In an increasingly habits and healthy behaviour, including and a fundamental task of prevention books, etc.) and specific and coordina- volunteering (3.3.2). Local governments sedentary society in which eating habits moderate physical exercise, support and education, in order to promote the ted care of marginalized groups at risk must help to promote and energize social Health is a rising value among the change, emphasis should be placed on for businesses in promoting healthy correct use of these services. of social exclusion. The labour market networks for cooperation with the third population and a fundamental element physical exercise and sport in all age behaviour by the employees, and educa- needs to be brought to these groups. social sector by encouraging cohesion, of individual quality of life and welfare. groups, conciliation of personal life tion to improve people’s health, which More initiatives should be promoted that solidarity, commitment and shared The degree to which the citizens value and work and a return to valuing the should be potentiated in the future, is 3.2. Social inclusion facilitate normal life and social participa- responsibility (3.3.1), and by providing su- the quality of the environment and the Mediterranean diet with more healthy the Dr. Carles Vallbona Health Observa- tion of people with disabilities (physical, pport of all kinds to these social-initiative projects that contribute to improving eating habits. tory (OSVA). To achieve greater effecti- organizations. 3.2.1. Expanding Housing Policy intellectual or due to mental illness), it (1.3.1, 1.3.2, 1.3.3 and 1.3.4) are an veness and efficiency in these actions, it require compliance with the regulations example: a city with low pollution levels, Parallel to this, the functioning of is essential that all the city’s public insti- on insertion in the labour market and Access to housing is recognized in the with green spaces and with low noise modern society brings people face to face tutions involved work in coordination to increase the social awareness of institu- 3.2.4. Observatory on Fragility Universal Declaration of Human Rights levels favour physical and mental health. with many personal conflicts that require design and implement common actions tions, groups and the general population as a premise for enjoying an appropriate Factors that determine people health an appropriate ability to understand and programmes preferably conceived regarding the problems of these groups. The coexistence of the need for social standard of living that ensures health include, firstly, life habits (eating, physi- and manage emotions; it also generates to be applied in all the municipalities of Specific measures should be promoted, and health care is particularly common and wellbeing. The current difficulty in cal exercise, non-consumption of toxic situations and conducts that involve risks the conurbation. such as the creation of job exchanges for in the elderly. To provide an adequate

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response to this need, the current system nomy and social interaction in a context mum communication and transparency particularly in neighbourhoods where the Area 4. Education, Culture and Sport of social and public health services needs of freedom. Ensuring the correct use of of information internally, between the population is experiencing more social to move toward a model of integrated public space is essential for coexistence different municipal bodies and between problems. Associations and the creation service. The change to this model must and especially protects the weakest and the city council and the citizens, while of more or less relational networks is a Encouraging and potentiating the creativity and capacity for innovation of be driven by government above the most vulnerable social sectors, who are encouraging space for dialogue. The ac- mechanism for social integration that people is a strategic objective in the overall development of the city. To stimu- municipal level, but until this does not also those that use this space the most. tion of local government must pay special encourages coexistence and should be late creativity, the city must be receptive to diversity and facilitate interaction in happen, it is necessary to promote an ob- Public space is a basic element for social attention to encouraging initiatives of fomented, with special attention to the the complexity of social and cultural relations. It is also necessary to promote servatory on fragility, with joint initiatives cohesion and security policies must civil society and increasing its ability to newly arrived population. education at all levels, seeking excellence and developing and coordinating the to achieve coordination between services ensure its use as a place where citizens organize, promoting volunteering, rela- in order to remove barriers to this inte- can meet. tionship networks and participation and cultural and sporting resources of the city, as these are also educational agents. gration, sharing information between the shared responsibility. 3.3.4. Citizen Participation in Sport has taken on an increasingly popular dimension and constitutes a great social services of the city council and the Socially inclusive security is that which Large and Small Projects opportunity for bringing dynamism to the urban public space, improving heal- different health care providers of the mu- allows all people to feel safe in their con- for Transforming the City th and quality of life of the citizens and reinforcing social cohesion. This area nicipality, so that all of them can identify ditions of life and wellbeing in the pre- 3.3.2. Promoting Volunteering contains two basic strategies: excellence in education (4.1) and development of situations of vulnerability, risk or threat sent and the future, in relation to changes Improving knowledge and encouraging cultural and sports resources (4.2). to autonomy due to age, illness or lack of in the social and natural environment. Promoting volunteering is a fundamen- participation in projects for transforming social support and act preventively and to A global approach to inclusion policies tal strategy for energizing civil society and the city favour the sense of belonging 4.1. Excellence in education 4.1.2. Developing Vocational provide care in a coordinated, multidisci- requires progressing to a model of public promoting social solidarity. Volunteers and social cohesion and, at the same plinary manner. safety that is coordinated with the diffe- provide civil or social services without pay, Studies in Coordination time, make it possible to respond to the 4.1.1. Encouraging Creativity and with Companies in the rent social and educational services and in the context of a stable, democratic or- interests and objectives of the different that takes gender inequality into account. ganization that is committed to acting in groups. In increasingly diverse societies, Excellence in Educational County 3.2.5. Increasing Domiciliary Care It is necessary to continue developing favour of society. This voluntary act is a di- it is even more necessary to organize spa- Centres Services and Distance Care a comprehensive action plan to combat sinterested contribution (time, knowledge, ces for debate and citizen participation. Vocational studies will become increas- for People in Situations of gender violence. The fundamental pillar will, commitment), but it is not a one-way Thus, it is essential to have spaces for Excellence of human capital begins with ingly important and there is a remarkable disconnect between the development of Dependency and priority of security policies must be contribution but an enriching exchange communication between the public au- an educational system of the highest quality prevention, while not forgetting reinser- too for the volunteer. Volunteering is, thorities and the different groups of the from the youngest age. To achieve first-class these studies and the needs of the busi- tion of people who infringe the norms of nesses in the area, despite the consider- The ageing of the population as a therefore an instrument for networking city, so that they can take part in decisions results, actions must be promoted that favo- coexistence using positive-action measu- able tradition of the Municipal School of result of improved living conditions in re- to achieve social participation and shared and in designing the city of the future, in ur excellence in teachers and a more active res. It is therefore necessary to coordinate Labour and the role of the recently creates cent decades is one of the great triumphs responsibility, as shown by participation both large and small projects. Conditions role of parents as educators, strengthening security policies with the action plan in Economic and Social Council. of modern society and it also poses serio- in sporting events such as the Granollers must be created to facilitate participation links between the educational community. the conurbation as a whole on groups at us challenges to increasing the quality of Cup or the Half Marathon. by groups that may have greater difficulty It is necessary to work with schools so that risk of social exclusion (3.2.2). in communicating their concerns and they emphasize excellence, the creativity of This disconnect has negative effects on life of the elderly by promoting auto- the qualifications of the workers and on the nomy, preventing situations of dependen- Volunteering should be encouraged proposals, such as newly arrived people or the students and social cohesion, increase competitiveness of the companies. One ini- cy and reinforcing proximity services and in different social cultural and sporting people with physical, mental, sensory or relations between the professionals of the 3.3. Strengthening networks tasks, with a general plan in coordination intellectual disabilities. The opportunities different educational centres of the city by tiative that aims to correct this deficit is the distance care so that the elderly can live recently created Vocational Training and in their homes as long as possible. The of relationships with the different non-profit organiza- provided by the new information and creating working groups and networks that tions that operate in the city and with communication technologies must be favour exchanges of experiences and im- Employment Council. This body should quality and quantity of domiciliary servi- have a say on the planning of vocational ces need to be increased, with innovative 3.3.1. Encouraging Excellence the support of the local public authority, exploited to increase citizen participation provement of methodologies, with specific attention to the problem of failure at school studies and promote specific training formulas and qualified professionals and in Local Authorities in which contributes to their development, in quantitative and qualitative terms, par- dissemination of the work and encoura- ticularly in order to facilitate participation and early school-leaving. Special attention programmes in line with the requirements distance care services must be increased Relationship Management of business, and promote training practices for the elderly and people with disabili- gement of the values of solidarity and by young people. The recently approved should also be paid to education in demo- social responsibility. This plan should be cratic values and gender equality. in the companies in the county, including ties, associated with old age or not, who It is necessary to foment excellence municipal plan on citizen participation aimed at all citizens, with special atten- (2/2010) must become an important ins- those of the commercial sector. In primary require it; these services must be adapted in the services of the public authorities, and secondary education (4.1.1), it is neces- to the new information and telecommu- tion to groups with the greatest availa- trument for advancing in this direction. It is also necessary to strengthen links specifically in terms of relations. Local bility of time, such as people who, due between the school and the city by energi- sary to encourage study of economics, nication technologies. It is also necessary governments, because they are physically business, languages, and ICT, which are to develop a comprehensive training and to their age, are not in the labour market zing the relationships between educational closer to the citizens, are best able to and have experience, skills and values that centres and cultural institutions in order to essential in the business world, as well as support plan for caregivers - both family exercise relationship policies and contri- creativity and entrepreneurship. members and professionals (4.1.5). they can contribute to different groups facilitate the connection between didactic bute to the configuration of networks of that may need them. and cultural projects. Learning must be relationships. Not only should the muni- reinforced based on knowledge of the cipal government ensure compliance with most immediate surroundings, with the 3.2.6. Prevention-Based and 4.1.3. Promoting University the law and provision of services, taking 3.3.3. Encouraging Associations necessary balance with the approach to a Socially Inclusive Citizen into account the growing diversity of the globalized world and an approach to the Studies and Applied Safety population, but is must also play a funda- and Neighbourhood Research in the City as a Networks arts. As recommended by the Granollers mental role in creating social capital, see- Local Agenda 21 for Culture, the range of Strategy for Attracting In a democratic society, social inclu- king agreements and commitments with Neighbourhood associations play a very secondary studies linked to artistic activities Talent and Knowledge sion means respect for pluralism and the citizens, involving them in decisions should be increased, as they are one of the for coexistence. Security policies are an and making them share responsibility in important role. It is increasingly neces- sary to develop neighbourhood networks, principal sources of knowledge and cultural An important weakness detected in essential part of ensuring personal auto- solving problems. This requires maxi- development of people. Granollers and its county is the lack of

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providers of knowledge and research. Unlike 4.1.5. Creating a Range of 4.1.7. Development of Permanent resources available while ensuring their points, study rooms, seasonal services, etc.). a good state of health and to delay other cities of a similar size, Granollers and Education Adapted to the Continuous Training dissemination. Public institutions with The lines of services linked to ICT must be disease and the onset of disability and its conurbation do not offer a significant New Welfare Society Model responsibilities in conservation, research and strengthened by emphasizing access to dependency. Practising sport has all range of higher studies. The current state of Alongside formal studies, there is a dissemination of heritage must act as dri- information and potentiating the ability of these characteristics and, additionally, the university map leaves few opportunities The recent strategic commitment of the growing demand for highly diverse con- ving forces and work in coordination to cater libraries to provide citizens with information plays an educational role in transmit- for promoting higher studies in the city, al- Spanish government to reinforcing the tinuous training throughout life, which is to and encourage research and its populari- skills, with participation in local information ting values such as effort, respect and though the option of sports and health stu- fourth pillar of welfare, specified in the another important part of comprehensive zation in a balanced manner in each of their policies. Cooperation should be strengthe- solidarity, which favours coexistence and dies should be explored (4.1.4). Furthermore, law on dependency, has given rise to new education. The work carried out by the areas, in order to become reference centres ned with the cultural, social, educational, social cohesion. Encouraging the prac- the growing specialization in third-cycle employment opportunities in this sector of Adults School must be potentiated and and seek excellence in each field, whether by and information agents of the city, taking tice of sport requires strategic planning training relating to applied research and the service to people, which was traditionally expanded. All continuous education should leading research and dissemination projects into account the role of the libraries in of facilities and making them closer and externalities of all kinds that this offers mean covered informally by women who provi- be coordinated by creating a mechanism or by encouraging and facilitating the social integration, promoting coexistence more accessible, together with the use that it is advisable to explore this possibility ded care and by workers with few qualifica- to disseminate the range of non-formal research in the projects of other local and and relations and the permanent ongoing of schools after class hours. Further- in some key sectors, in which Granollers tions. The new context provides an oppor- education and leisure education offered county social agents and institutions. education of the citizens. School libraries more, work should be carried out with might have an advantage. tunity to dignify and improve the quality of by the private and public sectors, inclu- can also carry out an important function the sporting entities in order to expand the role of caregiver and to professionalize ding integration of people with physical The Granollers Museum must, from each insofar as they open up to their more imme- and improve the range of after-school These include, firstly, residential-care the care of people by providing accre- or mental disabilities. In accordance with of its offices, promote these institutions in diate environment, beyond this ambit. sports activities in the different neigh- studies and applied research in innovative dited training in the city, in connection the objective of social cohesion, special the area of artistic, historical and natural bourhoods of the city and to enhance services linked to dependency, the elderly, with the development of residential-care attention must be paid to the problem of heritage and strengthen their educational their educational role. Associations of health and social services (2.2.1). Advanta- studies (4.1.3). The Consortium of Services the digital chasm; it is therefore necessary role and the connection with the schools of 4.2.4. Optimizing Cultural Spaces physical-education professionals should ge should also be taken of the existence for People could be a valid platform for to encourage training in information and the city. La Tela must become a reference to Promote and Facilitate also be created to improve interrelations of the Natural Science Museum (which driving the response to these needs. communication technology. centre for knowledge of the environment Citizen Access to Cultural between schools and sports clubs. includes the Documentation Centre of the in Vallès Oriental and take part in and lead Montseny Natural Park), the Can Caban- projects in this area of national interest. Products From the perspective of gender, fewer yes Environmental Education Centre, the The central museum, with the new outrea- women practice sports and this should 4.1.6. Promoting Language 4.2. Development of cultural Cultural spaces play a key role in Consortium for the Defence of the River ch spaces and centres for interpreting the be corrected by providing a range of and sports resources education and in developing the creative Besós Basin and the Vallès Oriental Waste Training While Encouraging historic past and heritage of the city (the options better suited to their interests potential of people, through individual and Management Consortium to promote the Social Use of Catalan as Tannery, the Roca Umbert thermal power and improving dissemination. It is also 4.2.1. Placing Artistic and collective experiences proposed by their courses specializing in the environment, a Common Language station), must encourage and improve important to encourage sport among programmes. Either through the role of energy and clean technologies. The Peace Cultural Creation and knowledge of the historic and artistic heri- the adolescent population, by improving citizens as active agents in these progra- Culture Centre (Can Jonch), which already In a globalized world, it is essential to Expression at the Centre of tage, from the Romans to the modern day, the connection between schools and the mmes or due to their role as users of this collaborates on international projects, increase the capacity for knowledge and Projection of the City and attain a position of excellence among sporting entities of the city. The practice offer, cultural spaces have the challenge of could also be linked to a university and de- interrelations; for this reason, a decided the network of museums of Catalonia. of sport among the elderly should also ensuring the highest quality of the service velop studies related to peace, community commitment is required to language To make creativity and artistic and cultu- be reinforced, as well as sport for people that makes them attractive, modern spaces mediation and international cooperation. training, while taking advantage of the ral expression differentiating elements of The Granollers Municipal Archive, in with disabilities. for social relations around a cultural event linguistic diversity of the city. The range Granollers, open and alternative spaces for conjunction with the Vallès County Archive, that must be understood in an increasingly of these studies must be expanded in a innovation must be created that encourage must drive the recovery, conservation and broad and complex way. 4.2.6. Strengthening High- 4.1.4. Promoting Sports, Health coordinated way in the public and private innovation in all aspects of art. This strategy dissemination of the documentary heritage Level Competition and sector, and work must be done to improve must be connected to the association fabric of the city (textual and iconic), both public and Nutrition Studies The presence of a wide range of cultural Competition in the Sports methodologies in formal teaching in of the city and with cultural industries in and private, by encouraging the incorpo- facilities in Granollers and its conurbation educational centres by encouraging the order to encourage interaction between ration of new documents from entities, that are a Reference of the Within the project to attract university requires coordination to adapts to the de- creation of working groups and networks the creators and the citizens. Artistic businesses or private individuals, as well as City studies to the city (4.1.3) and taking into mand, thereby ensuring clear optimization among the specialists of the different experimentation with the new information oral sources, to become a reference institu- account the sporting tradition of Granollers and sustainability of these spaces with the educational centres of the city, with the and communication technologies must tion in these actions. The La Troca Centre High-level sports clubs and events and the opportunities afforded by its faci- resources available, maximizing the variety collaboration of the pedagogic renewal constitute one of the priority lines of deve- for Popular and Traditional Culture should with a large media impact, such as the lities, it would be advisable to explore the of proposals and facilitating access by the movements (4.1.1). lopment. Roca Umbert Fàbrica de les Arts, become the reference centre in the recovery Half Marathon or the Granollers Cup, possibility of promoting the first courses on citizens to cultural production through in coordination with the other public and of ethnologic, festive and popular heritage. are elements of economic promotion Physical Activity and Sports Sciences, as well new technologies and the direct relation and visibility for the city and, at the as more specialized postgraduate training At the same time, Catalan should be private facilities, must become the main po- promoted as a common language and int of reference for this strategy by seeking of cultural intermediaries with the public. same time, they promote the practice for sports technicians, and training in In optimizing these cultural spaces, an im- knowledge of it should be encouraged, a balance between the local, national and 4.2.3. Adaptation of the Local of and education regarding sports and aspects relating to people with disabilities. portant strategy is the connection of their social cohesion, due to the considera- Moreover, bearing in mind the close link particularly its social use. It will therefo- international dimensions in its projects. Library Network to the New re be necessary to increase courses for proposals with the permanent education ble involvement of volunteers. The city between physical education and nutrition, Needs of the Citizens being carried out in the schools of the city. needs to assimilate the importance of training in this specific area should be adults in the Vallès Oriental Consortium for Linguistic Normalization, promote these events for its external projection explored, as well as in relation to health in 4.2.2. Strengthening Research Libraries are a resource subject to organized training in the different civic and contribute to promoting them and sports medicine. and Dissemination of the growing demand in each of the areas of entities and reinforce the work carried out 4.2.5. Promoting the Practice ensuring their future viability. To do Cultural and Natural action that pertain to them (information, in schools with small children. Extending of Sports as an Essential this, an effort must be made to achieve In terms of school sports, work should be education support, promotion of reading social use requires a coordinated effort by Heritage of the City and its excellence in sports training, starting done to coordinate sports activities and af- and cultural development). A plan must be Element of the Education the public authorities, in the workplace and County Surroundings with the youngest members of the po- ter-school activities with the city’s clubs and developed for the libraries that takes these and Growth of People in associations, which will make it possible pulation and increasing the social base to encourage one or more of the institutes functions into account, as well as the terri- to achieve the status of a shared common Research is one of the main creative acti- of the clubs. to teach a diploma or degree in secondary torial balance of the supply and the role of Practising physical exercise throug- language and symbol of identity, thereby vities that needs to be promoted by making education related to physical education. the complementary services (library access hout life helps to maintain and enhance favouring social cohesion. the appropriate cultural mechanisms and

186 187 Document of first action commitments Projects Prioritized in the First Phase of Execution of the Strategic Plan The objective of this Document of first the involvement of the actors who to contribute specialist knowledge when action commitments is to lay the founda- would have to carry the project out (few orienting development and 2) to provide tions for initiating the executive phase clearly defined actors or many poorly continuity to the citizen participation Area 1. Territory of the 2nd Granollers Strategic Plan. The defined actors). started in the process of drawing up the central document of the plan (The City plan in the execution phase, taking into We Want. Proposals document regarding the d) The connection with other general ob- account that the development of the pro- 1.2.1. Comprehensive mand, use and occupation of public spa- • The economic and sustainable main- city model) defines the vision of the future jectives of the plan in relation to other jects will make collaboration between the Improvement of the Public ces, and therefore with the involvement tenance of public spaces by improving of the city, the general objectives, the projects contained in the strategic plan. public and private sectors essential. Spaces of the Second Urban of the citizens, the project will have to management of cleaning. reference values and the projects that Ring be developed along two principal lines: must make it possible to advance toward The prioritization of the projects was To prepare each of these files, drafting accessibility and improvement of urban All these actions must be carried out this city model. This is, necessarily, a approved by the Steering Committee of committees were set up, made up of General objective: turn the city into a quality. with the involvement of the citizens in highly comprehensive document, which the strategic plan on 8 September 2010. municipal technicians and citizens with quality urban space. the different phases of the process and will have to be developed in different Prioritization took into account the consi- specific knowledge of the area covered by 1. Accessibility taking into account the available budget; phases. The process of executing the derations of the members of the Steering the project, and led by a coordinator. The Strategy: creation and improvement of 1.1. The actions to improve internal it will therefore be essential to prioritise strategic plan will concentrate the actions Committee of the strategic plan (ques- Document of first action commitments, which urban public space. accessibility will have the following the actions in order to carry them out in a limited number of projects (because tionnaires issued on 1 June 2010) and the includes the files of the projects that will objectives: progressively. specific actions must be carried out from perception of the citizens regarding the be in stated initially is, therefore, another Description: in recent years, a great • Creating routes for pedestrians the outset) and the Municipal Executive projects (surveys in March 2010). Other collectively prepared document. effort has been made to remodel the (widening pavements/single platform), Proposals for specific activities Committee and the Steering Committee considerations were the ability of the old quarter of the city by increasing the improving the numbering placement or actions: attention should be paid of the strategic plan will have to ensure principal agents involved to carry out the pedestrian mall, which needs to be com- trees on boulevards and parterres, to practical improvements in similar that they are carried out. It is therefore projects, the opportunity costs involved pleted and consolidated. In the coming installing more efficient lighting and actions that have been carried out in essential to prioritize the projects that in not instating them from the outset and years, efforts should focus on the com- other basic services, actions regarding other cities (benchmarking) and visits to will be initially carried out in the executi- the connection with other projects of the prehensive improvement of the new areas facades and walls to facilitate the the city should be organised. A refe- ve phase of the plan. strategic plan. Finally, an effort was made of the city surrounding the old quarter, placement of flowers and plants on rence website, with best practices for to ensure that the selection of prioritized i.e., the second urban ring, by increasing balconies. interventions in urban public spaces in In the Document of first action com- projects was distributed relatively unifor- walking areas and improving the design, • Eliminating barriers and facilitating the Europe over the past 25 years is www. mitments, a total of 14 priority projects mly among the different areas of action: accessibility and the quality of urban pu- relation between different neighbour- publicspace.org, created by the CCCB have been identified in the first phase four in the area of territory, four in the blic spaces. When designing these spaces, hoods. and other prestigious institutions in the of execution of the strategic plan; this area of economic development, three in it is essential to take into consideration • Facilitating the connectivity between field of architecture and urban develop- prioritization is temporary because, in the the area of public welfare and social co- their social use and, to determine this, the the different public facilities of the city. ment in Europe. In some cases, it shows monitoring and evaluation process of the hesion and three in the area of education, citizens must take part (3.3.4). Dome very • Encouraging transversal urban that neither the size not the type nor the strategic plan, the Steering Committee culture and sport. interesting projects have been carried out mobility. budget are fully decisive when innova- will have to decide on appropriate chan- in Granollers that involve participation • Creating cycle lanes. ting and rethinking what a public space ges to the prioritization of the projects, Of the 14 prioritized projects, two of of children in the design of urban areas can contribute, no matter how small, taking into account the state of imple- them contained in the central document and these projects should be extended to 1.2. The actions to improve external to the city. It underlines the public and mentation or the opportunity to carry out of the plan (The City We Want. Proposals other groups. The design of public spaces accessibility will have the following collective dimension of the public space other projects that initially did not receive document regarding the city model) are must promote the mix and coexistence of objectives: over other factors. Beyond the speci- preferential attention or were in the study still poorly defined in terms of develo- different uses within the urban area in or- • Facilitating parking by compensating fic effect on the project, it would be phase. pment, with many actors involved, or der to favour social interaction, creativity the parking spaces lost in the process interesting to organize drawing or ideas poorly defined. Before beginning to carry and quality of life, and to make the city an of urban transformation. competitions in schools, with the aim of The following have been taken into out the projects, we must make an effort attractive platform for economic, social • Consolidating roads. working the social and political dimen- account in order to decide prioritization to studying and planning specific actions and cultural relations. It will be essential sion of public space and evaluating it in time: (taking into consideration their viability) to eliminate barriers between the city 2. The actions to improve external acce- beyond its connective value. as a preliminary step to implementing the centre and the surrounding neighbourho- ssibility will have the following objectives: a) The urgency of the project, taking into project. In this first phase of execution of ods by reconnecting the urban area of the • The incorporation of quality urban Actors (institutions and bodies account the social awareness of it, the the strategic plan, these two projects will city, improving the urban landscape and elements. most involved in the execution of existence of actions in the process of enter a preliminary study phase before ensuring better coexistence of pedes- • The definition of road types. the project): execution or scheduled for the short moving to the executive development trians and vehicles. • Reinterpretation of public spaces, with • City Council: Department of Urban term, or the need to initiate the project phase. special attention to residual spaces. Planning, Department of Works and for reasons of interdependence with Lines of action: the second urban • Incorporation of facilities in public Projects, Department of Mobility and other priority projects. For the other 12 prioritized projects, ring of Granollers is defined as the area spaces. Local Police. in order to be able to start the executive between the streets Passeig Colom, • Recovery of the historic and artistic • Technical Cooperation Office of the b) The importance of the project in process, a file has been established with Camp de les Moreres, Roger de Flor, heritage of the city. Barcelona Provincial Government. relation to other proposals contained in the main lines to be developed. Pre- Lledoner and Passeig de la Muntanya. • Sustainability. • Bodies that may take part in each the Proposals document regarding the paring this file, which further specifies This is the area of the city that concen- • Increased green spaces by means of specific project, especially neighbour city model. the orientations of each project and the trates the majority of its inhabitants, creating true leisure spaces, increasing associations and associations linked to corresponding working plan, has given with different levels of intensity. Based safety, diversity and rationalisation of the elderly or the disabled, as well as c) The viability of the project, taking into rise to another participatory process. The on a preliminary analysis that provide children’s play areas, as well as creating sporting, cultural and other groups of account budget considerations and objective of this process was twofold: 1) information on priorities in terms of de- play areas for dogs. the city.

188 189 Document of first action commitments | Projects Prioritized in the First Phase of Execution of the Strategic Plan

Consultation with experts or them their own in the most enriching way space, and also for the values of territorial there that arise from the same strategic The third phase affects the planning of only occurs from time to time and that organizations: Granollers Urban possible for the city. and social cohesion, coexistence and civic plan, such as 2.2.1. Creation of a centre the other administrations involved with makes it possible to make a qualita- Development Advisory Board, established Competitiveness: public space as an in- commitment linked to the model of an of excellence in advanced technologies responsibilities for the territorial plans for tive leap with consequences that last on 7 May 2010. dicator of urban quality. Attractive public educational city. Prioritisation response to in services for the elderly and dependent developing overland transport of goods through time. spaces invite use. Creating a city also the centrality and strategic nature of the persons, or others that the city might by rail, for which a new large goods sta- Degree of development of the means creating trade and creating cultu- project to provide an overall orientation need as a result of the proposals of the tion is planned in the Vallès county, which Relation to and impact on other project: actions in the old centre are re. Enriching the city with the culture of for the urban improvement of the city in Granollers facilities plan, the transfer will free up land in Granollers. projects of the strategic plan: this in an a very advanced stage and include greenery. the coming years. of the bus station and the creation of a project clearly intersects with project the works recently carried out on Carrer Social cohesion: creating the city is large dissuasory parking area. The fourth phase will continue with 1.2.1. Comprehensive improvement of the Anselm Clavé and Plaça de la Corona. acknowledging the right of everyone to the urban development process as public spaces of the second urban ring. With regard to the connectivity routes, enjoy the city. Encouraging public use of 1.2.2. Creation of a New Pole Based on the result of this process the third phase is confirmed and the It is also related to projects 1.1.1. Deve- some works have been carried out (Josep urban spaces allows for intergenerational in the City by Covering (which also has a large component of real-estate market gradually allows the lopment and improvement of transport Umbert, Vinyamata) and others, such meeting and the acknowledgement of the the Train Tracks, Moving political decision), the urban develo- production and funding of new resi- infrastructures and 1.1.2. Development as Carrer Tarafa, are in progress. These plural mass that makes a city from each the Goods Station pment and design of the new spaces dential land and, therefore, the urban of interurban public transport, and with actions already commit to prioritizing pe- individual. A child’s first conception of the that arise will have to be linked to their development of this sector of La Bòbila project 1.3.3. Development of the Grano- destrians and connections between neig- world will depend largely on its percep- and Re-Urbanizing the envisioned purpose. (Granollers SRA). llers Urban Mobility Plan and adaptation hbourhoods in a more friendly manner. tion of the social reality (mosaic) of its Surroundings of the general guidelines to the conur- city. It also depends on the dialogue and Proposals for specific activities Control and monitoring: the four bation, and 3.3.4. Citizen participation in Control and monitoring: when the citizen interrelations that are establis- General objective: turn the city into a or actions: as the different stages of stages must be broken down into diffe- large and small projects for transforming list and prioritization have been defined, hed there. Therefore, the city should be quality urban space. the project progress, it will be necessary rent items, with a broad schedule. The the city. the types of streets, squares and other organised in such a way as to encourage to work on communication so that this project will have to be monitored. public spaces will be defined, in which meeting spaces. Strategy: creation and improvement of progress is made known to and shared Justification: this is a project highly action needs to be taken, bearing in mind Territorial cohesion: optimising the urban public space. by the citizens (for example, organizing Values: this project is related to the rated by the citizens. It includes some of their size and the needs set out in the li- mobility of all citizens and accessibility an exhibition of its different items or following reference values of the Grano- the most important urban transforma- nes of action (connection between neigh- for everyone to the areas of the city. Description: this is a vital project to selecting it as a principal motif of the llers strategic plan: tions of the city for the coming years. Its bourhoods, social improvement, relations Considering the quality of mobility, of improving the second urban ring (1.2.1), institutional stand in one of the annual Governance: action that, of necessity, action is scheduled for the short term between facilities, etc.) and criteria and transport and of itineraries as a principal which must be used to expand wal- editions of the Fira de l’Ascensió). can only progress with cooperation bet- (coverage of the railway) and its budget bases for the construction projects will be element of the quality of urban life. The king areas and improve the connection ween the public and private sectors and has been approved. Advantage must be established. The corresponding municipal continuity of the urban landscape is an between the centre of the city via the Actors (institutions and bodies multi-level government. taken of this circumstance to jointly plan technicians will be responsible for super- important factor of citizen integration. Torras Villà park and Avinguda del Parc, most involved in the execution of Creativity: opportunity to develop creati- this area of the city. vising and monitoring the projects. Civic commitment: diversity makes and with the newly developed urban area the project): Granollers City Council, vity by innovating in urban organization exchange possible and requires a mini- around the new judicial building. All this Ministry of Public Works, ADIF, Catalan of this important new area of the city. Values: this project is related to the fo- mum of common guidelines that make major urban transformation must create Government, as well as other owners and Coexistence: this action must reinforce 1.3.3. Development of the llowing reference values of the Granollers coexistence possible. Exchange and civic new polarity in the urban area of the city, developers. the educational strategy of Granollers, Granollers Urban Mobility strategic plan: behaviour are expressed in public space which allows it to become more attractive which will be provided with a new, and with a better quality of life for its Plan and Adaptation of the Governance: action that must advance and require it. Public spaces are the best Consultation with experts or or- attractive, save and high-quality public General Guidelines to the with cooperation between the public and indicator or thermometer of the civic inhabitants. ganizations: space. private sectors and with citizen participa- health of a city. Civic commitment must • Technical specialists working on terri- Competitiveness: capable of successfu- Conurbation tion in accordance with models that are be promoted by facilitating Citizen par- Lines of action: the project from torial planning for the plans to transfer lly facing the future by creating a new being executed, such as the Fem un Jardi ticipation in all projects for transforming creating this new pole in the city has the goods station. pole that aids economic development General objective: turn the city into a programme on creating public spaces. the city. four clear stages of development, which • Technical specialists in commercial and improves connectivity in public quality urban space. Creativity: opportunity to develop creati- will be linked to the major lines of strategy. transport as a first step to facilitating vity by innovating in urban organization Relation to and impact on other action. • Technical specialists in drafting the commercial and tourist attractiveness. Strategy: sustainability and quality of and in providing quality elements. projects of the strategic plan: it is planning for the La Bòbila SRA. This allows us to improve the network the environment. Coexistence: the city is understood as the closely related to projects 1.2.2. Creation 1. Coverage of the railway lines. • Granollers Urban Development Advi- connection of Granollers. systems, networks or groups of elements of a new pole in the city by covering the 2. Urbanisation of the new spaces that sory Board. Social cohesion: take advantage of the Description: we must move toward easy (whether streets and squares or commu- train tracks, moving the goods station result from the above covering works, situation to facilitate the transversal and sustainable mobility that decongests nication infrastructure) that allow traffic and re-urbanizing the surroundings, 1.2.3. linked to the development of urban Degree of development of the connectivity of the city. Progress in total traffic inside the urban area and facilitates and meeting, the order each area of the Adaptation of the basic services to the fu- sectors 110 a and 110b of the Grano- project: the first phase, the covering of accessibility to the city for all people. connection with the Barcelona metropo- city and give it meaning, that are the phy- ture needs of the city, 1.3.3. Development llers POUM. the railway line, has the project drafted Territorial cohesion: the action will make litan area and the neighbouring counties. sical area of collective expression and of of the Granollers Urban Mobility Plan 3. Transfer of the goods station and free- and is pending specification and part it possible to reduce territorial imbalan- The development of the Granollers urban social and cultural diversity. The city is the and adaptation of the general guidelines ing-up of land. of the funding in order to tender the ces. The transfer of the goods station mobility plan must allow for the improve- result of the relations that take place in it to the conurbation, and 3.3.4. Citizen 4. The development of the Special Re- works, with a schedule of three years for ensures improved quality of life and ment of mobility (organization, rationali- and, in this regard, rethinking the spaces participation in large and small projects sidential Area (SRA) of development completion. sustainability. zation, speed and signage) and recovery of where these relations have a public and for transforming the city. sector 129 of the Granollers POUM. Civic commitment: it is essential to spaces for pedestrians. The ring road, the social dimension and are visualised most Following that will be the urban deve- facilitate the participation of the citizens planned side lanes beside the motorway clearly, makes it possible to enhance the Justification: this is an essential The availability of new land in this lopment of the new spaces generated by in this action, since it is wide-ranging and the different measures scheduled in Civic character and general use of these project for objective 1 of the strategic new central area can provide us with the covering process, by means of imple- and is one of the principal projects for this plan (car parks plan, hierarchy of road, public spaces so that everyone can make plan - turning the city into a quality urban the opportunity to locate other projects mentation of the PMU-110-A and 110-B. transforming the city - one of those that traffic calming area, urban public transport

190 191 Document of first action commitments | Projects Prioritized in the First Phase of Execution of the Strategic Plan

services plan, promotion of the use of tainable mobility, road safety, industrial must, essentially, be a place for meeting Strategy: coordination and relational and with the participation of other cooperation, the following may also be bicycles) will make it possible to reduce estates, goods distribution. and interrelation between people. Mobi- leadership as the backbone of the territory. municipalities of the Vallès Oriental established: vehicle traffic and its high environmental lity in the public space must respond this county. • Quantitative indicators (number of impact, and to increase road safety by mo- Actors (institutions and bodies objective and to territorial cohesion and Description: in the process of drafting • Analysis of similar experiences of inter- meetings, attendees, decisions taken, ving toward sustainable mobility adapted most involved in the execution of sustainability in order to reduce territorial the 2nd Granollers Strategic Plan, an Inter- municipal cooperation in Catalonia or joint actions carried out, etc.). to the diversity of the population. the project): the institutions most invol- imbalances, guarantee equal opportuni- municipal Council was set up to debate outside of Catalonia. • Qualitative indicators (level of satis- ved in executing the project are the mu- ties and ensure viability over time, as a the future strategies of the conurbation faction of the members of this council These general guidelines of the Gra- nicipal councils of Granollers, Canovelles, commitment to future generations. made up of Granollers, Canovelles, Les Actors (institutions and bodies and of other agents involved in this nollers urban mobility plan should be Les Franqueses del Vallès and La Roca del Franqueses and La Roca del Vallès. This In- most involved in the execution of process). shared with the conurbation made up Vallès. Also involved are public passenger Relation to and impact on other termunicipal Council requires continuity to the project): Granollers City Coun- of the municipalities of Canovelles, Les transport companies, public car parks and projects of the strategic plan: this implement the plan and to make it a per- cil, Canovelles Municipal Council, les Values: the creation and functioning Franqueses del Vallès and La Roca del control of parking in blue zones. project is very closely related to the other manent platform with the aim of reaching Franqueses Municipal Council, la Roca of the Intermunicipal Council is related Vallès. In the permanent Intermunicipal priority projects in the area of Territory: agreements on joint strategic projects in Municipal Council, Vallès Oriental County to the following reference values of the Council (1.4.1), all four municipalities Consultation with experts or 1.2.1. Comprehensive improvement of the the conurbation, and global territorial ma- Council. Granollers strategic plan: must agree to joint measures to advan- organizations: Group of Municipa- public spaces of the second urban ring tters that affect all four municipalities, with • Governance: the need to work together ce in this direction: facilitating travel lities with Urban Transport, Barcelona and 1.2.2. Creation of a new pole in the city the aim of gaining consensus to achieve Consultation with experts or on all those projects that require the within the conurbation and contributing Provincial Government, departments of by covering the train tracks, moving the a joint position on the place of the city in organizations: Technical Office of involvement of the neighbouring mu- to traffic calming by, for example, a bus each municipality that deal with matters goods station and re-urbanizing the su- the county and the metropolitan region, Strategies for Economic Development nicipalities and to listen to the opinions plan that increases integration, as well of mobility, and specialist companies. rroundings, and also with the two projects which will make it more attractive and give (Barcelona Provincial Government) of all those involved in order to agree as other matters of internal and external related to the openness and accessibility of it a reference role as an important pole of what we do based on requirements. mobility of the conurbation. The perma- Degree of development of the the city: 1.1.1. Development and improve- the metropolitan arc. The Intermunicipal Degree of development of the pro- • Creativity: opportunity to innovate in nent Intermunicipal Council must also project: the city never stops, there are ment of transport infrastructures and 1.1.2. Council should be led by the four mayors ject: to start the process of drafting the inter-municipal relations and in joint ensure control of air quality, reduction of constantly works, repairs and opportunities Development of interurban public trans- of the municipalities of the conurbation, 2nd Granollers Strategic Plan, and Inter- decision-making. greenhouse gases and reduction of noise for action in progress. Since the approval port, and with the sustainability and quality to be able to establish the creation of diffe- municipal Council was created made up • Coexistence: inter-municipal coopera- pollution, with the objectives and measu- of the Granollers urban mobility plan (June of the environment: 1.3.4. Controlling and rent technical committees, professionals of representatives of the municipalities tion is a first step to achieving impro- res established in the urban mobility plan 2009), an effort has been made to ensure improving the environmental quality of the and representatives of the private sector, in of Granollers, Canovelles, les Franqueses ved institutional coexistence among and the local Agenda 21. that the works or projects carried out in city, for which more indirect monitoring is order to develop the established objectives. and la Roca, which has held meetings the four municipalities. Improved co- Granollers follow the criteria of the mobili- proposed. It is also an essential project for Based on this structure, it will be necessary on two levels: 1) the political level, with existence must be one of the objectives Lines of action: the major pillars on ty plan. Thus, footpaths have been widened promoting joint actions with the other mu- to develop formulas for cooperation with periodic meetings of the four mayors of the cooperation. which the development of the project will (Minetes, València, Verge de Núria, etc.) and nicipalities of the conurbation by means of the other neighbouring municipalities. with the director of the Granollers stra- • Competitiveness: inter-municipal be based are the following: single-lane street have increased by 15,000 the permanent Intermunicipal Council for tegic plan, and 2) the technical level, with cooperation will improve positioning 1. Pedestrians: creation of pleasant, safe m2 to facilitate pedestrian traffic. In rela- the development of joint strategic projects Lines of action: periodic meetings of municipal technical and competitiveness as municipalities, itineraries that are accessible from tion to vehicle traffic, the hierarchy of diffe- in the conurbation (1.4.1). 1) Analysis and prioritisation of the areas experts delegated by each mayor with which will help to visualise both the anywhere in the city. rent roads around the historic centre has in which inter-municipal cooperation is the director of the strategic plan. The capital of the county and the municipa- 2. Circulation of vehicles: hierarchy of been reordered with the creation of streets Justification: mobility is one of the most practicable, depending on the po- objective of the meetings was to provide lities of the conurbation. roads - 20% for vehicle priority and that are completely cut off to traffic, streets concerns most frequently stressed by the tential of each municipality, legislation, information on the entire process and to • Social and territorial cohesion: there is 80% for different priority roads (30 with restricted traffic and 30 zones. Some citizens of Granollers: parking (24.5%) and prior experience of joint work, expected jointly review all the projects that have a physical continuity of the four muni- zones, inverted priority, pedestrian sections of the old road have been conver- traffic (31.5%) are the two main problems results, social demand, other successful been proposed in order to include them cipalities which must also be reflected zones, etc.). ted into interior streets with parking spaces of Granollers according to the survey cases, etc, both between municipali- in the strategic plan, especially those in what we do and how we do it. The 3. Vehicle parking: creation of a range for cars, motorbikes and bicycles, loading of the provincial government; similarly, ties that make up the conurbation of projects that involved supra-municipal transformation projects driven by this of parking options in accordance with and unloading and containers. With regard parking (33.1%) and mobility (26.3%) are Granollers and with other bordering cooperation. These projects included the Intermunicipal Council must have a the estimated demand, depending on to parking, the free parking space on the the two main nuisances of Granollers municipalities. possibility of creating a permanent Inter- very direct effect on the welfare and whether the users are a) residents or b) other side of the river has been consoli- according to this citizen survey of the municipal Council for the Development quality of life of the people who live in from outside (long-term, medium-term dated as an alternative to parking inside strategic plan. Improving mobility and 2) Monitoring and promotion of the of Strategic Projects Common to the Co- these municipalities and must also, the- and short-term). the urban centre. Urban public transport recovering space for pedestrians is one projects defined in the 2nd Granollers nurbation, which would provide continui- refore, affect their social and territorial 4. Public transport: coverage of the entire connects the nearest neighbourhoods of all of the projects deemed to be of highest Strategic Plan, which involve coopera- ty to the existing Intermunicipal Council cohesion. territory of the conurbation in order to the municipalities of the conurbation. priority (67% of responses in the citizen tion between the four municipalities of and adapted to the executive phase of the • Civic commitment: the Intermunicipal complete the pending itineraries with survey, the most highly prioritised of the the conurbation. strategic plan. Council must improve the channels of increasingly shorter frequencies. Control and monitoring: the Gra- projects related to the territory). communication between the municipal 5. Bicycles: make bicycles a more com- nollers Urban mobility plan establishes 3) Knowledge transfer: one of the objec- Control and monitoring: the task of governments and must also take into mon means of transport through the a system of indicators of safe mobility, tives of the Intermunicipal Council will the Intermunicipal Council is essentially account the opinions of the citizens city by providing a) safety on the routes sustainable mobility, equal mobility, 1.4.1. Permanent Intermunicipal be to share knowledge and experience based on the relations of trust between when developing any future project. and b) safe parking options. efficient mobility and environmental indi- Council for the and extract lessons that can be applied the political representatives of each cators that make it possible to evaluate its Development of Strategic to each of the territories. of the municipalities, which will retain Relation to and impact on other Proposals for specific activities development. Projects Common to the complete autonomy in decision-making. projects of the strategic plan: the or actions: the Granollers urban mo- Conurbation Proposals for specific activities The council of mayors will decide on and Intermunicipal Council is essential for bility plan contains 36 files with specific Values: this project is very closely related or actions: have control of the technical teams that developing many projects of the strategic proposals for intervention, grouped into to reference values of the Granollers stra- General objective: turn the city into a • Conferences for exchanging experien- are created to carry out any joint project. plan that require coordination and agree- different subject blocs: environment, sus- tegic plan, such as coexistence, as the city quality urban space. ces between the four municipalities In order to evaluate inter-municipal ments between the municipalities of the

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conurbation. These projects include the this cooperation between the municipa- Area 2. Economic Development following: 1.3.1. Planning of energy in- lities is effective, it will be necessary to frastructure and efficient management of build technical teams to materialise this waste, water and energy in coordination cooperation with clearly defined skills. with the municipalities of the conurba- Whereas the meetings of the council of 2.1.2. Promotion of Innovative and have the aim of developing ICTs (such and the range of services provided by tion; 1.3.2. Conservation of natural spaces mayors will require a more or less regular Business Activity as the Catalunya 4.0 project) and, from the business organisations. of the conurbation and connectivity with schedule of meetings, with extraordina- the CTUG, specialist training should be others in the county; 1.3.3. Development ry sessions when required, the creation General objective: make innovation promoted that specializes in recycling and 2. Promotion of innovation in the indus- of the Granollers urban mobility plan and of technical teams must be flexible and and human capital the basis of develop- adapting ICTs, specifically, in the education try, particularly in those sectors identified adaptation of the general guidelines to based on specific projects. ment. community. as emerging. These include the agro food the conurbation; 1.4.2. Articulation of a sector (2.2.3), businesses related to habitat common position with the municipali- Inter-municipal cooperation must con- Strategy: enterprise and industry com- Lines of action: (2.2.4), and those related to health (2.2.1 ties of the metropolitan arc on projects tribute to the following: petitiveness. 1. Creation of the Can Muntanyola and 2.2.2), renewable energy and energy to manage mobility, territory and large a) Optimisation of scarce existing resour- Advanced Services Centre. This is one of efficiency, which are expected to have infrastructure; 2.1.1. Comprehensive im- ces. Description: the public authorities the most important actions scheduled in tremendous potential innovation. provement of telecommunications infras- b) Improvement of the response to exis- must be proactive in supporting innovati- the framework of this project, which must tructure; 2.3.2. Positioning of Granollers ting needs. ve business activity but it is also essential develop four lines of work: 3. Encouragement of entrepreneurship: as capital of a highly attractive county; c) Greater flexibility when providing res- for business organizations linked to the a) A centre specialising in research and consolidating a network of resources 3.2.2. Joint action of the conurbation on ponses. territory to participate and necessary to innovation in the area of cooperation (technical, financial, etc.) to support groups at risk of social exclusion. d) Adaptation to the complexity of the achieve consolidation of the business between the public and private sectors. the creation of businesses among the current needs of the municipalities. cooperation networks and for committed An annual programme of action must different public and private agents of the Justification: the importance of this people to lead transformational projects. be defined with this objective, which territory, which begins by incorporating project lies in the fact that it is essential may consist of scheduling periodic lec- the entrepreneurial spirit in the phase of for developing all those that require the One of these initiatives is the creation tures on this topic, intensive seminars, compulsory education. involvement of the neighbouring munici- of the Can Muntanyola Advanced Servi- training actions, exchange conferences, palities and that it can become an instru- ces Centre, promoted by Granollers City bibliography, bank of best practices or 4. Promoting higher education linked to ment of democratic governments, one of Council and the Vallès Oriental delega- other appropriate actions. the territory and developing vocational the reference values of Granollers as an tion of the Chamber of Commerce, which b) A reference centre in innovation in studies in coordination with companies in educational city. Inter-municipal coopera- must be a key project in activating the te- business management. An annual pro- the county. Working in line with projects tion will increasingly be a requirement for rritorial innovation system and facilitating gramme of activities with this objective 4.1.2 and 4.1.3 of the strategic plan in order developing future projects, particularly an environment of competitiveness that must be defined, which may consist to improve the connection between voca- taking into account the budget restrictio- promotes strategic change in companies of stable and specialised educational tional studies and the needs of businesses ns that will be imposed due to the eco- toward activities that generate more activity, reflection and inter-business and to provide a range of University stu- nomic climate; thus the existence of this added value. This centre must specialize cooperation sessions, tailored training, dies aimed at improving competitiveness body may be an opportunity to advance in generating and transferring knowledge exhibition of successful experien- of companies by means of agreements in inter-territorial management. The on innovation in management between ces, knowledge-transfer actions, new with universities and other agents. urgency for implementing this project activities such as encouraging entre- formulas for supporting temporary is due to the fact that the body created preneurship and support for business accommodation, business growth or Proposals for specific activities needs to be used during the process of internationalization. It is also necessary to acceleration, publications or other or actions: developing the strategic plan in order promote commerce studies, taking into appropriate actions. • Working and reflection groups to provide continuity to this platform account the weight of the commercial c) Annual scheduling of quality training throughout 2011, coordinated by the for collaboration with the neighbouring sector and the future commitment to its courses aimed at managers of micro- monitoring committee provided for by municipalities. Despite the objective obs- development (2.3.1). enterprises and small and medium-si- the framework agreement between the tacles to joint planning between the four zed enterprises in the territory, defined Council and the Chamber of Commer- municipalities and implementing specific In connection with this new centre, it is based on specific demand of these ce, in order to develop the content of actions, the opportunity cost in the event necessary to promote the Granollers Te- enterprises and design and coordina- Can Muntanyola. of not giving this project priority would chnological and University Centre (CTUG) tion with the current programs of the be very high and could make it more as an agent for business and technological business organisations in their agree- • Defining a line of training on the use difficult to implement it in a later stage of development, aligned with third-level stu- ments with business schools. of ICT in SMEs in order to improve the process of carrying out the strategic dies that are developed as a priority (4.1.3). d) A service of information, advice and ad- productivity with a specialised univer- plan. Furthermore, implementing the The creation of the Telefónica Corporate ministrative procedures for companies, sity course that would be the basis of Intermunicipal Council will strengthen University in the Bell-lloc centre in La Roca based on the principles of simplifica- the future postgraduate programme in the position of Granollers as the capital could have a major impact on the territory tion, digitalisation and comprehensive iProductivity. of the county. as a contact point with a potential node for focusing of the productive activity of producing and transferring knowledge and the company. In the initial stage, it will Actors (institutions and bodies Observations: as well as the inter-mu- advanced technologies to industrial and be necessary to coordinate the services most involved in the execution of nicipal council of mayors, which is the service activities. Action proposals should between the Chamber of Commerce the project): body the channel’s political decisions to be put forward that arise from collabora- and the City Council and, subsequently, Granollers City Council, Granollers carry out shared projects and ensures that tion between the public and private sectors with other levels of the administration Market, Granollers Technology and

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University Centre, Barcelona Chamber Values: this project is closely related Centre is destined to be one of the major could also encourage development of the the effectiveness of interventions of technologies to human functions, and of Commerce, Unió Empresarial Inter- to the following reference values of the cooperation projects between the City activity sector linked to health care (2.2.2). the healthcare and social systems in businesses interested in providing sectorial del Vallès Oriental, Granollers Granollers strategic plan: Council and the business organisations in residential care. investment capital. Delegation of PIMEC, Vallès Oriental Governance: this project can only the territory (delegation of the Cham- Lines of action: the project focuses • Later on, when the project is well- Federation of Business Associations, be successfully carried out through ber of Commerce). In coordination with on implementing processes of tech- 4. Design, utility and usability tests, and defined, there will be initiatives such Unió General de Treballadors del Vallès cooperation between the public and this new Advanced Services Centre, the nological innovation and development production of new products to improve as the creation of some kind of City Oriental, Comissions Obreres del Vallès private sectors. promotion of the CTUG may be ano- of new technological support services personal autonomy and the effecti- of Granollers prize for entrepreneurs Oriental-Maresme, universities. Creativity: contributing to developing ther key piece for the enhancement and applied to daily life of people, in the field veness of the healthcare and social (professionals, institutions, companies) creative and innovative formulas for transfer of knowledge and of advanced of disability and ageing, characterised by services. who present projects in this line. Consultation with experts or or- managing businesses and defining an technologies, in connection with higher usability and acceptability by the target ganizations: original range of services adapted to education. It is therefore an opportunity groups. Design, development, produc- 5. Strategies to search for technological Actors (institutions and bodies • Experts in local economic promotion of the demands of the businesses in the to reposition this municipal facility. It is a tion and sales must clearly be based on a partners, donors and sponsors, and most involved in the execution of Barcelona Provincial Government, the territory. key project for encouraging entrepreneu- thorough knowledge arising from basic, promotional strategies and strategies the project): Catalan Government, university and Competitiveness: understood as a formu- rship, competitiveness, innovation and clinical and epidemiological research. It to make the products profitable. This Implementing partners: Granollers City business organisations. la for guaranteeing and progressing in internationalisation of businesses, which will also be necessary to roll out two lines includes the creation of a fundraising Council, due to its proactive policies in • Manresa ICT Applications Centre (CA- territorial sustainability. are essential objectives for the economic of research: one aimed at studying the unit dedicated to seeking out financial the field of people with disabilities and TIC). development of the city. It is an essential needs of particular groups with the de- resources by identifying donors and the elderly, and Fundació Hospital Asil • Microsoft Productivity Innovation Cen- Relation to and impact on other project for the generation and transfer of velopment of new products and another sponsors, following the type of model de Granollers, due to its tradition and tre projects of the strategic plan: knowledge and, therefore, for the objecti- aimed at evaluating the impact of the use used in the US. expertise in the field of geriatric and this project will be essential for the ve of Granollers as an educational city. of these products on the quality of life of residential care. Degree of development of the development of the industrial sector the users. These research lines must be Proposals for specific activities Other potential partners: the Catalan project: the Can Muntanyola facility (2.1.3. Increasing the competitiveness of rolled out before the new products are or actions: Health Institute, due to its interest in began construction in October 2010 and production areas) and may contribute 2.2.1. Creation of a Centre of sold. We can therefore define five major • Creation of a group to implement this community health care, other specia- is scheduled to be completed in January to energising the commercial sector Excellence in Advanced lines of action: project with citizens, healthcare profes- list healthcare providers (Benito Menni 2012. The plenary council meeting of (2.3.1. Stimulation of proximity trade as a Technologies in Services sionals and social services professio- Mental Health Services, Child and Youth September 2010 approved the framework distinctive brand of the city). The project for the Elderly and 1. Study of the needs of the target groups nals, and experts in technology (profes- Mental Health Centre). From the social cooperation agreement with the Barcelo- will be connected to a greater presence (the elderly and/or people with disabi- sionals and businesses in the territory) perspective, the Vallès Oriental County na Chamber of Commerce. of higher education in the city by means Dependent Persons lities, with or without dependence, with and preparation of a conference for Council could provide a broader territo- In recent years, Granollers Market has of the Advanced Services Centre for functional limitations in learning pro- strategic reflection with the interven- rial perspective on the project. consolidated a consulting service for the the companies in Can Muntanyola and General objective: make innovation cesses, cognitive processes, emotional tion of all or some of the actors invol- University Institutions: some of those creation of businesses, in collaboration the CTUG (4.1.3. Promoting university and human capital the basis of develop- processes, communicational processes ved, as well as reference figures, with currently envisaged are the following with the INICIA program of the Catalan studies and applied research in the city ment. and relational processes). presentations of innovative experiences although, as detailed in the observation Government, which advises approximate- as a strategy for attracting talent and that highlight the interest of the city in section, a selection should be made after ly 100 entrepreneurs every year. knowledge), and with the development Strategy: boost for the economic sec- 2. Identification of the different lines these topics, in order to progress in the the environment has been analysed: In 2010, work began on energising the of professional studies (4.1.2. Developing tors identified as emerging sectors. of research, innovation and develop- definition and viability of the project. • Fundació Institut Català de food industry and habitat as a cluster by vocational studies in coordination with ment, both national and international, Collaboration with TicSalut would help l’Envelliment, due to its reference means of visits and organising business companies in the county). Encouraging Description: the sector linked to health relating to the selected areas, as well provide information on the successful role in research into gerontology and meetings. innovation in industry will be particularly has a fundamental role to play in the pro- as similar national and foreign centres experiences in Catalonia and the rest of dependence in Catalonia. aimed at those sectors identified as emer- duction of knowledge. By taking advanta- of excellence in order to select active the world. • Technical University of Catalonia, as Control and monitoring: the Can ging sectors in the territory, such as the ge of the existence of the Fundació Hos- research projects to join as partners in • Creation of a small operating group to a partner due to the development of Muntanyola project has established a agro-food industry (2.2.3. Strengthening pital-Asil of Granollers and its traditional the initial phase, and to initiate them, draw up the master plan of the project new technological products providing schedule for carrying out the works and, the agro-food sector), Companies relating specialization in geriatric care, experience lead them and coordinate them in a and to manage its development from support to human functions, due to its at the same time, work should be carried to habitat (2.2.4. Stimulation of the sector in postgraduate training, collaboration second phase. physical location and with the basic in- proven experience in associations of out on institutional communication of businesses related to habitat), and that with different universities and the recent frastructure of management personnel. this type in Catalonia. regarding the range of services. of health (2.2.1. Creation of a Centre of agreement to become a university hos- 3. Design of innovative technological • Creation of benchmarking activities to • As a local partner, and within Grano- In 2010 Granollers City Council set Excellence in Advanced Technologies in pital with the International University of products and services based on the learn about related successful expe- llers City Council, the Granollers Tech- up a working committee with the Vallès Services for the Elderly and Dependent Catalonia, it will be possible to achieve new technologies: support technolo- riences (Fundació Matia, TecnoCampus nology and University Centre (CTUG), Oriental County Council and ACC10 Persons; 2.2.2 Development of the activity the creation in Granollers of a centre of gies and ICT, including alternative and Mataró, living labs, citizen laboratories with the functions of implementing (Catalan Government) to define strategy sector linked to health care). excellence in advances technologies and augmented communication systems for implementing innovative initiatives new technologies among the citizens in coordinate the work for energising services for the elderly, disability and (SAAC), demotic technologies applied in ICT-based services), the model for and contracting partners and university the clusters of the food industry and Justification: this is a project aimed at dependence care, and innovation in social to the home, technologies for adapting which is Citilab in Cornellà and taking training initiatives. habitat as priority sectors of the future providing a response to objective 2. Make services. This centre could form part of a the urban environment to the func- into account the potential role of the • The Augmented Communication Tech- territorial system of innovation in Vallès innovation and human capital the basis health care park with specialities ranging tional diversity of people (design for Granollers Technology and University niques Unit (UTAC) of the Department Oriental. of development, Which reinforces the from geriatric care and services linked to all), virtual accompaniment services Centre (CTUG). of Psychology of the University of Bar- Granollers Market has a battery of industrial presence in the city, compe- dependency, which develops technology- for people in situations of dependency • Creation of the necessary strategic celona, as an expert in communication indicators on the activity of encouraging titiveness and internationalisation, and transfer projects that could include the (lack of specialist resources, long-term alliances with research institutions, systems for people with motor disabili- entrepreneurship, in accordance with the will have a considerable impact on the development of specialist higher studies illnesses, architectural barriers, etc.), both the University and technologi- ties and communication disabilities. standard criteria of the Department of economic development of Granollers. and international masters’ programmes By working with a computer progra- cal, innovative businesses in the ICT - The Mataró Maresme Tecnocampus, Labour of the Catalan Government. The Can Muntanyola Advanced Services related to biomedicine (4.1.3). This centre mmer, and the use of ICT to improve sector, businesses producing support which carries out activities related to

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the objectives and contents of this • Since December 2007, Granollers City to the internal generation of creativity Partnership formulas with the Univer- Area 3. Public Welfare and Social Cohesion project and which has an agreement Council has had the Sirius Centre for and talent and the attraction of foreign sity of Barcelona could also be studied, with Granollers City Council to carry Personal Autonomy, who services inclu- experts and professionals in the sector to specifically the UTAC, given its expertise out joint activities. de information and advice on support the city; the skills for producing, dissemi- in alternative and augmented communi- technologies and technologies for nating and appropriating knowledge for cation systems and its strategic position 3.1.2. Adapting Public Health this project and reinforce the institution Possible technological partners: adapting to the environment, aimed at all citizens in equal measure; competiti- due to the direct relationship with the Care Services to the as a leader. The location of the hospital • Fundació TicSalut, as a public agent people with disabilities, with or without veness for economic and technological Departments of Social Action and Citizen Growing Needs of the for activities linked to applied research for promoting and supporting the dependents, which, in its three years of development of the business fabric, Affairs and Education of the Catalan Population in geriatrics and the autonomy of the innovative initiatives in the field of ICT life, has provided service to more than generation of stable, quality employment, Government. elderly (2.2.1) should be another piece of this project. in health care. 1500 people with disabilities. and projection on the international stage; General objective: grow the social • Fundació I2Cat, as a partner for the • The Consortium of Services for the social cohesion as an objective of the city capital of the city through diversity. development of new technological pro- People of Granollers was constituted to be achieved by means of considera- To achieve maximum efficiency, it will be necessary to make intensive use of the ducts in the market in the field of ICT. in December 2008, made up to date of tion and respect for human diversity and Strategy: comprehensive health care new communication technologies, with • Some important suppliers from the Granollers City Council and Funda- equal opportunity for all people. strategy. telecommunications sector, such as ció Bertran de Seva de la Fundació highly innovative technological solutions, and a fundamental task of prevention Telefonica or Vodafone. Hospital Asil de Granollers, aimed at Relation to and impact on other Description: our society is ageing as and education, in order to promote the • Collaboration with the Barcelona operating in the area of residential care projects of the strategic plan: the a result of improved living conditions correct use of these services. Chamber of Commerce for the po- and in disability and dependency, which development of this project will have a in recent decades and of the resulting tential mediation of this organisation is currently in the phase of identifying large impact on the promotion of the increase in life expectancy. This situation Lines of action: in identifying industrial development its range of services; these will include health-related sector (2.2.2. Development has different connotations, which can be 1. Growth and structural remodelling to partners. the following: of the activity sector linked to health care; summarized as follows: the increase in adapt the health care services to demo- • Financial institutions potentially a) Support for training basic profes- 3.1.2. Adapting public health care services the population, which, thanks to advances graphic growth and population ageing. interested in initiatives in this area, sionals in the dependency sector, as to the growing needs of the population); in medicine, is living linger, despite living This line, which involves seeking the which might sponsor at least the initial well as informal carers. 2.1.2. Promotion of innovative business with chronic diseases and functional limi- complicity of the health care authorities promotion activities of the project. “la b) Use of ICT in identifying cases and activity, and also by promoting knowled- tations; the need to adapt health and social to make this project consistent with the Caixa” would appear to be an appro- in coordination between health care ge attracting talent (4.1.3. Promoting services to the new paradigm, in order to general criteria of planning and funding, priate agent given its involvement in and social agents. university studies and applied research in deal with individual situations in which includes the following: social initiatives in the area of disability c) Control of the management of the city as a strategy for attracting talent healthcare and social needs converge and a) Effectively implementing the new fa- and ageing, especially in the promotion social facilities and services. and knowledge). overlap, and the growing subjective va- cilities scheduled for the area of specia- of the use of new technologies by the d) Creation and management of a luation of health as a substantial element list care: complementary hospital in the elderly. local observatory on vulnerability Justification: becoming a reference city of welfare and the quality of life brought city centre and a new hospital complex associated with age, disability and in care of the elderly and people with im- about by a positive change in life habits. Consultation with experts or or- dependency. paired autonomy by encouraging research that will include several specialist men- tal-health facilities. ganizations: José Javier Yanguas, direc- and the location of companies in the sector The public services must meet the new b) Reorganizing the spaces of the Fun- tor of the Matia Institute of Gerontology Control and monitoring: The follo- is one of the projects most highly rated by demand by means of an increase that is dació Hospital Asil de Granollers freed (INGEMA) and Unitat MATIA INNOVA wing must be evaluated: the citizens of Granollers. This is an ambi- adapted to needs, the creation of new up as a result of the construction work (Sant Sebastià). • Initially, the level of adhesion to the tious project of uncertain viability, but we formulas for coordinating residential care mentioned in a). Conversion of Building Dr. Antoni Salvà, director of the Catalan project by all the institutions involved should explore the possibility of carrying with preventive aims and improving its C into a residential-care building and Ageing Institute Foundation. (particularly the different prelimi- it out because it will have positive externa- effectiveness and efficiency, and rein- the subsequent extension of the Adolfo Dr. Ricardo Moragas. Universitat de Bar- nary agreements of the institutions lities for the entire health care sector and forcing health-promotion interventions, Montañá Riera Geriatric Centre, which celona. Expert in social gerontology, with individually, ensuring that there are no will position the city on care of disabilities, particularly those relating to physical will be better adapted to the times and national and international projects. problems or areas of duplication). dependency and innovation in social ser- exercise and healthy eating. Joan Guanyabens, secretary of Strategy • Capital contributions, infrastructure or vices. The urgency of the project lies in the the care requirements of geriatric pa- tients and the dependent elderly. and Coordination of the Department of know-how, that might be provided by fact that it is highly complex, the start of There is currently a mismatch between c) Implementing the creation of a fifth Health and CEO of the Agency for the the different partners. the initial phase of definition of the project supply and demand for health care servi- basic health care area in Granollers. Evaluation of Medical Technology and • Establishment of quality indicators and and the creation of complicity between the ce, which has been created by processes d) Creating, in collaboration with the mu- Research. indicators of returns on investment and main actors should not be delayed, in order of demographic growth and ageing of nicipal social services, adapted trans- Centre for Technological Studies for the fulfilment of objectives. to achieve results in the medium term. the population. This situation must be port services to facilitate accessibility Care of Dependence and Autonomous • Applicability and social utility of all the met with decisive action to extend and to the health care services for patients Lifestyle, Vilanova i la Geltrú innovative lines and actions. Observations: in the short term, the improve the health care services, both in with restricted mobility. Fundació Pasqual Maragall (methodo- • Economic and social viability and bene- possibility of implementing a project primary care centres and in specialist care e) Potentiating existing alternatives to logy for seeking donors and sponsors). fits and visibility of each of the actions. like this involves not so much trying to facilities. • Appropriate dissemination of the resul- reproduce existing models as seeking hospitalization in the area of geriatrics and residential care in order to prevent Degree of development of the ts of the innovation actions. alliances with the existing projects in Ma- The planned expansion of the Grano- unnecessary occupation of the emer- project: some actions with points of taró (Mataró University Technical School, llers general hospital, with the creation gency services. convergence with this project have been Values: the project is related to several Fundació TicSalut and the Mataró Health of a new hospital and new buildings and carried out, which may help to define of the reference values of the Granollers Care Consortium) and in Vic (University services, with the parallel construction 2. Improvement of coordination between the lines of action of the future centre of strategic plan. Creativity as the basis of Vic, Vic General Hospital, Hospital de of a new adjacent hospital to provide care agents and levels: excellence: of an innovative city that is committed la Santa Creu). psychiatric care, must be a key element of

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a) Increasing complementarity between a) Implementing virtual environments Actors (institutions and bodies This increase will be manifested by the 3.2.3. Adapting the Range of 2. Measurement of welfare in the city by the residential-care sector and the of spontaneous or scheduled con- most involved in the execution attraction of talent deriving from the Social Care Services to New means of different types of indicators. social sector. tact between patients and profes- of the project): in order to imple- creation of new specialist resources, and Needs This line includes the creation of the b) Reviewing the residential places availa- sionals and personalised messaging ment this project, the participation of educational activities aimed at impro- social Observatory to act as a barometer ble in the county in order to re-assess systems. representatives of the different care ving self-management of health by the of the state of the city, with the following the principal shortcomings in the social b) Advancing in the definition and use of areas in our territory is essential. The population. This will lead to an increase General objective: grow the social indicators: sector. the shared clinical records, including organisation’s most involved include in shared responsibility of the citizens, capital of the city through diversity. • Welfare (according to the agreed c) Protocolizing and managing in a the personal health file that makes the following: Catalan Health Institute, understood not as simple users of the definition), obtained by consulting the coordinated manner cases of patients it possible to incorporate personal Catalan Health Service, Fundació Hos- health care services but his healthcare Strategy: social inclusion. citizens (representative surveys aimed with multiple chronic illnesses, resul- information accessible to the citizens pital Asil de Granollers, Granollers City agents, and an alliance will be generated at measuring the citizens perception of ting functional limitations and social and for citizens to be able to carry out Council, Benito Menni Mental Health between citizens as skilled carers and Description: the new Catalan law on welfare in different dimensions). problems, who are often geriatric certain personalised procedures. It is Services, Residència Fundació Antònia the final specialist. This will improve co- social services introduces the guaran- • Social exclusion, available to the City patients. necessary to explore and interrogate Roura. existence and social cohesion, which will tee of this compliance with the rights Council and social-initiative organi- d) Establishing a coordinated system of the healthcare databases from a com- also increase by facilitating access to of people by the public authorities, in a sations. health care education aimed at family prehensive perspective, of the system, Consultation with experts basic health care services for all people. binding obligation for local government. members and carers of patients and and analyse the processes from the or organizations: TicSalut, The project will encourage creativity In this new context, it is necessary to 3. Creation of a social Council in the city dependent persons to provide them perspective of the individual experience organisations and bodies or derived from the innovative initiatives establish long-term planning of munici- with citizen representation, representa- with the skills to evaluate patients pe- of the patient who makes concatenated administrations with highly integrated that seek greater effectiveness based pal action that is based on universal and tion of social organisations and agents riodically and correctly and to provide and/or simultaneous use of the services territorial systems (Vic, Québec, Alaba, on the use of new technologies and in preventive maxims, which foresee situa- and of the City Council, in order to dis- them with basic care, with periodical from isolated care units (e.g., Sunset etc.), Academy of Sciences and scientific the generation of innovative formulas tions of crisis and steer clear of a handout cuss, propose and implement actions to expert assessment. application). societies. for providing services and coordinating philosophy. improve welfare from a position of shared e) Facilitating the creation of self-help c) Using ICT to assist in the monitoring between agents. It will, therefore, also responsibility. groups, with the involvement of family and health care education of patients Degree of development of the affect competitiveness, the economic The social-initiative organizations are members in providing care to people outside the care environment (hospital project: in Granollers, the range of and technological development of the bodies that, having arisen from the spon- Proposals for specific activities with dependency. or primary-care consultation), initia- health care is insufficient and fragmen- healthcare sector, the creation of stable, taneous solidarity of civil society, have or actions: f) Creating a continuous-assessment lly applying them to small groups as ted. Furthermore, the current situation quality employment and foreign projec- a high social value and currently effec- Benchmarking: monitoring of similar system for patients, backed by data showcase projects and, subsequently, of dependency obliges us to determine tion, which can be achieved by connec- tively make up for different deficiencies experiences that have been carried out supplied by the patients and carers, generalising them with the use of new models of care that are coordinated ting the professionals and services with in the public social protection system. in Europe (for example, in the municipa- with continuous monitoring by devices (PC, digital tablets or digital TV with the aim of speeding up processes, professional and scientific networks, They need to be able to act effectively as lity of Mulhouse) or of the methodologi- experts. with DTT), with interactive, bidirectio- avoiding duplication of professionals and both national and international. complementary agents providing care cal formula used (for example “territo- nal communication. resources and, what is most important, to the most vulnerable groups, such as ries of shared responsibility” promoted 3. Application of new technologies, d) Reinforcing E-clinics in the geriatric reducing waiting times and the inconve- Relation to and impact on other immigrants, by improving relations with by the Council of Europe). Organisation implemented by the Department of departments of the hospital and assis- nience to our clients/users (patients and projects of the strategic plan: the public social care services, with other of a session for citizens to reflect on Health. A paradigm shift is taking place ted residences by means of ICT. their family members). Some notable this project is closely related to projects public and private organizations and by shared responsibility with the partici- in the relations between citizens and e) Efficiently managing existing resources initiatives are already being carried out in involving the economic development of increasing their capacity by encouraging pation of representatives from some the health care services, which involved by means of new circuits and potentia- this regard. the city (2.2.1. Creation of a Centre of volunteering (3.3.2). municipalities that have had successful a change in the use of information rela- lly aiding the use of telemedicine. Excellence in Advanced Technologies in experiences. ting to their health. From the traditional Work has been carried out on the Services for the Elderly and Dependent Lines of action: the fight against Setting up of a group to promote the status of sick patient, who takes on 4. Encouraging education for health: functional plan of the new hospital. We Persons, 2.2.2 Development of the activity social exclusion and poverty is not the project, with the participation of the City the passive role and for whom the only a) Promoting the Constitution of patient have also reached the executive stage sector linked to health care) and also to exclusive responsibility of the public Council and Citizen bodies. source of information is basically from groups with similar problems or disea- of the project from the complimentary public welfare and social cohesion (3.2.4. administration or specialist institutio- Development of a pilot plan for the healthcare professionals, we are moving ses in order to facilitate group health- hospital and the multipurpose mental Observatory on fragility; 3.2.5 Increasing ns. On the contrary, it is a problem of project in a selected neighbourhood or towards that of the patient-Citizen, who care education actions and encourage health unit. domiciliary care services and distance society as a whole, and it is precisely by district, in order to subsequently develop opines and questions the decisions and self-help among patients. care for people in situations of depen- involving all the affected parties (public it in the city as a whole. therapeutic proposals of the professio- b) Designing workshops and courses to With regard to other areas, work is dency). authorities, NGOs, businesses, rich and nals, based on knowledge taken from inform and train carers and patients being done to improve coordination poor) that we can build a cohesive socie- Actors (institutions and bodies consulting information via the Internet (with the ability to reach the entire with the primary services by placing the Justification: this is the project with ty. Based on these premises, three lines most involved in the execution of (using E-health), and from this to the population within five years), by making patient at the centre of the system and the greatest citizen adhesion, as everyo- of action are proposed: the project): proactive patient-Citizen, proposes the- use of patient associations and other facilitating care processes between the ne is aware that there is a gap between Public institutions: principally Granollers rapeutic alternatives and the personal bodies and the figure of the patient different providers. the supply and demand of the services 1. Generation of social consensus on the City Council, by means of the depart- selection professionals and centres, ba- and the expert carer. in the city and that it is necessary to concept of welfare and of social vulne- ments involved in social policies (social sed on the experience of participation in Control and monitoring: a realistic urgently provide adequate services to rability. By means of participatory me- services, health, education, economic virtual communities and social networks Proposals for specific activities timeline is required and establish times meet requirements. Both the impor- thodology, it will be necessary to align promotion, culture, plan for equality of and on the use of accredited healthcare or actions: must be monitored. tance and the urgency of the project the different views of local government, men and women, housing). portals (using i-health). This change Programming in situ or virtual teaching are beyond question and the projected social-action institutions and volunteer Civil Society: citizen bodies and asso- requires adapting the services and activities to facilitate better use of the Values: the development of this project extension of Granollers General Hospi- organisations and citizens in order to ciations (social volunteer organisations, professionals to the new reality in order services. will lead to increased knowledge capital, tal must be a key piece of it, despite the develop an agreed vision of welfare in business organisations, neighbourhood to provide immediate and satisfactory Generic consulting initiatives in matters which is one of the reference values fact that current economic circumstan- all its dimensions (safety, food, employ- associations, cultural organisations, spor- responses to new individual demands: of health aimed at the citizens. of Granollers as an educational city. ces may slow its development. ment, health, education, etc.). ting organisations, etc.).

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Consultation with experts or or- • Citizen bodies in the project (number Justification: improving the situation 1.1 Analyse the principal municipal 3.1 Creation of relational networks that lan Government), Barcelona Provincial ganizations: and characteristics of the bodies, range of people at risk of social exclusion is procedures and processes to see promote knowledge and exchange Government, Institute for Government Samuel Thirion. Administrator of the of their areas of action, etc.). one of the most highly rated objectives whether they provide a satisfac- between citizens and between citi- and Public Policy (UAB), Localret, Con- Research and Development Division of • Citizens: diversity of groups represen- of the strategic plan and this project tory response to the expectations zens and the administration, both sorci Administració Oberta de Catalunya Social Cohesion of the Council of Europe. ted among the participating bodies. responds to that objective. The urgency of citizens. It will be necessary to virtual and in situ. (AOC), Lleida City Council (relational Mulhouse municipal council and • City Council: scope of the areas of of this project lies in the growing risk of implement systems that provide in- 3.2 Promotion of 2.0 tools to improve networks), Catalan Certification Agency members who participated in the project intervention. social exclusion and the limited ability to formation on the expectations of the communication and participation, (CATcert). (Territories of shared responsibility) in deal with it by means of municipal social citizens regarding the services that both internal and external, taking this city. Evaluation of the definition of the pro- action, thus making the collaboration of are offered, the level of knowledge care not to exclude those groups Degree of development of the Teams of people who have implemen- file of welfare in its different components, social-initiative bodies essential as com- and also their satisfaction (surveys, who have not incorporated the new project: ted projects with similar objectives in arising from the participatory process. plimentary agents in caring for the most focus groups, etc.). technologies. 1. In terms of the development of the other cities: Punts de referència project vulnerable groups. Energising the civil 1.2 Structure and organise municipal 3.3 Implementation of participatory electronic administration, the Virtual (Barcelona), Casal d’Infants del Raval Evaluation of the situation regarding bodies also encourages shared responsi- services based on the needs of the processes in all projects for trans- Citizen Advice Office (OVAC) is in ope- (Barcelona), Ateneu de Sant Roc (Ba- welfare indicators, based on the jud- bility, commitment and solidarity, which citizens and of the expectations forming the city and in all areas of ration, the online notification services dalona), Ca n’Anglada Neighbourhood gement of the citizens in the different are essential values for social cohesion manifested in order to play citizens the public administration, taking as available (enotum), communication Association (Terrassa). districts and in the city. and have an educational function. at the centre of the organisation. a reference experiences that have with citizens by means of SMS has We propose drafting lists of services already been put into practice in been potentially aided and an online Degree of development of the pro- Evaluation of the level of attainment and process maps based on the the city (Fem un jardí, processes of chat service has been established to ject: in relation to the objectives of this of the proposals put forward by the social 3.3.1. Encouraging Excellence analysis of the expectations of the participation in works to improve communicate with the OAC. There are project, there are different experiences Council. in Local Authorities in citizens. the city, neighbourhood plan in the other improvements in progress, such implemented by the municipal services Relationship Management 1.3 Advance in implementing the elec- Congost neighbourhood). as the creation of the digital head- that have been developed or are still in Values: this project is closely related to tronic administration, expanding 3.4 Implementation of the munici- quarters of the City Council or digital force. reference values of the Granollers strate- General objective: grow the social the Citizen file, implementing the pal plan for Citizen participation, invoices and accounting documents. The actions carried out in the Congost gic plan, such as democratic governance, capital of the city through diversity. business file, facilitating its use by approved unanimously in the 2. In terms of communication and neighbourhood, within the neighbourho- which understands the city as a collective means of training events, virtual plenary municipal meeting of April the mechanisms that must ensure ods plan, can be considered a precedent construction government by the public Strategy: strengthening networks of help, stimulation, etc. 2010, strategic document for shared transparency, the indicators portal has that used consultative and participatory administration but involving all the relationships. 1.4 Improve the skills of municipal responsibility and governance of the been implemented on the municipal methodology, although they were limited citizens in its progress; social cohesion, workers in relations management citizens in municipal management. website, which allows users to obtain to this specific territory. understood as the involvement of all ac- Description: it is necessary to foment by means of training and promotion immediate information on the most tors to reduce social imbalance and tend excellence in the services of the public linked to skills in relations mana- Proposals for specific activities notable aspects of the city of Gra- Other related initiatives generated to the most vulnerable people by means authorities, specifically in terms of gement, and by encouraging their or actions: nollers and economic and financial by the City Council, which are in the of the capacity for Association, shared relations. Local governments, because involvement in the improvement in • Seeking out and analysing best prac- information regarding the City development or execution phase are the responsibility and civic commitment of they are physically closer to the environ- evaluation of the processes. tices in relations management in the Council. The data will be updated and following: the citizens in collective action. ment where social relations take place, municipalities in order to discover suc- expanded. The new municipal website • Creation of an observatory on vulnera- In order to adapt social care services are best able to exercise relationship 2. A more transparent municipal adminis- cessful cases and determine whether incorporates 2.0 tools, which will be bility, gender observatory and a portal to the new requirements, we require policies and contribute to the configu- tration: establishing systems that improve they can be adapted. developed gradually. of city indicators. behaviour that includes values such as ration of networks of relationships. Not communication between the public • Study of the possibility of taking part in 3. In terms of citizen participation, the • Existence of consultative bodies and responsibility (to respond to situations only should the municipal government administration and the citizens and a joint project with other municipalities City Council has implemented partici- participatory bodies (Economic and of social exclusion), respect and toleran- ensure compliance with the law and pro- that guarantee transparency to increase (European project, for example). patory processes in different areas and Social Council, Children’s Council, ce (consideration but not indifference vision of services, taking into account shared responsibility of citizens regar- • Constituting an internal working there are many participation councils. Council of the Elderly, Health Council). towards others). These are the values set the growing diversity of the population, ding the city. Actions must be developed group, with people who, due to their The municipal citizen-participation • Cross-section actions in the City Coun- out in the Charter of Educational Cities: but is must also play a fundamental that encourage accounting for municipal area of expertise or their employment, plan, which was drafted in a participa- cil: Committee to remove architec- “The educational city must offer all its role in creating social capital, seeking management to the citizens, by means of have a relevant role to play in imple- tory process and approved in the ple- tural barriers, Childhood plan School inhabitants education in values and prac- agreements and commitments with the tools provided by ICT and the established menting and promoting the project. nary session of the City Council in April absenteeism plan, School-employment tices of democratic citizenship: respect, citizens, involving them in decisions and channels of communication (indica- 2010 is in the phase of the drafting of transition plan, Program to receive tolerance, participation, responsibility and in solving problems. Its action must pay tors portal, website, municipal bulletin, Actors (institutions and bodies the action plan to develop it. young immigrants). interest in public life, its programmes, its special attention to encouraging initia- press, etc.), And of the organisations that most involved in the execution of goods and services.” tives of civil society and increasing its receive public funds, by making tools and the project): Granollers City Council is Control and monitoring: it will be We must also take into account all the ability to organize, promoting voluntee- training available to them so that they the main actor of this project, but a commit- necessary to develop a system of process work involving social care of vulnerable Relation to and impact on other ring, relationship networks and citizen can do this. ted civil society and citizenry with a desire and results indicators when implemen- persons and persons at risk of exclusion projects of the strategic plan: the participation. to participate and get involved are essential ting the project, as well as indicators of that is carried out by Citizen organisatio- development of this project will have a 3. A municipal administration to promo- for developing projects in their city. transparency and quality. ns and bodies, such as El Xiprer, Càritas large impact on the social inclusion stra- Lines of action: te citizen participation. To facilitate the Diocesana, Amics de l’ Àfrica, Dimas, Creu tegy (3.2.2. Joint action of the conurbation 1. A more efficient municipal adminis- change toward excellence in the public Consultation with experts or or- Values: this project is directly related Roja and Daruma. on groups at risk of social exclusion) and tration: this includes the progressive administration in terms of relations ma- ganizations: Fundació Observatori per to democratic governance, as it is based the strengthening of relational networks incorporation of new technologies in nagement and democratic governance, it a la Societat de la Informació de Catalun- on the will to achieve maximum compli- Control and monitoring: (3.3.2. Promoting volunteering and 3.3.3. order to simplify processes and make the is necessary to promote actions the drive ya (FOBSIC), city in order to construct a city, and the Indicators of representation and partici- Encouraging associations and neighbour- more efficient, reduce bureaucracy and citizen participation in all projects for Fundació Jaume Bofill, Directorate commitment of the administration to en- pation of the different agents: hood networks). optimise resources: transforming the city: General of Citizen Participation (Cata- courage communication and transparen-

202 203 Document of first action commitments | Projects Prioritized in the First Phase of Execution of the Strategic Plan

cy; it is also related to civic commitment, Area 4. Education, Culture and Sport Department of Education of the Cata- training needs of companies in collabora- tional centres, and with projects 4.1.4. because it is based on shared responsibi- lan Government (General Directorate tion with the economic agents. Promoting sports, health and nutrition lity and citizen participation, which must of Vocational Training, Maresme-Vallès studies, 4.1.5. Creating a range of educa- d) Improve current training of economic help to grow the social capital of the city 4.1.2. Developing Vocational Oriental Territorial Services). Project 4.1.2. of the strategic plan tion adapted to the new welfare society sectors in transformation and make in order to face the challenges of the Studies in Coordination Catalan Government Department of La- clearly enters the scope of action of this model and 2.1.2. Promotion of innovative them more flexible and adaptable to future. with Companies in the bour (General Directorate of the Catalan working group and, therefore, could drive business activity. change and transformations in the County Employment Service in Granollers). its development. production model. Relation to and impact on other Vocational-training educational centres Justification: this project is essential e) Work to provide a comprehensive ran- projects of the strategic plan: the General objective: make innovation (Municipal School of Labour, Institut To date, files have been prepared that for driving economic development. The ge of training to all sectors. development of this project is essential and human capital the basis of develop- Carles Vallbona, Escola Pia de Granollers, are handed out to companies in order to disconnect between the development for project 3.3.4. Citizen participation ment. Educem, Parc Estudi). determine the short-and medium-term of vocational studies and the business 2. Establish cooperation agreements bet- in large and small projects for transfor- Unió General de Treballadors del Vallès training requirements in order to adapt environment suggests that this project ween educational centres and businesses, ming the city and also for project 3.3.3. Strategy: excellence in education. Oriental. training to the needs of the production should be given preferential attention. which allow the following: Encouraging associations and neighbour- Comissions Obreres del Vallès Oriental fabric and put forward the proposals The existence of the Municipal School of a) Provide tailored training from busi- hood networks. Description: vocational studies will - Maresme. of the bodies responsible for providing Labour and their Economic and Social nesses, taught in companies or at the become increasingly important and the- Unió Empresarial Intersectorial del Vallès training. Council, recently created, maybe impor- educational centre. Justification: the municipal public re is a remarkable disconnect between Oriental. tant instruments for improving vocational b) Improve internships of students in administration needs to attend to the the development of these studies and Granollers delegation of Pimec. Control and monitoring: training, which is essential for the econo- companies (CFT, trade sampling, auto- increasingly complex and heterogeneous the needs of the businesses in the area, Trade guilds. The following must be monitored mic transformation of the city based on mation). problems of its citizens, and with more despite the considerable tradition of Vallès Oriental delegation of the Barcelo- through the working group of the Voca- knowledge and education. At the same c) Training of business tutors. limited resources. In order to deal with the Municipal School of Labour and the na Chamber of Commerce. tional-Training Council: time, it provides a very interesting space this situation, it cannot base its manage- role of the recently creates Economic • The number of companies that exchan- for collaboration between businesses, 3. Encouraging better-quality professional ment only on public funds and will have and Social Council. This disconnect has Consultation with experts or or- ged information in the training files. unions and educators. training more closely linked to the new to look increasingly for agreements and negative effects on the qualifications ganizations: • The level of impact of the working needs: commitments with the citizens, involving of the workers and on the competitive- Óscar Valiente (Centre for Research and group of the Council in order to coor- a) Work to achieve Gold-standard voca- them in decisions and making and share ness of the companies. One initiative Innovation in Education) dinate the range of vocational training tional training centres. 4.1.3. Promoting University responsibility for solving their problems. that aims to correct this deficit is the Francesc Solà (Trnas, knowledge consul- in the territory. b) Strengthen agreements between voca- The municipal public administration recently created Vocational Training and tants) • The range of vocational training and Studies and Applied tional training centres, companies and must transcend the idea of a manager Employment Council. This body should Joan Trullén (Institute for Regional and continuous training that is being provi- Research in the City as a universities. government to encourage civil-society have a say on the planning of vocational Metropolitan Studies - UAB) ded and analyse whether it is suited to Strategy for Attracting c) Encourage entrepreneurial culture initiatives and cooperation between the studies and promote specific training Oriol Homs (Centre for European Initiati- the requirements of companies. Talent and Knowledge among students, both in educational public and private sectors. Therefore, this programmes in line with the business ves and Research in the Mediterranean) • Monitoring of the different agreement cycles and in other areas of education, change of perspective will encourage citi- requirements and training practices Ferran Badal (consultant) signed between educational centres General objective: make innovation beginning in primary school. zen participation while, at the same time, in the companies in the county, inclu- and companies, evaluation of the resul- and human capital the basis of develop- d) Encourage learning trips by the voca- increasing transparency and the demo- ding those of the commercial sector. In Degree of development of the pro- ts and adaptation to changes. ment. tional-training education community cratic quality of local government. This is, primary and secondary education (4.1.1. ject: the Vocational-Training and Emplo- to other countries and encourage the therefore, a very important project of the Encouraging creativity and excellence yment Council of Granollers was set up in Values: this project promotes reference Strategy: excellence in education. exchange of experiences. strategic plan, closely linked to the model in schools) it is necessary to encourage January 2009 and, since then, has worked values of the Granollers strategic plan, e) Create and give prestige to a network of an educational city and to the values study of economics, business, langua- on five lines of action: 1) Consolidation such as knowledge, competitiveness and Description: an important weakness of companies that take on student of democratic governance, coexistence, ges, and ICT, which are essential in the and promotion of vocational training; 2) social cohesion. On the one hand, voca- detected in Granollers and its county interns. social cohesion and civic commitment. business world, as well as creativity and Work on school-employment transition tional training (initial, occupational and surroundings is the lack of providers of the entrepreneurial spirit. knowledge and research. Unlike other The urgency lies in the need to improve Proposals for specific activities projects; 3) Promoting quality vocational continuous) the response of the demand relations management so that the public training in Granollers and adapting it of the production fabric and that is esta- cities of a similar size, Granollers and its or actions: administration can face the challenges of Lines of action: to the needs of the production fabric; 4) blished through planning councils, such conurbation do not offer a significant ran- • Conferences to encourage vocational today’s society, but the project is viable 1. Bringing businesses to professional Encouraging occupational and profes- as the Vocational-Training Council of Gra- ge of higher studies. The current state of training in the production fabric. because the City Council is the main education centres in order to achieve the sional insertion; and 5) Bringing the re- nollers, is clearly committed to improved the university map leaves few opportunities • Study of the training needs of the clus- actor. following: quirements of companies and vocational competitiveness of the territory and to for promoting higher studies in the city, ters in the development of the territory. a) Determine the demand for training in training closer together and encouraging bringing knowledge to the citizens. On although the option of sports and health • Participation in national and international Observations: this is a key project companies. life-time training. the other hand, our country and, there- studies should be explored (4.1.4). Further- networks that work to develop vocational- for developing the strategic plan, the b) Determine which are the productive fore our city, lacks people with mid-level more, the growing specialization in third- training studies (FP Network, others to be approach to and implementation of sectors in the development of the One of the working groups of the training or technical training, despite the cycle studies relating to applied research determined by the committee). which are crucial for complying with the territory and offer them the appropriate Vocational Training Council is responsible fact that training in all areas insurers the and the externalities of all kinds that this training. offers mean that it is advisable to explore focus set out in the strategic plan. For Actors (institutions and bodies for planning vocational training (initial, social cohesion which is necessary for the c) Coordinate, through the vocational this possibility in some key sectors, in whi- this reason, a clear commitment of the most involved in the execution occupational and continuous) among the city to become an educational city. city governors is required in order to training Council, the necessary range different agents responsible for develo- ch Granollers might have an advantage. of the project): Working group of the prioritise resources so that the renewal of vocational, occupational and conti- ping training, and works to coordinate Relation to and impact on other These include, firstly, residential-care Vocational Training Council. of the administration and this new nuous training in the territory among the range of training they provide in projects of the strategic plan: it is studies and applied research in innovative Granollers City Council (Education De- system of relations management can be the different agents: Administration, order to prevent duplication and/or short- closely related to projects 4.1.1. Encoura- services linked to dependency, the elderly, partment, through the Vocational Training set in motion. economic and social agents. comings in training and to analyse the ging creativity and excellence in educa- health and social services (2.2.1). Council, Economic Promotion).

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Another area to develop is that of cision-making, which must also take into with the Catalan International Institute • UEI-ESADE, for the training program- and nutrition), environmental studies or to have a focused but strong portfolio studies linked to the environment, energy account the assets of the hospital. In this for peace (ICIP) to provide continuous me on managing small and medium- studies related to peace and international aimed at generating economic activity (energy efficiency and renewable sources regard, it is necessary to evaluate the training and to carry out research on sized enterprises. cooperation (making use of the Can Jon- and attracting investment and talent in of energy), and clean technologies. These opportunity to consolidate alliances with the topic. • CTUG-Microsoft Productivity Inno- ch Centre, it would be possible to develop specific areas and/or strategic areas for studies could be both third-cycle and the International University of Catalonia vation Centre, for activities involving postgraduate masters programmes linked Granollers. It is necessary to link research vocational-training. The existence of the and, if applicable, the creation of new Proposals for specific activities iProductivity. to a Catalan university). groups to the city. Municipal School of Labour and a large alliances with universities. or actions: • Granollers Hospital-International industrial sector, and of institutions such • Carry out a project on a technology University of Catalonia, to increase the Justification: higher education and It is not only a question of identifying as the Natural Science Museum (which 3. Specialisation in the environment, centre for the elderly: study of resour- range of training options in other areas university education is one of the most projects but of clearly stating that they includes the Documentation Centre of energy and clean technologies: ces, capacities, potential and strategy. of specialisation. notable objectives for the future econo- can be led (whether from municipal or the Montseny Natural Park), the Can Ca- • Granollers has several important assets • Carry out a study of potential and capa- • Natural Science Museum-University mic development of the city. The dearth extra-municipal bodies),, with which banyes Environmental Education Centre, in this area. In the case of vocational city in the different areas of action. of Barcelona and Natural Science of higher studies is a matter to be dealt resources and when, in order to be able the Consortium for the Defence of the training, the Municipal School of • Define the appropriate hierarchical and Museum-Autonomous University of with in the city and efforts to achieve a to create an efficient instrument for mo- River Besòs Basin and the Vallès Oriental Labour and other educational centres, functional dependencies for providing Barcelona, to increase the range of greater presence of higher studies will nitoring progress. Waste Management Consortium are ele- a powerful industrial sector distributed the project with an instrument for training options and take on students have many positive externalities. The ments that should be taken into account in several industrial estates and the strategic implementation and leaders- in practical experience. importance of the project is evidence in In this regard, the role and the consti- in promoting specialist courses. existence of the Consortium for the hip, with the appropriate organisational the global strategy of the educational tution of the CTUG can be reconsidered Finally, the recently-created Peace Defence of the Besòs Basin and the resources. It is necessary to define a joint strategy city and to drive competitiveness and the to incorporate relevant actors in this line Culture Centre (Can Jonch) could also be Vallès Oriental Waste Management • Develop the existing agreements in each beyond these specific initiatives and to creation and transmission of knowledge. (Granollers Hospital, universities, etc.). linked to a university and develop studies Consortium would make it possible of the aforementioned lines and initiate define the instruments, the objectives and The urgency of the project lies in the This would open up an opportunity to related to peace, community mediation to develop an interesting range of training activities with university recog- the way of operating. need to initiate a strategy aimed at in- approach the activation of a new agent and international cooperation. training options in these areas (shared nition in the areas of business, residen- creasing the presence of these studies in for stimulating study and research in the by different sectors: Administration, tial care and the environment in 2011. Control and monitoring: we pro- the city, taking into account that, due to city. It makes sense to consider strategic Lines of action: business sector and educational sector). pose to use the concept of “prospective the complexity of the project, short-term repositioning of this instrument and to 1. Specialisation in innovation and trai- • With regard to third-cycle courses, the Actors (institutions and bodies routes” as an analysis methodology, based results will be difficult to obtain. define a set of vertical and horizontal ning for professionals: Natural Science Museum (with wide most involved in the execution on the analysis of spaces of opportunity functions directly attributable to it. • Definition of the specific action progra- experience and considerable prestige) of the project): Granollers Hospital, and the assessment of the risks inherent Observations: an accurate diagnosis mme of training and research in the makes it possible to provide specialist University of Vic, International University to each of the lines of action. of the available resources will be required area of cooperation between the public training, seminars and scientific confe- of Catalonia, Natural Science Museum and of the potentials of the different 4.2.5. Promoting the Practice and private sectors within Project 2.1.2. rences of a very high level. The inaugu- (La Tela), Environmental Department of Values: this project is related to the fo- bodies and centres involved. of Sports as an Essential Promotion of innovative business ac- ration of the new museum building is an Granollers City Council, Environmental llowing reference values of the Granollers Element of the Education tivity, specified in the Can Muntanyola opportunity to organise this training. Department of Barcelona Provincial strategic plan: It will be necessary to maintain shared line of action. • Furthermore, the Natural Science Government, Consortium for the Defence Knowledge: the ability to produce logic, prevent fragmentation into diffe- and Growth of People • Promotion, from the Granollers Tech- Museum may consolidate, in the areas of the Besòs Basin, Vallès Oriental Waste knowledge and disseminate it, and equal rent disconnected initiatives and imple- nology and university Centre (CTUG), of research in zoology and biodiversity, Management Consortium, Granollers access to it by all citizens is a referen- ment each of the viable initiatives. General objective: grow the social of training programs to improve alliances with the University of Barcelo- Technology and University Centre, Escola ce value of the strategy of Granollers. capital of the city through diversity. project management and the use of na and the Autonomous University of de Cultura de la Pau, Catalan Internatio- The generation and popularization of There will have to be a key actor who new technologies to improve producti- Barcelona in order to take on students nal Institute for Peace (ICIP). knowledge occurs particularly with uses initiative and flexibility to drive Strategy: development of cultural and vity in collaboration with the Microsoft in practical training. training. these activities and who has promotional sports resources. Productivity Innovation Centre. • The project proposes articulating Consultation with experts or or- Competitiveness: a support instrument and leadership skills and good political institutional actors, companies, training ganizations: for business competitiveness, unders- support. Furthermore, the work will need Description: practising physical exerci- 2. Residential-care studies and research options, internships and research pro- For the area of innovation and collabo- tood as a formula for guaranteeing and to be carried out in a network with all the se throughout life helps to maintain and applied to innovative services linked to grammes around this line of action. ration between the public and private territorial sustainability and progressing actors involved. enhance a good state of health, prevent dependency, the elderly, health and social sectors: Xavier Jové (Chamber of Com- in this area. physical deterioration and to delay services: 4. Studies on peace and international merce), Ramón Praderas (UEI), Santiago Governance: this action can only be suc- It would be necessary to assess the disease and the onset of disability and • The link between training and research cooperation: Cucurella and Jordi Salayet (Fundació cessfully carried out through cooperation possibility of establishing stable alliances dependency. Practising sport has all these should revolve around technologies • Carry out a strategic reflection indica- Universitària Martí l’Humà) and business between the public and private sectors. with universities and establish a wide- characteristics and, additionally, plays an for the elderly. This project should be ting the areas in which to work such representatives (KH7/Lekue). ranging cooperation agreement. educational role in transmitting values aligned with Project 2.1.1. Creation of as, for example, conflict prevention, For the development of line 3: Joan Relation to and impact on other such as effort, respect and solidarity, a centre of excellence in advanced te- peace processes, municipal diplomacy, Garcia (Technical University of Catalonia) projects of the strategic plan: It must be recognised that Grano- which favours coexistence and social co- chnologies and the elderly. Is a priority memory, post-war rehabilitation and and Manel Isnard (Consortium for the this is a global project involving other llers is weak in the area of universities hesion. Encouraging the practice of sport to carry out a project of a centre and transitional justice, which allow for Defence of the Besòs Basin). projects set out in the strategic plan, such and this needs to be transformed into requires strategic planning of facilities analyse its viability. alliances with actors in the areas of For the development of line 4: Laia Balce- as residential-care studies (2.2.1. Creation a vector for action. It must be assumed and making them closer and more acce- • Taking advantage of Granollers Hospital university and research. lls (CSIC-UAB). of a Centre of Excellence in Advanced Te- that promoting university and research ssible, together with the use of schools to carry out specialist and postgraduate • Study the possibility of articulating the chnologies in Services for the Elderly and studies makes no sense if this is not done after class hours and, in accordance with courses in health sciences with colla- social environment and networks of Degree of development of the Dependent Persons), relating to business in areas complimentary to availability in sporting entities, working to expand and borators and teachers from the same cities. project: there are already several agree- innovation (2.1.2. Promotion of innovative Barcelona and other municipalities of improve the range of after-school sports hospital. Carry out a study of supra-local • It is necessary to define alliances and ments and alliances that form the basis business activity), sports (4.1.4. Promo- the first and second metropolitan rings. activities in the different neighbourhoods training needs to provide support in de- decide whether it is possible to work for developing this project: tion of sports studies, health studies The area of influence of Granollers needs of the city, thereby strengthening their

206 207 Document of first action commitments | Projects Prioritized in the First Phase of Execution of the Strategic Plan

Promotion and Monitoring

educational role. It will also be necessary children, adults and the elderly. • Sporting bodies in the city and sports the lower categories, the children and The Document of first action commitments to more than five different projects, whe- to create associations of physical-edu- 1.6. Popular programmes aimed at federations their families are very diverse. Together will be the starting point for the executive reas the minimum number of interrela- cation teachers, technical experts and all citizens in order to encourage • Schools, physical-education teachers they make up teams, share objectives, phase of the strategic plan. In order to tions is two. The final column of the table trainers. sports. and parents’ associations build a city - our city. The responsibility of start this executive phase, commissions shows that of the 14 priority projects, nine From the perspective of gender, fewer • Neighbour associations the citizens in the creation of the city is and working groups must be set up with are related to at least two projects that women practice sports and this should 2. Collaboration between the public another basic value, that of civic commit- the aim of carrying out the activities and will be implemented in the first phase: be corrected by providing a range of administration and civil society organised Consultation with experts or or- ment. Sport builds essential spaces for procedures necessary to develop each of Project 2.1.2. Promotion of innovative sports options better suited to their to encourage sport and sporting culture: ganizations: relations for coexistence and contributes priority projects and to monitor them. business activity is related to four priority interests and improving dissemination 2.1. Development and updating of the • INEF to making a more inclusive city, with The wide range of characteristics of these projects; and projects 1.3.3. Development and communication. It is also important municipal sports facilities plan • Secretary General for Sport specific programmes aimed at all the projects and their level of development of the Granollers Urban Mobility Plan to encourage sport among adolescents, (PIEM) in order to define future • Research centres in the area of sport people in all their diversity and, especially, recommend a high level of flexibility in and adaptation of the general guidelines by improving the connection between needs: new and better facilities and and health: for those who require special attention. this organisation. Furthermore, because to the conurbation, and 2.2.1. Creation schools and the sporting entities of the refurbishment of current municipal - Group for Research on Physical Sport also contributes to making a more the project of each of the areas are very of a Centre of Excellence in Advanced city. The practice of sport among the sports facilities. Health and Sport (SAFE). Universitat healthy city that is more involved in the closely related, and in order to facilitate Technologies in Services for the Elderly elderly should also be reinforced, as well 2.2. Education in values: promoting Ramon Llull permanent improvement of education. the coordination of the entire executive and Dependent Persons, to three priority as sport for people with disabilities. the educational role of sport and - CAR Sports Performance Centre Finally, sport constitutes an extremely process of the strategic plan, it will be projects. These interrelations facilitate the transmission of values (effort, Esport Parc Internacional valuable intangible heritage and, insofar necessary to set up four implementation implementation of all the projects of this Lines of action: respect, solidarity), which favour co- - Catalan International Centre for as the city incorporated and makes it and monitoring committees, one for each first phase. 1. Encouraging the practice of sports to existence and social cohesion, from Research on School Sports (CIREEC) visible, it becomes an essential element of of the areas of action. improve health, quality of life and social the Municipal Sports Council, with - Spanish Federation of Sports Psy- its identity. A dynamic, healthy, inclusive In the last row of the table, we can cohesion among the citizens. the collaboration of the city’s spor- chology city that incorporates sporting culture is Each implementation and monitoring also see that some of the non-priority 1.1. Development of the Physical Edu- ting bodies (courses for technicians - UAB Sports Psychology Laboratory an element of identity projects are very committee will be led by the coordinators, projects (2.2.2. Development of the cation and Sport Evaluation Service and monitors, courses for technical attractive outside image. who will regularly inform the Steering activity sector linked to health care; (SAEFE), the local sports observa- managers and directors, document Degree of development of the Committee of the strategic plan of the 3.3.4. Citizen participation in large and tory, with the aim of obtaining a of commitment to the educational project: Relation to and impact on other progress made, the actions that have small projects for transforming the city) diagnosis of the physical condition work of the city’s bodies). Some lines of action already have actions projects of the strategic plan: been carried out and the main difficulties. Receive the impact of three projects that of children and planning actions to 2.3. Promotion of sports culture: deve- that have started: the development of this project directly The coordinators should be the heads of will be implemented in the first phase of improve the results. loping actions aimed at promoting • Physical Education and Sport Evalua- affects project 3.1.1. Promoting healthy the respective municipal departments execution of the strategic plan. The ta- 1.2. School sports plan aimed at basic and valuing the sporting culture of tion Service (SAEFE) habits and also affects project 4.2.6. relating to the areas of action, so that the ble also shows that of the 47 projects of sports and sport for schoolchildren, the city. • Program for education in values in Strengthening high-level competition coordination of the executive process of the strategic plan, only 10 are not direc- drawn up by the Municipal Sports 2.4. Boost for women’s sports: actions sport and competition in the sports that are a the plan is internalised by the local public tly affected by other priority projects. Of Council, with the participation of to encourage women’s sports with • Municipal sports facilities plan (PIEM) reference of the city. administration, given that the City Coun- these 10 projects, three (3.2.3. Adapting the schools, parent’s associatio- the essential collaboration of all the • Programme of physical activity and cil should lead the entire process and it the range of social care services to new ns and professional associations clubs of the city. health (AFIS) Justification: sport is one of the signs is essential that the entire local adminis- needs; 3.3.1 Encouraging excellence in (teachers, trainers and monitors). of identity of Granollers and promoting tration be involved. We propose that each local authorities in relationship mana- The project will dedicate specific Proposals for specific activities Control and monitoring: the practice of sports in connection with of these implementation and monitoring gement; 4.2.5 Promoting the practice attention to promoting sport in or actions: • Observatory table for monitoring and the project of the educational city makes committees consist of 15 people, inclu- of sports as an essential element of the primary education, linked to the im- • Sports laboratory: establishment of a evolution. Number of participants. this project another core element of the ding municipal technicians, professionals education and growth of people) are provement of eating habits, and to working group to collect successful Programmes. strategic plan. The practice of sport has and representatives of citizen bodies priority projects. Therefore, of the 33 programs for secondary education. experiences in programs to encourage • Sport in primary school. Register of an educational role and transmits a set and groups. The implementation and projects that are not given priority in the 1.3. Sport in the neighbourhoods: pro- the practice sports around the world in participants, activities, programmes. of values that encourage coexistence and monitoring committees should include first phase, only seven (21%) will not be moting physical and sports activities order to analyse them and see whether Evolution. social cohesion. Furthermore, physical the coordinators of the committees for directly impacted by the development in the neighbourhoods of the city by they are applicable to the city. • Sport in secondary school. Register of exercise is one of the healthy habits that drawing up the projects, together with of other projects in the first phase of essentially using the sporting facili- • Graphic history of sport in the city. participants, activities, programmes. should be promoted for the well-being of other members of these committees, and execution of the strategic plan. ties of the schools and stimulating • Spaces for reflection and dissemination Evolution. people. some members of the Steering Commit- this activity with initiatives linked to through technical commentaries of • Women’s sport. Register of athletes, tee of the plan. The monitoring and evaluation of the specific activities in the neighbour- sporting events that take place live or clubs sections, competitions and pro- projects that have not received priority in hood (tournaments, festivals, etc.). others that have been of relevance. grams. Because the projects defined in the this first phase will be indirect, by means 1.4. Health programs: promoting phy- strategic plan are interrelated on multiple of this system of general indicators of the sical activity and health programs Values: this project is closely related to levels, implementation of the priority pro- city, and the Steering Committee will also (AFIS) from the Sports Depart- Actors (institutions and bodies the reference values of the Granollers jects will also have an impact on the other receive periodical evaluations of their ment/Sports Medicine Centre, with most involved in the execution of strategic plan, such as social cohesion. projects that do not have specific working development, as well as the level of adap- the collaboration of primary care the project): The practice of sport, especially that groups in this first phase of execution tation to the evolution of running years centres and family doctors. • City Council Sports Department linked to the bodies and clubs of the city, of the plan. The table below shows the in relation to the model of city described 1.5. Green Ring: creation and signage of • Municipal Sports Council constitutes a fantastic instrument for so- interrelations between the projects and in the central document of the plan (The different natural circuits around the • Sports Medicine Centre cial relations and social cohesion. Sports shows (last row) how some of the priority City We Want. Proposals document regarding city adapted for practising sports for • Primary care centres teams are made up of diverse people. In projects impact on or are directly related the city model).

208 209 Table of Impacts and Interrelations Between the Projects (Prioritized and Joint Projects) Annex. Index of projects

1.2.1 1.2.2 1.3.3 1.4.1 2.1.2 2.2.1 2.3.1 2.3.2 3.1.2 3.2.3 3.3.1 4.1.2 4.1.3 4.2.5 Total 1.1.1 XX 2 1.1.1. Development and Improvement 2.2.2. Development of the Activity 3.3.4. Citizen Participation in of Transport Infrastructure Sector Linked to Health Care Large and Small Projects for 1.1.2 XX 2 (pag. 176) (pag. 180) Transforming the City (pag. 185) 1.2.1 _X X 2 1.1.2. Development of Interurban 2.2.3. Strengthening the Agro-Food 4.1.1. Encouraging Creativity and 1.2.2 X_X 2 Public Transport (pag. 176) Sector (pag. 180) Excellence in Educational 1.2.3 X 1 Centres (pag. 185) 1.2.1. Comprehensive Improvement of 2.2.4. Activation of the Sector of 1.3.1 X 1 the Public Spaces of the Second Companies Related to Habitat 4.1.2. Developing Vocational Studies 1.3.2 X 1 Urban Ring (pag. 176, 189) (pag. 180) in Coordination with Companies in the County (pag. 185, 204) 1.3.3 X X_X 3 1.2.2. Creation of a New Pole in the 2.2.5. Development of the Motor 1.3.4 X 1 City by Covering the Train Industry in Connection With 4.1.3. Promoting University Studies 1.4.1 X_ X 2 Tracks, Moving the Goods the Circuit de Catalunya and Applied Research in the City Station and Re-Urbanizing the (pag. 180) as a Strategy for Attracting 1.4.2 X 1 Surroundings (pag. 176, 190) Talent and Knowledge 2.1.1 X 1 2.2.6. Boost to the Audiovisual Sector (pag. 185, 205) 1.2.3. Adaptation of the Basic Services (pag. 180) 2.1.2 _X X X X 4 to the Future Needs of the City 4.1.4. Promoting Sports, Health and 2.1.3 X 1 (pag. 177) 2.3.1. Stimulation of Proximity Trade Nutrition Studies (pag. 186) as a Distinctive Brand of the 2.2.1 X_ X X 3 1.3.1. Planning of Energy City (pag. 180) 4.1.5. Creating a Range of Education 2.2.2 XX X 3 Infrastructure and Efficient Adapted to the New Welfare Management of Waste, Water 2.3.2. Positioning of Granollers as Society Model (pag. 186) 2.2.3 X 1 and Energy in Coordination Capital of a Highly Attractive 2.2.4 X 1 With the Municipalities of the County (pag. 181) 4.1.6. Promoting Language Training Conurbation (pag. 177) While Encouraging the Social 2.2.5 0 3.1.1. Promoting Healthy Habits (pag. Use of Catalan as a Common 2.2.6 0 1.3.2. Conservation of Natural 182) Language (pag. 186) 2.3.1 X _ X Spaces of the Conurbation and 2 Connectivity With Others in the 3.1.2. Adapting Public Health Care 4.1.7. Development of Permanent 2.3.2 X X _ 2 County (pag. 177) Services to the Growing Needs Continuous Training (pag. 186) of the Population (pag. 183, 199) 3.1.1 X 1 1.3.3. Development of the Granollers 4.2.1. Placing Artistic and Cultural 3.1.2 X _ 1 Urban Mobility Plan and 3.2.1. Expanding Housing Policy (pag. Creation and Expression at the 183) 3.2.1 0 Adaptation of the General Centre of Projection of the City Guidelines to the Conurbation (pag. 186) 3.2.2 X X 2 (pag. 177, 191) 3.2.2. Joint Action of the Conurbation on Groups at Risk of Social 3.2.3 _ 0 4.2.2. Strengthening Research 1.3.4. Controlling and Improving the Exclusion (pag. 183) and Dissemination of the 3.2.4 X 1 Environmental Quality of the Cultural and Natural Heritage 3.2.3. Adapting the Range of Social 3.2.5 X 1 City (pag. 177) of the City and its County Care Services to New Needs Surroundings (pag. 186) 3.2.6 0 1.4.1. Permanent Intermunicipal (pag. 183, 201) 3.3.1 _ 0 Council for the Development of 4.2.3. Adaptation of the Local Library Strategic Projects Common to 3.2.4. Observatory on Fragility (pag. Network to the New Needs of 3.3.2 X 1 the Conurbation (pag. 178, 192) 183) the Citizens (pag. 187) 3.3.3 XX 2 1.4.2. Articulation of a Common 3.2.5. Increasing Domiciliary Care 4.2.4. Optimizing Cultural Spaces to 3.3.4 XX X 3 Position With the Municipalities Services and Distance Care Promote and Facilitate Citizen 4.1.1 X 1 of the Metropolitan Arc for People in Situations of Access to Cultural Products Dependency (pag. 184) (pag. 187) 4.1.2 X _ 1 on Projects to Manage Mobility, Territory and Large 3.2.6. Prevention-Based and Socially 4.1.3 XX _ 2 Infrastructure (pag. 178) 4.2.5. Promoting the Practice of Inclusive Citizen Safety Sports as an Essential Element 4.1.4 XX 2 2.1.1. Comprehensive Improvement (pag. 184) of the Education and Growth 4.1.5 X 1 of People (pag. 187, 207) of Telecommunications 3.3.1. Encouraging Excellence 4.1.6 X 1 Infrastructure (pag. 179) in Local Authorities in 4.2.6. Strengthening High-Level 4.1.7 0 2.1.2. Promotion of Innovative Relationship Management Competition and Competition in (pag. 184, 202) 4.2.1 X 1 Business Activity (pag. 179, 195) the Sports that are a Reference of the City (pag. 187) 4.2.2 X 1 2.1.3. Increasing the Competitiveness 3.3.2. Promoting Volunteering (pag. 184) 4.2.3 0 of Production Areas (pag. 179) 4.2.4 0 2.2.1. Creation of a Centre of 3.3.3. Encouraging Associations and Neighbourhood Networks 4.2.5 _ 0 Excellence in Advanced Technologies in Services for (pag. 184) 4.2.6 X X 2 the Elderly and Dependent Total 4 5 6 7 8 4 3 4 4 3 2 4 3 2 Persons (pag. 180, 196)

210 211 213 II Pla estratègic de Granollers