Baseline Study

Partner Profile LEAD PARTNER

Gdansk-Gdynia-Sopot Metropolitan Area with combined population of 1.55 million inhabitants includes currently 54 administrative divisions. As the name indicates Gdansk, Gdynia and Sopot (collectively referred as Trojmiasto) are the main three cities within the metropolitan area. http://www.metropoliagdansk.pl/kim- jestesmy/czlonkowie-obszaru-metropolitalnego-gdansk-gdynia-sopot/

Gdansk is the central city within Gdansk-Gdynia-Sopot Metropolitan Area, lying on the Bay of Gdansk, on the southern shores of the Baltic Sea. At the same time with the population nearing half a million Gdansk is the largest city and an important centre of the economic, scientific, and cultural life, and a frequented tourist location. Furthermore Gdansk is the capital of the Pomeranian Voivodship and a major Polish centre of economy and administration. Vital institutions of the central and local governments have their seats in Gdansk, to name e.g. the Regional Administration Office, Marshal Office of the Pomorskie Region, Court of Appeal, or High Administrative Court. The Gdansk-Gdynia-Sopot Metropolitan Area was established on September 15, 2011 to strengthen cooperation and to achieve the harmonious development of the entire metropolitan area around Gdansk, by making the best use of the potential of the member cities and municipalities, while at the same time respecting their differences and particular characters. The Gdansk-Gdynia-Sopot Metropolitan Area is the fastest growing area of northern Poland. It is also a significant centre of integration processes in the Baltic Sea region as well as being an important link in the transport chain, linking the north and west of Europe with the central and southern part of the continent. It is also a window to the world for the countries of Central and Eastern Europe, which are the natural catchment area for the two largest seaports in Poland. These ports are the only ports on the Baltic Sea which have a direct connection with the ports of South East Asia. The international importance of the Gdansk-Gdynia-Sopot Metropolitan Area is also shown by the ever-expanding network of air connections available from Gdansk’s Lech Walesa Airport. Then there is the recognition of the brand of Gdansk, which around the world is associated with 'Solidarity', the struggle for freedom and the award of the Noble Peace Price for its leader Lech Walesa. The brand of Gdansk has been further enhanced by its association with the successful organisation of the UEFA EURO 2012 football championships. These and other factors give the Gdansk-Gdynia-Sopot Metropolitan Area a high international ranking, placing it within a network of metropolitan areas. It is these factors which in the main, considered alongside parameters such as GDP or size of population, determine its competitiveness. Gdansk population has reached 461 489 in 2014.

DATA RELATED TO THE POLICY CHALLENGE/ ISSUES TO BE TACKLED BY THE PARTNERSHIP IN THE FRAMEWORK OF THE URBACT NETWORK BOOSTING SOCIAL INNOVATION

Demographic profile – age, gender

Economic profile The major sectors of Gdansk’s economy are based on transport. Industries constituting a significant added value are based on maritime transport, refineries and shipyards, and they are complemented by resiliently developing sectors such as the power, chemical, biotechnological and ICT sectors. The one that has been growing in particular importance over the recent years is the logistics sector, with manufacturing and warehousing facilities. The investment areas, both in the vicinity of the port and near the Gdansk ring road, are an attractive development factor for industrial production and logistics. Gdansk and the metropolis are among the largest and most dynamically developing business service centres (BPO) in Central Europe, using modern office spaces in the central service zone of Gdansk. Attention should be also paid to the issues of commercialisation of knowledge as part of the intersectoral cooperation of science, business and administration. Elements that are of key importance here are the development of industry, and diversification and support for local entrepreneurship, including, in particular, innovative start-ups. Micro- and small enterprises, including in the creative and ICT sectors are of great value in the rapidly changing economic reality due to their flexibility and potential for the creation of new jobs and generating added value. Additionally, numerous congresses, fair and exhibition events, including those devoted to one of the greatest local assets of the city, amber, make Gdansk one of the most attractive tourist destinations in the Baltic Sea basin. Its attractiveness to tourists is enriched by an extensive and diversified cultural scene. Culture in Gdansk has a significant influence on its investment attractiveness and economic development. GDP per capita (current prices) in Pomorskie Region (NTS-2) equalled 41 442 PLN in 2013, while in 2012 it was 41 329 PLN. GDP per capita (current prices) in Trojmiasto Subregion (Gdansk, Gdynia, Sopot - NTS-3) equalled 62 170 PLN in 2012 (most recent data available). Entities Total number of entities of the national economy in Gdansk has risen from 69819 in 2013 up to 71093 in 2014.

The greatest number of entities is located in: Agriculture, forestry and fishing Mining and quarrying Manufacturing, Electricity, gas, steam and air conditioning supply Water supply; sewerage, waste management and remediation activities Construction Trade; repair of motor vehicles Transportation and storage Accommodation and catering Information and communication Financial and insurance activities Real estate activities Professional, scientific and technical activities Administrative and support service activities Public administration and defence; compulsory social security Education Human health and social work activities Arts, entertainment and recreation

Gdansk offers a wide range of office, commercial and industrial spaces to meet needs of various business projects. Industrial and Technology Park MASZYNOWA, Pomeranian Logistics Centre, Gdansk-Plonia Industrial Park are key investment areas along with startup incubators like STARTER and wide range of office spaces for instance KOGA office building. 5 social enterprises have been created in recent years. It is not possible to evaluate their level of social innovation, but all are trying to develop alternative ways of functioning in the market place.

Housing

NEWLY BUILT RESIDENTIAL BUILDINGS COMPLETED a BY FORM OF BUILDING CONSTRUCTIONS Buildings Cubic volume in FORM OF BUILDING dam3 CONSTRUCTIONS 2013 2014 2013 2014

T O T A L 396 367 1299 1310

construction of: DWELLING STOCKS Cooperative 9 4 109 41 Municipal (gmina) - - - - For sale or rent 151 164 954 1066 Public building society 3 2 32 12 Private b 233 197 204 191 SPECIFICATION 2013 2014

Dwellings in thousands. 203,2 206,9 Rooms in thousands. 684,3 694,2 Usable floor space of dwellings in thousands. m2 12084,8 12308,5 Average: number of rooms in a dwelling 3,37 3,36 usable floor space of a dwelling in m2 59,5 59,5

Migration levels MIGRATION OF POPULATION FOR PERMANENT RESIDENCE Inflow a Outflow b

Net Y E A R S from urban from rural from to urban to rural total total abroad migration areas areas abroad areas areas

IN ABSOLUTE NUMBERS

2013 5723 3795 1568 360 4611 1778 2349 484 1112 2014 5204 3416 1458 330 4343 1755 2159 429 861 PER 1000 POPULATION

2013 12,4 8,2 3,4 0,8 10,0 3,9 5,1 1,1 2,4 2014 11,3 7,4 3,2 0,7 9,4 3,8 4,7 0,9 1,9

POPULATION PROJECTION UNTIL 2050 As of 12.31.

Females per Y E A R S Total Males Females 100 males in thous.

2014 a 461,5 218,7 242,8 111 2015 460,7 218,3 242,4 111 2020 457,8 216,8 241,0 111 2025 453,6 214,8 238,9 111 2030 447,3 211,7 235,6 111 2035 439,5 208,1 231,4 111 2040 431,7 204,9 226,8 111 2045 424,8 202,4 222,4 110 2050 418,9 200,4 218,5 109

Educational results ENROLMENT RATE IN THE 2014/15 SCHOOL / ACADEMIC YEAR

Enrolment rate in % SPECIFICATION Age groups

gross net

Pre-primary education establisments 3-5 102,6 84,5 6 303,1 44,7

Schools: primary 7-12 107,3 95,8 lower secondary 13-15 101,3 95,7 basic vocational a 16-18 13,8 12,4 general and specialized secondary b 16-18 64,1 61,5 technical secondary c 16-18 48,1 33,1 post-secondary 19-21 57,2 14,1 tertiary d 19-24 245,7 197,2

Innovation levels Gdansk 2030 Plus Development Strategy specifies the basic priorities and fundamentals of development, going beyond 2030. The Strategy will be implemented by mutually complementary Operational Programmes covering objectives to be achieved and the expected results. Also correlated with the city’s budget and covered issues such as education, culture, health, social integration, innovativeness and entrepreneurship, as well as transport and public space. One of these operational programmes is dedicated to entrepreneurship and innovation. Social innovation is one of the priorities there. There are several incubators in Gdansk but none is exclusively dedicated to social innovation. Many social innovation projects are carried out in the city but there is rather little coherence between them.

Local problems/challenges faced in relation to social innovation. Although innovation is an important issue on the political agenda in Gdansk, social innovation is not sufficiently highlighted. There are many SI initiatives but they are rather isolated. Therefore to organize the ecosystem, which is necessary to stimulate and up-scale social innovation is a big challenge for the time being. The collaboration between the traditional sectors should yield to inter sectoral ways and spaces where the innovation spiral logic can be supported in a complex and global fashion. The ways to choose non marketable social innovations is also a challenge for Gdansk. The new evolving role of citizens is very important as a challenge for Gdansk, which wishes to develop social innovation with them, by designing integrated plans and procedures together. Social innovation is getting more and more important. Gdansk has been working on more formal social innovation since 2014. There is the operational programme “Enterpreneurship and Innovation”, which is dedicated to entrepreneurship and innovation. Social innovation is one of the priorities there.

Policies, strategies and actions that have already been developed by the partner in relation to the identified problems/ challenges. Gdansk has undertaken numerous initiatives in the area of social innovation: a participative process in the definition of the city 2030 Plus Strategy, putting into place of an association of local authorities (49 members), taking the lead in putting into place a social economy support centre, improving the quality of teaching by a bottom up self learning process with over 600 teachers, a citizen based policy in the area of municipal culture. However Gdansk feels this is not enough and has been working on more formal social innovation since 2014 and is about to initiate an accelerator space in a regenerated area, with the participation of all the stakeholders. The idea once again is to base the initiative very strongly on the fourth element of the Quadruple Helix, by creating the space, and its functioning with and for citizens. The second stage should consist of finding ways of spreading this type of initiative into the suburbs. With numerous universities, big businesses and a strong network of local social organisations, the City has the potential to continue to improve exchanges and partnerships between actors of social innovation and to develop more sustainable economic patterns with non-profit organisations. The reform of the city administration itself, in order to take on board horizontal forms of management is also an example of potential interest to partner cities. It is based on horizontal management techniques, based on creative mapping of challenges and resources and the knowledge about this shared in different departments.

Previous experience of working through transnational exchange on this topic

The My Generation art Work Urbact II project dealing with the imbalance between the employees needed by employers and the school leavers. Through this project, stimulated by the international exchanges, grew a strong action with teachers, 600 of whom are at present regularly working on how to improve the way children learn. Gdansk participates in Eurocities and Baltic See Cities networks and is very active in the domain of social integration there. Last year the representatives of Gdansk visited Torino to see how their social innovation projects function. Gdansk has created the Gdansk hub, an innovative eco-system bringing together numerous stakeholders of the social innovation area. It has initiated a learning process with outlying districts as well as neighboring towns.

The likely focus of the Integrated Action Plan to be produced as an output through participation in the Action Planning Network

The scope of the Integrated Action Plan would be to define the social innovation booster for Gdansk, taking into account what already exists, what will come out of the transnational experiences and what will be invented in addition. A very important element is to identify and test the Pan-European model and inspiring space for social innovation stimulation.

URBACT LOCAL GROUP TO BE SET UP BY THE PARTNER

Partner’s URBACT Local Group (ULG) and key local stakeholders in it. ULG in Gdansk will be new group, although many stakeholders know each other and have been cooperating on different projects. The main stakeholders are: incubators, Science and Technology Park, Gdansk Foundation, the City (Social development department and the economic development department), the Social Economy Support Unit, Municipal Welfare Centre, local Neighborhood Houses, private companies, social innovation accelerator, Gdansk Entrepreneurship Foundation, Gdansk Foundation of Social Innovation, other local NGOs , Municipal Employment Agency, representatives of business and start up sector.

Coordinator of the URBACT Local Group The city wants to work on the Quadruple Helix principle and involve representatives of all sectors to work in the ULG framework. External coordinators have been engaged. Jan Wyrwinski and Michal Mysiak are very active in start-up ecosystem in Gdansk. Jan Wyrwinski - after working several years in business sector for ICT companies (responsible for company development and expansion) has become an investor in the Pomeranian start-up landscape. Now involved in Clipster- incubator for business and social innovation initiatives https://pl.linkedin.com/in/wyrwinski Michal Mysiak is involved in business development sector for more than 9 years. President of Pomerian Foundation of Economic Initiatives, Microentrepreneur of the Year 2009. Initiator of CODE 2.0 – project which change enthusiasts of IT into real specialists. Responsible for development of startup accelerator Alfabeat (www.alfabeat.pl) and (www.clipster.pl)

Best practices from Gdansk will be promoted among network. Many initiatives are run by members of ULG, who are very keen to learn from other experiences. The members of the ULG will be also intensively involved for organisation of final event (conference) in Gdansk 2018.

Members (and coordinators) of ULG will take part in transnational meetings. Additionally after each transnational meeting the main outcomes and best practices will be presented to the local group. Eventual needs and challenges reported on local level will be brought for discussion on transnational level.

LEARNING AND CAPACITY BUILDING

Baseline at partner level in terms of learning needs Gdansk defines itself as a city which:  has some experience to share but a lot to learn  has started to address the issue of social innovation at local level  has some practice(s) that could be regarded as “good practice(s)” in European terms

Capacities to be enhanced in the city/ partner organisation’s core staff in relation to dealing with social innovation. Brokerage capacity. How to lift internal barriers to assure more innovative activities in the Municipality.

Gdansk doesn’t have integrated urban strategy/ action plan dedicated to the policy challenge addressed by the network (social innovation) and using an integrated and participatory approach

Baseline Study

Partner Profile

The Barcelona metropolitan area holds a strategic position in southern Europe, in the middle of the Mediterranean corridor, which connects the Iberian Peninsula with the rest of the continent. The Metropolitan Area includes 36 municipalities and is home to 3,239,337 people in a territory of 636 km2. Its territory includes the agricultural areas of Llobregat Delta, the fully urbanised areas of the Barcelona plain and the large green areas of the massifs of Garraf and Collserola and Marina mountain range. The AMB (Barcelona Metropolitan Area) is a public administration with competencies in the areas of social cohesion, territorial and urban planning, mobility, transport, waste management, water supply, environment protection, social housing, infrastructures and economic promotion in the metropolitan territory.

Core, since Barcelona is Catalonia’s capital city, acting as an attraction pole in economic, demographic and social terms for the Metropolitan Area of Barcelona and for Catalonia. Barcelona is the city of 1.602.386 inhabitants.

DATA RELATED TO THE POLICY CHALLENGE/ ISSUES TO BE TACKLED BY THE PARTNERSHIP IN THE FRAMEWORK OF THE URBACT NETWORK BOOSTING SOCIAL INNOVATION

Demographic profile age, gender, ethnicity The total population of Barcelona is 1.609.550 being the generations between 24 and 65 years the most numerous, like in most of Western countries. As per ethnic/geographical origin, after the European group, which is the most numerous (1.442.491 people, having 1.346.784 Spanish nationality), the second group with the highest number of inhabitants is the American one, with 83.450 people. (Please refer to annexes for demographic pyramid)

Barcelona population. Ethnic origins 2015 Origins Europe 1.442.491 Spanish nationality 1.346.784 Africa 19.898 Asia 63.095 America 83.450 Oceania 414 Total 1.609.550

Economic profile

With a long industry tradition, started in the 19th century mainly in the textile and food processing sectors, the economic tissue of Barcelona is nowadays highly diversified, being services the stronger sector with still an important industry sector. Regarding the services the most important subsectors are: business services, higher education, health and medical services, media, retail and wholesale commerce, logistics and transport, hospitality and other touristic services. As per industry the most important subsectors are automotive, pharmaceutical and chemical, textile and footwear, food processing, electric materials and equipment, printing and publishing and waste treatment clusters. Regarding the city’s workforce the 89% is employed in the services sector, the 7.8% in industry and the 3.1% in construction. The family income per capita of Barcelona is 19.335 €/year The Barcelona working population is 870.335 people, being 164.377 unemployed.

Barcelona companies per economic sectors 2015

Total 170.197 Mines and other similar natural resources extractions 32 Manufacture 5.217 Energy 519 Water and waste management 130 Construction (41-43) 14.188 Retail 32.268 Tranports and storage 8.137 Hotels 10.861 Communications and new technologies 6.179 Insurances and finances 3.596 Real state 13.479 scientific and other intellectual activities 31.790 Administrative services 13.726 Education 5.390 Health and social services 11.586 Arts and entretainment 4.836 Other services 8.263

Business-start up rates According to the Barcelona City Council official data, in the first semester of 2015, 4.201 companies were set up. This figure was the highest since 2008 and a +7.3% variation from year to year. According to the same report, the percentage of entrepreneurs in the city is 7.3% of the population and most of the new companies are very small (the 71% of those set in 2014 have no employees). As per the figures related to green economy, between 25.000 and 36.000 people in Barcelona worked in this sector in 2014 and it represents between the 2.6 and the 3.7% of the employment rates of the city. Between 2012 and 2014, the number of companies in the green sector raised around 3%. In the recent diagnosis elaborated by the Cooperative, Social and Solidary Economy Commissioner there are 4.718 companies that could be included in the sector of social economy. They are the 2.8% of the total number of the companies of the city and contribute to the 7% of the GDP of the city. These companies share the same goal: to reach a new production and purchase models that prioritize people’s needs instead of economic benefits. Barcelona City Council through Barcelona Activa has long supported social companies together with their social innovation strategies. Thus, in 2006 the Xarxa d’Economia Social De Barcelona (XESB) Barcelona Social Economy Network was founded. Its main aim is to support entrepreneurship and social innovation together with the social and labour inclusion of people facing exclusion risk and the most vulnerable groups of people. It also aimed at highlight the best practices of social companies and the best social responsibility initiatives of the conventional companies. As a part of the strategy to foster social innovation in the city of Barcelona by the end of 2015 Barcelona Activa set a new department focused in alternative economies (other than the conventional) aimed at fostering foundations, cooperatives, associations... that base their economic activity taking society and social needs into account. This strategy is totally aligned with the European Commission definition of Social Innovation: “Social innovations can be defined in terms of both ends (new solutions to societal problems) and means (the new forms of social organisation needed to ensure their delivery). They necessarily involve new forms of organisation and interaction that respond to social demands for new and better ways of resolving societal problems and satisfying social needs. It is difficult to estimate the extent to which social innovation occurs because of a distinct lack of adequate metrics, but there is no doubt that the demand for social innovation, in terms of ends and means, is increasing given the scale and diversity of societal problems that have to be resolved.”

Social enterprise start up rates In the recent diagnosis elaborated by the Cooperative, Social and Solidary Economy Commissioner there are 4.718 companies that could be included in the sector of social economy. They are the 2.8% of the total number of the companies of the city and contribute to the 7% of the GDP of the city. It means 3.500 million euros. They employ 53.000 employees, the 8% of the Barcelona population, and 100.000 working in a volunteer basis in these companies. The aims of these companies are: • Working in order to overcome social inequality. • Prioritise collective needs instead of individual needs. • Economic democracy • Improving population’s quality of life • Gender equality • Respect to cultural diversity • Fostering local economy • Self-management and solidarity in companies management

Brownfield Fabrication Laboratories (FabLabs): An appealing way for everyone to learn how to incorporate technology into their daily life. These are three open spaces where citizens can learn the basics of digital fabrication as well as any other technology or scientific process that can be applied to your day to day life.

FabLabs offer the most basic, experimental and entertaining way possible to stimulate anyone’s initial level of interest in new scientific and technological models STEM: Science, Technology, Engineering and Mathematics, as well as new forms of informal learning and online organising: co-creation, collaboration, crowdsourcing, crowdfunding, etc. The strategy is primarily focused on three programmes: educational, family and social innovation programmes.

Social housing stock In 2014 the Barcelona City council approved the 2014-2020 social housing plan, being now developed. It’s being developed in order to assure population access to housing. Consensus has been a core issue in its development and many stakeholders have been taken into account in order to both design and develop it: Social Housing Council, Barcelona’s Observatory for Architectural Refurbishment, Urban Habitat Advisory Council etc.

Migration levels In 2014 (latest data available) 88.394 immigrants came to live to Barcelona, being, after European, the South-American the most numerous groups. As per emigrants, 52.761 people left the city in 2014.

Education l According to the results of the Programme for International Student Assessment in 2012 the results in Catalonia highlighted that social exclusion is an important problem and has a severe impact in education, just as in most of the countries participating in the evaluation. The results in Catalonia showed an average level close to the average obtained by the country members of the Organisation for Economic Co-operation and Development (OECD) in Maths (493, being the OECD 494), highest than the OECD in reading (501 being the OECD 496), lower in Sciences (492 being the OECD 501) Since social innovation is a real crosscutting issue, including it as an issue to be taken into account in any subject should be a goal.

POLICY CHALLENGE ADDRESSED BY THE NETWORK

Local problems/challenges faced in relation to social innovation. Social innovation oriented towards the common good linked to the empowerment of citizens in areas of housing, education, energy poverty and labour integration and specific problems such as child malnutrition, cuts in energy supply, the employment and poverty evictions. Taking the consequences of the economic crisis as the main challenges to be faced by Barcelona Activa, its strategy will be focused in the following areas: - Fighting against unemployment and unstable work - Reduce social inequality - Build up new local development models. Therefore, there are urgent measures to be taken in order to overcome the most dramatic consequences of the economic crisis but a long-term strategy is also needed to assure a future economic development.

Women, young people, long-term unemployed people have been defined as priority groups by the city government. Furthermore, Barcelona Activa will also work in other to reduce social inequality among the different areas/districts of Barcelona.

The strategic lines defined in order to face these challenges are: - Leadership in employment policies. - Work towards an equal deployment of the Development Agency in all the districts of the city. - New working strategies, including participation processes. - Population as the centre of public policies. - Entrepreneurship, innovation, social responsibility and environmental responsibility as core issues when tackling economic development. - Cooperative, Social and Solidary Economies + Circular and green economies as basis for local development.

Policies, strategies and actions that have already been developed by the partner in relation to the identified problems/ challenges. Barcelona Activa has developed specific programs devoted to people willing to be an entrepreneur but facing specific problems (related to their age, gender, and lack of training/education) that could prevent them from setting a company. Together with these programs Barcelona Activa also supports entrepreneurs willing to set up companies in sectors that have a specific social output, such as Eco-emprenedor XXI program and the Social Entrepreneurship program:

-ODAME: ODAME – School of Entrepreneurship for Women has 27 years of experience coaching female entrepreneurs providing counseling, training and supporting the creation of business networks to foster the feasibility of their business projects and to promote the presence of women in the local business background.

-Idees madures and Idees amb futur: Entrepreneurship Programmes for young and over 45 entrepreneurs Programmes that foster business creation as a social integration tool, as the Programme Mature Ideas, aimed entrepreneurs older than 45 or the Programme Ideas with a future, aimed at young entrepreneurs (16 to 30 years old).

-Mobilitza’t mobile: Mobilitza't Mobile, financed by the CALL FOR PROPOSALS FOR SOCIAL POLICY EXPERIMENTATIONS PROGRESS 2012 was an experimental programme addressed to unemployed young people, so called NEET "Not in Education, Employment, or Training". Its main aim was to support participants in their paths towards the labour market or getting them back to formal education.

- Eco-emprenedor XXI: Promoted jointly by Barcelona Activa, Caixa Capital Risc & KIC Innoenergy, this program fosters the creation of innovative tech-based startups with a high growth potential in the fields of clean technologies.

- Social Entrepreneurship Program: Social Entrepreneurship finds solutions to social or environmental existing problems by providing an innovative idea that could be spread afterwards. Social Entrepreneurship program supports the development of socially responsible entrepreneurial projects.

-Responsible Procurement: products, works and services are purchased alongside social inclusion and environmental clauses

-BCN|Open Challenge: is a new programme opening up the city administration to SMEs from around the world to transform public services. By seeking solutions to the city’s challenges with a more inclusive process, Barcelona will accelerate innovation and leverage public spending more effectively to deliver better public services. For the first time, public procurement directly focuses on innovation providers, leading to faster, stronger local economic growth and tangible improvements in citizens’ lives. Amount 2015: 1M€

-Pla Buits: BUITS (Urban Spaces with Territorial and Social Involvement) Empty Spaces Plan is a plan to boost public involvement in the concept and management of sites that are not being used in order to breathe life into them, find a community use for them and stop them from becoming run down. Having assessed different proposals, an Assessment Committee comprising representatives of Council party groups and city organisations has given these sites to city associations and other bodies for their temporary use. They are municipally owned sites with no provision for short-term development. The Plan is aimed at public and private non-profit organisations that are allowed to run these vacant sites for a maximum of three years. BUITS therefore enables them to be temporarily used as well as reclaimed, restored and developed as centres of neighbourhood life. Many of the winning projects are for city allotments and some of these are for people at risk of social exclusion. Previous experience of working through transnational exchange on this topic

Mobilitza’t Mobile: Mobilitza't Mobile, financed by the CALL FOR PROPOSALS FOR SOCIAL POLICY EXPERIMENTATIONS PROGRESS 2012 was an experimental programme addressed to unemployed young people, so called NEET "Not in Education, Employment, or Training" with the following aims: - Support participants in their paths towards the labour market or getting them back to formal education. - Qualify participants in different professional profiles in Mobile Sector, by using innovative methodologies in second chance programmes (such as learn by doing methodologies, mentoring, etc.). - Evaluate employment programmes addressed to NEET and its methodologies as a social experiment (120 participants in implementation group and 120 in control group). As stated, Mobilitza’t Mobile was initially addressed to 120 young people, who had to meet the following requirements: - Hold compulsory Secondary Education (CSE) qualifications, obtained at least two years previously. - Be aged between 18 and 24 years (inclusive). - Not being studying or having the intention of doing it. - Be unemployed - Be resident in socially deprived urban areas in the city of Barcelona. The scheme focused on the IT-Mobile field because in addition to being the sector that is transforming our society and the way we interact and see the world, in the coming years it will be one of the industries with greatest demand for professionals. After attending a common initial module to learn about and experiment with the technologies most frequently used to create a mobile app, the young people then choose one of the specialities in the programme: Design and Usability, App Programming and mobile device Sales and Marketing. During the training they work in multidisciplinary teams to develop an app that meets some of the city challenges posed in culture, sports and youth. The project was led by the City Council of Barcelona and its consortium included the following organisations: - Job Centre Genova, Italy - IVALUA – Institut Català d’Avaluació de Polítiques Públiques, Catalonia - Cité de Métiers París, part of Universcience, Établissement public du Palais de la découverte et de la Cité des sciences et de l’industrie, France

The likely focus of the Integrated Action Plan to be produced as an output through participation in the Action Planning Network The main element of the IAP is to transmit the priorities of the city council to the rest of the ecosystem. The aim is to go from a vision that over-boosted the concept of technological development “per se” closely tied to the priority of the development of the concept of Smart City and to move towards a new objective that is to improve the conditions of life of the citizens of Barcelona, and especially to achieve a socially fairer city, which eliminates poverty and its consequences and reduces inequalities. To this end, a diamond has been designed with four vertices of development of innovation (and of social innovation in particular): -to increase employment of quality -to reduce the cost of living in the city and to eliminate poverty -to empower so as to improve the personal and collective satisfaction of the residents -to construct a more sustainable and resilient city, both in terms of the environment and economically Each of these vertices includes different goals and one-dimensional policies, but also policies of innovation that relate between them. In this figure we can see how the diamond could be:

Barcelona main hope in URBACT is to test the IAP as a tool to align all its social innovative policies. Learning from other partners in the project will be essential in this process.

Operational Programmes covering the partner area and their priorities relevant to the policy challenge addressed by the partner in the network

Programmes  EERDF- Operational Program for Catalonia implemented with an agreement between the Barcelona City Council and the Government of Catalonia. (2014- 2020)  ESF- Operational Program for Catalonia (2014-2020)  SME Initiative ERDF 2014-20  Sustainable growth ERDF 2014-2020  Smart growth ERDF 2014-2020  URBACT  South West Europe  Interreg V-A - Spain-France-Andorra (POCTEFA)  Interreg Mediterranean  INTERACT  ESPON  INTERREG EUROPE

Priorities from ERDF: Thematic Objective 1: Fostering research, technological development and innovation Thematic Objective 4: fostering a low carbon economy. Thematic Objective 6: protecting environment and fostering green economy. from ESF: Thematic Objective 8: improve employment possibilities of the population and modernization of the employment organizations in Catalonia, including social innovation activities. Thematic Objective 9: supporting social inclusion of people facing specific social problems. Thematic Objective 10: investing in population’s training and education.

URBACT LOCAL GROUP TO BE SET UP BY THE PARTNER

Partner’s URBACT Local Group (ULG) and key local stakeholders in it. The City Council of Barcelona has presented two projects to be funded by the European Commission for urban regeneration. a) The project EDUSI for the regeneration of the neighbourhoods of the north of the city around the river Besós. This is one of the poorest neighbourhoods of the city. The project is financed with ERDF and is based above all on fostering the joint design and production of policies that fight poverty, between the city council and the social fabric of the neighbourhoods. The project prioritizes those investments in intangibles such as culture, citizen participation, training, the activation of entrepreneurship, especially social and cooperative, which serve to reduce the existing levels of poverty and to increase the social cohesion. b) The project UIA (Urban Innovative Actions) for introducing in a selection of the neighbourhoods of the project EDUSI, five pilot experiments of systems of combined guaranteed municipal rent with active policies for fighting against poverty. These policies are carried out with the cooperation of the entities from the third sector from the neighbourhoods themselves. Barcelona also counts on a tight relation with all of the third social sector, with which it has recently signed a joint agreement with the Mobile World Capital Foundation (which organizes the Mobile World Congress) to create a Marketplace of apps focused on the resolution of social problems. Barcelona also counts on the Agreement for an Inclusive Barcelona in which more than 700 public and private entities participate to jointly decide on the policies for fighting against social exclusion. Finally, the city council itself has a strong internal innovation group that we have mentioned before (the Ponencia de Innovación – The Innovation Working Group) made up of the internal staff in charge of innovation from the municipal structure itself and its dependent companies and organisms. This group, coordinated by the area of Social Rights is closely coordinated with the local development agency Barcelona Activa (the Department of Training and Innovation and the Department of Social and Solidarity Economy) for specifically boosting social innovation, either from the demand side (Social Rights in all its extension) or from the supply side (Barcelona Activa). One of the working methodologies will be to use open innovation (with the citizens, social entities and providers) to develop the innovation. And furthermore, we count on the rich ecosystem of social innovation described above. With all these agents, a representative selection will be carried out so as to create the initial LG, prioritizing those which can contribute greater capacity of interrelation with other agents and to lead the different initiatives which emerge. A possible proportion could be 1/3 municipal representatives, 1/3 representatives from social entities and 1/3 representatives from the innovative ecosystem.

Coordinator of the URBACT Local Group Claudia Garcia (Cv provided) Master in International Business Management with experience in European projects coordination, management and monitoring.

Barcelona Activa will set up its own working groups to develop the Project but it will also plan integrated working groups with the Social Rights department of the City Council. The main milestones and conclusions of the project will be presented to the aforementioned Ponència d’Innovació

LEARNING AND CAPACITY BUILDING

Baseline at partner level in terms of learning needs Barcelona defines itself as a city which:  has some experience to share but a lot to learn  has started to address the issue of social innovation at local level  has some practice(s) that could be regarded as “good practice(s)” in European terms Barcelona Activa has been a pioneer institution in developing social initiatives such as work training for unemployed people or entrepreneurship programmes for groups of people facing special handicaps to set a company and to find a job back in the 80’. However, we are willing to implement new measures that contribute to improve people’s living standards and support the reinforcement of an economic tissue respectful with environment, people’s social rights and culture in the frame of the challenging 21th century.

Capacities to be enhanced in the city/ partner organisation’s core staff in relation to dealing with social innovation. Our staff has a consistent background in fields such as supporting entrepreneurs, companies and people searching for a job. Our aim in the frame of the project is to improve their awareness in the new challenges an organisation like Barcelona Activa has to face up to now. It will for sure include a reinforcement of their capabilities to detect changes in the social and economic situation that might request a quick switch in the labour and social policies being implemented at a local level.

Barcelona doesn’t have integrated urban strategy/ action plan dedicated to the policy challenge addressed by the network (social innovation) and using an integrated and participatory approach

Baseline Study

Partner Profile

Braga county is considered as FUA, as it includes an urban centre and a peripheral area, both included in the same political/administrative area. The city of Braga has 181.494 inhabitants living on the area of 183 km2. Since 2001, the population has grown about 10,5%.

Demographic profile – age, gender, ethnicity

86.707 habitants are males and 94 787 are females (52.2%). The foreign population is also predominantly female (52.6%); 47.4% are men. Regarding the age of the residents there are 51,765 people under 25 years and 23,894 aged over 65 years, which is a positive value in favour of the child population, adolescents and youth. However, most of population (105,835 habitants) is between 25 and 64 years. Given the relationship between people under the age of 25 years and people aged over 65 years, we can say that this is a very young municipality. The aging index in Braga is 82 seniors for every 100 young people. This figure shows that it is a low rate as the aging index that corresponds to the district is 109,6 seniors for every 100 young people. The value of the index at the national level in 2011 was 127.8%, verifying that Braga is below the national average. 86.707 habitants are males and 94 787 are females (52.2%). The foreign population is also predominantly female (52.6%); 47.4% are men. Regarding the age of the residents there are 51,765 people under 25 years and 23,894 aged over 65 years, which is a positive value in favour of the child population, adolescents and youth. However, most of population (105,835 habitants) is between 25 and 64 years. Given the relationship between people under the age of 25 years and people aged over 65 years, we can say that this is a very young municipality. The aging index in Braga is 82 seniors for every 100 young people. This figure shows that it is a low rate as the aging index that corresponds to the district is 109,6 seniors for every 100 young people. The value of the index at the national level in 2011 was 127.8%, verifying that Braga is below the national average.

Economic profile Braga is a very versatile region with a wide range of economic activities, ensuring employment to about 71.000 active workers spread across different economic sectors. Braga is a municipality of strong business dynamics, with a favourable rate of creation of companies. According to the district of Braga, in 2013 the rate of creation of companies increased 16% compared to 2012, while the number of insolvencies and company closures decreased. The activities with greater contribution to the GVA (Gross Value Added) of the municipality, in order of importance, are the manufacturing industry, trade, construction, health services and social support and consulting services, technical and scientific. Braga is a very versatile municipality with a wide range of economic activities, which guarantees employment to about 71,000 active workers, spread across different areas of economic activity.

Employment: 86,8% employed people; 13,2% unemployed

Business-start up rates, social enterprise start up rates. Since 2012 that the City of Braga is attracting to the City of Braga, International Investment and attracting young innovators by implementing an Economy Youth Friendly policy. Today the City of Braga is Investing on the new setled “Startup Braga”, that since 2014 had established more then 40 Startups with a technology mindset. It is time now to introduce on the strategy of the city a new approach, looking for Social innovation inputs and establish a social economy and a participative mind-set on entrepreneurs and Social actors of the City of Braga.

The Social Enterprise sector in Portugal is still waiting for legislation under this matter from the Portuguese Government. The numbers of Start-ups raising on this sector are almost inexistent and in the City of Braga was possible to identify only 2 start-ups, and one of them have a technology mindset. The Association Red Cross Braga established a social entrepreneur Project and created 12 jobs for disadvantaged people in the City of Braga. This project is having a very strong Corporative Social Responsibility with cooperation with many companies of Braga and is producing Chocolates and Jam by using Red Cross Braga resources. Its also possible to understand that, the City of Braga have a high social responsibility mindset but based on a very conservative thinking and very conservative actors.

Social housing stock The municipality of Braga has about 600 social housing units and 3 programs to support the ones with needs: 1. Granting rental subsidies; 2. Shared houses; 3. Lower monthly rents.

Migration levels Braga has suffered with some emigration mainly in the years 60/70, and now in recent years. Emigration flows of the 60’s and 70’s were to mainly countries such as Switzerland, France, Luxembourg, Germany and Canada, countries where there is still a significant community from Braga. The new emigration is a little different. It’s a much more skilled emigration; they are often graduates of University of Minho or the Catholic University. Time will tell if they return or be a generation more accustomed to travel, it will set in the host countries. However, Braga is an attractive city, the 3rd city of the country where there has always been an important industry and a city dedicated to commerce. So we consider that Braga is not a city of emigration. Regarding the immigration levels, and according to the Index of Cities Friends of Immigration and Diversity 2015, there are 4,591 people of foreign nationality living in Braga. This number represents near 2.5% of total resident population in Braga. The main nationalities represented are Brazil (34.2%); Ukraine (14.9%) and Romania (6.2%). There is also a strong representation of immigrants from African countries Portuguese-speaking (11.8%).

Some of the actions that are currently being implemented by the municipality: - Training "Access to health care by foreigners " ACES - Municipal Council for Immigration and Multiculturalism - Portuguese course for Foreigners - Day / Week Action Against Racism - Communities Day - Municipal Day for Equality - Ukrainian School - Technical Support Office for Immigrant Entrepreneurship - Employment Office – Atlas - Mediation Office for Immigrants - Digital Narratives of Diversity

Educational results There are 38 915 students attending to school in Braga. The City have 12 Groups of Schools that are gathering different levels of Education and with students from Kindergarten to Elementary and Secondary Schools. Schools of Braga are developing new social mind-sets and being included in development territorial scenarios. All schools are making efforts to identify and support families and students with social needs.

Much work can be done to re-enforce Social innovation in Schools, Corporate Social responsibilities connections between public and private sector

The dropout rates, per stages of education are: Elementary School – 5,5% of 22 578 students High School – 18,6% of 10 707 students

There are some startups working on this sector providing spaces and educational support and Leisure time activities.

Innovation levels The knowledge, creativity and innovation are essential in today's economic, social and cultural development of Braga. Braga offers a creative and innovative, organic and dynamic environment that enables not only to secure and attract new residents, but to attract new investments and new visitors who recognize the attractiveness of the city. For its authenticity, its identity, but also for its unrivaled ability to renew and reinvent itself in the new realities that arise.

Alongside the municipal action of development and stimulating innovation and creative capital, Braga offers technological conditions that strengthen this identity: a great academic environment, internationally recognized technological scope and operation of digital arts; the International Nanotechnology Laboratory, an international projection laboratory, unique globally, which develops its activity in the context of nanoscience and nanotechnology; an innovative and bold business environment, marked by renowned companies in the field of information and communication technologies, with sustained internationalization projects.

Mitigate differences, whatever their nature, is the hallmark of this city, in order to develop a cohesive, inclusive, participatory and happy Braga.

Braga is recognized for its social policies to support and protect this main pillar of society: from childhood to old age, from the economic support to psychological support, the Municipality seeks to accompany families in the challenges they face, to prevent and correct social imbalances.

In addition to the social inclusion and equality policies, the Municipality awareness also the importance of volunteers in integration and social advancement. Braga is proud to hold a Local Volunteer Bank, strong and united, the result of sympathetic citizens, that find in helping others, a sense of joy and fulfilment.

POLICY CHALLENGE ADDRESSED BY THE NETWORK

Local problems/challenges faced by the partner in relation to social innovation. There is a clear need and demand for Social Innovation strategy in the City of Braga. The City of Braga has a response to the social needs in the city, but it is provided by the Social Sector of the city and very connected with the Church of Braga and to Solidarity movements, like Caritas and the Red Cross. New organizations with solidarity background are appearing in the city with many communities supporting social needs, like “Refood”, “Minho University Social Services” and even the municipality is addressing social needs connected with Health care with pilot projects. This response is taken on a non profit point of view and the birth of business that are exploring possibilities under this domain are not welcomed by the social actors. It is possible to understand a few examples that are connected with Social innovation but missing many requirements to be considered as Social Innovation profiles. According to questions raised by BoostINNO project, the situation in Braga is:

Social: Red Cross and Caritas are providing social and cultural offers for disadvantaged people but there is not enough services on a diversity basis; There is a growing migration of young people looking for work beyond the city because of lack of life perspectives. Social infrastructure: Braga Habit is the Municipality enterprise that is dealing with this matter. There is an effective response but poor development of social housing facilities, especially for young people, low income people and families in social risk, as well as infrastructure for the provision of education. Poverty and social exclusion: Once again Red Cross and Caritas are main actors, but the effects of the crisis and of the political measures increase the inequality in terms of economic and social situation. Labour market integration: The Institute of Employment of Portugal and the Braga delegation are trying to find new options but is possible to identify, high rates of inactivity, insufficient use of employment potential, skills mismatch representing challenges to which social service providers must identify appropriate and viable solutions that will improve the socio-professional integration of persons at risk. The system of education and lifelong learning: The challenges in education refers to low participation in education, also early school leaving, difficult transition to tertiary education, adult general skills outdated, low skills among vulnerable people in the labour market. The most affected are people with low levels of education, older workers, young people who are neither in education and training, nor active in the labour market that is a growing problem in the City of Braga.

Strategies and actions that have already been developed (and perhaps implemented) by the partner in relation to the identified problems/ challenges

The City had already identified several stakeholders to invite and enrol on Boosting Social innovation. We want to discus this better with the project lead expert, because we have two possibilities of development of the Braga LG. The profiled organizations are; InvestBraga, Startup Braga, Industry Chamber of the Minho Region, Commercial Chamber Association of Braga, 2 Universities, Bracara Augusta Foundation, Incubation spaces, Third Sector with cooperatives and Associations, Youth Organizations, Business Angels, Banks, Coworking spaces organizations, Private and public training innovative Centres focused on promoting new enterprises, Open Innovation Centre Stakeholders and Social Organizations The City have also several on-going projects that developing Social Innovation processes within the City, and a LG made up with the managers of these programmes can become also and interesting solution. The profiled processes are; *InvestBraga Strategy / Startup Braga / Microsoft Ventures *Braga 2.0 Smart city *Braga Participative Budget Programme *Braga Social Network *100% Youth City Project *UNESCO Creative Cities

Previous experience of working through transnational exchange on the topic.

The City of Braga is strongly engaged in transnational network through the participation and leading on International projects and networks.

Braga takes part to the executive board of NEYC – Network of European Youth Capitals, and the Mayor of Braga is the Current Vice-President of the Regions committee Network of Southeast Atlantic Cities known as “Eixo Atlántico”.

The City have also tradition of involvement in European quality projects, like for example “My Generation@Work” and the city held the Title of European Youth Capital in the Year of 2012.

The City of Braga assumed a high quality participation in this project, bringing contributions to the network and promoting activities through the implementation of URBact guidelines on local basis. During our participation on URBact II, the city of Braga was able to learn and adapt to local reality several good practices and methodologies that established a new mind-set in our local stakeholders , a new language and a clear vision that it needs new approaches and a clear investment on social innovation processes.

Likely focus of the Integrated Action Plan to be produced as an output through participation in the Action Planning Network The main goal of any integrated plan is to be able to learn, import and export successful experiences and models in the field of Social Innovation and to identify tools, policies and methods in order to accelerate Social Innovation processes by including all the crossover actions that can favouring this process. We believe that our participation will create inside the municipality of Braga a clear strategy and resources to implement s structured process of Social innovation.

Foster the recognition of Startup Braga and our Pre-acceleration acceleration and incubation programmes as social innovation methodologies; - Promote InvestBraga and facilitate more business to scale and/or to be replicated abroad; - Spread the culture of Social Innovation, Sharing Economy and Civic participative budgets at local and European level; - Facilitate the diffusion of our Creative Hub and other spaces of social incubator in order to attract new talents, innovative ideas, fostering in concrete the creation of new business idea with ah high social impact on the citizens and in the community of Braga; - Test and explore the feasibility of new programmes linked to social innovation and to financial instruments dedicated to social innovation, such as Social Impact bonds; - Transfer good practices from other models like for Example “Corporate Social Responsibility” to the Educational and to the Youth Sector of the City of Braga; - Link the City of Braga with growing agenda the European Union and set and intelligent, inclusive, sustainable and empowered mind-set in the Youngster’s of Braga.

The City of Braga have a unique opportunity to involve all city stakeholders around Boost Inno and develop an Integrated Action Plan to design a Social Innovation Strategy for the City of Braga. Following examples from Cities as Paris, Milan, Torino and others, this project is the perfect one that aloud the city to establish a cooperation and access to key actors and key process to establish a Social Innovation agenda in the City of Braga. The City will work on a integrated action Plan that will make possible to: • Establish a Brokerage capacity in the Field of Innovation in the City of Braga; • Create an Evolving space for Social innovation in the city of Braga by establishing a Social Innovation Hub considering the local stakeholders and current culture; • Attract and develop Appropriate curricula Actors among Urbact Local Group members but also on City Stakeholders; • Identify and raise Financial instruments that can give sustainability to the implementation of a Social Innovation strategy in the City of Braga.

Operational Programmes covering the partner area and their priorities relevant to the policy challenge addressed by the partner in the network The Portuguese Government have established a ERDF Programme nominated as PORTUGAL INOVAÇÂO SOCIAL with a total amount of 150M Euros. The Programme was designed with 4 main areas of intervention;

* Empowerment for Social investment; * Partnerships for Social Impact; * Social Impacts Bounds; * Social Innovation Fund.

The City of Braga is currently consulting all available calls to identify opportunities of project development. The city of Braga will address all the priorities of PORTUGAL INOVAÇÂO SOCIAL that are considered on Braga BOOS INNO Integrated Action Plan. The City will work on a integrated action Plan that will make possible to: • Establish a Brokerage capacity in the Field of Innovation in the City of Braga; • Create an Evolving space for Social innovation in the city of Braga by establishing a Social Innovation Hub considering the local stakeholders and current culture; • Attract and develop Appropriate curricula Actors among Urbact Local Group members but also on City Stakeholders; • Identify and raise Financial instruments that can give sustainability to the implementation of a Social Innovation strategy in the City of Braga.

Relations with the Managing Authorities The City of Braga and the Coordination of Braga BOOST INNO have appointed a meeting with CCDR-N in order to establish a pro-active relationship with managing authorities and the Programme “PORTUGAL – INOVACAO SOCIAL.

URBACT LOCAL GROUP TO BE SET UP BY THE PARTNER

Partner’s URBACT Local Group (ULG) and key local stakeholders in it. The City of Braga has a very interesting legacy from “My Generation@Work” considering Local platforms and the involvement of local Stakeholders on City projects. But in this case, Social Innovation comes as new chapter in Braga History. It is time to create a new platform and invite all identified stakeholders and identified Platforms. The Task is demanding and cross-sectorial. Starting from existing examples and empower all units to a new strategy and new roles will be the BIG challenge for the City of Braga. The City had already identified several stakeholders to invite and enrol on Boosting Social innovation. The profiled organizations are; InvestBraga, Startup Braga, Industry Chamber of the Minho Region, Commercial Chamber Association of Braga, 2 Universities, Bracara Augusta Foundation, Incubation spaces, Third Sector with cooperatives and Associations, Youth Organizations, Business Angels, Banks, Co-working spaces organizations, Private and public training innovative Centres focused on promoting new enterprises, Open Innovation Centre Stakeholders and Social Organizations The City has also several on-going projects that developing Social Innovation processes within the City, and a LG made up with the managers of these programmes can become also and interesting solution. The profiled processes are; *InvestBraga Strategy / Startup Braga / Microsoft Ventures *Braga 2.0 Smart city *Braga Participative Budget Programme *Braga Social Network *100% Youth City Project *UNESCO Creative Cities

Coordinator of the URBACT Local Group The Coordinator of ULG will be Mr. João Correia, head office of Mrs. Sameiro Araujo office. Mr. João Correia will be also responsible to engage the process leaders of;

*InvestBraga Strategy / Startup Braga / Microsoft Ventures *Braga 2.0 Smart city *Braga Participative Budget Programme *Braga Social Network *100% Youth City Project *UNESCO Creative Cities. Fundação Bracara Augusta will be also invited to support the ULG, by facilitating the meetings and establish a relationship with Portugal – Inovação Social. The project finances will be leaded by Mrs. Angela Faria from the City Hall administration.

ULG methodology for the co-production of the integrated action plan, engagement in transnational network activities, learning from the transnational network activities will be shared with the ULG members so as to ensure up-take of learning in the co-production of the integrated action-plan. The city will involve all stakeholders on the current work of Braga ULG.  Discussion about the problems / challenges faced by our city and which are an obstacle towards a sustainable development;  Discussion about what we need to do to achieve the major development objectives and the strategic development themes proposed and approved in the Integrated Urban Development Strategy;  Working in making proposals of concrete actions to overcome the above identified problems and challenges;  Problems/challenges as well as on the proposed concrete actions to be done as a response to them.  URBACT Baseline Study Braga Municipality improvement;  Participating to the various phases of the issuance of the Action Plan by assimilating responses and proposals received from citizens in neighbourhoods and integrating them into a draft action plan;  Participating in the Communication and Dissemination activities with the local community and with the network;  Participating to the exchange of good practice;  Participating in the workshops;  Continuum update of the draft action plan based on the exchange of good practice and workshops; All stakeholders of Braga ULG will have opportunity to be engaged with Boost Inno transnational Seminars: All stakeholders of Braga ULG will have opportunity to receive reports and intellectual inputs from the Boost Inno Transnational Seminars; Boost Inno Braga will establish bilateral relations with other cities in order to develop relations between social entrepreneurs.

All reports and Intellectual outcomes will be disseminated on the ULG Braga.

The City will establish several processes to share with partners and other municipalities its best practices in order to promote on-going comparison of smart practices and to spread the projects, which produce an high impact on society. Our Local Stakeholders are also promoting the debate and research in Portugal on social innovation impact and investment and we believe that our social innovation prototypes will become a plus on the management of this network activities.

All stakeholders of Braga ULG will have opportunity to be engaged with Boost Inno transnational Seminars; All stakeholders of Braga ULG will have opportunity to receive reports and intellectual imputs from the Boost Inno Transnational Seminars; Boost Inno Braga will establish bilateral relations with other cities in order to develop relations between social entrepreneurs. All reports and Intellectual outcomes will be disseminated on the ULG Braga.

LEARNING AND CAPACITY BUILDING

Baseline at partner level in terms of learning needs Braga defines itself as a city which:  wants to be involved in this network to learn from other parts of Europe  has started to address the issue of social innovation at local level  does not have any specific practice and wants to develop one

The City will need to learn how to;  Establish a Brokerage capacity in the Field of Innovation in the City of Braga;  Create an Evolving space for Social innovation in the city of Braga by establishing a Social Innovation Hub considering the local stakeholders and current culture;  Attract and develop Appropriate curricula Actors among Urbact Local Group members but also on City Stakeholders;  Identify and raise Financial instruments that can give sustainability to the implementation of a Social Innovation strategy in the City of Braga.

The City will need to define a policy approach to;  Establish a Brokerage capacity in the Field of Innovation in the City of Braga;  Create an Evolving space for Social innovation in the city of Braga by establishing a Social Innovation Hub considering the local stakeholders and current culture;  Attract and develop Appropriate curricula Actors among Urbact Local Group members but also on City Stakeholders;  Identify and raise Financial instruments that can give sustainability to the implementation of a Social Innovation strategy in the City of Braga.

The City will need to identify several key capacities among our stakeholders to;  Establish a Brokerage capacity in the Field of Innovation in the City of Braga;  Create an Evolving space for Social innovation in the city of Braga by establishing a Social Innovation Hub considering the local stakeholders and current culture;  Attract and develop Appropriate curricula Actors among Urbact Local Group members but also on City Stakeholders;  Identify and raise Financial instruments that can give sustainability to the implementation of a Social Innovation strategy in the City of Braga.

Braga hasn’t yet produced an integrated urban strategy/ action plan dedicated to the policy challenge addressed by the network (social innovation), and using an integrated and participatory approach.

Baseline Study

Partner Profile

Baia Mare is located in NW Romania and has a population of 135 855 inhabitants (end 2013), representing 26.86% of the county total (505,788) and a metropolitan area home to 215,932 residents. It is the 16th city in Romania, in terms of size of population. (Eurostat). Baia Mare is a medium size city, being the county capital of Maramureș. North West development region - co-ordinates regional development projects and manage funds from the European Union, has a population of 2,495,247, an area of 34,159 km2, and includes 6 counties: Bihor, Bistrita-Nasaud, Salaj, Maramures, Cluj, Satu Mare. In 2008 Romania classified the cities in three main categories: growth poles, development poles and urban centers. The Romanian Growth Poles (Brașov, Cluj-Napoca, Constanța, Craiova, Iași, Ploiești and Timișoara ) and Urban Development Poles (Arad, Baia Mare, Bacău, Brăila, Galați, Deva, Oradea, Pitești, Râmnicu Vâlcea, Satu Mare, Sibiu, Suceava, and Târgu Mureș ) are defined as large urban areas where priority is given to the investments under Community programs (European funds) and national financing. According to the Territorial Development Strategy of Romania Baia Mare is set as a regional pole in the North-West Region Baia Mare is the third largest city in the North- West development region. Baia Mare metropolitan area has a population of 215,932 (44.6% of the county population), an area of 1,395.38 km2 The location of Baia Mare is relatively in the core of the Metropolitan Area and peripheral in the North-West Region. Baia Mare is a city of second rank, having an inter-county and regional importance and playing the role of balance in the urban system. Baia Mare has the status of urban development pole, a status which indicates that the city acts as a hub for regional and local growth, ensuring development in adjacent areas. The status of capital of the county bordering Ukraine, together with the context of geographic proximity to Hungary, gives the municipality an opportunity to develop as a transit hub. Baia Mare plays the role of a city with mixed services, with a sub-regional importance along with Satu Mare . According to the Regional Development Plan, Baia Mare polarized by local synapses the entire area of Maramures County, the eastern part of Satu Mare County and the northern part of Salaj county being bound by a dominant flow to Cluj-Napoca.

DATA RELATED TO THE POLICY CHALLENGE/ ISSUES TO BE TACKLED BY THE PARTNERSHIP IN THE FRAMEWORK OF THE URBACT NETWORK BOOSTING SOCIAL INNOVATION

Demographic profile – age, gender, ethnicity The ethnic composition of the city is as follows: Romanian: (84.11%); Hungarian: (12.25%); Roma: (2.76%); German0.24%); Ukrainian: (0.16%); Jews: (0.02%); and 642 others, including Greeks, Turks, Italians, Lippovans, Poles and Slovaks. By age groups, the following data: 16% are children (0-14 years), 13% are young (15- 24 years), 61% of persons aged 25-64 years and 12% of people over 65 years In terms of religious, most people are Orthodox (67.19%), but there are minority Roman Catholics (7.19%), Protestants (5.18%), Greek Catholics (4.52%), Pentecostals (3.59%) and Jehovah's witnesses (1.14%). For 9.54% of the population is not known confessional. Analysis of the population structure by age and gender shows a relatively equal female and male share (1,105 women/1 man).

Economic profile

Baia Mare was the capital of the mining and metallurgical industry in Romania, but has changed its economic profile in the past 10 years. Due to the closure of mines, the city now has a secondary-tertiary profile, with predominant industrial, construction and services activities which have improved the city's economy in recent years. Baia Mare has become one of the most economically evolved cities in the region. As a result, several supermarkets have been built in the city as well as one of the biggest shopping malls in over 100 km (62 mi) radius. The largest sofa manufacturing plant in Eastern Europe, Italsofa, is located near the Baia Mare city highway ring. In 2013 there have been registered 11314 enterprises with 21.5% more then in 2010. Baia Mare stands out among the other cities of Romania by the specific industry, but also by traditional cultural and tourist value of the landscape Maramures. The key economic sectors are: processing industry, trade, construction, services and transport.

The economic value of Gross Domestic Product places Maramures on position 22 at national level by 8.7 billion (2011), accounting for 14.3% of GDP in the North-West region and 1.5% of the country. Representative sectors of activity for Baia Mare today are the processing industry (furniture manufacturing, electrical equipment manufacturing, etc.) representing approximately 35% 1 of the volume of economic activity of the municipality, according to the turnover. Gross domestic product in the year 2013 was for Maramures County 8.4831 million lei, representing 7.16% of GDP for the North West region. The main economic indicators in 2013 are as follows: - Turnover: 69.27% for micro and SMEs, 12.46% for large enterprises, 18.27% for very large enterprises; - Gross profit conducted and reported: 70.67% for micro and SMEs,; 10.98% for large enterprises; 18.35% for very large enterprises; - Gross losses reported were: 97.26% for micro and SMEs, 2.74% for large enterprises and very large enterprises - Number of employees: 54 386 employees for micro and SMEs; 8664 employees for large enterprises, 9688 employees for very large enterprises; - Labor productivity: 151, 660 lei / employee for micro and SMEs; 171, 260 lei / employee for large enterprises, 224, 540 lei / employee for very large enterprises. -the total volume of economic activities was in 2013 1.5 billion EUR compared with 1.3 billion in 2010. Employment levels. Business-start up rates. Social enterprise start up rates.

In 2013 in Baia Mare were registered about 52,089 employees as follow: 33.95% in the processing industry, 22.60% in trade, 12.21% in construction, 4.69% in services, 8.21% in public authority services, 18.34% health and social services. 75% of the employees are working in SMEs. Baia Mare represents more then 50% of the active enterprises in the county and about 1/11 from the regional enterprises. The number of unemployed was relatively low in Baia Mare in 2013: a total of 4,394 unemployed people registered distributed by age as follow persons aged 40-49 years (27%), persons aged 30-39 years (21%) and those under 25 (21%).

In 2013 the indicator for start-up enterprises was 7.72 new legal enterprises/100 existing enterprises as compared with 7.67 in 2010 and 20.83 new individuals enterprises//100 existing enterprises as compared with 48.94 in 2010. The percentage of the new

established enterprises by field of activity are: 6.42% processing industry, 7% constructions; 12.48% trade, 32.49% transport, 12.06% hotels and restaurants, 9.34% professional activities. The survival rate of start-ups over 2 years period is 89.96% in 2013 as compared with 88.94% in 2012 (the national level is lower with 15%). In 2013 only 5 research and development start-ups were created.

Only recently the social enterprises have been promoted by the Romanian Government and their number is increasing in Baia Mare and in the neighborhood. The association "Together towards welfare" exceeded their sales goals in this first year of incubation with 100% and created 9 jobs for disadvantaged people in Baia Mare. Non-governmental Social Assistance Professional Association (ASSOC) ASSOC is promoting social work by improving disfavoured people’s living conditions. Its social enterprise aim is to provide gardening and open space cleaning services while offering jobs to people with disabilities. For coming to the aid of people who are vulnerable and contributing to local community development, ASSOC has established a social economy enterprise, ASSOC Packing, with the production profile of packing cardboard and paper, designed to provide jobs for people with disabilities. ASSOC Social canteen on wheels - This program provides daily hot meals for 120 elderly and vulnerable people in Baia Mare. ASSOC Social enterprise “social restaurant & catering” - there are 15 employees of which 7 disabled people and 8 people from vulnerable groups. Social housing stock Housing in the city occupies about 34% of the built-up area and is distributed as follow: 258 hectares for collective housings and 951 hectares for individual housing. At the end of 2013 in the city were 57,573 housings (about 420 housings/1000 inhabitants). From the social point of view Baia Mare has Ghetto areas with blocks predominantly inhabited by Roma population (5 blocks in Baia Mare with 980 people living in 336 rooms); slum houses especially in Ferneziu district (about 351 people living in 79 houses mostly Roma people; type makeshift slum dwellings located in 4 district (858 people living in 191 improvised houses, mostly Roma people). The social innovation envisaged by our city would consist in finding a housing solution for Roma people which shall respond to their way of life and to their tradition. Migration level The main cause of decline in the number of inhabitants is constituted of phenomenon of migration. In the last 4 years (2010-2013), the migration balance was negative, with an annual average of about -785 persons (-3141 for the period 2010-2013). Depopulation caused by the migratory balance amount higher than the natural growth in this interval is a complex phenomenon with influencers by local context (cessation of activities in the mining industry) and of the national and global influence (the average salary in Romania or the financial crisis of recent years). Share migratory balance in the demographic balance of the municipality from 2010 to 2013 exceeds 100% - migration is the only cause of depopulation in the last 4 years in Baia Mare. Population decline by 2% (2010- 2013) determined the phenomenon of migration Social innovation in this area can be considered the educational reform as well as a focus on micro economic development, especially towards youth. Education Depending on the level of education of persons registered in the public system of unemployment, it is noted that 65% people have primary secondary and professional education;, 25% people have high school degree and post-secondary education and 11% people university level training.

In the municipality of Baia Mare in the education system were enrolled 3,752 children in kindergarten, 11 310 pupils in primary and secondary schools, 10 858 high school students, 1,915 students in vocational training and high school and 851 students, representing 27.43% of children enrolled in kindergarten in the county of Maramures, 27.06% of students in primary and secondary education, 53.92% of high school students, 78.5% of pupils education professional and vocational and 20.95% of the students. In terms of the number of pupils per teacher, the situation is: 13.79 children / teacher in preschool, 21.46 student / teacher ratio in primary education, 11.67 students / teacher in secondary education, 14.40 students / teacher in high school, 11.4 students / teacher in vocational education and vocational and 8.4 students / teacher in higher education. In terms of educational infrastructure, 65% of laboratories and specialized offices of the schools in Baia Mare are adequately equipped. All schools from Baia Mare have at least one network of computers connected to the internet and www pages by 90%. In Baia Mare, the general population has a higher educational and vocational education (41%), followed by university graduates (21%) and those with secondary education level (17%). Regarding Life Long Learning, participation of adults in Baia Mare in training programs ranged from 0.9% to 1.5% between 2010-2013, compared to 1.7% - 2.1% in the county of Maramures and 2.7% - 4.8% nationally. Innovation levels There is a city policy for innovation and it is highlighted in the Baia Mare Integrated Urban Development Strategy 2015-2030. Thus one of the 3 major objectives is Performance economy based on innovation and tourism by which new jobs will be created and one of the 3 Strategic development themes is ” Baia Mare for investors” - a city favourable to entrepreneurs and large companies alike, open to new initiatives and a partner for innovation The main actors are the Local Authority, the 3 universities in Baia Mare, schools, The Center for Development of SMEs, Baia Mare Metropolitan Area, professional associations, NGOs, citizens, especially youth and children. Some of them know each other but we will bring them all together. The main buildings used for innovation are the locations of the North University, Community centers build, renovated and modernized by the Local Authority within the districts, and new centers which the Municipality wants to renovate and modernize in the near future. Until now the communication was assured through meetings but a platform for communication will be build. As major actors for social innovation we would like to point several NGOs and Associations which are very active such as: ASSOC, Hope and Home for Children, YMCA and Deis Associations, Young Roma Association, Center of Innovation and Sustainable Development Northwest-We want to change our mentality, to create new approaches to current socio-economic topics, and promote success in life through innovative thinking

POLICY CHALLENGE ADDRESSED BY THE NETWORK

Local problems/challenges faced by the partner in relation to social innovation. There is a great demand for knowledge sharing and learning in our city. The key challenges for successful and sustainable development to be developed in Baia Mare are: Social: insufficient cultural offers for disadvantaged people; not enough services diversity; migration of young people looking for work beyond the city (lack of life perspectives); Shortage of the housing infrastructure; poor standard of the housing infrastructure

Social infrastructure: Poor development of social housing facilities, especially for young people, low income people and families in social risk, as well as infrastructure for the provision of education. Poverty and social exclusion: The effects of the crisis and of the political measures increase the inequality in terms of economic and social situation. SOCIETAL NEEDS: Social development is one of the key priorities of Baia Mare, after the most recent global economic and financial crisis. Active inclusion policies are not working proper due to malfunctioning labour market, inadequacy of education and training to labour market demands, low accessibility of services to prevent disease and improve health, underdeveloped infrastructure for social housing, the increased risk of poverty and social exclusion, low government capacity to develop and implement public policies and development strategies in the long term. Labour market integration: high rates of inactivity, insufficient use of employment potential, skills mismatch represent challenges to which social service providers must identify appropriate and viable solutions that will improve the socio-professional integration of persons at risk. The system of education and lifelong learning: The challenges in education refers to low participation in education, early school leaving, difficult transition to tertiary education, adult general skills outdated, low skills among vulnerable people in the labour market. The most affected are people with low levels of education, older workers, young people who are neither in education and training, nor active in the labour market. Health status: The nearness of the quarters with high level of industrial historic pollution caused diseases (due to lead and copper processing); not enough equitable access to quality services for disease prevention in the general population, not enough measures to ensure quality and effective services in improving the health of people suffering from chronic diseases of the elderly, of people with disabilities. Economic: Insufficient infrastructure of business environment; lack of skills adequate to the needs of the job market; large cost of properties' preparation for business needs; big undeveloped areas; geographical isolation and lack of connection to the main transport corridors; Declining birth rate and aging population, with consequences on employment and economic development of the community; Environmental: Contaminated soil caused by the industry; contaminated water-course. Organizational (Governance): strict regulations for infrastructure limiting the liberty of renovations and modernizations; centralization of the management (exists only at city level); lacks of participatory governance; the existing integrated development plans and strategies are not enough interrelated. Government capacity to develop and implement public policies: Resource allocation disregards common development priorities, in order to focus the resources around strategic objectives for the community, being rather not unitary or articulated. Data collection systems differ from one institution to another, without a correlation between them, in order to have an overview of the social phenomenon at the level of municipality. The decentralized institutions follow the set of indicators monitored at the national level, keeping records of the county level only.. Policies, strategies and actions that have already been developed by the partner in relation to the identified problems/ challenges. Labour market integration: increased number of programs and projects undertaken by the County Agency for Employment of Labour in cooperation with social partners and non-governmental organizations. The system of education and lifelong learning: Increased number of partnerships, projects and educational programs; Extracurricular activities enough well represented;

Ongoing prevention activities; Development of programs of second chance or school after school Poverty and social exclusion: Defined and enforced framework for cooperation between public service social workers and NGOs in the field of social capacity planning and development of public services;

Experience of working through transnational exchange on this topic Baia Mare Municipality has extensive experience in preparing and managing complex transnational projects under EU funding, gained in the last 15 years by managing over 20 projects of municipal interest in various domains. Projects were implemented in the following domains: strengthening of administrative capacity, urban regeneration and information technology, education and social inclusion, preservation of biodiversity and environmental protection, economic development and related infrastructure. Baia Mare has been a partner in two URBACT networks: BHC - Building Healthy Communities (2008-2011)- healthy and sustainable urban development / sustainable life-style; LUMASEC - Land Use Management for Sustainable European Cities ( 2008-2010)- creation of a pan-European network for land strategic management in order to increase the competitiveness, attractiveness and sustainability of European regions. Further selected EU projects: Sustainable and Equipped Productive Areas, South-East Europe Cross border Cooperation Programme (2009-2012)-Facilitating the regeneration of several productive areas, in conformity with sustainability criteria; MODEL- Management of the energetic sector at local level, Intelligent Energy - Europe ( 2007- 2010);”Ceramics” Interreg IV C Program (2008–2011) The likely focus of the Integrated Action Plan to be produced as an output through participation in the Action Planning Network Extension of the approach of the "Urban Observatories" through defining the concept in the context of the activities of Baia Mare Municipality and Baia Mare Metropolitan Area; establishing the organizational and financial framework and the elaboration of a Local Action Plan to assure the creation of the proposed “smart neighborhoods” by an active participation and co-creation of the city from the part of the citizens. Correlating the Urban Observatory with the CIVIC Initiative. Some of the topics to be addressed: • National and European policies favouring urban regeneration: economic, social and environmental aspects; • Sustainable development as response to the overall aim of the EU Sustainable Development Strategy which aims to identify and develop actions to enable the EU to achieve a continuous long-term improvement of quality of life through the creation of sustainable communities able to manage and use resources efficiently, able to tap the ecological and social innovation potential of the economy and in the end able to ensure prosperity, environmental protection and social cohesion; • Urban creativity - Multiculturalism: how to increase community capacity and enhance social integration through the promotion of multi-cultural activities, Support to the entrepreneurial initiatives in the sectors of tourism and fruition of cultural goods, Valorisation of social and cultural diversity, Development of forms of mining tourism; • Urban innovation - A dynamic economy supporting the long term prosperity of the many communities, Understand the interrelatedness of the economic, physical, social, funding and delivery issues in a sustainable housing market, Conversion from a mono- economy based on mining, to a multi-lateral economy • The role of active and innovating neighbourhoods in urban regeneration by effective involvement of local actors/stakeholders in Community Regeneration projects -

strengthening the capacity for local actors to develop and generate good practice solutions to key issues linked to the overarching theme of community regeneration. Participation at local level is one of the core component of the methodology for developing urban sustainable development; • The role of education, innovation and research from the urban regeneration perspective;

Operational Programmes covering the partner area and their priorities relevant to the policy challenge addressed by the partner in the network. 1. Regional Operational Programme (ROP) funded by ERDF • Supporting transfer of technology and innovation take up by SMEs in areas for smart specialisation. Thematic priorities • TO1 - Research and innovation • TO3 - SMEs competitiveness • TO8 - Employment and labour market • TO9 - Social inclusion • TO10 - Education and training • TO11 - Better public administration 2. Competitiveness Operational Programme (POC) funded by ERDF • A1. Research, development and innovation 3. Human Capital Operational Programme (POCU) funded by ESF Priority Axis 1 - youth employment initiative Priority Axis 2 - Improving the situation of young people Neets category Priority Axis 3 - Jobs for all Priority Axis 4 - Social inclusion and combating poverty Priority Axis 5 - Community Led Local Development (DLRC) Priority Axis 6 - Education and Skills 4. Operational Programme Administrative Capacity (POCA) funded by ESF

Relations with the Managing Authorities The Municipality of Baia Mare had a large portfolio of projects funded by the previous Operational Programmes and therefore has a long term relation with the Managing Authorities of these Ops. Furthermore, in one of the previous URBACT project “BHC - Building Healthy Communities” which has been labelled as fast track we involved directly the Ministry of Regional Development and Public Administration The Municipality of Baia Mare has strong influence in shaping the policies of Baia Mare Metropolitan Area and provides advice to the North-West Regional Development Agency as well as to the Association of Municipalities from Romania

URBACT LOCAL GROUP TO BE SET UP BY THE PARTNER

Partner’s URBACT Local Group (ULG) and key local stakeholders in it. Baia Mare’s ULG is building on existing group as well as on the new partnerships developed in the meantime. Different stakeholders from across the city are involved. (about 40 people) The Core Local Suport Group Baia Mare has been constituted from following actors: - Representatives from the Municipality –Social Department, Strategy and Projects department and Urban Department - Representatives from the academic media (Baia Mare North University)

- Representatives from business (Center for Development of Small and Medium Enterprises and various companies) - Representatives from schools (County School Inspectorate and school principals) - Representatives from the Civic Municipal Council (which is a forum for debate in the city of Baia Mare, consist of two elected representatives of the 13 Neighborhood Civic Council, which meet at least quarterly to review the work of CCC and how local authorities acquire suggestions and initiatives) - NGOs and association (Youth, Social, Culture, Environment) - Representatives from the Foundation Baia Mare 2021 (established in order to assure the development necessary for our city to be nominated European Cultural Capital in 2021). - Representatives from Baia Mare Metropolitan Area.

Coordinator of the URBACT Local Group The coordinator of the Local Group will be Romana ONET, who is working in the city public administration, within the Social Assistance Public Service, subordinated to the Local Council of Baia Mare City. The coordinator's position is Deputy General Director, coordinating the social development of the community and the diversification/ delivery of social services within the city. The expertise on social policy brings an added value to the local development of partnerships, being a key player in gathering all the community resources. Coordinating the participative process of elaboration of Baia Mare Social Development Strategy has created trustful and sustainable relations with all the local stakeholders. The integrated approach at city level can contribute to maintaining connections with the city administration and relevant city departments, the academic/ economic environment, the NGO'S, the civil society and the other authorities with legal competences in employment, education and social fields. The coordinator of the Urbact Local Group has a previous expertise on cooperation in administrative-territorial networks at metropolitan, regional and national level, being also vice-president of the Professional Body of Specialists in Social Services (Association of Municipalities in Romania).

The member of the groups will participate actively to the analysis new development approaches of social, economic and educational development The members of the groups will participate actively in the communication and dissemination process, as well as in each local / regional conference that will be organized in our city / region related to social, economic and educational activities Learning from the transnational network activities will be shared with the ULG members in three ways: 1. During regular meeting with the core Local Support Group to assure exchange between the members of the ULG 2. During the meetings that the core ULG will have with the Local Groups Established in the districts of our city. During Open days that we intend to organize in the districts.

LEARNING AND CAPACITY BUILDING

Baseline at partner level in terms of learning needs Baia Mare defines itself as a city which: • has some experience to share but a lot to learn • has started to address the issue of social innovation at local level • has some practice(s) that could be regarded as “good practice(s)” in European terms Baia Mare is mainly focused on learning from the partners: - taking the lead in putting into place a social economy support centre, - improving the quality of teaching by a bottom up self-learning process - a citizen based policy in the area o municipal culture - accelerator space in a regenerated area, with the participation of all the sectors, from the developer, through the private sector to the public one - non silos way of managing social development, based on finding solutions and a very adaptable decision making processes - that offers managerial and advisory support and financial resources in favour of social start-uppers - Open Innovation Center, open platform where public and private organizations act in partnership and jointly innovate - Social Innovation incubator - Civic Crowd funding, procedure of participative budgeting - open data policy - re-vegetalisation of the city, participative sciences - public policy to fight food wasting - Citizenship Entrepreneur, School Social Responsibility - Promotion and marketing of the social enterprises companies - Promotion and marketing of the city as broker

Key capacities to be enhanced in the city Brokerage capacity - Baia Mare shall be able to create an active partnership at local and metropolitan level - Baia Mare shall become a promoter of innovation, entrepreneurship, quality education, active participation of the stakeholders in order to stimulate an open innovation “model” in our city, in order to create new opportunities by improving and systematizing scaling up methods. - Baia Mare shall be able to assist the local partnership to scale up social innovation models to create new work opportunities

- Baia Mare shall be able to assist the local partnership to conclude European and international cooperation Evolving space: - Baia Mare shall be able to assist the local partnership to identify and develop the required infrastructure and spaces for the development of the existing activities as well as for the new activities - Baia Mare shall be able to assist the local partnership to find the best way to link these spaces within the city and between cities of the network but also with other cities - Baia Mare shall be able to assist the local partnership to start and conclude public- private partnerships in a socially responsible environment. Appropriate curricula: • Baia Mare shall be able to assist the local partnership to find the best sort of mechanism for change within the educational process in order to empower more social innovation projects and their success • Baia Mare shall be able to assist the local partnership to find the best program, set of strategies and tools to improve educational activity so that young people shall not become a social problem. • Baia Mare shall be able to assist the local partnership to find the best ways to answer the requests from young people Financial instruments: • Baia Mare shall be able to assist the local partnership to find what are the conditions to create critical mass conditions to stimulate innovations • Baia Mare shall be able to assist the local partnership to build models of financing for social innovation projects, not having a place on the open market

Baia Mare has already produced an integrated urban strategy/ action plan dedicated to the policy challenge addressed by the network (social innovation), and using an integrated and participatory approach.

Baia Mare Integrated Urban Development Strategy 2015-2030 Major development objectives: Performance economy based on innovation and tourism by which new jobs will be created; High quality of the environment, EU pollution standards; Social environment cohesive, inclusive, non-discriminatory, integrator Strategic development themes: ” Baia Mare for tourists” – the city where tourists have a wide offer of quality accommodation but also objective and attractive events integrated into an attractive tourist offer; ” Baia Mare for investors” - a city favorable to entrepreneurs and large companies alike, open to new initiatives and a partner for innovation; ” Baia Mare for residents” - Comfortable and Affordable Housing, safer, modern and animated public spaces, sufficient and accessible facilities and efficient transport.

Social Development Strategy Baia Mare 2015-2020 VISION: Baia Mare - 2020 a cohesive and inclusive community involved active citizenship through transmission from one generation to another traditional social value: education and a healthy lifestyle MISSION: Developing an efficient design and delivery of social services through an integrated, multi-sector and participatory need of vulnerable groups in Baia Mare. GENERAL PURPOSE: To facilitate equitable access to quality services and equal opportunities for social and economic inclusion of vulnerable people in Baia Mare share, in the period 2015-2020.

Baia Mare was involved in following transnational cooperation projects which contributed with policy approaches and good practices: URBACT II project “BHC - Building Healthy Communities” (2009-2011) Objective: The healthy and sustainable urban development / A sustainable life-style URBACT II project “LUMASEC - Land Use Management for Sustainable European Cities” (2008-2010) Objective: The creation of a pan-European network for land strategic management in order to increase the competitiveness, atractiveness and sustainability of European regions URBACT II project USE ACT “Urban Sustainable Environmental Actions” (2012-2015) South East Europe Project STATUS “Strategic Territorial Agendas for Small and Middle- Sized Towns Urban Systems” (2012-2014) Objective: The STATUS project is tackling the problem of incoherent urban and regional development in South Eastern European and neighbouring countries by jointly developing an approach that can help cities and regions in making integrated and sustainable urban agendas and place based strategies by participatory planning tools.

Baseline Study

Partner Profile

Basic data: City of Paris : 105km2 – 20 districts Metropole of the Grand Paris : 814 km2 – 131 cities City of Paris : 2,2M Citizens Metropole of the Grand Paris : 7M citizens Employment rate : 79,7% (15-64 years old) Unemployment rate : 8,4%

Demographic profile http://www.insee.fr/fr/themes/dossier_complet.asp?codgeo=DEP-75

Economic profile http://www.entreprises.cci-paris- idf.fr/c/document_library/get_file?uuid=00a54d56-8caa-43c0-9660- 6c891280721a&groupId=10139

Grand Paris : http://www.entreprises.cci-paris- idf.fr/c/document_library/get_file?uuid=e3dde903-27f7-4918-8659- 2ae534366045&groupId=10139

Start up landscape: 3000 start ups in Paris, 36 incubators http://mystartup.paris.fr/ Social enterprises: 10% of local employment in “Economie Sociale & Solidaire” Pôle LUTESS : 30 social start up “La Ruche” incubator “Sensecube” incubator And other stakeholders: http://www.atelier-idf.org/connaitre-ess/innovation- sociale/innovation-sociale-des-ressources-pour-agir/

Derelict land/ brownfield

Give a “social innovative” culture to the whole innovative ecosystem, including the incubators created in Paris since 2008 (100.000m2) and those which will be created in the next few years (100.000m2 more). Make the link with the participatory approach in the Mayor’s governance and make the link with the circular Economy strategy.

Housing stock Innovative strategy*, public procurement**, participatory governance.

Health Paris aim at introducing a global culture shift in favour of social innovation (opening minds on the social impact of everything done by the local administration and all the stakeholders), and circular economy (open minds on the environmental impact), to change behaviours.

Migration levels

Paris developed and adopted a Plan in favour of Migrants and promote international exchanges for students.

Scale of local retail sector

Participative budget envolves more than 67.000 people per year (proposing measures, explaining them, voting). General States for Circular Economy involved 240 people representing 120 entities, who elaborated 65 submissions. We now have to implement them with monitoring indicators. We have adopted a Plan to reduce food waste. We want to gauge its impact.

Educational results, coherence of educational results with the employment market.

Paris develop coworking places and processes between students and start ups. We want to implement an Circular Incubator, which will have to be linked with the Universities. Paris important educational service (State competence) and want to create training programs in the field of Circular Economy (reparing, making, fablabs). Paris introduce new behaviours in school cantines to reduce the food waste and develop educational activities, after tradition school time, concerning this question, environment issues, social issues.

Other elements useful to the network.

Paris work with social banks and entities providing funding to the start up, specially social responsible and innovative ones (Crédit Coopératif, ADIE, PIE- France Active, etc.).

Local problems/challenges faced in relation to social innovation

Due to its specific geographical position the city of Paris is most of all confronted with the issue of scaling up : - how to increase or duplicate local experiences without breaking their authenticity - how to find financial levers (all the more facing the problem of the price of land & buildings in Paris) - how to lift barriers to new actions. It has facilitated the existence of multiple sites, where incubation and co-working take place, in certain circumstances specifically in the area of social innovation. As Paris is the capital of France several initiatives are of a national nature. Paris is the leader of a new movement among cities in the Circular economy. A manifest was drawn up in a highly participative mode with different stakeholders and several other big cities in the world. Participatory approach, social innovation, circular economy culture shift, all these goals are undertaken by the Mayor, Mrs HIDALGO, and the Vice-Mayors, especially Mrs Antoinette GUHL. They are part of the global innovative strategy of the Economic Development Directorate, lead by Mrs SALOFF-COSTE.

Policies, strategies and actions that have already been developed (and perhaps implemented) by the partner in relation to the identified problems/ challenges?

The question of scaling up was taken into account by the General State for Circular Economy which was worked through by the whole metropolitan area. Public procurement for innovation has been developed in a very pro-active way to strengthen the social entrepreneurs and bring the circular economy into the mainstream of the city management. Spaces and potentials are constantly exploited in order to foster creative and innovative spaces in the city. The city has developed a global policy of innovation in all areas and is working on an innovation arc in the metropolitan area.

Previous experience of working through transnational exchange on this topic

Paris is a candidate to the prize of the Committee of Regions “European Entrepreneurial Region”. The City is engaged since 2012 in the “Work in Station” (Working On Reinclusion Know-how in European train stations), a project which gathers three countries (Belgium, Italy and France) to develop innovative cooperation models in the field of inclusion through work on the train station economic area. At local level in Paris, it is illustrated by a partnership between the City of Paris, the commercial company (SNCF) and its train stations and a social economic structure. Actions to improve the employment of underprivileged people are put in place, especially in train stations, with local enterprise/organisation engaged in inclusion through work.

An international public order grouping has been created with Brussels, Strasbourg, Bordeaux, Athens, Tallinn, Roma, Copenhagen, Madrid, Lisbon, and Lyon.

We also study foreign experiences - particularly in Berlin - to settle give boxes in the streets.

The likely focus of the Integrated Action Plan

Within the partnership, Paris aims at improving the processes of implementation of a more inclusive and circular city through high quality of integrated policies. New forms of public policies shared between partner cities will give the opportunity to Paris to increase stakeholders and citizens participation in designing public policies and lift barriers to new actions. Moreover, Paris expects from the partnership new means to increase innovation on its territory. Fab labs and incubators need to be strengthened through the partnership to create new opportunities in foreign cities.

Change which partner hope to see at local level as a result of the co- production of the Integrated Action Plan:

Paris wishes to succeed in scaling up good practices and innovative initiatives. Also wishes to provoke the culture shift in the administration and in private stakeholders minds, in favour of social and ecological useful impact of economic growth. One part of this success could come from a European model of raising power of social innovation.

Operational Programmes relevant for policy challenge addressed by the partner in the network

ESF for “Social Economy” and Insertion issues. ERDF for regional economic development. Research, NICT, competitiveness, ecological transition. Paris is now managing regional FSE funds.

URBACT LOCAL GROUP

The following stakeholders (and others who may join us after) will be involved in the local group : - Atelier Centre de Ressource pour l’Economie Sociale et Solidaire (regional and local public agency for Social Economy) - MOuvement des Entrepreneurs Sociaux (representing social entrepreneurs) - La Ruche, Social Good Lab’, Sensecube-Makesense, Comptoir de l’Innovation (social startups incubators) - Réseau Francilien du Réemploi (representing the NGOs acting for the Reuse-Circular Economy) - Paris Initiative Entreprises, URSCOP, ADIE, Boutique de Gestion (NGos providing fundings to entrepreneurs, including social innovating entrepreneurs) - Knowledge institutions (such as ESSEC Business School innovating incubator, Sciences Po Social Economy chair ) All these stakeholders are supported by Paris City Council. URBACT will give the opportunity to formalize Paris City Council position as a broker, and give a European dimension to the issues dealt in the group. Patrick Trannoy, head of Social & Circular office in Paris City Council will be ULG coordinator.

The ULG work for the co-production of the integrated action plan and engagement in transnational network activities

Paris City Council will have both bilateral relations with each stakeholder, and a global approach to make the group meet and work as a whole. Stakeholders will be asked to take part in URBACT European meetings. Bilateral relations and global meetings will be opportunities for ULG members to share knowledge with international partners.

LEARNING AND CAPACITY BUILDING

Partner level in terms of learning needs, experience and contribution.

 We have some experience to share but a lot to learn, specific learning needs: For Paris very important issue concerns the decrease of food waste. Paris want to share participatory approach, as a new governance motto, and global strategy for Circular Economy. There is global difficulty to make good initiatives scale up.  We have successfully implemented policies/ actions related to this policy challenge but we know we can improve /specific policy approach/ project related to the network topic that could be shared with the partners: Participative Budget.White Paper for Circular Economy.  We think we have some practice(s) that could be regarded as “good practice(s)” in European terms/ specific “good practice(s)” that could be shared at network level: Acting as a broker, lifting barriers in favour of social innovating initiatives, can be considered as a good practice, all the more as we also make citizens get involved in the process. global strategy for Circular Economy, including a public procurement strategy

Key capacities to be enhanced in the city/ partner organisation’s core staff in relation to dealing with the policy challenge addressed by the network

What we have to improve is our capacity of stimulating the scaling up of social innovative initiatives. We particularly have to find ways to face the problem of landings and buildings prices in Paris. Improved capacities of designing integrated action plans is also important value contributed by the Network.

Partner has not yet produced an integrated urban strategy/ action plan dedicated to the policy challenge addressed by the network (social innovation), but did one about Circular Economy, which is, in certain respects, part of social innovation. The White Paper for Circular Economy has been written between September 2014 and September 2015. It does not cover a specific period but it identifies issues and sets goals for the future. This plan is supposed to support a transformative shift from linear economy to circular economy. It addresses the administration itself, but also private stakeholders. 240 people, representing 120 entities, attended to working groups to write the White Paper. The administration is now monitoring its implementation, but stakeholders are involved in the actions. For example, a NGOs network is

responsible for the emergence of new private actors in the field of the Reuse. Work groups were multi-partner collaborative experiences. We also have a participative approach for Citizens themselves at the scale of “arrondissements”, and at Paris level, with the participative budget. One of the preparatory workshop for the White Paper on Circular Economy was dedicated to “Circular Economy solutions around the world”. “Call of cities” for Circular Economy has been written with Montreal, Brussels, Dakar, Seoul, Milan, Copenhagen, London, Lisbon https://api-site.paris.fr/images/75071

Baseline Study

Partner Profile

County of Skane has a population of 1 291 804 (2015) inhibitants and is spread on the area of 11,027 km2 The largest cities in the county and their population: Malmö: 319 246 Helsingborg: 136 002 Lund: 116 115 Kristianstad: 81 919 The County Administrative Board of Skåne represents the whole area of Skåne.

Demographic profile – age, gender, ethnicity The demographic structure in Skåne varies. The average age is lowest in Lund, Malmö and Kristianstad surrounding urban areas. Generally, the smaller rural areas throughout western Skåne has a low average age, while the average age is highest in the Southeast Skåne and Bastad. The pattern accords great when you see the proportion of people than is 64 years and older, where Lund, Malmö, Helsingborg Kristianstad with surrounding smaller resorts have a low proportion of older people. However, the larger cities has a very low percentage of children under 18 years. families with children tend to move to the smaller towns close to the major cities.

In Skåne there are 208,500 people of foreign origin. The main groups come from Yugoslavia, Iraq, Denmark and Poland. Gender of the population in Skåne (2014): 648 935 where women and 639 973 men.

Economic profile Between 2001-2012 Skåne's GRP grew by 20 percent, Stockholm by 37 percent, while the Danish part of the Öresund region only grew by 12 percent. This can partly be explained by the production has developed stronger in Sweden than in Denmark. Productivity, or how efficiently we use resources to produce goods and services, is crucial for economic development and prosperity. Despite favorable conditions, Skåne has not kept pace with Sweden as a whole and the other metropolitan regions in recent decades. GRP per capita had a weaker development in Skåne than the nation. The explanation is that Skåne and the nation's economic growth has been fairly the same but that the population growth in southern Sweden has been stronger than in the nation as a whole, resulting in a weak performance of GRP per capita. In 2013 amounted Skåne GRP 11.2 percent of the GDP, the trend is slightly negative. Meanwhile, Skånes share of the country's population has grown and amounted to 13.2 percent in 2013.

Employment Malmo, Lund, Helsingborg and Kristianstad are the towns which employs most of Skåne. These towns also have a relatively strong growth in the number of jobs. The strongest percentage growth has occurred in the smaller towns. Compared to the periods 2003-2013 and 2008-2013, the pattern that much of the growth in jobs has occurred in the western parts of Skåne is less clear in the period 2012-2013. A large part of Skåne's jobs are in the south west, over half of the region's jobs are located here. Between 1999 and 2008 grew the labor market in Skåne with 15 percent. Although the labor market is growing in the whole county it is growing the most in Malmö-Lund area, which means that there is a continued shift / polarization of jobs to the southwest. Despite employment growth, unemployment remains at a high level in Skåne. Unemployment has doubled since the financial crisis of 2008 and are at a significantly higher level than in 2009 - the worst year of the crisis. Skåne is still among the counties with the highest unemployment rates, 10% .

The county's labor market faces a number of challenges:

in the past. There is a large pool of unemployed with little education or professional skills, which called for only in small degree. At the same time reduces the number of unemployed with demand training and skills rapidly.

- albeit from a very high level. Situation unemployed youth lacking a full secondary education remains very austere because they have great difficulty in entering the labor market. These include also young people with disabilities and young people with a foreign background.

at a good pace in both the private and public services. Labor supply in certain professions becomes not enough and the number of shortage occupations is increasing. The plurality of non-occupations require a longer tertiary training or put high demands on the skills and craftsmanship.

t of the unemployed have no high school education, and half of these are born outside Europe. The proportion of unemployed who lack secondary education is expected to rise over forecast period. Since almost all permanent employment.

require completion of secondary education, the labor market outlook worse for a short education.

swept across Europe in the autumn months of 2015. Refugee immigration brings new challenges for the county's labor market.

-born persons who acquired a secondary education or a further education enter the labor market at a relatively large scale and that a large proportion of them will work. In contrast, work integration of short education are substandard. The lack of meaningful tool in the integration process, for example, basic education and vocational training. Here is the cooperation with local authorities is crucial.

Business and social enterprise start up rates By the statistics available it is not possible to discern whether a company can be considered to have potential for social innovation or not. However, it is our firm belife that many businesses in Skåne work in the field that can be considered as social innovation. Here Skåne sees a development opportunity through the project Boosting Social Innovation.

Social housing stock A large part of the housing we have in Sweden was built in the period from 1965 to 1974, a period in Swedish construction called “The million program”. During these years it was built 1,005,578 new apartments in Sweden. This amount includes all types of houses all over Sweden regardless of tenure.

The expression “The mllion program” focused on showing that there was a stated goal by the Parliament and Government in Sweden to further increase the pace of housing construction, and the way you did it on was by building more rational and industrial.

“The million program” was characterized in large part by building on the height in dense areas.

In Malmö, Helsingborg, Landskrona, and in other towns in Skåne, there are many examples of successful social innovation in these neighborhoods. Apart from the municipalities of Malmö, Lund, Helsingborg, Landskrona and Burlöv, where the majority of the housing stock consists of apartment buildings the majority in Skåne live in single-family housing Lund's housing also consists largely of student housing.

Migration levels 2015 has been an extraordinary year. Never before have so many asylum seekers come to Sweden, the vast majority via Skåne. People have fled across the sea in dangerous inflatable boats and walked on foot through the countries of Europe.

Authorities, municipalities, companies, organizations and individuals have all done a fantastic job.. But it has been difficult to get the resources to hand, to find space and staff to keep up. Refugee reception has been a challenge for many municipalities, not least the arrival municipalities of Malmö and Trelleborg who in the fall of 2015 on their own has received thousands of unaccompanied children.

The strained situation will not end even if the emergency situation in the receipt has calmed down somewhat in recent weeks. In 2015, more than 150 000 people sought asylum in Sweden. The next few years we need housing, schools, teachers and other public services to a very large extent, this is in a situation where we already have a housing shortage and lack of trained personnel in many municipalities in Skåne. We must now lift our eyes to take on the challenges ahead. It requires a lot of work from us - state, region and municipalities together - but also provides us with new opportunities. And here social innovation can and will play an important role.

Education

There are significant differences within Skåne with regard to education. Women in all age groups have higher education than men. The proportion of women in the 25-34 age group who have a college education is, for example, at 54 per cent while the corresponding figure for men is 40 percent. During the few years before the crisis of autumn 2008, the number of participants in higher education, but in connection with the declining labor market due to the financial crisis, the number of applicants to higher education increased sharply again, which probably means that the level of education will continue to rise.Target indicators that are monitored by the regional development strategy are:

• All students should have secondary jurisdiction when they leave primary school • At least 85% of all 20 year olds in Skåne must have a completed secondary school

Here social innovation can play an important role. However the strategies has to be developed within the school system. All evidence show that it is very important to get a high school diploma. One reason is that there are few who complete secondary studies through adult education. There are major differences between the sexes when women are more devoted to complete the studies compared to men. It is not a surprising earning because women generally manage their studies better and studying longer compared to men in Sweden. Social innovation can be one method to solve this problem. Strategies has to be developed.

Innovation levels Skåne has an international innovation strategy. Six overall strategies have been identified to strengthen Skåne’s innovation capacity.

1. Develop systemic leadership To strengthen innovation capacity in Skåne, we need to enhance systemic leadership. 2. Broaden the sense of what innovation is - include more people A strong innovation capacity requires a broader view of innovation and an inclusive approach. 3. Streamlining the support structure for innovation 4. Developing new innovative areas and creative 5. Developing international cooperation 6. Strengthening innovation capacity in our existing industry and public-sector activities therefore created when different players cooperate and take collective decisions by way of interaction in networks or more fixed constellations. This is how we can create system innovations and become more efficient.

In June, 2014, the Regional Council accepted “The Open Skåne 2030” as the Regional Development Strategy for Skåne County. The strategy has been developed in collaboration with municipalities, authorities, universities, business organisations, the ideas-based sector, inhabitants and other parties working with development issues. The Regional Development Strategy is to formulate and create a broad consensus as to a joint goal for Skåne. Together, we have agreed on the goal “The Open Skåne 2030”. Skåne in 2030 is open. Open-minded, open to all, and with an open landscape. We welcome new people and new influences with open arms. We are the portal to Sweden and out into the world.

POLICY CHALLENGE ADDRESSED BY THE NETWORK

Local problems/challenges faced by the partner in relation to social innovation One of our major responsibilities, in collaboration with local communities, is to encourage and develop the planning of the future society. For us it is very important that the development of future cities, towns and rural areas is done in close collaboration with citizens living in the area.

The greatest challenge is to encourage all the society to engage in the process by information, networking and cooperation and also broaden the number of actors involved in social innovation. Here we see that the cultural sector can be an a sector of society that adds value and creates new thinking and new solutions in the development of social innovation. The greatest challenge for social innovation in our region is how to get people involved in the development of their future. Here we have a political consensus on a topic that is high on the agenda. Not to feel involved in the development of the future society citizens live in, is a feeling that creates alienation and a sense of "we" and "them" for the citizens. At the same time it is very important that the public society collects thoughts, comments, ideas and innovations from all citizens regarding planning of the future city and society. Culture, in its broad sense, is something that unites people and creates joy, commitment and self-reliance. It is our firm belief that the cultural sector is a hidden resource in the development of social innovation in Skåne. With the project BoostInno we create an arena for dialogue between cultural workers and decision-makers at regional and local level.

Policies, strategies and actions that have already been developed (and perhaps implemented) by the partner in relation to the identified problems/ challenges In Skåne and Malmö we have “Forum for Social Innovation” which is a national knowledge platform for social innovation and social entrepreneurship funded by the Swedish national government and the regional government. Along with both academia, the business sector and public and non-profit organizations, “Forum for Social Innovation” are building capacity for innovation that meets societal challenges and the primary mission is to actively monitor what happens in the field, both in Sweden and internationally, and to ensure that the knowledge and experience is developed, shared and put to use. The focus is on collaborative models, research and education, financing and power measurement and business and technology utilities. The cultural sector is, however, a part of the society that is an untapped resource in Skåne when it comes to the development of social innovation. This we want to change through our participation in BoostInno and the exchanges with other countries and cities in Europe.

Previous experience of working through transnational exchange on this topic Over the past 10 years we have, amongst others, worked with projects with a link to social innovation within the following European Programmes: * European Social Fund * European Regional Fund * Framework Programme * European Immigration Fund * Interreg Öresund Region * Interreg North Sea Region * LIFE

Likely focus of the Integrated Action Plan to be produced as an output through participation in the Action Planning Network To create a platform and analysis of how the cultural sector can be an active part in the development of social innovation in the Skåne area.

Change which the partner hopes to see at local level as a result of the co- production of the Integrated Action Plan in the framework of the URBACT network The ultimate goal would be to develop a cultural strategy in Skåne for the development of social innovation, that effectively would describe the role of public and private actors as idea brokers when it comes to social innovation.

Operational Programmes covering the partner area and their priorities relevant to the policy challenge addressed by the partner in the network

ERDF Skåne-Blekinge and ESF Skåne-Blekinge. Priorities for Sweden are set out in a Partnership Agreement with the European Commission. The priorities include: ● Fostering competitiveness, knowledge and innovation ● Strengthening sustainable and efficient use of resources for sustainable growth ● Increasing employment, promoting employability and improving access to the labour market.

All Swedish regions will use the investments to enhance their research and innovation capacities. Funding will support small and medium sized enterprises (SMEs) to become more competitive and expand to new global markets. The programmes also envisage specific measures to promote low-carbon solutions, the use of renewable energy, increased energy awareness in companies, and green infrastructure.

The operational programmes för Skåne-Blekinge will be used to support at least 5 600 enterprises and create more than 1 600 jobs in the Skåne and Blekinge area. In addition to that, the program envisages 7 500 extra jobs in SMEs in Malmö. They also aims to increase the share of innovative SMEs to 60% and reduce the energy consumption in companies by 10%.

URBACT LOCAL GROUP TO BE SET UP BY THE PARTNER

Partner’s URBACT Local Group (ULG) and key local stakeholders in it Skane will establish the new the ULG during the spring of 2016. Within BoostInno Skane will establish a network of representatives from the cultural sector who will work with the question of how culture can be a driving force in the development of social innovation. The network will also have representatives from the public sector and academia. So far, confirmed participants in ULG are:

 County Administrative Board of Skåne, Department of Community Affairs  Cultural department of Region Skåne (regional self-governing body)  Forum for Social Innovation (national organisation)  Malmö University  Malmö Museum  Skåne association of local authorities. The group will be supplemented by additional parties.

Coordinator of the URBACT Local Group The UGL will be coordinated by Jörgen Dehlin at the County Administrative Board of Skåne. Mr Dehlin is coordinator for project development at the Department of Community Affairs. The board has a very well established cooperation with all the suggested organisations in the UGL.

The ultimate goal would be to develop a cultural strategy in Skåne for the development of social innovation, that effectively would describe the role of public and private actors as idea brokers when it comes to social innovation.

Depending on the theme of the different transnational network activities different members of the UGL will participate The core word of our participation in the project is knowledge-sharing. What we learn and hear at the transnational meetings we share with our UGL at our meetings.

LEARNING AND CAPACITY BUILDING

Baseline at partner level in terms of learning needs Skane defines itself as a city which:  wants to be involved in this network to learn from other parts of Europe  does not have much experience in this field  does not have any specific practice and wants to develop one

Skane hasn’t yet produced an integrated urban strategy/ action plan dedicated to the policy challenge addressed by the network (social innovation), and using an integrated and participatory approach.

Baseline Study

Partner Profile

The Eurometropolis of Strasbourg comprises 28 communes. Strasbourg is the main city. The towns within the inner circle are: Illkirch Graffenstaden, Lingolsheim, Ostwald, Bischheim, Hoenheim and Schiltigheim. The German town of Kehl is also next to Strasbourg. Strasbourg is the main city of the Eurometropolis. It occupies a central position, and is located on the border with Germany (Kehl – 33,946 inhabitants), with which it has extensive cooperation agreements (such as the tram connecting the 2 towns). Together, they form the Eurodistrict, an organisation fostering cross-border exchanges and collaborative projects. http://www.eurodistrict.eu/fr/objectifs

Population The city of Strasbourg is home to 274,394 inhabitants, for a surface of about 78 km2. The density is 3,504 inhabitants / km2. Strasbourg Eurometropolis is home to 473,375 inhabitants, for a superficie 314 km2. The density is 1,507 inhabitants / km2. The Eurodistrict of Strasbourg is home to 931,596 inhabitants, for a superficie 2 434 km2. The density is 383 inhabitants / km2. The Bas-Rhin Department is home to 1 104 667 inhabitants, for a superficie 4 755 km2. The density is 232 inhabitants / km2. The Alsace Region is home to 1 859 869 inhabitants, for a superficie 8 280 km2. The density is 224 inhabitants / km2.

Demographic profile

The breakdown of Eurometropole population (2012 figures) is as follows: Total : 473 375 inhabitants (100%)

 0 to 14 years old : 81 873 inhabitants (17,3%)  15 to 29 years old : 114 132 inhabitants (24,1%)  30 to 44 years old : 93 839 inhabitants (19,8%)  45 to 59 years old : 88 274 inhabitants (18,6%)  60 to 74 years old : 59 913 inhabitants (12,7%)  75 years old and over: 35 344 inhabitants (7,5%)

The breakdown of Eurometropole population by sex and age (2012 figures) is as follows :

 0 to 14 years old : 42 203 men (18,7 %) and 39 670 women (16 %)  15 to 29 years old : 54 440 men (24,1 %) and 59 692 women (24,1 %)  30 to 44 years old : 46 466 men (20,6 %) and 47 373 women (19,1 %)  45 to 59 years old : 42 459 men (18,8 %) and 45 815 women (18,5 %)  60 to 74 years old : 28 079 men (12,4 %) and 31 834 women (12,9 %)  75 to 89 years old : 11 488 men (5,1%) and 20 404 women (8,2 %)  90 years old and over : 834 men (0,4 %) and 2 618 women (1,1 %)  Total : 225 969 men (100%) and 247 406 women (100%)

It is forbidden in France to collect data on ethnic origin. Economic profile

GDP per capita - Alsace : €29,767 (4th place, average for regions, excluding Greater Paris: €27,856) Key sectors: medtech and biotech, automotive, banking and insurance

BREAKDOWN OF COMPANIES BY SECTOR OF ACTIVITY (X.2015)

Sector of activity Eurometropolis Bas-Rhin Alsace Agricultural raw materials 20 180 345 (ARM) Agribusiness (AB) 89 293 449 Manufacturing (exc. ARM, AB 930 2 795 4 755 & BPW) Building & public works (BPW) 1 576 4 537 7 124 Non-food wholesale 1 284 2 731 4 375 Food wholesale 158 413 752 Non-food retail 3 162 6 276 10 655 Food retail 949 2 312 3 872 Restaurants 1 614 3 150 5 191 Accommodation 209 547 996 Corporate services 3 541 5 932 8 919 Services for individuals 1 383 2 766 4 643 Mixed services 4 028 7 573 12 154 Transports and warehousing 622 1 246 1 905 TOTAL 19 565 40 751 66 135

The unemployment rate (2nd quarter 2015) of Strasbourg employment area is 10.3% (national level: 10%) Strasbourg employment area includes Eurométropole and 73 municipalities. The Strasbourg job pool (Category A, B and C) accounts for 50 743 job seekers. They are: 46.8% women, and 13.4% young people (under 25 years old). 44.4% of job seekers are registered for over a year (2015 figures). Total employment in Eurometropole represented 244,825 jobs in 2012. The breakdown of employment by sector is as follows :

 Agriculture : 702 jobs (0,3%)  Manufacturing : 22 668 jobs (9,3%)  Building : 12 052 jobs (4,9%)  Trade, transport, services : 129 490 jobs (52,9%)  Public service, teaching, healthcare, social work : 79 913 jobs

Total : 244 825 jobs (100%)

Social enterprise In 2013, Alsace had 5,660 employer businesses, with 70,130 employees, 10.8% of total jobs. 35% of Alsatian businesses are located within the Eurometropolis, providing 39% of jobs in the regional SSE.

The social and solidarity economy (SSE) provides 12% of the jobs within the Eurometropolis. It rose by 1% between 2012 and 2013, a period where the employment as a whole declined by 0.5%.

To go into detail (figures for 2013 - INSEE CLAP)  The SSE as a whole comprises 1988 employer businesses (1463 in Strasbourg), with a total of 27,586 jobs (20,285 in Strasbourg) against 70,130 jobs in Alsace (39%).  The cooperative sector comprises 245 employer businesses (128 in Strasbourg), with a total of 4903 jobs (3479 in Strasbourg) against 12,179 jobs in Alsace (28%).

 The mutual sector comprises 62 employer businesses (44 in Strasbourg), with a total of 1259 jobs (616 in Strasbourg) against 2400 jobs in Alsace (26%).  The charities and associations sector comprises 1643 employer businesses (1260 in Strasbourg), with a total of 18,757 jobs (13,923 in Strasbourg) against 48,723 jobs in Alsace (39%).  The foundations sector comprises 38 employer businesses (31 in Strasbourg), with a total of 2657 jobs (2267 in Strasbourg) against 6828 jobs in Alsace (39%).

Sectors of activity

Number of Total number of

establishments employees on 31/12 Social action 349 11,026 Finance and insurance 227 4521 Agriculture, industry, construction 11 302 Arts, entertainment, sport and leisure 332 766 Teaching 288 2889 Non-classified 517 2597 Healthcare 51 2753 Miscellaneous services 213 2722 Totals 1988 27,576

Derelict land/ brownfield

The Bas-Rhin département has 200 brownfield areas for a total surface area of about 900 ha of land (10% of the total surface area of business parks in 2000). While we are not in possession of the equivalent data for the Eurometropolis, local authority policy encourages the rehabilitation of brownfield sites

 The 2 Rives district (EcoCité project): the district which illustrates the local authority’s drive for innovation with regard to strategic priorities: techmed, digital, co-working, sustainable development (Elithis), innovative mobilities and the social and solidarity economy.  Shadok (the old Port of Strasbourg) is part of the EcoCité  Coop (ongoing KaleidosCOOP project in the SSE) is part of the EcoCité  Manufacture des Tabacs (old tobacco factory): part of local supply chains initiative  The old Reichstett refinery

The idea is to encourage projects to be set up on rehabilitated brownfield areas.

Location of social housing for rental within the Eurometropolis Number of main residences and percentage of social housing within the Eurometropolis.

Demography Areas 2015 Average Percentage of Median population household size owners disposable income Strasbourg 275,718 2.0 27.1% €18,012 Inner circle 122,465 2.2 45.1% €19,723 Outer Circle 77,721 2.4 71.7% €24,893 Total 475,904 2.1 38.2 €19,784

Social housing stock Areas Number of Percentage of Social housing built between social housing social housing 2009 and 2012 units in 2013 Strasbourg 34,570 26.8% 1695 4.9% Inner circle 14,088 25.6% 873 6.2% Outer Circle 1987 6.3% 390 19.6% Total 50,645 23.5% 2958 5.8% Source: RPLS 2012; INSEE 2012

Social housing for rental for the territory as a whole. A high proportion for Strasbourg and the city’s inner circle.

This does not include a yearly objective of 1300 additional social housing units per year (guidelines for the 4th local housing program). The city of Strasbourg is a firm believer in innovative and sustainable housing projects and in 2009, the City introduced a policy prefiguring new ways of living together.

Strasbourg has been selected by the French government, along with 31 other territories, as part of the “investing in the future” programme - to the tune of €3.9 million within the framework of the “City of tomorrow” section for its EcoCité Strasbourg Deux-Rives urban project, which involved the rehabilitation of brownfield sites on the old port of Strasbourg, near the city centre. The national programme sets out to encourage attractive, sustainable towns and cities which help preserve the environment, social cohesion and quality of life of their inhabitants. Innovative features include mobilities, collaborative dynamics (including community housing) and high-quality, environmentally-friendly buildings. The Eurometropolis was also selected by the government as a “Positive energy territory for green-led growth” (TEPCV) and “Clean-air city within 5 years”.

Owner-builder projects, which involve families putting together their resources to design, build and finance their housing within a multi-family building, without using traditional channels.

 Habitat de l'Ill is a cooperative working with the City of Strasbourg and the LieuCommun charity organisation on a new rental social-housing community project comprising 14 housing units within an environmentally-friendly building. The common areas inside and outside the building will be managed by the inhabitants, which means they will have a much greater say in how they live. Habitat de l'Ill has already worked on community housing projects social home ownership, which has allowed it to gain considerable experience and knowledge in the area.

Health

2 areas of focus should be highlighted with regard to social needs:

 Diagnostic review, as part of the City Contract  Identifying and addressing social needs through SSE structures

The recently-drafted City Contract (framework document drawn up between the French state, the Eurometropolis and various partners) sets out priorities based on the needs of the most disadvantaged inhabitants, focusing on social needs:

 Providing support for young people to help them become independent by fostering self-expression and helping develop their initiatives  Combating discrimination  Promoting gender equality  Providing support for school education and preventing school dropout  Encouraging the learning and use of the French language  Providing support for parents (parenting)  Encouraging access to cultural projects and facilities  Reducing social and local inequalities with regard to health  Facilitating access to employment, with a special emphasis on young people  Obtaining employment through qualifications and job skills.

The SSE structures address these needs from a closer, more concrete perspective. Neighbourhood associations, for example, employ mostly local inhabitants and set up services directly within their districts, such as looking after green spaces, maintaining the communal areas of buildings, working in common areas, etc.

Example of health-based innovative projects within the city:

 The Siel Bleu charity offers a series of programs using APA (Adapted Physical Activity) techniques, “invented” by the founders, to improve health and well-being. The various sections of Siel Bleu have developed programmes for different publics, such as recently retired people, elderly people at home or in institutions, disabled people and people suffering from chronic or debilitating illnesses. Siel bleu works with local authorities, especially as part of the above-mentioned program.  Medically-prescribed sport for health is an experimental innovation which sets out to promote regular light physical activity, adapted to the medical situation of chronically ill people, with the aim of reducing local and social health-based inequalities. Over 170 family doctors prescribe regular light physical activity for their patients as part of this program (activities organised by local associations and charities) and this is the first time such an initiative has been undertaken in France.  Vitaboucle is a program of urban physical activities comprising circuits taking in calm, green and pleasant areas such as water and natural parks. The program is designed to allow anyone to perform a free, open-air physical activity. There are currently 4 circuits within the city of Strasbourg and the scheme is set to extend over the whole of the Eurometropolis within the next few years.

Local retail sector Premises occupied by tertiary service activities: banks, insurance companies, real estate agents, temporary work agencies and charities represent 8% of total volume, a figure well under the national average (21%). The Eurometropolis actively encourages local supply chains, and it has led a project for

setting up a neighbourhood “local produce” store in the centrally-located Ancienne douane building. The Eurometropolis is also an active proponent, in partnership with the Chamber of agriculture, of preserving food crops within the city boundaries and provides support for young farmers to set up within the territory. There are 10 or so AMAP associations in Strasbourg, which work for maintaining landscape agriculture within the city.

Education

Regarding higher education, Strasbourg has a single university (UNISTRA), 10 engineering schools, a management school and a national school of architecture. This represents 73,104 students in 2013-2014 within the Academy of Strasbourg, of which 44,726 students are part of the University of Strasbourg (including 7,645 new graduates).

In terms of qualifications, 33, 8% of the population of Eurometropole holds a diploma of higher education in 2012. A special feature of Alsace is the bilingual teaching in a number of local schools. The local authority encourages people who have recently moved to France to learn French and helps set up local French-as -a-foreign-language lessons.

15,190 employment projects in Strasbourg  Number of projects: 15,190  Percentage of difficult projects: 37.4 %  Percentage of seasonal projects: 21.5 %

Most favourable job sectors  Home and household help  Youth workers  Kitchen apprentices and employees

Example of social innovation Collège Truffaut de Hautepierre. 30 tablets are available for 500 pupils, and they are especially used in a class of 12-year-old dyslexics. The pupils make independent searches on the Internet and get used to using the devices. The initiative has had a beneficial effect on the teacher-pupil relationship: “we teach them to search for and find information they need for the lesson. They become their own instruments for finding information and they no longer depend on the teachers for it.”

School drop-out rates – Between 2012 and 2014, over 3000 young people left school in Alsace each year without any qualifications. School dropout is a mainly urban issue, which affects young people right from the time they enter collège. They often have difficulty following the courses, have career-orientation issues and fail to obtain a qualification. Children of jobless parents are more exposed, while girls in this situation are outnumbered by boys. A qualification is crucial for finding a job. Out of the 18,200 young people in Alsace aged between 18 and 24 who dropped out of school and do not have a qualification, 4000 are inactive and over 50% unemployed.

Innovation Although innovation is a policy, which, in France comes under the Region, the Eurometropolis is keen to encourage innovation within its area of responsibility and it is therefore included alongside its other responsibilities. Innovation in the Eurometropolis is featured in 4 main thrusts: 1. Real-estate development 2. Direct experimentation with businesses 3. Partnering innovation stakeholders (through funding, for example) 4. Business development, marketing and support

In late 2015, the local authority set up an internal experimentation system, not so much as an instrument for driving innovation, but rather to encourage innovation among its employees. The system comprises 3 main focuses:

1. The territory, 2. Services provided to users 3. Our organisation: our employees are all powerful innovation drivers, both for improving their own working conditions and for proposing a more cost-efficient service.

A crosscutting working party has been set up and has started work, initially on organising an internal competition. 30 applications have been received and Eurometropolis employees and elected officials are currently voting for the project which they consider to be the most innovative.

In 2012, the Strasbourg Council for the SSE started work on the development of social innovation within its territory, although this cannot be considered as an actual policy. A thematic-exchange workshop was set up, which brought together the various local authorities (Eurometropolis, City of Strasbourg, Région Alsace, Département du Bas- Rhin), the agencies driving innovation (Alsace innovation, SEMIA) and the Regional Chamber for the Social and Solidarity Economy (CRESS), which, in 2011, drew up the criteria for social innovation.

The work produced a matrix for identifying social innovation projects which is now used by the public sector partners for their calls for projects regarding social innovation. Work continues on issues of funding and support, the necessity for which was revealed by the findings. The complexity, however, of the work and the recent enactment of the law on the SSE in July 2014 (which had a considerable effect on the sector) has meant that the exchange workshop has been gradually put on standby.

The various partners involved in the scheme have, however, got to know each other better, while remaining closely linked to our local authorities. This has considerably facilitated discussions and is probably the main reason why, when we asked the interested parties to be part of the URBACT workgroup, we received an enthusiastic response.

While these exchanges have not yet been given a formal structure, this is also because there is currently no policy or location within the territory for them. Social innovation is considered by a certain number of observers within the SSE sector as being a development driver for the sector, while it still remains unclear as to what needs to be done (see following section on the challenges).

The need to address the subject has been apparent for the last year, and the Urbact program might prove to be an ideal way to approach it, especially from a collective angle.

Air quality Greater Strasbourg has set objectives for cleaning up the city’s air over the next 5 years, to bring about a 30% reduction in energy consumption and greenhouse gas emissions as part of its “breathable city” plan, which has received the backing of the French Ministry for the Environment.

The Eurometropolis is to receive €1 million in addition to technical aid from the State to implement its pollution reduction objectives.

Local problems/challenges in relation to social innovation

Identified challenges  Instil a culture led innovation of public service within our local authorities, alongside a culture of change.  Establish ongoing dialogue between the various public and private-sector structures to raise awareness of social innovation and use it as a lever to drive our ecosystem.  Set up the political solutions and instruments that are lacking within the territory.  Answer the long-term needs for constructing a public policy more in tune with the requirements of citizens and stakeholders within our territory (not necessarily always innovation-led, but more effective) = the systematic co-construction of public policies.

The reduction in resources and staffing levels within public authorities has brought to the surface the problem of how to have efficient public services which meet the needs of the population, while resources are remaining flat or even going down. A quick survey carried out by the Directorate General of the Eurometropolis has shown that innovation can provide an answer. We are not talking solely about social innovation, but it does play a substantial role, through, for example the work of the SSE Council. A “territorial innovation and innovation led services” mission has been set up by the Chairman of the Eurometropolis and is run directly by the Directorate General, which means that social innovation occupies a leading place within the local political agenda.

The aim is also to help innovative projects from both the public and private sectors to get off the ground and develop. The territory (Strasbourg and Alsace) is one of the pioneers in the Social and Solidarity Economy (SSE). The City of Strasbourg has, for many years, been spearheading a policy fostering local democracy and citizen participation, which also factors in city policy (i.e. the policy relating to “sensitive” districts, through priority districts). In 2010, our Council committed to a framework policy for the social and solidarity economy, which constituted an umbrella for its actions as a whole and featured three flagship objectives:

 Driving jobs and social and solidarity entrepreneurship  Encouraging the SSE sector and raising its profile  Fostering citizens’ communal initiatives and innovation.

The City of Strasbourg and the Eurometropolis pursue a joint policy, which in 2011 saw the creation of a Council for the social and solidarity economy, with two main aims:

 Fostering exchanges between stakeholders on the ground and City of Strasbourg and Eurometropolis.  Jointly establishing SSE policy by mutual exchange of knowledge and best practices.

Policies, strategies and actions already developed

The SSE Council’s work is giving rise to a new way of “establishing” public policy, which brings it closer to citizen and corporate needs, and is more effective as it has been drawn up on a more rational platform, which might also enable it to reduce costs. SSE stakeholders serve the public interest and are able to work with our local authorities on these partnerships and we have been able to carry out a number of interesting experimental actions, without, however, coming up with a systematic method for the region as a whole.

In 2012, the SSE Council set up a thematic exchange workshop, comprising regional authorities, the Regional Chamber of the SSE (CRESS) and two agencies for innovation (Alsace Innovation and Sémia). Following work carried out by the SSE observatory (CRESS & the University of Strasbourg), criteria were drawn up and a grid for assessing social innovation projects created in order to improve identification of projects within the region. This grid is being used as part of the call for projects on social innovation launched by the State and Région Alsace.

At the same time, the City of Strasbourg and the Eurometropolis have been carrying out a number of innovative projects with their partners (including support for citizen communal initiatives, the SIEG service of public interest relating to the collection and reuse of clothing, an agreement for the collection of local-authority used computers, medically-prescribed sport for health).

Thematic meetings have also been set up on a test basis between the local authority and SSE stakeholders to discuss public policy, with varying degrees of success, depending on the topics discussed.

Apart from the SSE Council, the Eurometropolis has also set up a working group within the Economic Development and Attractiveness Directorate, which worked on a cross- functional basis (which is not very easy to do within our organisation) on a soft-landing program for start-ups: X-Plore.

This combination of an endogenous and an exogenous approach is to be expanded and supplemented.

From a strictly SSE point of view, the stakeholders have pointed out the need to identify and examine possible funding for social innovation, as well as the need for support for setting up projects.

Previous experience of working through transnational exchange on this topic

The recent law relating to the SSE (31 July 2014) set out a statutory definition of social innovation. The State is also planning to set aside specific credits to support this type of innovation, for SSE organisations. There are, therefore, favourable conditions in France for developing this type of innovation, but the feedback we regularly receive from the SSE underlines the difficulty of actually receiving funding, due to State bodies’ inability to properly identify innovations of this type.

Local authorities are continually seeking to seek out best practices both in France and in Europe. The City of Strasbourg, for example, has given its support since October of this year to a specifically local currency, called the Stück. This initiative has already been set up in many other countries and there are currently some 5000 local currencies worldwide.

The City of Strasbourg and the Eurometropolis are members of Eurocities and several other networks. Although the SSE is rarely the main point of discussion, it has been possible to identify and subsequently re-enact a number of interesting initiatives. The City of Strasbourg and the Eurometropolis have an International Relations Directorate which has considerable experience in European and cross-border partnerships. The city is also a founder of the Eurodistrict Strasbourg - Ortenau, which sets out to be a fertile area for projects, meetings and exchanges, covering all aspects of daily life, from transport to healthcare and including culture and sport. This can also be a source of new initiatives.

Our local authorities are also members of the RTES local and regional authority network for a solidarity economy, which works closely with the REVES European network of cities and regions for the social economy.

The likely focus of the Integrated Action Plan

Work is currently being undertaken within the DDEA (Directorate for Economic Development and Attractiveness), supported by the DREI (Directorate for European and International Relations). Several departments within the DDEA are currently considering the inclusion of innovation in public policies:

 The Department for Research, Higher Education and Innovation, which is pursuing a policy aimed at specific sectors, such as health and innovative mobilities.  The Employment and Solidarity Economy department, which is driving the SSE Council with the CRESS and which is also providing support for other departments with regard to SSE stakeholders, with the aim of setting up innovation-led partnerships.  A projects department for creative businesses launches two calls for projects every year, mainly as part of a cross-fertilisation process (Tango and Scan).

One of the main outcomes sought is a rollup of results concerning the approach to this thematic (or a positive assessment of the work) to the General Directorate of local authorities, in order to disseminate the working methods used for the process. These elements are also part of a more general economic development model adopted by the Eurometropolis, Strasbourg éco 2030.

The implementation of cross-functional working practices has revealed the need within our local authorities to introduce new working methods, including collaborative work. Restraints on change might well be one of the obstacles here that need to be removed. Work on the ground will involve intensifying work with a network of stakeholders who are fully in favour and convinced of the outcomes of social innovation. The SSE Council will be both a support and a driving force for the work underway and its results, for all the stakeholders involved.

Desired change at local level as a result of the co-production of the Integrated Action Plan

We hope to make a positive contribution to discussions on social innovation with the other European cities involved in the programme, through the work carried out within our territory, which includes the social innovation evaluation matrix and the initial stages of mapping the funding and support solutions for social innovation within the Eurometropolis. This means working together on implementing public policies jointly established with inhabitants, the private sector and research institutions, over and beyond the experimental actions which have already been carried out, and on implementing and scaling a genuinely effective social innovation ecosystem.

The desired impact encompasses:

 An increase in public policies jointly established with territorial stakeholders  Greater effectiveness of public policies, with regard to social impact, jobs in the territory and cooperation with SSE stakeholders  The acquisition and/or creation of a method for systematising this way of establishing public policy

One of the key factors will be to correlate work carried out with external elements (private sector, inhabitants) and work begun internally in the Eurometropolis, the final scope of which has not yet been determined.

The desired outcomes for our city:

 Acquisition and / or creation of a method for establishing an innovative and tailored way of establishing public policies, in conjunction with the private sector, research institutions and inhabitants, whenever this is possible  Moving public authorities over to a culture based on partnership and co- construction

One of the main requisites of this objective is to bring a number of different sectors to work together

 Public authorities  The private sector  Inhabitants

Achieving a successful outcome means introducing a transition process between these sectors, which are not used to working in a collaborative territory environment and which are sometimes liable to put up barriers against each other. The work requires support and cooperation and this is the main reason for our involvement in the URBACT. We firmly believe that it is possible to build this environment to drive innovation within the region for its enterprises and its inhabitants.

Operational Programmes (OP) and priorities relevant to the policy challenge addressed by the network

The Eurometropolis manages an ITI comprising the ERDF and the ESF for its territory. Social innovation as such does not feature here, but the social and solidarity economy is a target sector which could receive funding for a range of investments and actions. The person in charge of the ERDF program has agreed to join the local group. The ITI sets out to “Foster the links between economic development, jobs and inclusion and is a key issue for the Eurometropolis of Strasbourg as it drives social and territorial cohesion while meeting the territory’s competitiveness and attractiveness objectives.”

The 2nd strand of the ERDF program, “boosting SME competitiveness” (similar to point 3 of the Région Alsace OP) targets priority districts, students and SSE actions (structures/business projects – market activity only). The Eurometropolis has set out a number of objectives for the ESF, including aligning jobs and job skills to the city’s economic priorities, through teaching, training, information concerning the major sectors of the future, boosting inhabitants’ ability to hold a suitable job and preventing the loss of jobs. The SSE will have an important role to play here through its actions.

URBACT LOCAL GROUP

ULG has been established on the basis of the previously dormant SSE Council group, and on our natural partners who are interested in SI. The group will be larger than the initial one as other networks have shown an interest in the subject and we are also looking to include businesses, the University and individual citizens (but we have not yet worked out a solution as to the issue of working with the citizens). The main stakeholders in the project are as follows:

PARTNER CHARITIES, ASSOCIATIONS AND BUSINESSES  Stéphane BOSSUET, Cooproduction  Stève DUCHENE, Alsace Active  Cécile DUPRE LATOUR, Labo des partenariats  Agnès GUTH COSTA, Régie des écrivains  Pierre HOERTER, Soli’vers  Jean-Daniel MULLER, Siel bleu  Adeline SCHWANDER, Mille et une  Aude PLASSARD, Director of ACCRO  Henri BEILLET, Start Hop  Catherine MOSSER, Alsace digitale  Martine FOURNIER, MACIF

NETWORKS AND STRUCTURAL ORGANISATIONS  Manon MARQUIS, CRESS  Marie-Madeleine MAUCOURT, URSCOP  Agathe BINNERT, Maison de l’emploi  Pauline SCHELL & Eric LEGALL, Alsace innovation  Francesco Paolo DE SANCTIS, Project manager, SEMIA

EUROMETROPOLIS  Christelle HAMM, in charge of the Task force Strasbourg “The seat “  Marie JACQUIN PAVARD, Project manager for the mission des temps et innovation  Delphine KRIEGER, in charge of Strat. Innovation, Filières Sciences de la vie et Mobilités innovantes  Fanny LOUX, in charge of the ERDF program  Julien MOUREY, in charge of territorial intelligence  Marion PEREZ LAUGEL, Project manager Europe  Anouk BROCARD, in charge of local district Councils (local democracy)

INSTITUTIONS  Claude BRIGNON, Direccte UT 67  Marion BARDOT & Cécile Thouzeau-Bertile, Région Alsace  Marie-Odile ZINCK & Michèle MARTIN, Département  Anne-Lise VOUILLOT, Caisse des Dépôts

We have so far had no firm answer as to whether the University of Strasbourg will be a stakeholder, but discussions are underway.

ULG Coordinator Sandra GUILMIN, the Eurometropolis and City of Strasbourg’s project manager for the social and solidarity economy), will be coordinating the programme in conjunction with Marion PEREZ-LAUGEL, project manager for Europe within the same administration. Sandra GUILMIN works alongside CRESS to manage the collaborative work as part of the SSE Council. She has recently followed a training course in meeting facilitation. She is a member of the European Commission Expert Group on Social Entrepreneurship (GECES)

Work of ULG for the co-production of the integrated action plan

The first working seminar was held on 25 January 2016 and provided the opportunity for the various partners to talk about their degree of involvement in the coproduction of the integrated action plan (scale of 0 to 10).

2 working methods emerged from the group’s discussions:

 Working seminars (1/2 day) probably every 2 months, with TOUS  Ad hoc working groups, each responsible for a specific point (such as mapping the ecosystem or preparing for the upcoming session).

The group did, however, leave itself free to make changes to this method, especially with regard to the contribution of the URBACT expert. Most of the local partners have experience in collaborative working, while the issue remains open for the local authority employees.

Involvement in transnational network activities

The partners will pool their knowledge of French and European networks, such as RTES, Eurocities for the Eurometropolis, to build up a comprehensive collection of experiences. Learnings from social innovation are shared between the different administrative levels of the local authority and also with the SSE stakeholders and innovation agencies which have taken up the notion of social innovation. This is the basis of our work. Several calls for projects been made within the territory: a call for projects by the French state (the FDVA fund for the development of the voluntary sector) a call for projects by Région Alsace and a call for projects by the Departmental Counsel on innovation relating to the integration of persons in difficulty. 2 out of these 3 organisations use the social innovation grid set out within the framework of the above-mentioned SSE Council. 2 tools could be examined for suitability in this regard

 Creation of a social innovation incubator  Ad-hoc support structure for project leaders / Providing facilities for the stakeholders within the Coop rehabilitation project

The first way of ensuring learnings is to carry out the work collaboratively during the seminars. Written documents will be produced, comprising a report, a chart and preview. Participants will enhance their knowledge of SI, through reading, guidance and talks. The working method within the group allows all participants to express themselves on any subject of their choice.

LEARNING AND CAPACITY BUILDING

Partner level in terms of learning needs, experience and contribution.

 We have some experience to share but a lot to learn  We have started to address this issue at local level  We have practice(s) but we are not sure it is/ they are so good

Key capacities to be enhanced in the city/ partner organisation’s core staff in relation to dealing with the policy challenge addressed by the network  Create a clear and rewarding working environment: encourage a cross-functional way of working: “innovation is everywhere (in the offices, in the field, with the users …), It is everyone’s responsibility”, leverage our collective intelligence (which is not the sum of individual intelligences).  Drive management-inspired leadership: train participants in management, encourage them to use their ability for exercising constructive influence, for mobilising people, scaling-up process.  Incite an innovation-led internal culture: this means changing employee mindsets and getting them out of the everyday work routine, allow them to take

risks and accept failure, give them autonomy the freedom to express themselves, offer encouragement and manage change.  Give employees the tools they need: provide training in the creative and experimentation processes (methods of creativity, prototyping, even rudimentary ones, such as Playmobile, Lego and Kapla).  Create our internal process: set out a methodology/approach encouraging innovation.  Involve the various public service stakeholders in setting up the projects: elected officials, employees, partners, businesses, users.

Strasbourg has not yet already produced an integrated urban strategy/ action plan dedicated to the policy challenge addressed by the network.

Baseline Study

Partner Profile

The city of Torino is located in the core of the FUA, this means that could influence all the other peripheral cities, creating impact with the new activities aimed at improving and boosting social innovation at local and European level. The peripheral smallest cities are really connected to the city of Torino that influence their evolution and their inhabitants. The city of Torino is an urban area that has around 892.276 inhabitants (the fourth most populous city in Italy), with the bordering cities reaches 1.700.000 people.

DATA RELATED TO THE POLICY CHALLENGE/ ISSUES TO BE TACKLED BY THE PARTNERSHIP IN THE FRAMEWORK OF THE URBACT NETWORK BOOSTING SOCIAL INNOVATION

Demographic profile – age, gender, ethnicity

892276 inhabitants: 424643 male, 467633 female. 0 to 15 years = 117.580 16 to 30 years = 123.505 31 to 45 years = 178.489 46 to 60 = 172.515 61 to 80 = 203412 81 to 108 = 64672 Around 136.232 residents arriving from other countries Ethnicity: around 71.000 Europeans, around 35000 Africans, 15000 Asiatics, 14000 Americans, 24 from Oceania, 35 stateless people.

Economic profile

The metropolitan area of the city (with 315 municipality) is a territory that over time has diversified its economic base, opening to new manufacturing and services vocations, while not giving up the historical industrial soul with specialization in the automotive, mechanical, aerospace, and ICT. To the changes in the socio-economic structure today contributes a foreign component increasingly integrated and present in significant proportion also in the business system. GDP pre capita around 39.073 (ISTAT) Turin's business world in recent decades was partially converted, thanks to the development of the sector of services (trade, tourism, business services and services to individuals) which today represents about 62% of the total. Trade remains the largest sector (almost 26% of total registered enterprises), followed by business services (24%). Means of transport are the main item on the Turin exports (41.9% of total); follow the general machinery and equipment (mechanical) (20.4%) and metals and metal products (7%).

Derelict land/ brownfield –potential room for social innovation.

“Torino Metropoli 2025” is the new strategic plan of the City of Turin about the economic and social development for the future of the city and involves different derelict territories which become protagonists of a process of urban regeneration. Nowadays are rather the citizens together with the market to create, from below, the conditions for new subjects to put on the table concrete and sustainable proposals, to revitalize what is left unused. The areas:  former Railways Supplies Westinghouse  former Steelworks Thyssen  former Tobacco Factory  former Labour Palace  former Airport Vanchiglia - Variant 200  former FIAT Mirafiori areas  Engine plants workshops  Former Osi-Ghia  The Royal Riding

Social housing - In what areas has social innovation been introduced (examples) or what social innovation would you like to or envisage introducing?

In Torino Porta Palazzo, an area under redevelopment, eight families created an association who, thanks to a financing, bought an old building and opened a small cohousing which involved also the renovation of the building. Another kind of cohousing involves the Public Authorities, as in Via Gessi which is formed by thirty small apartments: 18 are for elderly, 8 for mothers, women and young people and 4 for foster families and their temporary guests. A part of the building is dedicated to common spaces. In Via Ivrea, another initiative has been realized: Sharing Torino: 122 apartments and 58 rooms with possibility to use common spaces and services opened also to other people living in the area, as a restaurant, a bar, a bio market, counselling counters, legal assistance and a polyclinic. The apartments are offered, for a subsidized price, to those who can’t afford a full price rent. The City of Turin has launched pilot projects of cohabitation in solidarity to promote the development of communities and social networks in the neighborhood through cohabitation solidarity of young volunteers. The agreement provides a reduction compared with the average rent in exchange for active participation in the project with 10 hours per week volunteering.

Health-– In what areas has social innovation been introduced, what social innovation would you like to or envisage introducing? Creation of a Health, Research and Innovation Park in the former Avio-Oval area in Torino, a wide area already subject of an extensive urban planning and redevelopment. A technological challenge, it will be an integrated center for research and clinical excellence, an high level healthcare supply center.

Agrisù is a highly innovative project, it operates on Android mobile telephones or watches of new generation. With the device it will be possible to know the level of pollutants where you play sport, it will be possible to locate healthier places where to play sports depending on intensity of physical activity and of the environmental and weather aspects. It will be possible to monitoring athletic

performance through an integrated system with other accessories currently on the market (phone or watches).

Migration levels – immigration and emigration – major changes in the last 12 months. In what areas has social innovation been introduced (examples) or what social innovation would you like to or envisage introducing?

The immmigration is in the last years decreasing due to the economic crises that has caused a strong reduction in resources for targeted policy of integration for foreigners of the Metropolitan City of Turin. Among others this projects are facing the challenge: “Lo sapevi che” www.losapeviche.eu (information, communication and awareness actions on Work); MediaTo www.piemonteimmigrazione.it/mediato Website for professional development in the field of immigration.

Local retail sector Trade remains the most important sector (almost 26% of total registered enterprises) in 2015, even if is registered a decrease of the business in Turin. In late September 2015, women-owned businesses have remained broadly stable over the same period last year (22% of all enterprises). Does not stop, however, the growth of foreign companies (+ 3.5% to 10.5%), while the stock of youth enterprises (10%) goes down by 3%, as well as that of small businesses (-1 , 9% and 28%). To facilitate the creation and promotion of business in the territory the city of Turin proposes is to realize an integrated computing environment, the Single Portal of Companies as exclusive management tool between PA and companies, through the integration or total interoperability across all platforms and public databases (Turin 3rd Strategic Plan)

Coherence of educational results with the employment market In what areas has social innovation been introduced (examples) or what social innovation would you like to or envisage introducing?

The project “Education and employment connection” face the need to program the various resources in a consistent and non-dispersive way, based on shared priorities between different levels of government and with the territory, composing different and complementary instruments to solve challenges starting from the needs of the social, entrepreneurial and physical environment.

Below example of rate of employment after education of Polytechnic of Turin (one of the local excellence) Employment rate of second cycle (Master) students one year after graduation (Almalaurea report 2014 - def. ISTAT-Workforce): 84,7% (above the national average of 68.7%) Engineering: 91.1% POLITO graduates (national average 84.7%) Architecture: 69.1% POLITO graduates (national average 65.6%)

Focus on Turin University: Employment rate of second cycle (Master) students one year after graduation (Almalaurea report 2014 - def. ISTAT-Workforce):

62,6% (national average 51,8%) Some sporadic initiatives has took place in the city to promote entrepreneurial skills in primary school. In Torino the early school leavers rate is roughly around 20% and one of the aim of the City is to reduce it at 10%. Several projects are facing this challenge as “Scuola dei Compiti” project which aims at improving the school preparation of teens with the support of University students as tutors and retired teachers and using digital teaching programs

Innovation levels

The city has got the 3rd strategic plan that promote Social Innovation, the Program Torino Social Innovation (with a community of more than 30 stakeholders), the Open Innovation Center, InnovaTo Initiative (for the public employees of the municipality). Torino social Innovation is the first network of private /public stakeholders fostered by a Municipality in Italy, to promote social innovation business at local level, it has been consolidated in the last 2 years, giving technical or financial support, mentorship, spaces for testing idea or for hosting through social housing, etc. Main actors are: Open Innovation Center (promoted by the city), Social Fare, Top ix, Toolbox, i3P Incubator, 2i3t Incubator, Fablab, Compagnia San Paolo, Metropolitan area of Turin, The Doers, Talent Garden etc. The city of Turin has a coordinator/broker role in connecting and creating/implementing the network.

Air quality

Among other initiatives, through FaciliTo new projects have been supported to improve air quality in Turin: - Orti Alti, association for cultural and social promotion, established in January 2015, promotes and spreads the hanging gardens as a device of urban and social regeneration. - Sintol, (Facilito Giovani project) is an innovative startup, prize winner of the Start Cup 2015 Piemonte and Valle D’Aosta, which produces bio fuel from recycled plastic using an innovative process. - Public and private car sharing, like Io guido Car Sharing,Enjoy,Car2Go; - TOBike, public service for sharing bikes in Turin.

In 2015 was inaugurated a hyper-sustainable skyscraper, designed by Renzo Piano, that is the new Intesa SanPaolo headquarters. The architectural design centres around energy sustainability: groundwater is used to cool the offices in the summer, solar power is obtained via the photovoltaic panels that cover the entire southern façade, while a brise-soleil system of moveable louvers controls insolation in the work spaces. In the summer the cool night air is channeled between the double floors and released to the interiors during the day. A convention was also signed between the City of Turin and Intesa Sanpaolo to redevelop the adjacent Nicola Grosa Garden, transforming the small park into a recreation and leisure area for the entire neighborhood.

Local problems/challenges faced in relation to social innovation.

New forms of urban poverty are emerging, for example number of small families is dramatically increasing, rate of youth unemployment is very high, and public budget constraints reduce/change the role of public authority to face complex problem. Vertical and top down approach don’t untap disruptive social innovation process while that is crucial to pave new ways towards new sustainable social models. Torino is rich of successful experiments of social innovation, there is a increasing awareness of social innovation impact for our urban context, but at the same time strong resistance limits the scaling up process of social innovation. The challenge is to boost social innovation process adopting even more open innovation approach (e.g. new form of engagement to identify social issues and find solutions), exploring new form of public- private partnership ( e.g, public brokerage activities), stimulating impact funds instruments, bring inside PA new management techniques to change design service methods, sustaining social enterprise to make innovation and to scale up.

The policies, strategies and actions that have already been developed (and perhaps implemented) by the partner in relation to the identified problems/ challenges?

Torino Social Innovation: TSI is an ecosystem policy composed by a set of strategies and instruments to support new enterprises that are able to address social needs in different fields (as education, employment, mobility, health, inclusion), and to create a blended value for the society, both social and economic. The aim is sustaining social entrepreneurs, their creativity, their digital competences, their perception for social improvements. This partnership involves the Municipality of Torino and other until now 40 organizations, with the aim of creating an open ecosystem of actors and stimulating synergies among them and is the added value of TSI. It works as an open platform, a multi-stakeholders system, with different competences in research, entrepreneurship, policies for social innovators. Public and private organizations join this open platform integrating their services (eg, office space, advisory, finance, training and so on) in favour of the development of culture of social innovations in our city.

TSI-FaciliTO is the main TSI programme’s measure, a service supplied by the Municipality of Torino with the contribution of other local partners to sustain social innovative strartuppers. TSI-FaciliTO provides information, technical and financial support for proponents of innovative ideas, that are able to create a blended value, both social and economic, in different fields, as education, quality of life, mobility, social inclusion, health. Proponents could be aspiring entrepreneurs, spin-off or enterprises with no more than 4 years of life. TSI- FaciliTO is a mix of services provided by two kinds of partners. Those defined “first level partners” – the incubators of Polytechnic and University of Torino, Provincia di Torino and Codex – that contribute with managerial advisory. Those defined “second level partners”, that provide complementary services. For example, Ufficio Pioxxviii provides grants for the testing phase, Fondazione Michelin Sviluppo contributes with grants for each job position created by social

entrepreneurs that apply for TSI-FaciliTO, Sharing Torino provides services of social housing at discounted fees for social innovator coming abroad, and finally SocialFare provides free acceleration programme under the call Foundamenta.

Innova.To is a virtuous competition between the public employees of the Municipality of Torino to develop innovative ideas that can improve the PA performances, through the reduction of wastes and the increase of value of the available resources. Innova.To was proposed to transform the ideas into new services, products, solutions that create both social and economic benefits for the public administration and the local community.

Open Incet: the first Italian centre of open innovation, where citizens, innovators, enterprises, institutions engage with each other and find together the solutions to social challenges. Open Incet has been inaugurated the last October 2015. It is an example of public private partnership, involving the local administration and 9 private organisations with complementary competences and networks, both local and international: Fondazione Giacomo Brodolini,, ItaliaCamp Association, Consortium Focus Piemonte, the social cooperative Foorcoop, the consortium of social cooperatives Il Nodo, the association Make a Change, the company SET, the start-ups SIT, Conform e META. The centre’s main mission meets TSI specific objectives to sustain creative communities addressing the issue to accelerate the local innovation ecosystem of the City of Torino by applying systematically an open innovation approach and methodologies. Open innovation implies the engagement of all the quadruple helix stakeholders (public, business, academia and third sector/citizens) in the generation of innovative solutions to shared complex challenges. The 1,200 sq/m centre’s focus will be on idea generation and animation, enterprise creation and growth, internationalisation and networks development. The range of activities will include service design, solutions scouting, learning journeys, living labs, barcamps, acceleration and match making.

Smart Procurement Initiative: it is a transversal framework aligned with TSI initiatives acting from the demand side policy asset to reinforce innovation at territorial level, improving the dialogue with the market as well as the public capacity to act as an intelligent lead client for urban innovations. This initiative was the result of a strong cooperation developed with other public-private organizations at European, national and local level: thanks to an high level conference coorganized in Torino 2011 with the EC – DG Enterprise, the territory began to work together to boost the strategic use of public procurement in line with its regional smart specialization strategy. Now several key actors at local level are engaged: Piedmont Region; Torino Metropolitan City; Polytechnic of Torino; University of Torino; Regional Innovation Poles; Torino Chamber of Commerce; Torino Housing Management Company; ARPA Piemonte. At international level, the City of Torino is part of the Advisory Board of the EU PPI Platform managed by Iclei Europe and leads a coherent “Commitment” within the EIP Smart Cities and Communities. Since 2012, Public Procurement of Innovation (PPI) practices have been put in place, mainly within European projects: PROLITE, in the energy efficient lighting sector; PROBIS in the field of building innovative solutions; INNOCAT, targeting eco-innovative solutions in the school catering sector; TOGETHER 2020, developing innovative contractual arrangement and namely EPC for energy efficient investments in public buildings; CROSS,

delivering innovative solutions to boost non-monetary economy.

Previous experience of working through transnational exchange on this topic.

The City of Torino is evaluating to test Social Impact bond on youth employment having studied what City of Rotterdam SIB during the previous Urbact II project “ My generation at work”

The likely focus of the Integrated Action Plan to be produced as an output through participation in the Action Planning Network and changes which partner hope to see at local level as a result of the co-production of the IAP.

New models to boost social innovation in terms of support of social enterprises, dialogue with bringer of ideas and solution, innovative financial instruments. Reinforcement of local ecosystem through new forms of collaboration among partners to design new projects/initiatives in the field of social innovation.

Operational Programmes covering the partner area and priorities relevant to BoostINNO policy challenge.

At regional level in ROP (ERDF and SEF) a specific budged has been allocated to support social enterprises and social innovation initiatives. City of Torino will be involved in the detailed design process of these measures. At national level NOP (ERDF and SEF) has been set up to pursue social innovation and smart cites. It’s open to 14 metropolitan areas, the budget allocated to cities of more developed region is almost 40 mln euros. Both ROP (ERDF and ESF) have identified as objective to boost social enterprises though:  state aid to social enterprises ( to be defined)  support to innovative ppp to solve social problem  support key players which works in “incubation activities” for social enterprises The priority of NOP is to promote social innovation initiative to face urban problem in urban poor area though  test of innovative solutions facing social problem with the ambition to create in long term more jobs  new platform/methods to match social demand and innovative answer

Relations with MA

 At regional level the ambition is to set up a working group, involving the City of Torino, to design the specific measures  At national level a thematic group on theme of social innovation has been activated, involving the national managing authority and the cities that have showed interest to be part of the group

URBACT LOCAL GROUP TO BE SET UP BY THE PARTNER

Key local stakeholders to be involved in the partner’s URBACT Local Group (ULG)

Incubators, Third Sector with cooperatives and Associations, business angels companies , Banks, Coworking spaces organizations, Private and public training innovative Centers focused on promoting new enterprises, Open Innovation Center Stakeholders, Social Innovation Enterprises, Chamber of Commerce, Civil Economy Observatory, Universities, Poles of Innovations, Social Accelerators. The ULG will be the composed by the actors that have joined TSI platform and expression of 4 helixes: public government, enterprises, citizen, research. The coordinator will be Fabrizio Barbiero, as public manager, he works in innovation, European funds department for the City of Torino He is the designer and manager of Torino Social Innovation, and previously he was the coordinator of My Generation at Work project ( Urbact II programme)

The ULG work for the co-production of the integrated action plan

ULG will be committed to co-design the IAP through the participation of local workshop/working group that periodically will be organized around specific questions as for reinforce ecosystem approach, territorial marketing, innovative ppp to support social innovation, specific initiative has territorial impact. All these workshop will be finalized to discuss/test/collect advice, information, proposal that can be update TSI programme and help Torino to become an “European living lab” on social innovation.

Involvement of ULG in transnational network activities?

The ULG will be involved mainly through: - The involvement of transactional activities. The most relevant ULG partners will assume active role during the trans national meetings - The participation in national or international URBACT training course Promotion of exchange of best practises in order to active international collaborations Sharing information by using periodically newsletter or similar instruments.

Learning from the transnational network activities will be shared with the ULG members so as to ensure up-take of learning in the co- production of the integrated action-plan

- sharing of international meeting reports - selection of international best practise to spread at local level - brokerage activities to create international connections between potential partners

LEARNING AND CAPACITY BUILDING

Turin level in terms of learning needs:

 Has involved in this network to learn from other parts of Europe

 Has successfully implemented policies/ actions related to this policy challenge but we know we can improve

 Turin thinks they have some practice(s) that could be regarded as “good practice(s)” in European terms

Capacities to be enhanced in the city/ partner organisation’s core staff in relation to dealing with the policy challenge addressed by the network Co design approach of new services

Partner already produced an integrated urban strategy/ action plan dedicated to the policy challenge addressed by the network (social innovation), and using an integrated and participatory approach.

The programme is Torino Social Innovation, it has been launched since 2012 and it’s still open. It’s result of the previous URBACT project “My generation at work” The main objectives of TSI are: 1. Fostering the culture and the awareness of social innovation 2. Supporting the development of creative communities 3. Sustaining new forms of sharing economy 4. Simplifying the development of business projects for an economy that is more dynamic, inclusive and sustainable. Tsi adopts ecosystem approach in order to create a inspiring environment for attracting social innovation. It works a single entry point to social innovator in order to help them what they need: from cheap house to equity. Public and private actor provide a mix integrated of services in a collaborative way. Tsi is a open platform, every player want to join in, can do it. The role of public authority is to highlight the specific attitudes of key actors, to find the complementary what already exists in terms of services for social innovators, promote or reach project proposal that goes toward their reinforcement of local ecosystem.

Participatory approach

Tsi is a open platform, every player want to join in, can do it. The role of public authority is to highlight the specific attitudes of key actors, to find the complementary what already exists in terms of services for social innovators, promote or reach project proposal that goes toward their reinforcement of local ecosystem.

Baseline Study

Partner Profile

Basic facts Wroclaw is a Metropolitan area, Capital of region Lower Silesia. Area: – Wroclaw: 293 km2 – Wroclaw Agglomeration: 2,118 km2 – Lower Silesia: 19,947 km2 Population: – Wroclaw: 632 thousand – Wroclaw Agglomeration: approx. 1 million – Lower Silesia: approx. 3 million

Demographic profile http://www.wroclaw.pl/strategia-rozwoju-wroclawia-2030/strategia-rozwoju- wroclawia-2030-dane

Economic profile Per Capita Wrocław - 16 638 USD** / 14 695 EUR

Driving Forces

IT Sector World-wide known IT leaders such as Atos, Dolby, Capgemini, IBM, NSN, Opera Software, Siemens, Tieto and Volvo , have transformed southwest Poland into an IT hub. Advanced software design is also the area of actions of home-grown Polish software leaders such as PGS Software, REC Global, SMT, Sygnity, Teta or Yuma , who are enjoying increasing prestige in the international arena.

R&D, KPO and BPO Centers Today the key priority is to attract investments that will create a knowledge based economy. According to the Association of Business Service Leaders in Poland (www.absl.pl) Wroclaw specializes in R&D centers (including software developers). Famous brands that are already in Wroclaw are BNY Mellon, Credit Suisse, Crisil Irevna, EY GSS, Geoban, Google, HP, McKinsey&Company, Qatar Airways and UPS .

Financial Services Wroclaw ranks second only to Warsaw as a financial services center. Five nationwide banks have established their headquarters here: BZ WBK (Santander Group), Credit Agricole, Eurobank (Societe Generale), Getin Holding, Santander Consumer Bank. The following financial service companies also have their headquarters in Wroclaw: EFL, Kaczmarski Inkasso, Kruk, Ultimo and VB Leasing .

Hi-Tech Electronics In 2005 the South Korean Company LG Philips LCD (today LG Display) along with the suppliers created a major cutting-edge production complex just south of Wroclaw. The facility that produces liquid-crystal display (LCD TFT ) modules for televisions was the first of its kind in Europe (over €780 million invested). Such companies as Compal, MSI and ETO Magnetic have also chosen the Wroclaw Agglomeration as the right venue for development.

Automotive Industry Wroclaw is the European bus and coach centre for Volvo and it is also home to Volvo’s global production center for backhoe loaders. Toyota investments in Lower Silesia have made the region a major world hub for the production of automotive components. Also, Volkswagen has been manufacturing engines for several years in Polkowice near Wroclaw.

Industry partners such as Autoliv, Bosch, Faurecia, GKN, Metzeler, NSK, Pittsburgh Glass Works, Sumika Ceramics, Wabco and very recently BASF have set up their facilities in the Wroclaw Agglomeration.

Life Sciences The emergence of several important biotechnology companies is closely connected with the rapidly developing R&D infrastructure in the medical, pharmaceutical, food and IT areas. Wroclaw Research Center EIT+and the Wroclaw Technology Park have proven suitable partners for companies operating in this sector. Major investors include: 3M, Hasco-Lek, Herbapol, Fresenius Kabi, MacoPharma and US Pharmacia

Employment levels Registered unemployed – 12 000 · unemployment rate – 3,5% · average employment in business sector– 169 100 · average gross salary in business sector – 4321,61 PLN

Business-start ups Wrocław promotes development of private business; it supports young entrepreneurs, from company running workshops that are free of charge to meetings dedicated to startup circles, which aim is also to assist in search for investors, like Startup Weekend Wrocław, TechSaturdays, Lean Startup, Pioneers Unplugged.

Although there is currently no research connected to Wrocław Startups, we can refer to the first report concerning Polish startups, provided by Startup Poland, a grassroots organisation aiming at creating better conditions for Polish startups. Its main goals include dialogue built-up with the public administration, as well as identification and recommendation of initiatives stimulating technological enterprise in our country. The aforementioned report constitutes an attempt in understanding of the field and outside presentation of the Polish startups structure, along with their ambitions, development plans, rate and source of growth, specialisation and innovation level. It states that about 7% of the Polish startups are located in Wrocław, making it one of the most popular localisations in Poland.

Many of the emerging startups belong to the IT field, which is closely connected with the direction of the City’s development. An example of a well-known startup originated in Wrocław is the website called Nasza Klasa (a social networking site.), Brand24, Pixers. In Wroclaw there are 20 business incubators, 10 coworking centres. In Wroclaw Technology Park there is an incubator dedicated to start-ups. In the Municipality there is a coordinator for start-ups development. Wroclaw launched a platform dedicated to local startups and technologically innovative companies on the website http://www.wroclaw.pl/startupy/

The project includes: presentation of business areas, exchanges of information, organization of industry events, mentoring for young entrepreneurs, special development programmes. People who are planning and implementing their projects can feel free to submit ideas on the topics editorial on the website. The Municipality is interested in increasing of this base and platform for startups / businesses technologically innovative.

Social enterprise Social cooperatives become a more and more popular form of conducting business activity in the Wrocław region, which brings together economic and social aims. They allow people who are in danger of social exclusion, like long-term unemployed or disabled persons, to return to being active on the job market and living a regulated social life.

There are approximately ten social cooperatives existing within the Wrocław agglomeration. The scope of their works is very diverse, including, among others, gastronomy, gardening services, unique (or even collector’s) items sales, as well as IT services.

Several projects in the field of social economy were implemented by the Association "Enterprise Support Centre" which – as an NGO run Wrocław Business Incubator, which began the business activity of dozens of companies.

Derelict land/ brownfield Wrocław has a very wide offer for emerging companies and entities creating social innovations: co-working offices, virtual offices, business incubators, technology parks, and other places to set up and conduct business activity. Wrocław features also its old, postindustrial infrastructure, technical resources and unique atmosphere, which fosters the development of modern ideas and concepts that can transform into a real business. It is exemplified by Wrocław Industrial Park, old breweries or the depot, where its current location holds the Voluntary Sector – the centre for incubation of non-governmental organisations.

Health The City of Wrocław conducts many innovative free-of-charge health prevention programs for adults and children, such as:

Prevention of bad posture in children and youth age 4-19 – an initiative for health promotion and prevention of bad posture in children and youth, called “Keep straight.” It is implemented through corrective gymnastics and swimming pool activities. Initiative for promoting a healthy lifestyle and physical activity in adult Wrocław inhabitants – the aim of the program is maintaining physical activity in people age 55+ and prevention of the locomotor system diseases by: maintaining and/or increase of psychophysical health, reduction of pain affecting the locomotor system, reduction of the physical and muscle tension caused by long-term stress, active lifestyle development and prevention of the locomotor system diseases.

Health campaign – Wrocław Health Promotion Days –campaign held under the banner “More health – more life” has been organized since September 2005. The purpose of the campaign is promotion of a healthy lifestyle, motivating people to act for the benefit of health by conducting educational actions and prophylactic examinations for early diagnostic of health threats, modern-age diseases and addictions.

“Wrocław Citizens Outdoors” – city initiative implemented since 2009, encouraging Wrocław inhabitants to being active, doing sports and frequent visits to the city’s green areas, advocating cleaning up after one’s dogs and educating current or future dogs’ owners at the same time. Moreover, proecological attitudes and behaviors are promoted during numerous family picnics in Wrocław parks.

Migration

The actual migration scale is higher than the shown by the official statistics. It has been estimated that members of about 53% of all households in the region were at some point or currently are emigrating. The average duration of staying abroad is approximately two years. The most popular emigration destinations are Germany (1st place) as well as Great Britain, Ireland, Netherlands and Italy. This phenomenon most often affects people living in smaller towns of the region. Wrocław inhabitants have decided to emigrate relatively less often. Some people who came back from emigration declare intent of going again. Most of emigrants give remuneration as the

main reason of leaving, 10% education and 4% give other reasons. Those who emigrate are mostly young, relatively well-educated people. No data on social innovation in this field.

Local retail sector

New forms of local retail trade may be treated as a social innovation. In the last couple of years the marketplace trade has been changing in respect of customer service. The aim of the city’s policy is raising the standard of commercial activity – in the interest of the buyers as well as the sellers. The city’s policy towards the purchasers is friendly and dialogue-oriented, for example:

1) long time of localisation and an on-going information from the city officials concerning the ground destination 2) alternate localisations in case of the marketplace liquidation 3) talks on the zoning stage 4) withdrawal from charging fees and service charges for costs reimbursement 5) supporting open-air trade, for example fairs, putting marketplaces in projects of the new settlements, door-to-door selling

Education

The Entrepreneurial Education Program has been introduced in Wrocław. It consists of educational projects featuring businessmen, organized in schools and kindergartens, with an evaluation of the results of each project.

The Entrepreneurial Education Program is the only such project in Poland due to which innovative educational tools related to entrepreneurship are created, produced and then offered to children, teenagers and teachers. The main purpose of the Program is to create a larger number of micro, small and medium-sized businesses in Wrocław that are conscious of and competitive in terms of economy and market, while promoting the culture of entrepreneurship as the desired competence on the job market. All projects completed up to this point have been met with a great deal of interest and educationally-engaged communities have often vocalized the satisfaction stemming from being able to use innovative and interesting educational tools. Projects of the Proposer were so highly rated that they have become an inspiration for the more active among local governments all across the country. In Entrepreneurial Education Program, the entrepreneurship itself is defined as a collection of traits such as resourcefulness, the ability to analyze and interpret data, readiness to draw accurate conclusions, the awareness of the mechanisms of supply and demand, consciousness of the value and role of money, rational saving and investing, as well as the consequences of being in debt, that is how to avoid being entrapped by bank loans. The projects implemented as a part of the Program have been highly appreciated by the European Commission and the Ministry of Economy. The Program as a whole has been highlighted by the Chapter of the Presidential Citizenship Award and published as an imitation-worthy action on Citizenship Website under the Citizen Partnership category. There is no predetermined and planned for number of projects within the Program. However, the goals and target groups are specified. Subsequent projects constitute a nearly instantaneous response to a diagnosed need or social problem. An advantage of such management method is the flexibility with which the projects can be implemented and the speed of their implementation; a disadvantage – the inability of including the entire student population in the project.

Coherence of educational results with the employment market Lack of data in regard to the compatibility of the labour market of Entrepreneurial Education Program. Projects that are a part of the Program revolve not only around the concept of “economy based on knowledge,” but they go a step further – towards “economy based on wisdom.” The conviction of the validity of such way of thinking comes from the fact that the (already dynamically evolving) labor market will not slow down. For young people that are supplying the labor market, there are a number of professions available that might soon get marginalized. In such case the most crucial will be one’s ability to adapt to a changing economy. The execution of the compulsory education is systematically monitored by the authorities responsible for implementation of the educational plan for children and adolescents. During the past year, 354 letters have been sent to the parents (guardians) relating to fulfillment of the compulsory education by youth of 16-18 years of age. No data on social innovation in this field.

Innovation

Regional Innovation Strategy Lower Silesia, with it's capital in Wroclaw, is a region with diversified business potential, having very large number of enterprises using and creating advanced technology in Poland’s scale. Regional Innovation Strategy for 2011-2020 provides the necessary conditions for development and cooperation of three sectors: science, technology and industry. For over 10 years the concept of "innovation” occupied an important place in the series of strategic, programming documents on regional level. http://www.innowacje.dolnyslask.pl/images/attachments/aktualizacja_rsi/str_rsi.pdf

Innovation and new technology promotion centres EIT +Wroclaw Research Center is Poland's first research and development organization (RTO - Research & Technology Organization), focused on innovation, new technologies and research to the needs of modern industry. EIT + has the most comprehensive research infrastructure in the entire East-Central Europe (totalling more than 23,000 sq. meters), which has been fitted with the state-of-the-art laboratory equipment. Hence, we are able to run research projects that are interesting for the industry as well as to perform basic tests compliant with the global development trends.

Wroclaw Technology Park is targeted at companies based on advanced technologies, laboratories, scientific and research and development centres. The objective of WTP is to create conditions for the use of scientific and industrial potential of Wroclaw and the region and to stimulate the advanced technologies industry, in particular to create proper infrastructure to ensure that companies have good conditions to do business, to assist in creating, developing and promoting business units which use modern technologies, especially middle-sized and small businesses, to transfer new technologies to existing and newly established business units, to commercialize results of scientific research, to promote regional pro-innovative entities, to look for foreign investors, to increase the investment appeal of the premises of the technology park and its vicinity, to raise qualifications of business units' personnel related to advanced technologies and pro-innovative management, to co-operate with national and international pro-innovative centres.

Lower Silesian Innovation and Science Park SA is a regional centre located in Wroclaw and dedicated to innovative professional projects, building a sustainable future. Main objectives are: exploration and promotion of new products and services, commercialization of the results of innovative research (new markets, development of

industries), efficient communication between businesses and universities in Lower Silesia, adaptation of modern technological solutions and services.

Centre of Technology Transfer provides services, such as assistance with regard to starting and continuing business activities especially putting the focus on academic entrepreneurship based on innovative solutions. This includes the preparation of feasibility studies for projects planned by the regional and economic stakeholders as well as higher education institutions, the preparation of technology audits, identification of existing technologies and solutions, matching between the technology transfer parties, and participation in the negotiations of agreements. The activities of the Centre of Technology Transfer are concentrated on the following projects: Enterprise Europe Network: is a network to support business, coordinated by the European Commission. In 2008, the EEN started the activities in Poland. The Centre of Technology Transfer is the coordinator of the EEN in Western Poland (http://www.westpoland.pl). Lower Silesia Innovation Voucher: provides the financial support to SMEs for the purchase of pro-innovation research and/or development service. Each entrepreneur willing to develop his/her offer or improve the existing technology can apply for a voucher of some €4,200. The planned financial allocation for the 2012-2014 period accounts for the total of PLN 5.4m which according to the most recent exchange rate for October 2013 is roughly about €1.27m. KIC InnoEnergy is to be the leading engine for innovation and entrepreneurship in the field of sustainable energy. The thematic areas include: Clean Coal Technologies; European Smart Electric Grids & Electric Storage; Intelligent, energy-efficient buildings and cities; Energy from chemical fuels; Renewables; and Sustainable Nuclear & Renewable Energy Convergence.

Local problems/challenges faced by the partner in relation to social innovation

What is missing: The innovative method of involving citizens into common public goal of making the city centre more friendly for residents and local businesses. In the programme of reviving the centre of Wrocław, the collaboration with residents, housing associations, owners of tenement houses, local entrepreneurs, cultural institutions as well as public services affecting the order and improving the aesthetics of the public space will be of great importance. The lack of common position regarding the type and function of the old town centre, the lack of common priorities, the lack of tools of effective communication between stakeholders connected to the old town centre, the lack of its specific development project. This is the central question, where social innovation could provide some answers. Weak development of corporate social responsibility.

The other aims are to promote entrepreneurship as a desirable competence in the labour market, while entrepreneurship is understood as a set of features which can be obtained and exercised.

The Programme includes innovative approach to providing knowledge of entrepreneurship to children and young people: a package of projects dedicated to children and young people at different levels of the education system (kindergartens, primary schools, middle schools, high schools) in the form of unconventional tools (theatre performance, extracurricular activities, outdoor and computer games, workshops, lesson plans, films promoting patterns of Wrocław's success – Wrocław's Brands). Today, the “millennial” enter the labour market – the young generation often brought up in cotton wool, with a high degree of freedom, expecting – as newly engaged employees – the immediate possibility of participation in decision-making in the

company. Only participation in corporate decisions is something completely different than your own opinion about family decisions, under the safe eye of parents. We, as a society need to learn this participation in the understanding of partnership relations. And what is, among others, the task of entrepreneurship education whose projects allow getting to know the laws of the market, make us think and draw conclusions, but also stimulate to action and to propose solutions – which, in fact, is the essence of entrepreneurship both in professional and private life. It is a social innovation, shaping the character of future boss, employee, consumer and citizen.

Next problem is talents diagnostics to benefit from Wroclaw young residents potential: the City of Wroclaw is creating Academy of Aptitudes and Talents (Akademia Uzdolnień i Talentów) – a unique in Europe competence examining centre for children, which will help to individualising and institutional support for children’s talents development during education process.

And more this system has to be continued as a longlife programme.

Social innovation on the regeneration area: "Entrepreneurship as an alternative to exclusion" - integrated revitalisation of the former Oder Suburb (Nadodrze). The main goal of the comprehensive regeneration is lasting renovation and prevention of marginalization of degraded streets, and then other streets of the former Oder Suburb and transforming them into attractive tourist and economic centres.

Revitalization - social innovation in improving the quality of life is the realization of their own interests through the development of competence in practice. These are not necessarily professional competence, but also hooby and free time activities: 2- day workshops at the handcraft ateliers.

The programme of renovation of the City Centre is amongs Wroclaw’s priorities and strategic actions. It is assumed in socio-economic policy of the City for the coming years. In addition, the regeneration programmes are approved by resolutions of the City Council.

Policies, strategies and actions that have already been developed in relation to the identified problems/ challenges

The problem of city centers “dying off,” including that of Wrocław, as well as changing of the consumers’ shopping routines is a relatively new issue. Up until now, despite many attempts, no official project or strategy has emerged. Various actions connected with the change of center’s image have been taken, as well as aimed at involving the citizens and businessmen, but making them into a singular, consistent program is a challenge for the upcoming years.

Previous experience of working through transnational exchange on this topic For several years now, Wrocław has beeb trying to attain the knowledge and experiences of other European cities in regards to the key issue. It has already established cooperation with Lyon, on which knowledge and documents Wrocław bases while making strategic decisions, as well as with Berlin, with which it is tightly cooperating primarily in regards of public participation (of businessmen and citizens) in terms of livening and increasing the prestige of Friedrichstrasse street.

As part of the implemented projects, many a time Wrocław has taken the experiences of European cities as its model, adapting developed tools to the Polish conditions. Cooperation was often the result of individual contacts, which later turned into transnational projects and formal partnership. Examples are the projects of URBACT II: - in the field of regeneration: Lyon, URBAMECO,

- marketplace trade – URBACT Markets, - shopping streets – Lyon, Berlin.

As part of cooperation, we organised visits for different groups of stakeholders included in the support groups.

The project initiated as part of URBACT II – URBAMECO network: socio-economic regeneration of the old trade routes Implementation: since 2008 The integrated project that combines activities for the local community, assuming restoration of the old routes to their former glory, traditionally associated with handicraft activities of Nadodrze. The key element of the revival of Nadodrze is a combination of craft, culture, art and business. An important element of the programme is a system of incentives for entrepreneurs to be set up in Nadodrze. The city organises tenders for arts and crafts activities, using the minimum rates of rent for entrepreneurs opening such activities in the city premises. A few dozen of tenants who opened galleries of arts and crafts, creative workshops and climate cafés have already taken advantage of the preferences; they are both master craftsmen with many years of experience in the profession and young graduates of art schools.

URBACT II – URBACT Markets – Increase in the competitiveness of local trade based on regional, tourist and historical values – local markets and fairs as the place of social integration EU experts have distinguished Wrocław as a role model in the field of promoting culture of trade and fairs. We were included there – as the only city in Central Europe – alongside such leaders as Barcelona, London, Turin and Toulouse; among others, the “beach” organised in Wrocław Market Square during St. John's Fair, programme of culinary demonstrations and regional dishes with the winner of the TV show MasterChef at Nowy Targ, regeneration of the market place in terms of trade gained recognition. Our good practice is the introduction of higher and higher standards at Wrocław's markets, fairs and in market halls.

The focus of the Integrated Action Plan within the URBACT III:

City centre – attractive place for the residents of Wrocław

Social problem: Changes in the structure of trade and shopping habits of Poles in recent years have caused a significant drop in popularity of shopping streets in large cities. Trade is focused on modern formats of galleries and shopping centres, and traditional locations lost value to a large extent. Residents spend less and less time in city centres, which have become almost exclusively tourist attraction. Residents are reluctant to spend their time there, which also causes social degradation. Due to the dispersed ownership structure of commercial premises and the lack of formal and legal tools which would allow influencing the shape and diversification of the trade offer, the only, but probably the best way of action is social dialogue and integrated activities of all those working, spending their free time and living in the vicinity of the main shopping streets.

The lack of experience in this aspect imposes on local governments an obligation to look for good practices, initiate, integrate and coordinate activities among all interested social groups. This requires an open attitude, both of the local government, entrepreneurs and residents, willingness to dialogue and awareness of common goals.

Our goals: Our goal in the project is to dialogue, change social attitudes and raise socially responsibly awareness by encouraging efforts aimed at creating an offer of the city centre attractive to the residents (as a place of meetings, shopping, work, events). Due to the fact that it is not possible to exert influence because of rigid regulations, orders and prohibitions, the city can operate only in the soft aspect, as the initiator for a social movement, change of attitudes and increase in awareness.

Social innovation is related primarily to strengthening cooperation and increasing partnerships, integrating residents and entrepreneurs, creating associations of shopping streets, raising awareness of local entrepreneurs, strengthening their role in shaping the centre's offer as well as co-responsibility for the public space. The goal is also to increase participation of housing associations in creating brand of shopping streets.

The project aims to answer the question of how to restore the city residents to want to use it. Main activities: initiating and organizing events, meetings entrepreneurs to develop good practice for rental properties in the city center and the main tools to promote trade routes, information and promotion, the organization of the competition for interdisciplinary teams to create consistent over Świdnicka Street.

Operational Programmes relevant to the policy challenge addressed by the network ERDF, ESF Currently, operational programmes are focused on the areas described as revitalized – there are parts of downtown directly adjacent to the old town. In the old town there is possible to use municipal funds for the restoration of monuments (many apartment buildings are historic). Individual entrepreneurs can benefit from grants for innovation in the field of ROP. Regional Operational Programme for the Lower Silesia for years 2014-2020: Priority 1 - Enterprise and innovations Priority 2 – Communication Technologies Priority 6 - Infrastructure for social cohesion Priority 8 Labour Market Priority 9 Social inclusion Priority 10 Education

Working relationships are very good, especially that in the city there is a special Department of Funds’ Management. Each EU or other project has its own project supervisor who works with the maintainer of the Marshal's Office (Managing Authorities of the Ops). The problems are investigated to date.

URBACT LOCAL GROUP

Depending on the project carried out, the City is trying to involve various groups of stakeholders, and especially reach out to all those who can influence the success of the project. Goals ale established and implement together. In the case of revitalisation programmes, full commitment has been shown by non-governmental organisations,

districts’ councils, and through their agency - the residents, entrepreneurs, artists and socio-educational institutions.

Main existing facilitators of contacts: local authority – local stakeholders: 1) The Office for Social Participation – for increasing the participatory strategy of the city. 2) The start-ups coordinator – in order to inspire the creation of new companies which offer more services facilitating the life of the residents, created a website supporting their formation, and will provide space for development of start-ups which offer innovative social services. 3) The pedestrian traffic officer &the cycling officer – to facilitate the life of pedestrian and cyclists. 4) Economic Development Office – which deals with economic development and widely understood socio-economic projects – active support for entrepreneurs as the main actors of the market, affecting other groups of stakeholders (inspiration, innovation, information). 5) Other very important Stakeholders – most actives in the city centre: representatives of local businesses, international brands, residents, cultural and social associations, scientists.

ULG is going to be based on existing city units, as well as public and economical groups operating within and for the old town. We would like to invite (or rather activate) to the existing group of parties, those of the centre’s residents, who out of ignorance refuse to cooperate or even obstruct the actions taken. This project involves cooperation of entrepreneurs from the old town centre, associations, local government, cultural entities, the continuation of the dialogue started by the revival of the old town centre, regular meetings, the use of the existing potential, establishment of communication channels between the stakeholders. It is planned to include housing associations and entities of social economy in the support group and to increase social participation of the residents.

Coordinator of the URBACT Local Group Mrs Malgorzata Golak, coordinator from the Municipality of Wroclaw, Economic Development Office, large experience from previous projects as a ULSG Coordinator and socio-economic regeneration of the city programme Leader. The city also analyses to engage an external expert.

Co-production of the integrated action plan The creation of transdisciplinary Urbact Local Group – a locomotive for operations in the city centre. We are planning no less than 6 network meetings at the problematic area. The increase and exchange of knowledge, creating an informator (handbook) on the centre for the residents of the area. Main activities: initiating and organizing events, meetings entrepreneurs to develop good practice for rental properties in the city center and the main tools to promote trade routes, information and promotion, the organization of the competition for interdisciplinary teams to create consistent over Świdnicka Street. In the Group there are also scientist who will do special research ion this subject.

Learning from the transnational network activities

During network meeting the Group will discuss the EU partner cities experience and how to implement proved solution in Wroclaw. We also will elaborate solution to implement in other European countries. The representatives of the Group will actively take part in transnational meetings.

The Municipality of Wroclaw will prepare special presentations translated into Polish with even more good practices to be shared, and will present it during ULG meetings.

We also are planning website exchange and frequent contacts via e-mails. Some meeting will be describes on www.wroclaw.pl website to spread knowledge amongs residents.

LEARNING AND CAPACITY BUILDING

Partner level in terms of learning needs, experience and contribution.

 We have some experience to share but a lot to learn/specific learning needs: What are the existing developed forms of dialogue and communication to find a solution for one problem among many stakeholders representing very different interests.

 We do not have much experience in this field /specific policy approach/ project related to the network topic that could be shared with the partners: experience in developing local partnerships, initiating bottom-up actions, including entrepreneurs and residents in joint initiatives, models of activities which have worked in central districts. Number of services which facilitate contact with the office (e.g. one phone number for all matters, teams for interdisciplinary projects), the Participatory Budget, increasing social participation of the residents and intensively expanding cooperation between communes within the agglomeration of Wrocław.

 We do not have any specific practice, we want to develop one – this is why we joined this network/ “good practice(s)” that could be shared at network: Crooked Chimney Professional Development Centre (Handcraft Design Centre) integrated regeneration programme, combining activities for the local community, assuming restoration of the old trade routes to their former glory, thanks to which the district gains the crafts and arts nature, and the area becomes an area of non-daily shopping. Cultural Park of the Old Town, aimed at improvement of the quality and arrangement of public space in the centre of Wrocław.

Key capacities to be enhanced in the city/ partner organisation’s core staff in relation to dealing with the policy challenge addressed by the network

A holistic (integrated) approach to the problem - social innovation capacity building in the area of reviving city centres, inclusion of the residents in activities at the centre area, which has strong tourist values, ways of cooperation and dialogue with housing associations, informing about the essence of the social purpose and role of public space in the city's life, cooperation models of local trade with other stakeholders operating in the city.

Partner has not yet produced an integrated urban strategy/ action plan dedicated to the policy challenge addressed by the network, but is now preparing it.

Next year it will be 10 years since the adoption of the strategy, Wroclaw 2020 PLUS. It was geared primarily to carry out major infrastructure projects. Investments in Wroclaw between 2006 and 2015 was allocated 15 billion PLN. This strategy was adopted after the Polish accession to the European Union.

Now Wroclaw is creating a new development strategy for 2030. The residents will have a decisive voice. Fully open and transparent process of creating strategy will be put into place with the participation of activists and social movements focused on Society of Beautifying the City of Wroclaw. During the 10 thematic seminars and workshops,

residents will be able to present their views, ideas and thoughts on these key issues for the development of Wroclaw. http://www.wroclaw.pl/strategia-rozwoju-wroclawia-2030/piknik-informacyjny-w- parku-staromiejskim

Baseline Study

Partner Profile

MILAN

The Metropolitan City of Milan consists of 134 municipalities that form a deeply urbanized area with rich infrastructure; it can be configured as a single urban area of 1,575 sq. km increasingly extended and integrated.

Demarcation and establishment of homogenous areas of the metropolitan area of Milan.

The heart of the metropolitan area is represented by the City of Milano which is administratively divided into nine districts; each one of them has a local council, elected at the same time as the mayor and the city council. The nine districts are: 1. Centro Storico 2. Stazione Centrale, Gorla, Turro, Greco, Crescenzago 3. Città Studi, Lambrate, Venezia 4. Vittoria, Forlanini 5. Vigentino, Chiaravalle, Gratosoglio 6. Barona, Lorenteggio 7. Baggio, De Angeli, San Siro 8. Fiera, Quartiere Gallaratese, Quarto Oggiaro 9. Garibaldi, Niguarda

Apart from Milan, the biggest municipalities of the metropolitan area of Milan (in terms of inhabitants) are Sesto San Giovanni (81.490), Cinisello Balsamo (75.121), Legnano (60.416) and Rho (50.481)(Data: ISTAT)

The population of the Municipality of Milan is about 1.3 milion of inhabitants. Name of the district Extension Inhabitants Density (inh/sq. (km²) (31 dicembre km) 2013) Zona 1 Centro storico 9,67 96.315 9.960 Zona 2 Stazione Centrale,Gorla, 12,58 153.109 12.170 Turro,Greco,Crescenzago Zona 3 Città Studi,Lambrate, Venezia 14,23 141.229 9.925 Zona 4 Vittoria, Forlanini 20,95 156.369 7.464 Zona 5 Vigentino,Chiaravalle,Gratosoglio 29,87 123.779 4.144 The City of Milan is Zona 6 Barona,Lorenteggio 18,28 149.000 8.151 located in the core Zona 7 Baggio, De Angeli,San Siro 31,34 170.814 5.450 of FUA, the city of Zona 8 Fiera, Quartiere Gallaratese, Quarto Oggiaro 23,72 181.669 7.659 Milan, which is the Zona 9 Stazione Garibaldi,Niguarda 21,12 181.598 8.598 municipality with Total – Municipality of Milan 181,76 1.353.882 7.449 the highest population density and also the area where the most important administrative, political and economic offices are located.

Source: http://www.urbistat.it/

DATA RELATED TO THE POLICY CHALLENGE/ ISSUES TO BE TACKLED BY THE PARTNERSHIP IN THE FRAMEWORK OF THE URBACT NETWORK BOOSTING SOCIAL INNOVATION

Demographic profile – age, gender, ethnicity. The population is composed by 637,205 male inhabitants (47.7%) and 699,950 female ones (52.3%).

Age distribution is characterized by a high concentration on cluster of ages 35-50 (24.4%) and over 65 (23.6%), followed by 50- 65 (18.8%), 25-35 (11.9%), 0-19 (17%) and 18-25 (4.3%) Source: ISTAT (Italian institute of Statistics, year 2015)

Foreign population living in Milan account for 248.304 (18.6% over total population), mostly concentrated into Philippine (17%), Egyptian (13.1%) and Chinese (11.4%) (Source of data: tuttitalia.it)

95 Economic profile of Milan

Milan is one of the EU's and the world's major financial and business centres, with the Milan metropolitan area having a 2004 GDP of €241.2 billion, which means that it has Europe's 4th highest GDP. This means that, if Milan were a country, it would have the world's 28th largest economy, almost the size of that of the economy of Austria.

The city of Milan, has a GDP of $115 billion, making it the world's 26th richest city by purchasing power.[1]

Milan is the world's 11th most expensive city for expatriate employees,]and its influence in fashion, commerce, business, banking, design, trade and industry make it an Alpha world city, as well as the world's 42nd most important in the Global Cities Index. Also, the city's hinterland is Italy's largest industrial area, and the FieraMilano fair is considered the largest in Europe. Milan, also, has one of Italy's highest GDP (per capita), about €35,137 (US$52,263), which is 161.6% of the EU average GDP per capita.

Milan is also regarded as the true current fashion capital of the world, according to the 2009 Global Language Monitor, and annually competes with other major international centres, such as New York, Paris, Rome, London, Los Angeles and Tokyo.

Over 5% of Italian companies and 35% of Lombardy companies are concentrated in the Milan area. The industrial companies of Milan and its province produce approximately 9% of the added value of Italian industry and export a share equal to 10% of national exports (about 33 thousand million Euro).

Thanks to the presence of a dynamic interaction between the industrial and tertiary sectors, the province of Milan is the centre of excellence for business services. The province holds 53% of the region’s local sector units and 11% of Italian units, while 64% of regional sector employees and 17% of national sector employees are also concentrated here.

Milan enterprises are leaders in important commodity sectors:

 instrumental mechanics;  furnishings - design - fashion;  chemical and pharmaceutical;  health-healthcare;  media and publishing;  information technology;  finance and insurance;  management consulting and corporate organisation;

96  marketing – market research – advertising – public relations.  International Vocation

Milan is home to over 2,000 foreign invested enterprises, equal to 45% of those present in Italy, and to thousands of small and medium sized enterprises, as well as to large national enterprises. On the whole it is a multi-sector, multi-dimensional, international, integrated system, and one that represents the driving force of the Italian economy and is one of the main pivots of the European economy (the Lombardy region is one of Europe’s four engines).

Milan is also home to 91 consulates, 16 foreign government commercial offices, 34 foreign government tourist offices or boards and 17 bilateral chambers of commerce. Thanks to these figures Milan ranks second to New York among the non-capital cities with the highest consular presence in the world, proving its international prestige.

Focus on Finance: Milan is Italy’s financial capital, with 121 banking institutes, of which approximately half are foreign, and with thousands of financial brokerage companies. The Milan Stock Exchange, one of Europe’s most important, has 332 listed companies, has an average on daily trades equal to 3 billion Euro and in 2010 the market capitalisation of listed companies totalled 425 billion Euro, equal to more than 27% of Italian GDP.

Focus on Green Economy: the Milan area is a context of absolute importance to environmental issues and energy: it has more than 350 companies active in various sectors, with a total turnover exceeding 50 billion euro and more than 25,000 employees only in the province of Milan.

These are firms that are in different areas - water, air, waste, external noise, soil and drainage, energy efficiency, energy from conventional sources, energy from renewable sources and hydrogen - with activities ranging from counselling and from provision of services to the design, manufacture and marketing of systems and technical components. About 30% of these companies carries out research and development, and the most active sector in terms of patents is the energy efficiency one (by company size and availability of capital).

Focus on Research, Education and Culture: in the Milan area there are seven universities, some with long-standing and prestigious tradition, others more recent, and many of the country’s most highly qualified research centres and laboratories. The fact that approximately 25% of Italian patents are deposited in the Milan area bears witness to the area’s propensity for technical innovation, as do the investments in research and development, estimated to be in the order of 30% of the entire investments made at national level, a substantial part of which is sustained in Milan by private enterprises.

The city boasts numerous important cultural centres like the Scala Theatre, the Museum of the Twentieth Century, the Triennale and its Design Museum, the Science and Technology Museum and the Sforza Castle, home of the Civic Museums and other collections from different historical periods. In Milan there are 60 museums, including the Brera Gallery, the Ambrosiana Gallery, the Church of Santa Maria delle Grazie with “The Last Supper” by Leonardo Da Vinci, 11% of national heritage, 150 galleries and art exhibitions.

Focus on Fiera Milano - Milan Trade Fair: it is a leading exhibition centre in Europe and one of the most important at world level. The trade fair system of Lombardy’s regional capital is divided into two exhibition areas: the New Rho-Pero Pole, designed by the architect Massimiliano Fuksas and inaugurated in 2005, and the City Pole, created from the redevelopment of the historical Milan trade fair district. The two poles cover a total surface area of over 710,000m2; the New Pole has a gross indoor surface area of

97 345,000 m2 and an outdoor surface area of 60,000 m2, while the City Pole has a total gross indoor exhibition area of 115,000 m2. In addition to hosting a great number of internationally important trade fairs and events each year, Fieramilano provides Italy’s most extensive congress area which, thanks to expansion plans that have already been drawn up and are currently undergoing implementation, will become the largest congress centre in Europe. Focus on Milan in 2015: the city hosted the Universal Exposition on the theme of “Feeding the Planet, Energy for Life”. EXPO 2015 event has given international visibility to the milanese and Italian traditions, creativity and innovation in the fields of alimentation and quality of life, science for health, education and training, solidarity and international cooperation. During the 6 months of the exhibition thousands events have been scheduled also in the city. The EXPO site is extended over 1.1 million sqm; in preparation for the event, infrastructural investments worth over 1.700 million euro were scheduled throughout the Milan area.Source: http://www.assolombarda.it/en/milan-in-figures

Employment levels There is a steady workforce in the city of Milan due to the presence of new graduates from the five major universities located in the city. In the province, there are 1.6 million individuals employed, and about twenty five percent of that population are recorded as self-employed. The unemployment rate in Milan is recorded to be less than half of the national average, at about 4.6% in 2001.

In 2011, the unemployment rate of the city of Milan was recorded to be 5.8%, which is much lower than the entire nation of Italy's unemployment rate being at 8.4% in that year. Today, the unemployment rate in all of Europe is much high, and in January 2014, the unemployment rate in Italy rose to 12.9% from 12.7% from December, which was the highest growth since 1977 in the nation, the entire nation was affected by this job loss and growth in rate of unemployment. In absolute Milan is the province in Italy that is home to the greatest number of innovative startups: at the moment are 533, or 14.4 % of the total.

Business-start up rates, social enterprise start up rates, The city of Milan is a center of innovation that fosters projects, initiatives and policies in order to improve the quality of life of its citizens through new integrated solutions. According to 2014 ICityrate, in three years’ time, Milan has become the first Italian Smart city and is in the 10% of the most innovative cities in the world. Moreover, Milan is the Italian capital of startups and is a resourceful laboratory for many different fields, such as health, sustainability and social innovation.

171 new start up were born in 2014 and since 2011, 312 sprung thanks to innovative local policies and public calls. In the last three years the City of Milan has also created 7 new incubators, and has registered and certified 30 co-working areas; also it is developing a “makers space” and producing incentives in favour of Fablabs. Taken together, these conditions contribute to create a favourable environment for the establishment of businesses, with potential impacts on economic development.

Social housing The economic crisis is leading people to find new ways to improve their condition, seeking collaborative and sustainable solutions that can guarantee a satisfactory quality of life: a new “culture of living” both private and public spaces is emerging. Social housing projects include, therefore, the design and management of all the initiatives aimed at ensuring access to essential services, pursuing the improvement of quality of life and the cohabitation of all members of the community

98 Fondazione Housing Sociale (FHS) was created in 2004 to develop the Social Housing Programme, conceived by Fondazione Cariplo to carry out real estate projects of a social nature. Its mission is to experiment innovative solutions for structuring, financing, construction and management of social housing initiatives economically sustainable, not based on the logic of free grants.

The work of FHS developed along these main axes: – The promotion of ethical financing initiatives, and in particular, real estate funds dedicated to social housing – The testing of innovative, no-profit management models – The development of project design instruments to be shared among all sector operators – A public-private partnership to develop the initiatives in coordination with and supplemental to existing public housing policies.

In the city if Milan, FHS has completed three relevant project of social housing where tasks were as answering to a social housing demand but also building the community with these strategies: sustainability and responsibility, sociality and participation and sharing and organization. The projects are “Cenni di cambiamento” (Via Cenni), Abit@Giovani (210 dwellings accomodation in Milan) and Borgo Sostenibile (Historic district Figino).

Health-related data Since January 2016 the Department of Economic Development, Innovation, University and Smart City of Comune di Milano is involved in a research project funded by the European Commission called “Open Care”. OpenCare is delivered by a diverse consortium drawn from Europe’s best universities and the grassroots hacker community. The project lasts 24 months and the 2 main aims are: 1) To Understand how to use collective intelligence for solving health and social care problems 2) Contribute to the debate on how to reform welfare in Europe taking community-driven care services into account. Therefore this project is focusing on how to reform european health and social care by using collective intelligence, contributing to a better understanding of how to deploy the collective intelligence of smart communities onto sustainability problems and exploring how community-driven care services might integrate in the existing European care policy landscape.

Migration levels According to the latest available data, in the city of Milan there is, more or less, a foreigner resident every five inhabitants (253,067 foreign residents out of a population of over 1,300 thousand inhabitants) Source: data set form Comune di Milano here) Most of the foreign immigrant are regular and getting integrated, with many children who attend our schools experiencing a process of integration that still comes up against a certain distrust and sullenness.

Education As for education, the courses that help people developing the skills that can be used in a FabLab’s network or in Makers spaces are surely relevant for social innovation.

Through the " MI - Generation Lab " project , the Department of Economic Development, Innovation, University and Smart City of Comune di Milano, in collaboration with 18 partners, is now offering for the first time free training courses on new technologies aiming to develop new skills and business ideas in innovative fields to young people aged 18-35 with domicile in Milan who do not work or have precarious jobs.

Since the labor market is in crisis, some people start investing their time and resources to become a self-etrepreneur rather than an employee, by investing on new abilities and competences, like shown in the project mentioned in the above point. People that development personal skills linked to the digital manufacturing/ technologies and new way of production can invent new tools in innovative fields.

A recent research conducted in 2015 by Anasco, the register of school of Milan Municipality shows that 8,096 students in primary and secondary schools (aged 6-13) are at risk of early school leaving (one in ten). 40.4 % are foreign children born abroad (3,274 children), 39.9% of Italians (3,230 children) and 19,28 % ( 1,561 children) foreigners born in Italy .Therefore in year 2015 the City Council has decided to activate a new program that provides educational and motivational support courses for these young students and their parents, together with individual homework help and Italian language courses for foreign students (and their moms). This project has involved 50 schools (primary and secondary schools) in eight areas of the city. (Source here). About high school drop our rates: data from the Ministery of Education in Italy show that one student in three leaves school before completing the 5 years – we are talking about students aged 14-18. The most alarming proportion in the northern regions is recorded in Lombardy with 29.8 % rate of drop out students, and this %, increases in a significative way in some areas of Milan, for example in Quarto Oggiaro neighbourhood where the incubator FabriQ is located. The managers of FabriQ, that is run by the Municipality of Milan, are involving some schools in the area showing the students the possibility do start their own activity like many start ups that benefit from financial help besides mentoring during the incubation. (Source for the data on drop out: here and here) Since June 2015 the Department of Economic Development, Innovation, University and Smart City of Comune di Milano is carrying on a project dedicated to NEETs (Not engaged in Education, Employment or Training). This project is named MYC- Milan Young Citizens- and fosters the participation of young people to the future of the city, involving them in a process of implementation of both new business projects and creation of new professional skills marketable in the labor market . The best projects will be “adopted" in a place called BASE, while the best business proposals will win a path of incubation and growth within FabriQ , the first incubator specifically dedicated to social innovation of the City of Milan.

Innovation levels On July 2013 a day conference titled “Opening to Social Innovation: ideas and strategies for Milan Smart City" was held to promote a dialogue and confrontation with Institutions, Associations, Foundations and Companies, on how the City could intervene to facilitate a common approach to social innovation. This was the start of a dedicated line of intervention on social innovation as part of the smart actions: - Offering places where to produce social innovation: incubation for start-up, tutoring, co-working facilities, workshops and opportunities for involvement open to local realities; - Offering loans: making calls for proposals, aimed at selecting business projects.

Besides the actions fostered by the Municipality of Milan, in the city there is a wide presence of social enterprises, innovative start up with social aims/vocation, multi- purpose places of aggregation such as incubators, coworking and maker’s spaces. Also, there is a lively Third Sector, and an active philantropic world interested in the idea of promoting social innovation. Last but not least, there is a good presence of realities that convey on the collaborative practices of the sharing economy.

Many are the innovative start-ups that have a social vocation, such as social enterprises, social cooperatives, corporations that have a social impact.

100

The Municipality of Milan is already collaborating with the below-mentioned stakeholders, in different projects: - Incubators, - Third Sector with cooperatives and Associations, - “Business Angels”, - Banks, - Coworking spaces organizations, - Private and public training innovative - Centers focused on promoting new enterprises, - Open Innovation Center Stakeholders, - Social Innovation Enterprises, - Chamber of Commerce - (Civil Economy Observatory).

POLICY CHALLENGE ADDRESSED BY THE NETWORK

Local problems/challenges faced in relation to social innovation. The City of Milan currently hosts one of the liveliest local ecosystems for social innovation in Italy, and perhaps Europe. Nevertheless, this ecosystem is yet not mature enough, as it is not able to engage a wider public, nor grow significantly the kind of community necessary to unlock the potential of social innovation in addressing some of the pressing needs and challenges that still affect a significant portion of the citizens. This “mainstreaming challenge” is not too far from what other cities are experiencing all over Europe when it comes to social innovation. In this regards, the city has to invest in accelerating the development of its ecosystem by: supporting the emergence of new type of social “infrastructures” and platforms (both physical and virtual) that can systematically match demand and supply of social innovation; encourage a culture of participation as a mean to engage a wider public in the kind of activities that social innovation requires; widen and strengthen the community of innovators by working especially with young people in their capacity building towards becoming change agents in society; breaking the silos that still exist between different parts of the local public administration and enhance collaboration between those; encourage cross-sector contamination and collaboration in order to generate new ideas and solutions; unleash the potential that lies within untapped resources (traditional finance, open data, public procurement) and that can have a leverage effect on the system; connect the local ecosystem for social innovation in Milan with other local ecosystems abroad, encouraging the mutual transfer of ideas, talents, models and resources.

Policies, strategies and actions that have already been developed by the partner in relation to the identified problems/ challenges.

This policy issue is already a priority at the local level, and it does stand high on the political agenda. In the current city council we have a specific responsibility for social innovation associated with one of the council members and staff dedicated full time to the development of policies and programmes in this field.

The Municipality of Milan is also investing economic and human resources in:

 mapping the most relevant experiences for the Milanese area and encourage the promotion of such initiatives;  promoting public debate, training and information on sharing economy and on a culture of cooperation in order to achieve a critical mass of users;  promoting analysis and monitoring of the impacts of new forms of innovation and experimentation;

101  investigating the conditions in which new collaborations can be implemented, in order to better understand the state of play and develop new ad hoc policies.

The City of Milan is focusing on specific and practical city level solutions to foster an environment where a more inclusive, sustainable and innovative growth can be achieved.

Taken together, these initiatives are restructuring the expectations, the policy framework and the commitment for public and private stakeholders to implement a new generation of public policies that build on sustainable development, innovation and social cohesion, not in some distant future, but beginning now.

Many actions have been going on in the last 2 years to promote social innovation with the own resources of the Municipality within the vision of a Smart and Inclusive City: a public call for the promotion of co-working; a public call for the development of the Makers movement; a public call designed to encourage the production and use of open data / open services; a public call with the objective to implement a register for the actors in the Sharing Economy field; two public calls providing seed funding and incubation services to innovative social enterprises; an experimental public call for civic crowd funding.

The City of Milan has chosen to facilitate a process of co-creation and participatory management decisions, in order to move away from the traditional bureaucratic approach to investment decision-making that goes through government committees and evaluation frameworks. The main objectives of the “open coordination strategy” are 1) open up the Administration, its organization, its operations and actions and keeping the citizens fully informed and up-to-date; 2) using technology as a leverage to broaden access to services and upgrade work effectiveness, through the implementation of an information system suitable for the development of online services. Some “flagship” initiatives currently taking place are described below. 1. Public hearings and online consultations: since 2013 many meetings have been organised by the Municipality in order to promote a dialogue and confrontation with institutions, associations, foundations and companies, on how the city could facilitate the common way to deal with social innovation. Following this public moments, several participatory working groups took place. 2. Milan’s Participatory budget: Milan is the first Italian city to engage in participatory budgeting, a process spearheaded in Brazil in the late 1980s which allows citizens to have some say over local spending priorities. This year Milan is offering 9 million Euros of its budget through participatory approaches. Milan has adopted it this year, and extended it to people aged 14-22. By the end of the year, the Administration aims to select a few projects suggested by citizens, to be carried out during the course of 2016. 3. Milan’s Food Policy: the Urban Food Policy Pact (UFPP) will unite city leaders worldwide for the creation of more just and sustainable urban food systems. The pact will address the potential of cities to contribute to food security through urban agriculture, and its proponents expect it to be one of the most significant legacies of the Milan Expo 2015. Milan is taking the lead on drafting the international protocol by engaging mayors and urban food policymakers worldwide. Milan has already drafted an urban food policy through a participatory process, which will be implemented over the next five years. The drafting process began with an assessment of the strengths and weaknesses of the existing urban food system. 4. Milan’s Civic Crowdfunding: as part of the same new grassroots democracy scheme, the Administration is developing a crowd-funding programme where city projects related to social innovation can be posted- citizens then ‘vote’ on these projects by contributing money to support it. The City of Milan is the first Municipality in Italy that will promote a crowdfunding platform dedicated to projects with high social impact in the city. The City has allocated €400.000 to co-fund projects which will demonstrate relevant social

102 impacts on the territory. If a project raises 50% of the funds required, the government will invest the remaining 50%.

Previous experience of working through transnational exchange on this topic At National level, the City of Milan collaborates with the National Plan for Smart Communities (Agency for Digital Italy) that foresees a national platform dedicated to Smart Communities.

On a transnational basis, the municipality of Milan has gained some experience in terms of working through transnational projects and exchanges, for example by taking part to the executive board of Eurocities and to several Eurocities Working groups, such as the smart cities wg and the smart social inclusion working groups.

The City is also engaged in building stable partnerships between different actors in the fields of research and innovation, business and finance, but also civil society and active citizenship. It is by involving the different communities that the Administration is seeking to develop a smart, green and inclusive City.

Our City is part of the Smart cities stakeholders platform and of the international network of C40, and is working on several European projects linked to the Smart Cities and Communities Initiative, and is actively engaged in the major European and international networks working on Smart Cities.

The City of Milan took part of a EU project called „My Neighbourhood, My City” from Jan 2013 to June 2015, that provided scalable and sustainable service models and started the development of a HSC (Human Smart City) at the scale of a Neighbourhood. This was very interesting because some of the most relevant social energies in urban environment can be found at this scale.The project used a Living Lab approach to recreate the past values of socio-spacial connections amongst people. This project festured the cities of Aalborg (Denmark), Lisbon (Portugal), Birmingham (U.K.) besides Milan. (http://my-neighbourhood.eu)

Milan’s policies supporting social innovation were inspired by U.K. Nesta’s Innovation Policy Toolkit, that offers a mix of theory, examples, practical guidance and links to further information (http://www.nesta.org.uk/innovation-policy-toolkit).

In the field of Sharing Economy, the City of Milan has borrowed the toolkit created by french Oui Share (http://ouishare.net/en)

In the activity of involving citizens, we have adopted the techniques proposed by Art of Hosting (http://www.artofhosting.org), and from Enoll, the European Network of Living Labs (http://www.openlivinglabs.eu/); (Enoll was a partner with Milan in the My Neighbourhood, My City european project).

The likely focus of the Integrated Action Plan to be produced as an output through participation in the Action Planning Network The scope of the integration plan could be to import and export successful experiences and models in the field of Social Innovation and to identify tools, policies and methods in order to accelerate and grow the Social Innovation ecosystem of the city by including all the crossover actions that can favor this process in an integrated manner.

Change that the partner hopes to see at local level as a result of the co- production of the Integrated Action Plan in the framework of the URBACT network. The creation of more social “infrastructures” and platforms (both physical and virtual) that will systematically match demand and supply of social innovation.

103 An increased culture of participation that will allow to engage a wider public in the kind of activities that social innovation requires.

A bigger and stronger community of innovators by working especially with young people in their capacity building towards becoming change agents in society.

An enhanced collaboration between different parts of the local public administration

A cross-sector contamination and collaboration in order to generate new ideas and solution.

Create city policies that can leverage untapped resources (traditional finance, open data, public procurement).

Connections established between the local ecosystem for social innovation in Milan and other local ecosystems abroad, encouraging the mutual transfer of ideas, talents, models and resources.

Operational Programmes covering the partner area (ERDF, ESF) The partner area is covered by several OP. Regarding the period 2007-2013, the main Programmes are the ROP ERDF and ESF of Lombardy Region. In Total on the Milan area have been financed more than 60 thousand projects and the European contribution in the sector of research, innovation and sustainable development was of more than €500 million. The OPs 2007-2013 of Lombardy Region did not have a specific Axes or strategy dedicated to the Urban development hence only one project of the Municipality of Milan was financed by ROP ERDF (see the box below). Regarding the period 2014-2020, the Municipality of Milan is a relevant player of the multi-fund National Operational Programme "Città Metropolitane" (NOP Metropolitan Cities). The Programme is part of the Italian national Urban Agenda and Sustainable Urban Development. The Programme will support a joint effort and cooperative method between 14 Metropolitan italian Cities designated according to the recent Italian legislation. The goal is to improve the quality and efficiency of urban services and social inclusion for the most fragile population. The Programme will focus on five main priorities:  Metropolitan Digital Agenda (EUR 98 mio ERDF, 16,7%)  Sustainability of public services and urban mobility (EUR 210,8 mio ERDF, 35,9%)  Services for social inclusion (EUR 142,4 mio ESF, 24,2%)  Infrastructures for social inclusion (EUR 113,3 moi ERDF, 19,2%)  Technical Assistance (EUR 23,5 moi ERDF, 4,0%)

Comune di Milano is now taking part in one ERDF project called Electric City Movers. The program is POR CRO ERDF 2007-2013 Lombardy http://www.opencoesione.gov.it/progetti/programmi/2007IT162PO006/

The AXIS in on Sustainable mobility

The TARGET is to increase the sustainable mobility of people through modal integration and dissemination of forms of transport with a low environmental impact

The basic concept of this project is very close to the already existing Bike sharting service, but it adds an innovative value at the mobility service, through the use of electric vehicles of small size, such as quadricycles. These vehicles will be free service , available 24 hours on 24 for short journeys and occasional free track - one way trips, that is by offering a chance to pick up a vehicle in one of the stations without the need of reservation, and the possibility to leave leave the vehicle in a different area from that where it was taken. The operator of Electric City Movers is the Department (of the Municipality of Milan) for Mobility, transportation and Environment. This project model fits directly within the new travel patterns in urban areas, going to occupy a service space not yet covered. http://www.opencoesione.gov.it/progetti/1lolombgefo-00000000000035150828/

These axes of CRO encourage the strengthen the synergy between other Departments too.

104

Priorities of these Operational Programmes (OP) relevant to the policy challenge addressed by the partner in the network Innovation, knowledge economy, energy, sustainable mobility, are relevant policies that support the socio-economic system in Lombardy and meet the challenges offered by the context in terms of development, innovation and growth.

Relations with the Managing Authorities of these OPs During the 2007-2013 period the Municipality of Milan had no dialogue with the regional Managing Authority because, as mentioned before, the Lombardy Region hadn’t support any specific urban strategies.

Instead in the period 2014-2020 the Municipality of Milan is directly involved in the management of three OP program as Intermediate Body. The Programmes are OP ERDF and EFS of Lombardy Region and a National Program dedicated to the development of metropolitan areas. The regional programs 2014-2020 (ERDF and ESF) have a specific axes that sustain through integrated actions the physical, economic and social regeneration identified urban subareas (€ 60 million). For the execution of actions the Municipality of Milan adopted an own Urban Development Strategy according to article 7 point 1 of Reg. 1301/2013.

URBACT LOCAL GROUP TO BE SET UP BY THE PARTNER

Partner’s URBACT Local Group (ULG) and key local stakeholders in it. The City of Milan will make a public call in order to indentify a local reality in the field of research – a single expert or an organization - in order to conduct some Living Labs/workshops/ thematic tables on at least 4 topics, gathering together old and new stakeholders especially those collaborating with the Sharing Economy network and interested and active in social innovation. At the BoosInno meeting in Milan held on Dec. 18th 2015 the following stakeholders were present: 1) AVANZI is an enterprise that promotes -since 1997- innovation for sustainability in the corporate world, 2) BASE MILANO is Milan's hybrid center for culture and creativity. It is hosted in Milano, in a place that was the former important steel plant of Ansaldo. This big space belongs to Milan Municipality that has recently renovated the spaces and assigned them – through a public call – to 5 realities that all together form the BASE project. The name of the 5 realities are: ARCI Milano, Avanzi, esterni, h+, Make a Cube³.) 3) CO HUB is a new space (born in November 2015) located in the canal district that wil become the physical place and reference point for all stakeholders to share, develop and promote ideas, projects and professionalities related to the world of the sharing economy. 4) The international association DESIS NETWORK – DESIGN FOR SOCIAL INNOVATION AND SUSTAINABILITY” performs scientific research and university teaching in design for social innovation and sustainability . In gradual growth , it brings together about 50 universities and design schools in the world that deal with this issue . 5) Dynamoscopio is an action-research interdisciplinary agency, based in urban contexts. Their statement is: “In order to make a city wider, many little cultures are needed”. Dynamoscopio designs and develops “on the field” processes, services and products in Arts, Education and Culture.

105 6) Fondazione Giacomo Brodolini an independent nonprofit organization that for more than 40 years carries out research, technical assistance, cultural promotion and capacity building on issues related to labour, economy, development and culture. 7) Impact Hub Milan is a certified incubator at national and regional level. It was born more than ten years ago as a co -working space and innovation lab; 8) ItaliaCamp is a company that stems from the desire to build on experience gained over the years in terms of promoting Social Innovation. It supports the process of realization of ideas through a network of connections and brokerage between demand and supply of solutions aimed at companies, institutions and private and public institutions. 9) MARE MILANO will be a Cultural Centre for Urban residence , creation , production and use arts and culture, which will be built in Quarto Cagnino, in zone 7 in Milan. MARE MILANo is a Social enterprise that wants to support a process of territorial development through three main areas of work: social inclusion, urban regeneration and cultural innovation . 10) RENA intends to promote change in the Country working on the demand side, with the goal of becoming the movement that unites and mobilitates the community of change in Italy . 11) Monica Bernardi is an urban sociologist , currently a PhD student in " Quality of Life in the Information Society " at the University of Milano - Bicocca with a research thesis on so-called Sharing Cities . 12) Mr. MARIO CALDERINI is a Professor at the POLITECNICO DI MILANO, Department of Management (Ingegneria gestionale), where he teaches Economics and Business Administration and Control Systems Management. He is Deputy Director of the Alta Scuola Politecnica. Author of books and publications in international scientific journals, his research interests are focused in the field of economics and management, with particular reference to public policies for innovation and finance for innovation. 13) WE MAKE is a Fab lab / makerspace that offers the classical 3D printers, laser cut, cutters and cards design Arduino, along with sewing machines and professional equipment for knitwear . WeMake looks forward innovation seeking direct cooperation with companies with development and testing of new fabrics and materials. It is the place where you can make things and connect with people in Milan.

Besides the actions fostered by the Municipality, in Milan there is a wide presence of social enterprises, innovative start up with social aims/vocation, multi-purpose places of aggregation such as incubators, coworking and maker’s spaces. Also, there is a lively Third Sector, and an active philantropic world interested in the idea of promoting social innovation. Last but not least, there is a good presence of realities that convey on the collaborative practices of the sharing economy.

3 different examples of the experimentations the Municipality is running:

A) Civic Crowdfunding. In partnership with the leading Italian crowdfunding platform the Municipality will co-finance local projects (promoted by startups, civic associations o NGOs), up to 50.000 euros. Through an open call we are currently selecting the best ideas that will be showcased on the crowdfunding platform, giving priority to project aimed to promote local development and responses to emerging social needs.

B) Social Venture Incubation. In partnership with Impact Hub Milan and Fondazione Brodolini we launched Fabriq, a social innovation incubator located in one of the city suburbs struggling with an high youth unemployment rate. Fabriq funds every year 10 startups which receive a pre-seed investment (around 20.000 euro per startup) and and are involved in a 6 months acceleration programme.

106

C) Microcredit. In partnership with Fondazione Welfare Ambrosiano the Municipality of Milan has been the first italian local authority to design an experimental microcredit scheme, targeting freelancers, micro enterprises and long term unemployed professionals.

Now the future policy will be continue in this direction, maintaining the actually situations and increasing network and collaboration to each other with other project of investment.

Coordinator of the URBACT Local Group.

Lucia Scopelliti will be the coordinator of Urbact Local Group.

Lucia Scopelliti has been working for the Comune di Milano – Municipality of Milan since 2009 in the areas of social policy, social innovation, sharing economy and other initiatives in place to support innovative startups. She is currently responsible for the Smart City Office, Department of Employment, Economic Development and University in the Municipality of Milan. Previous posts held: Intern at the OECD, Directorate for Employment, Labour and Social Affairs, Paris, Consultant at FAO, Rome. She is author of several publications on international scientific journals and currently teaches at the Master in Management and Innovation of Public Administration at the Catholic University of Milan.

A mapping exercise has already allowed the municipality to identify key stakeholders i the social innovation field at the local level, and they have been already engaged in a co- production process in order to provide input to this baseline study. The process consisted in a series of online chat sessions devoted to collect views and input on the state of the local ecosystem of the city of Milan, and an in person workshop to validate some conclusions regarding the way forward with a particular focus on envisioned changes/results and what an Integrated Action Plan might look like.

The city ULG potential contribution to the network activities of exchange and learning (in terms of experience and knowledge) is a contribution to the network activities through its policy development process and sharing with other municipalities the best practices from the territory in order to promote on-going comparison of smart practices and to spread the projects which produce an high impact on society.

Milan is also promoting the debate and research in Italy on social impact investing and is in contact with the Italian representatives of the impact investing G8 taskforce. This can bring surely a high contribution to the network activities.

The partner will organise follow up in person meetings with the ULG to transfer learning after each transnational meeting, and will set up an online platform to share any resources and materials that will support the ULG in the co-production of the integrated action-plan.

107 LEARNING AND CAPACITY BUILDING

Baseline at partner level in terms of learning needs Milan defines itself as a city which:  has some experience to share but a lot to learn  has started to address the issue of social innovation at local level  has some practice(s) that could be regarded as “good practice(s)” in European terms

The City of Milan has already experimented in a previous EU project called “My Neighbourhood, My City” that innovation is a concept related to Living Labs/workshops/ thematic tables. A special focus will be on the following actions: - to test and explore the feasibility of new PPPs linked to social innovation and to financial instruments dedicated to social innovation; - to spread the culture of Social Innovation, Sharing Economy and Civic crowdfunding at local and European level; - to foster local start-up acceleration; - to promote more businesses to scale and/or to be replicated abroad; - to facilitate the diffusion of spaces of social incubator in order to attract new talents, innovative ideas, fostering in concrete the creation of new business idea with a high social impact; - to experiment innovative ways to finance projects of public interest; to promote the pooling of public and private resources to support projects with high social impact on the Milan’s territory, with possible repercussions on the metropolitan dimension; to promote the active participation of citizens in Municipality’s decisions, through transparency/openness of the process of selection and fundraising, accessible information on the development of the projects, and their impact on the community. A good project implemented that we would like to mention is FabriQ, a Social Innovation incubator with strong public commitment as it “communicates” directly with the Mayor and the Local Administration to deal with the challenges of social innovation. The main aim of the project is the relaunching of Quarto Oggiaro district through new employment with an emphasis of self-employment. FabriQ is located in an area that is characterized by a high rate of unemployment (youth unemployment is around 70%) and many social issues, and is the concrete result of the work produced through funds of the European project Urban II.

Capacities to be enhanced in the city/ partner organisation’s core staff in relation to dealing with social innovation. For Milan it is important to develop a participatory approach in which everyone who has a stake in the intervention has a voice, either in person or by representation. Staff of the organization that will run it, members of the target population, community officials, interested citizens, and people from involved agencies, schools, and other institutions all should be invited to the discussion. Everyone's participation should be welcomed and respected, and the process shouldn't be dominated by any individual or group, or by a single point of view. The important thing to remember here is the word participatory. The use of that term implies not just that you'll ask for someone's opinion before you do what you were going to do anyway, but rather that each participant becomes an important contributor to the planning process. A true participatory approach is one in which everyone's perspective is considered. That doesn't mean that people can't challenge others' assumptions, or argue about what the best strategy might be. It does mean, however, that everyone's thoughts are respected, and it isn't necessarily assumed that the professionals or the well -educated automatically know what's best. Everyone actually gets to participate in the planning process, and has some role in decision-making.

108 Brokerage capacity. How to lift internal barriers to assure more innovative activities in the Municipality.

Milan has not produced an integrated urban strategy/ action plan dedicated to the policy challenge addressed by the network (social innovation).

109