Smart Cities Citizen Innovation in Smart Cities Final Application (Excerpt) Project Final Application (Excerpt)

Smart Cities Citizen Innovation in Smart Cities Final Application (excerpt) Project Final Application (excerpt)

URBACT II

SMART CITIES Citizen Innovation in Smart Cities

Lead Partner City of Coimbra

Project Coordinator Fernando Zeferino Ferreira

Finance Officer Rosa Silva

Communication officer Nina Figueiredo

Lead Expert Peter Ramsden

Websites www.urbact.eu http://urbact.eu/en/projects/innovation-creativity/smart-cities/homepage/

Logo design Mónica Sousa

Photography and graphic design (on URBACT template) Fernando Zeferino Ferreira

1. Project Identity

Project Title, Lead Partner and Duration Smart Cities – Citizen Innovation in Smart Cities

The Lead Partner is the City of Coimbra (PT). The project has two phases: Development phase ( 6 months) and Implementation phase (27 months)

Update summarised description of project and issue addressed In the summarized description for the DOI Application form, is stated that the main objective of the SMART CITIES Project is to develop a different picture of how public services could be organized through an open innovation process, considering the citizens in the core of system, to help the local authorities in creating new tools for improving the quality of life and well-being of communities and citizens. The project intends to foster Smart Cities (and communities) that promotes social innovation and inclusiveness together with economic innovation and environmental sustainability, in line with the EU Strategy 2020. The Smart cities network is to develop a new relationship between municipalities and their citizens. This new approach is based on citizen or user led innovation and aims to rebuild trust and create shared models of delivery. This new relationship will be developed through two parallel approaches, one focusing on particular areas of the city which is called Smart localities, the other on horizontal policies called Smart services. These two vertical priorities will have two cross cutting themes of coproduction and digital transformations.

Partnership

City; Country Region

Coimbra, Portugal (lead Partner) Convergence

Gdynia, Poland Convergence

Mizil, Romania Convergence

Gualdo Tadino, Italy Competitiveness

Santurtzi, Spain Competitiveness

Siracuse, Italy Convergence

Seinäjoki, Finland Competitiveness

INTELI (Non city partner), Portugal Competitiveness

Triangle Region, Denmark (Non Competitiveness city partner)

2. Summary of Development Phase Achievements

2.1. Activities implemented during Development Phase The activities developed during development phase were: a. Management and Reporting During the development phase one of the main activities done by the initial partners was to recruit appropriate staff to ensure the efficient management, i.e., each project partner identified a qualified project coordinator who will participate in transnational level activities and will set up the Local Support Group (LSG). All partners’ project coordinators speak English. The lead partner, the city of Coimbra, in addition to the project coordinator Fernando Zeferino also identified a finance officer, Rosa Silva and a communication officer Nina Figueiredo. During this period, the lead partner has been working hard to ensure a proper management of the expertise resources and work closely with the Lead expert, Peter Ramsden in the definition of its work programme. They both have several email and phone contacts to define and monitor the work done by the Lead Expert, as the Lead partner is responsible for certification of the service provided and outputs delivered by the expert.

Apart the straight cooperation during the preparation of the kick-off meeting in Coimbra and the 2nd meeting of the Development phase in Santurtzi (Bilbao), the Project Coordinator and Lead Expert met personally and worked together in the meetings organized by the URBACT Secretariat in Paris, in May and September. The first meeting was held on the 23rd, 24th and 25th of may 2012, where the Project Coordinator and Financial Officer of the project Lead partner attended the training sessions for new projects organized by the URBACT Secretariat. These were days of intense work and inter- relationship with the members of the URBACT Secretariat and members from other URBACT II projects. In addition to information and training received regarding the URBACT II framework and all practical and administrative components of the URBACT II Programme, during this sessions there was also an opportunity to hold bilateral meetings (network briefs) with the Thematic Pole Manager, Paul Soto, and the URBACT team (administrative and financial issues). The project coordinator together with the lead expert and the finance officer elaborated a poster explaining and presenting the Smart Cities project to the URBACT Secretariat and to the members of other URBACT II projects. During this exercise there was an interaction process called the gallery walk and market place, where each team could see others teams projects and know a little more about each one of them. During these days the financial officer (Rosa Silva) and the Project Coordinator also had a specific training in Financial and Communication issues. Peter Ramsden and Fernando, the project coordinator, participated in another meeting with the URBACT Secretariat in Paris, on the 11st and 12nd of September. There was also an opportunity to evaluate the work that has been done related to the Baseline Study and to clarify some ideas to the Final application. The project coordinator received key information about URBACT method: the composition of the LSG, the transnational activities and related outputs, as well as,

2 next tasks in the URBACT II projects. Again, during these days there was a meeting with thematic Pole manager, Paul Soto, from which resulted some important suggestions to the project. During the development phase, there was also prepared and signed all the key documents related to this phase of the project, such as the Official Notification Letter of approval of the project, the Subsidy Contract For the Project and the Lead Expert Request Form. Furthermore, as lead partner of the project, the city of Coimbra will present the final report, which covers the period 1 May 2012 to 31 October 2012, with the certification of expenditures made by the Company Caiano Pereira, António and José Reimão, SROC, which will be submitted before 31 January 2013. b. Finalising the partnership and organization of the kick-off meeting After the project being accepted by the Monitoring Committee of URBACT Programme at the end of April 2012, the city of Coimbra (Lead Partner) together with the Lead Expert (LE), Peter Ramsden, started to organize the new partnership process. The questionnaire to identify new city partners was sent in the middle of June to approximately 15 candidate cities. There were some phone and mainly email contacts by the LP and the potential candidates. The final partnership was discussed by the LP in consultation with the LE and initial partners in the kick-off meeting, held in Coimbra on 18th and 19th of June 2012. The five city partners met and work together for the first time. During the kick-off meeting the Lead Expert presented a first draft of the state-of-the-art of social innovation and co-production, talking about ‘how cities are using social innovation to be smart’. Creative Disruption and Social Innovation, crowdsourcing and traditional service planning were the main topics addressed. Furthermore each city participated in the exercise: “What is our city’s experience of social innovation?”, which helped to identify the different levels and experiences of social innovation of the cities. Rafaelle Barbato from URBACT Secretariat has presented the ‘URBACT Method’ and shared with us useful thoughts and opinions about URBACT projects and about the work we had to do until October. The tasks of the development phase such as the elaboration of the baseline study by the LE, the work programme, the final application form and budget were also discussed during the kick-off meeting. The visits by Lead Expert and the setting up local support groups in each partner city were also mentioned and cities were able to taking some doubts about it. c. The final meeting of Phase I The final meeting of the development phase was held on 17th and 18th of September in Santurtzi (Spain) to validate the baseline study and agree on the Final Application. All partners attended this meeting. The new partners had the opportunity to introduce themselves,

3 highlighting their expectations and introducing the main contributions they can bring to the network. The whole partnership agreed on the final details related to the project’s focus and work plan for the Implementation phase. This discussion was supported by the presentation of the Baseline Study main findings by the Lead Expert. Peter Ramsden made a presentation about using coproduction to innovate in services delivery with new examples of how cities are using coproduction as a method of social innovation. Budget and administrative issues were also discussed during the meeting. The LP mentioned the importance that each partner finalizes the required contractual documents (letter of commitment, Audit trail, etc.) in time, providing necessary support. Santurtzi Municipality and Innovalab gave the partnership the opportunity to visit the Denokinn Social Innovation Park and to assist to a presentation of Denokin about the Hiriko car. d. The baseline study and the city visits To complete the baseline study, all city partners were requested to submit a baseline questionnaire with relevant information for the Lead Expert. During the Development Phase the LE visited the following partners: - Coimbra (19.06.2012), during the kick-off meeting; - GualdoTadino (03.09.2012 - 04.09.2012); - Mizil (06.09.2012 - 07.09.2012); - Santurtzi (19.09.2012 - 21.09.2012), during the final meeting; - Seinajoki (04.10.2012); - Triangle Region (06.10.2012); - Gdynia (17.10.2012 - 18.10.2012); - Siracusa (24.10.2012 - 25.10.2012). With these visits, the Lead Expert was able to elaborate the baseline study which hence the state of the art, also presents partner profiles, their local situation, their social challenges and problems, the existing policies, their expectations of the project, etc. The baseline also presents a synthesis of the issues to be addressed by the project in the Implementation phase, resulting from the confrontation of the state of the art and the partners’ challenges and expectation. e. Setting up Local Support Groups

One of the main city partners’ tasks during the Development phase was to set up their Local Support Groups. This action was made with the support of the Lead Expert and the Lead Partner. The five initial partners had to organize a meeting of this core group during the development phase, to discuss on the issues to be addressed in priority in the network, the possible focus of the LAP to be developed, etc. The stakeholders committed to the core ULSG were informed, through the Local Coordinator, about the URBACT Programme objectives, the added value for partners as well as requirements from them.

More particularly: Coimbra The municipal team met twice on the 6th of July and again on the 3rd of October. In addition to the four elements from the project municipal team (Project Coordinator, Housing Department Office for the Historic Centre and Office of Social Development and Family) the leaders of these Offices also participated in these meetings.

At the 6th of July meeting the work and the outputs of the kick off meeting that occurred in June were analyzed. During this meeting the possible thematic areas of interest to propose to ULSG, as well as the possible geographical area of the LAP, were also defined. Furthermore, a brainstorming session on future partners to invite to ULSG was held. The list of the ULSG for Coimbra was concluded in the meeting of the 3rd of October, after the approval by Coimbra’s Mayor. During this second meeting, a plan for the collection of important information (technical studies, urban planning, GIS and others) for the initial work of the ULSG in the Implementation phase was drawn up. The first ULSG meeting occurred on the 25th of October in the Municipality Sessions Room, and was conducted by the Coimbra’s Mayor. During this meeting a presentation of the URBACT Programme and the Smart Cities Project was made. Following the presentation of a proposal for LAP’s area of intervention there was time to debate and to collect the opinions and suggestions of the participants. It is possible that during the Implementation Phase, more partners, such as applied research centers in the Faculties of Engineering, Economics and Sociology, will be added to the ULSG of Coimbra. It is also possible to temporary divide the ULSG in thematic working groups. Mizil On the 7th of September 2012Mizil’s first meeting of Local Support Group took place inside the Mizil Municipality. During this activity, a presentation of the project has been made to the LSG members. After that, a presentation about the role of LSG has been made and all unclear aspects have been clarified to LSG members. The meeting continued with discussions about the specific challenges that Mizil will address in the thematic network as partner. GualdoTadino The coordinator of the ULSG, Prof. Germana Di Falco, together with a first working group, has identified the main issues and challenges to be tackled through a creative and innovative approach by the municipality of GualdoTadino. In addition, since the beginning the coordinator addressed the activities by identifying core themes for the town, the main areas of valuable local debates to be managed within thematic working groups and Labs: Urban Regeneration, Innovation for Social Services, Energy for ALL and Environmental Engine. The LSG’ members are among the most representatives actors in the designated fields and will actively take part in the thematic labs’ activities. The initial common step was a preliminary phase dedicated to the state of art analysis, within the specific thematic Labs, and a transversal discussion about the potential innovative solutions to be locally implemented. The ULSG will

5 meet once a month, positively interacting also online by an open forum and a Community of Practice. Santurtzi

During the development phase Santurtzi municipality has worked on the definition of the ULSG, selecting the best entities to take part on it. It has met several possible members to inform them about the Smart Cities project, about Santurtzi’s objectives and about the creation of the ULSG and its role. With the received feedback it has been possible to define the core group of the ULSG. The ULG met once during the development phase. During this meeting there was a presentation about the URBACT programme and the Smart Cities project, the Santurtzi's objectives and the role of the ULSG. Gdynia Gdynia’s ULSG had one meeting on the 17th of October. It gathered together the local key stakeholders concerning the theme “revitalization of a problematic city area through a strong interaction between citizens and city officers, using a co-production methodology”. To this meeting attended the city hall and its departments representatives, representatives of the local government, local non-govermental organizations and especially inhabitants connected with this area - representatives of the district’s inhabitants (representing different groups of interest – elderly people, young, single parents, people with disabilities, etc.), key activists, engaged in the animation of the actions in the district (social workers, city guards, police, guardians, animators, etc.), other stakeholders interested in the process. In total 23 members attended this first Gdynia’s ULSG meeting. As the Leader Expert of the project Peter Ramsden was visiting the city by that time, part of the meeting was animated by him. During the meeting the members of the whole ULSG could exchange their ideas and share common problems and visions; the URBACT project was presented and the attendance could give their feedback about the project; and also the key areas that can be developed under the Smart Cities project were defined. f. Communication and dissemination During the development phase the LP edited and updated the mini-site on urbact.eu. Project partners agreed on the Smart Cities logo, prepared by the city of Coimbra. The URBACT website is the most central and widely accessible media at the disposal of URBACT projects. The Smart Cities mini website include the main points of the project at the homepage, a “Our project” page displaying a more comprehensive presentation of the project, a “Our Partners” page to introduce each project partner and a “Our Outputs” page to display the main outputs and documents of the project. So far, only the meetings agendas and project profile are in “our outputs” page.

6 g. Conclusion of Final Application Form At the end of the Development phase (31 October 2012), the final application form and all associated administrative documents, such as letters of commitment and letters of intent of the Associated Managing Authorities, were delivered. This action was based on the work plan elaborated by the LP, which defines the main objectives, activities, outputs/ deliverables, deadlines and responsible partners for each task. The budgets for all partners during the implementation Phase were elaborated by the LP and then presented and agreed by all project partners.

2.2. Issues to be addressed by the project

Framework Smart cities, innovative cities and intelligent cities are concepts that have characterized recent academic literature. This research agenda is reflected in the design and implementation of concrete projects for smart cities around the world. In Asia and the Middle East, initiatives related to building cities from scratch prevail, as in the case of Masdar, the United Arab Emirates and Songdon in South Korea. In Europe and North America, smart urban regeneration projects prevail, which are centred in cities with a historical path marked by economic, social, cultural and institutional specificities, as is the case with “Amsterdam Smart City” in the Netherlands. The EU, too, has put this topic on the agenda. The recent initiative “Smart Cities and Communities” illustrates this bet made by Europe. Moreover, projects under the 7th Framework Programme and the CIP - Framework Programme for Competitiveness and Innovation were recently approved, much associated with the potential of information and communication technologies in facilitating life in cities. Smart cities are also a hot topic in the agenda of transnational organizations, such as OECD and the United Nations.

However, the starting point of most of these approaches is the technology, neglecting the human, social and political aspects. The smart cities of the future should start with the people and the communities where they live and work. This is a new paradigm on how to build cities, which requires new strategies, technologies, models and urban processes in order to meet the current challenges related to climate change, energy, ageing, corruption, poverty, inequality and social exclusion.

In this context ‘smart cities’ can be defined as attractive cities for citizens, visitors an investors based on an alliance between economic innovation, environmental sustainability, social and cultural development and open governance, in line with the European Strategy 2020. Moreover, the development and use of intelligent solutions based on information and communication technologies could promote connectivity and the integration of urban infrastructures and systems, improving quality of life in cities. This vision implies new models of governance and new forms of relationship between governments, businesses, communities and citizens, which claims for social innovations.

Topic of the project Within this framework, the present project will be centred on the co-production of socially innovative solutions to urban problems with a strong involvement of citizens and non- governmental associations - the so-called open innovation paradigm. The objective is to promote the exchange, dissemination and transfer of experiences and good practices among city authorities and practitioners on new models and tools for the co- production of public services in smart cities within the paradigm of citizen-innovation. It also aims to assist policy-makers and local stakeholders in the cities and managers of operational programmes under the Convergence and Competitiveness objectives to define action plans on sustainable urban development in this field, which may be selected for Structural Funds. To create a European network of smart cities oriented to the co-creation of smart responses to societal challenges in the area of public services provision is the final objective of the project. The empowerment of citizens and communities in the governance process and the diffusion of innovative models of cooperation and social relationships are essential in an era where traditional mechanisms such as the State and the Market are no more adequate. Sub-themes and questions The key result of the development phase is the decision to organise the project in two labs instead of as a single group. This use of a sub group structure will help to concentrate the themes around issues that are relevant to the partners and produce ‘labs’ with a smaller number of partners who can therefore collaborate more intensively. The first lab will focus on smart localities, the second on smart services. Smart localities will explore how techniques like coproduction can be used in small defined areas of the city. Although neighbourhood and city centre interventions have been a staple of URBACT projects in the past (from Medint in URBACT 1 to CoNet in URBACT 2), Smart Cities will take this a stage further by exploring how the users can be involved in a more deliberative way. The Gdynia LSG will explore this in a deprived neighbourhood setting while Coimbra and Gualdo will focus on heritage centres. The Triangle offers the special opportunity to explore how to spread innovations sideways, from one successful area to others in the same municipality or nearby. Smart Services explores how horizontal services available across the city can be redesigned using a citizen or user led approach. Sometimes these approaches will be tested in smaller localities – Syracuse will try out its mobility approaches in Ortigia and Borgata before extending them to the rest of the city. The centre of Seinajoki’s work on youth and music will be at the Rhythm garage but it will permeate the whole city. Santurtzi will develop a new meal service in two neighbourhoods which will then be rolled out more generally. Each lab will have a horizontal input on the use of social media to promote social innovation. This input will be provided by the network’s non-city knowledge partner Inteli who have been developing practice in this field. Each lab will retain a strong focus on coproduction which is used here as shorthand to describe citizen or user led approaches to social innovation and will be delivered through input from the partners and by the expert team. Coimbra will lead both of the

8 labs and ensure that there is good communication between the two strands. The membership of the two sub labs is shown in table 1 below.

Table 1 - Membership of the labs and issues being addressed in each city

Smart Localities lab Smart Services lab Coimbra: Revitalising an underused heritage city Coimbra: reinventing services in the city centre for centre with its users vulnerable groups (e.g. homeless, elderly) Gdynia: a deprived housing estate Inteli: how can apps and competitions be used to develop smart services Gualdo Tadino: revitalising an underused Santurtzi: new services for the elderly to create heritage core with businesses and citizens jobs in the community Inteli: applying social innovation to localities Seinajoki: helping support services for youth to policy contribute to future economic development Mizil: making the central area an attractor for the Syracuse: mobility problems in the city - from town selfish transport to shared transport Triangle region: spreading low carbon approaches from community to community

At first glance the range of issues being tackled in each lab might seem unconnected. What brings them together is the idea of using citizen-led methods to develop new approaches. This is combined with a recognition by each city that to make progress on their policies they need to establish a new relationship with the citizen and a change in who owns and controls the policy. This relationship needs to rebuild trust which has often been eroded by mistakes in the past. These new relationships see citizens as partners in the coproduction of services rather than as passive or antagonistic users. Gdynia already has five years of working in this way in the Chylonia district where new small scale infrastructures such as playgrounds are being successfully implemented which would have been destroyed if done without coproduction.

Smart Localities lab Coimbra and Gualdo are both focusing on an under used historic core which needs revitalisation. Gualdo has already started its Albergo Diffuso project and will look for other opportunities working with the craft sector, pop-up uses and with experiential and activity based tourism. Coimbra is at an earlier stage and faces a higher level of social and economic problems in the central area. Their task is to find drivers that can reverse the decline of the central area whose functions have been sucked out by new commercial centres and by relocation of the population to suburbs. Gdynia focuses on a deprived neighbourhood in which the city already has extensive experience of deep and sustained participation techniques which offers the possibility to experiment with coproduction at a higher level. One challenge for them is to explore ways of stabilising the neighbourhood, and in particular to find ways to improve block 9 which has been used as a dumping ground for families evicted from other parts of the city. There are also entrenched problems such as alcohol abuse which reflect lack of facilities in the city as a whole but which become concentrated in disadvantaged neighbourhoods. By looking at problems and their possible solutions in this one estate, the city hopes to arrive at a better and more integrated policy approach for the city as a whole.

The Triangle is using localities as a way of achieving carbon reduction targets. Their challenge is to find a way of transferring successful achievements in one community to others both in the same municipality and in the sister municipalities of the Triangle region.

Smart Services lab The smart services lab will focus on how to reinvent services using a citizen-led approach. Santurtzi will explore how to develop a new generation of services for elderly people to help them to live in the community. The elderly are a rapidly growing group, and existing facilities do not provide adequate services either for long term domiciliary care or for helping the elderly to stay in their homes. Various options will be explored with elderly and carers groups.

Seinajoki are looking at how youth can play a dynamic role in the future economic development of the city. They already have experience of involving youth in redesigning external spaces around the Rhythm garage and plan to take this further to explore how the music sector can be developed within the city. Syracuse are exploring how citizens can be involved in developing new policies around mobility (bike and car sharing, reduced car use) to improve quality of life in the city. They have made efforts to develop bike sharing schemes, but these failed in the first implementation because of difficulties of registration and low revenues. The bike sharing will be reinstated and a new locally procured bus service, with cross funding from parking charges is to be implemented. The success of the scheme will be judged by whether citizens begin to change their usage from cars to other forms of low carbon transport. Although their future focus within Smart Cities will be in these two areas there is considerable expertise across the themes. Gdynia is one of the first cities in Europe to use its innovation centre as a way of organising social innovation. Most innovation centres are almost exclusively focused on technological questions but Gdynia has been using it to spearhead their work in disadvantaged housing estates. Seinajoki has considerable experience at managing living labs. For them coproduction is a normal activity and this is evidenced in the futuristic new buildings the city has commissioned. Two have opened recently. The combined primary and secondary care hospital called the Y centre has been codesigned with front line staff, patients’ representatives and architects. The dramatic new library had close involvement of staff and users and complements the original Alto designed library in the civic centre which in the future will house the local collection. Frami, the city’s innovation agency manages a large science park which gives it access to future technologies such as the ‘cave’ used in 3D modelling when the new hospital facility was being designed.

Syracuse has been targeting disadvantaged neighbourhoods including the historic island of Ortigia since its successful URBAN 1 programme in 1994-99 and followed up in URBACT 1 projects MEDINT and Cities on the Move as well as an URBACT 2 action plan under REGGOV parts of which are already being implemented.

Linkage to URBACT cross-cutting Issues Three cross-cutting issues will to be addressed by the present project, namely: 1. How to manage urban development in the context of the economic and financial crisis:

In the context of economic and financial crisis, the financial restrictions are bigger and the social needs increase drastically. So the project intends to develop a new approach to the provision of public services within an open innovation process of co-creation, which implies lower costs, and a more adequate answer to the real local social needs. In a time of crisis the improvement and sustainability of the social responses are crucial to a better urban development management. 2. How to foster integrated and sustainable approaches to urban development?

The network intends to develop an integrated and sustainable approach since the project is based not only in a top-down approach, or in a bottom-up, but also in a side-by-side approach which implies an open process that involves the municipalities, the local stakeholders and the citizens. In order to have better social solutions to urban problems, it is needed a different picture of how public services could be organized. The key to this will be to see service users not as consumers but as participants. 3. How to develop efficient partnerships and multi-level governance processes? The project intends to be based on a new governance model - a social innovation system which implies a new kind of local government. At the core are the citizens and their communities. Local administration supports their ideas and motivation to create new tools for improving their well- being.

2.3. Summary of local situations, partners’ expectations and potential contribution

Coimbra Besides being famous for its university, Coimbra is trying to improve the quality of its citizens and to tackle its social problems. One of the most important social projects is “Coimbra cidade de todos (Coimbra city of all)” – from EQUAL Programme. The aim was to create conditions for access to employment for the Roma community, through the provision of vocational training.

Another social project is ‘Raised from the ground’ which by using industrial waste from closed factories, specifically dishes that were in their raw state, they have been endowed with artistic value to be painted with black slate. An artistic installation with 365 dishes was performed in a form of a participative maze in which people could be confronted with the witnesses' written in chalk on the plate, for people facing social exclusion. Coimbra also has a Local Plan of Citizenship against violence which aims to intervene in situations of social exclusion whose main actors are the very people facing social exclusion and whose instruments are urban art and social design. The main social challenges that Coimbra wishes to address in the LAP are: unemployment, especially among the youngers, the degradation of the urban center which has a lot of empty houses and homeless people.

Through the smart cities project, Coimbra intends to create a model of governance to promote a bigger interaction with the community, and also to promote neighbours networks for social support and enrichment. Coimbra will work towards reducing the distance between the focus of institutions and the needs of diverse social groups. Municipality and University technicians, together with residents, traders, social groups, the various associations and ultimately the users will be the "experts of the process".

Start small interventions within the level of social design and urban art that encourage and promote the involvement of people, to a later stage investing in derelict houses, as an example. Gdynia

Gdynia municipality has been working hard to improve its experience in social innovation. The municipality has new local mechanisms of systemic quality rising in social services especially in home care services for elderly and disabled people. Gdynia already has a strategic policy of monitoring and evaluation of social policies at the city level. This is seen as an indispensable element of management, which at the same time guarantees that change can occurred and new innovative policies and techniques can be created in order to assure better quality.

Furthermore, Gdynia also created the project „design for all”, a public space planning with involvement of users, who are perceived like experts of their own lives, and the same as those who have biggest knowledge about what they want and how needs should be satisfied, rather than professional designers (who are not perceived as experts just because of having skills in planning). The main challenges Gdynia is facing are: to cope with the ageing of population, employability – to rise the ability of disadvantaged groups in local community to enter the job market and keep their positions on it, local resources harmonisation – stakeholders cooperation, implementation of common planning standards, monitoring, evaluation and to achieve an effective local administration performance (IT revolution, management process constant improvement). These are the main issues that Gdynia’s is expecting to address in its LAP. The municipality expects to use the social innovation approach as part of the SMART CITIES project to the issues linked with local resources harmonisation (stakeholders cooperation, implementation of common planning standards, participative monitoring and evaluation) and rising up the effectiveness of local administration (management process constant improvement, rising up the abilities for proper relations building with local communities). It will be done in pilot district area of Gdynia through local community development process. The overall effect which is expected will influence the employability in the local society and will support Gdynia's policy for elderly people in the city. General Innovation Strategy is taken from the grass-root level to the most general city management mechanisms. Gdynia can give relevant inputs in how to work closely with the community, based on the experience they already have in the field. Gualdo Tadino The Project “I Care” is one of the main social innovation projects in Gualdo Tadino. It was launched in 2010 by the municipality to face the economic crisis and the unemployment rate, in

12 strict collaboration with the local trade unions and banks, the University of Perugia, Gepafin Spa (financial body of Umbria Region) and involving civil society and local entrepreneurs. Citizens are invited to submit project proposals to boost the local economy. In particular, the project is tailored to the specific needs of new or alreadt established SMEs. The purpose of the project is to stimulate and encourage the local entrepreneurship through two main financial tools: Interest subsidy for a period of 3 years; and the access to the guarantee fund established by the Municipality of Gualdo Tadino together with Gepafin Spa, Business Associations and related consortia. Furthermore, the municipality also found out a new way of revitalized the historic center through the project “The diffused hotel”. This is an innovative model of hospitality to promote a strong revitalization of the historic centre. It has been developed in other areas of Italy (e.g. Emilia Romagna) but is new to Umbria. The accommodation offer has a horizontal structure complying with the rules of scattered hospitality. The historic centre is going to turn into a hotel. Another important project is the “Pathways mapping” by crowd sourcing. This project aims at increasing tourists’ flow, allowing visitors to discover the beauty and richness of the local environment. Thanks to the collaboration with the local section of CAI - Italian Alpine Club, it was possible to map paths present within the municipal territory surroundings, by using GPS devices. All paths have been pointed out with specific signs accompanied by detailed legends; tourists’ paths can be walked, ridden or cycled. The main challenges Gualdo Tadino wishes to address in the LAP are: regeneration of the town city centre, find solutions to involve new generation and to the growing of ageing population.

Gualdo Tadino wishes to involve end users in social services delivery, especially young and elderly. Gualdo Tadino can be an important example for the network in terms of coproducing and crowd sourcing, through its GPS map of footpaths.

INTELI INTELI has an extensive experience in working with cities. Recently has been working in the Smart Cities INDEX. This project intends to develop a ranking of smart cities in Portugal, comprising the following dimensions: governance, innovation, sustainability, inclusion, connectivity. Special attention is paid to projects related to public participation, provision of public services and social innovation. INTELI will produce an annual report and an online platform to disseminate widely, supporting the Portuguese municipalities in monitoring their strategies and policies, including in the social innovation area. A set of recommendations will be produced so that the municipalities can improve the provision of public services to the citizens. Furthermore, INTELI is beginning to work with lusophone countries such as Brazil, Angola and Mozambique.

Within the URBACT Smart Cities project, being a non-city partner, INTELI will developed a national level plan for cities and social innovation for Portugal to integrate social innovation into future operational programmes for both ERDF and ESF. The main answer INTELI is looking for to

13 answer is „How could national policies influence social innovation at city level?”. The idea is that this initiative can be replicated in the countries of the other project partners. INTELI expects to get new experience and knowledge from the URBACT Smart Cities project, so that it can keeps on working better and better in the area of social innovation, to improve its Smart Cities INDEX and to work closely and more helpful way with the Portuguese municipalities that always need new solutions for their social problems.

Mizil Mizil municipality, through the project “The implementation of e-strategy of the city” created a new instrument in order to communicate with the citizens. The e-strategy platform is a good communication tool in both directions: local administration is using this tool to transmit its development direction to the citizens and the citizens have this instrument to communicate with the administration to send its feed-back and ideas about development plans. In this way, services supplied by the local administration are better tailored for the citizen’s needs. According to the model supplied by twinned city Lingewaard, City of Mizil has created the Youth Council that works as consultative body for Mizil City Council, giving its point of view for Local Council Decisions regarding young people, use of public spaces, etc. Using this instrument, young people are deeply involved in City Council decisions, being easier to accept council decisions. On the other hand the quality or public services are more adequate to citizens’ requirements. The main challenges the city is facing are: 1. Weak local economy. After 1990, the city economy collapsed due to the incapacity of the companies to adapt themselves to market demands. As a result of this weak economy, the city is facing a high level of unemployment and the poverty of the population. 2. Roma population. Officially, according to provisional results of 2011 Census, in the City of Mizil there are 2,170 Roma citizens, but the real number according to Roma expert employed by the municipality the real number is around 3,000 citizens. The problem of Roma population is because of their denial to behave as responsible citizens. They are asking for social payments, refusing to work in a stable environment and preferring only seasonal works (mainly in agriculture and wine processing). They refuse to educate their children and to respect any urban planning rules.

3. Communication between the administration and citizens. In general, public administration, due to traditional way of thinking, is a top-down process. Usually, the local public administration doesn’t succeed to answer to citizen’s needs, because it doesn’t know them very well. That’s why the municipality needs tools to have a proper communication with the citizens. The problem Mizil wishes to address using social innovation approach as part of the Smart Cities project is the communication between the local administration and the citizens. Mizil wants to develop participative attitude of the citizens and tools to better address citizen’s needs, in order to upgrade the public services offered by the local administration for a more satisfied citizen. Mizil can be an interesting example of public participation in the local administration, through its e-strategy platform.

Santurtzi The main and most well know social innovation of Santurtzi is the Social Innovation Park. Santurtzi wanted to promote the creation of new companies in the municipality, especially in the area of social innovation so benefits could be both economic and social. The Social Innovation Park is a business park fully dedicated to social innovation. The SI Park hosts in the Greater Bilbao area of Northern Spain consolidated social enterprises and emerging innovation projects aiming to create the new “Social Silicon Valley”. Denokinn, the Social Innovation Basque Centre, proposed the idea of creating the SI Park to the municipality. The decision was taken directly by the municipality. They have worked on a PROGRESS funded project on the palliative care and most well known for their Hiriko electric car concept launched on February 2012. In addition to the SIP, Santurtzi also has the project "Eskurakoi". Its goal is to improve life quality of elderly dependents residing in the municipality through the provision of a municipal service seeking to implement innovative functional adaptations in bathrooms and toilets at their homes and / or at municipal facilities. The objective of the municipality was double: to improve elderly neighbours’ daily life creating employment at the same time. The main social innovation challenges are: Unemployment, Elderly population and weak local economy. Through the Smart Cities project Santurtzi will try to find new solutions and services for elderly people and to promote citizens’ and stakeholders participation. Santurtzi will use the Local Support Group to work on these challenges. Main actors involved in the problem will be represented in the LSP so the solutions will be define by them and develop by the municipality in a coproduction exercise. Seinajoki Seinjaoki has good experience working with Youngers. The project “Young people as the developers of Rytmikorjaamo” aims at developing the Rytmikorjaamo “Rhythm Garage” area (this area is the centre of creative industries in Seinäjoki including several public and private organizations) to the meeting place and venue for different kind of hobby groups for young people. The purpose was to gather together different young groups to influence and give their input to the renovation of the building and the outdoor event facilities. Furthermore they also have the Project „New Y-talo” (Cooperative house for health care district, health care centre and university of applied sciences). Y-house is a common building enterprise of the city of Seinäjoki and South Ostrobothnia health care district. Y-house includes operations of health care district, health care centre and Seinäjoki University of applied sciences). The purpose is to offer modern health care services under one roof. User-driven needs and transformability of the premises were taken account of planning the house and for example the colours of the decorations are important. For example in public spaces the colours and bright and clear for guiding purposes and in the wards the colours are peaceful and beneficial for healing purposes.

Seinajoki main challenges are: Managing the growth of the city of Seinäjoki, the creation of the new Seinäjoki Growth and Innovation Programme (new ministry funded regional development programme 2014 -) and to develop and support the development of the main industries (food chain industries, metal industry and creative industries) in the area. Through the Smart Cities project, Seinajoki will look for preventing of social exclusion of young people.

Siracusa Siracusa’s main social innovation projects are: The Sustainable Development Plan, (2006 – 2007), involving citizens through local meetings, which is focused on: urban sustainable renewal; sustainable mobility; environmental re generation of coastal areas. Siracusa also organized 3 social forums on main urban issues (social, environmental and transportation), during the Agenda 21 experience (2006-2009).

Furthermore there is a strong citizens engagement and stakeholders involvement in civic meetings, workshops and round tables lead to define the main shared Visions for Syracuse City in the recent Strategic Plan (2009 – ongoing). The main challenges Siracusa wishes to address in its LAP are: Open and more efficient Governance, a Sustainable development of the city and to improve Local economy (local resources not well enough deployed). Syracuse also aims to improving the outcomes that are going to be reached through the MUSA and ‘IBM Smarter Cities’ projects, related to a new mode of governance, environmental sustainability and economic innovation. Within the Smart Cities project, Siracusa wishes to implement the Urban Center/Smart City Center/Glass House as a living lab where a shared decision making process will be institutionalized; a social innovation driver; a big Hub where co-production of socially innovative solutions to urban problems will be experimented and the visibility of the information and the solutions tested will be expanded. This complex and crucial goal, as background of the whole project, will be initially started through two main interrelated challenges:

-Sustainable urban mobility: a co-creation path where the all urban actors will participate (normal citizens, tourists, etc.). -Cultural value chain: rethinking how to implement the important cultural sites and heritage in Siracusa, stimulating participative dialogue, new forms of communications, interaction and co- design among the different local actors and social groups, focusing on sustainable mobility (i.e. civic apps for a better use of cultural heritage, etc.)

Siracure intends to launch and institutionalized, a ‘City Jam’ through a big event (such as an Open Space Technology) with the aim of involving all the local actors, together with the ULSG members, in the Smart Cities project. It will be the starting point of a new participative process, focused – for the moment – on the project’s topic. It also intends to use different tools (local workshops within the districts and strategic sites; IT instruments such as Siracusa’s website and social network; outreaching activities; etc.) in order

16 to promote the participation and collect feedbacks on the project and on the LAP development, from different urban actors. And at last, to identify a significant place (the historical Building of ‘Casina Cuti’) where the process will be launched and implemented, where the main URBACT activities (ULSG meetings and workshops; etc.) will be held, where Informative Boxes (for tourists, citizens, etc.) will be hosted, where a transparent informative platform - containing all the data and information about the project - will be available and finally where the Local Action Plan will be designed. Siracusa can also be a good example to the smart cities network in terms of citizens’ involvement in the public administration.

Triangle The Triangle Region is organized as an association of six municipalities: Billund, Fredericia, Kolding, Middelfart, Vejen and Vejle. The good example of social innovation in the Triangle Region is the several climate initiatives in the municipalities to reduce energy consumption and environmental impacts. Some of the energy saving models projects won several awards such as the Best European Energy Saving project, Innovation competition amongst all municipalities I Denmark 2011 and the innovative leadership amongst leaders at municipalities 2011. The municipality of Middelfaht has also developed low carbon neighborhoods using citizen led model. The Triangle Region municipalities have the same social problems, lack of social cohesion and unemployment, especially among people with poor educational background. The non-city partner Triangle Region will try to address these issues in the LAP and to transform cities in smart cities. The main goal is to find and support local initiatives started by local citizens preferably with focus on energy and climate issues. The Triangle region could be a good example to the network in terms of solving a social or environmental problem through a citizen led model.

2.4. Coherence of the partnership The Smart Cities partnership has a sound dynamic and coherence. The financial crises Europe is facing and growing needs in terms of social services are pushing these cities towards a new model of service design. So, although the social innovation experiences among the project partners can vary, they all have very similar social challenges such as unemployment (especially among the youngers) (Santurtzi, Mizil, Coimbra, Triangle Region), ageing population (Gdynia, Gualdo Tadino, Seinajoki) and the need of a urban center revitalization (Coimbra, Siracusa).

Also, all partners intend to find a way to involve the communities to solve these social problems using the co-production method. Besides, these different experiences can be seen as good practices and the partners can learn from each other, in a sense of complementary.

3. Work package 1 – Project Management

3.1. Experience of the Lead Partner

The Lead Partner has experience in participating in European and transnational projects, namely territorial cooperation projects, such as:

- MEMURBIS – Urban Memories (INTERREG III B SUDOE): Project developed in a partnership made up of Coimbra (Portugal), Toulouse (France) and Elche (Spain) with the aim of promoting the cities’ memories through a better management of their urban heritage.

- VALUO – Evolution of the Real Estate Market in Historical Centers (INTERREG III B – SUDOE): Project developed by a partnership integrated by Coimbra (Portugal), Valencia, Alicante, Seville, Palma de Majorca and Calviá (Spain) and Toulouse (France) with the objective of evaluating the impact of urban rehabilitation interventions in historical centers in the real estate market.

- URBE VIVA – New Models of Economic Revitalization of Central Urban Areas (INTERREG III B – SUDOE): Project developed in a partnership composed of Coimbra (Portugal), Bologna, Venice, Padua (Italy), Patras (Greece) and Tenerife (Spain) with the aim of sharing experiences and good practices on the revitalization of central urban areas.

Due to the participation in these initiatives, the Municipality of Coimbra (Portugal) became aware of the technical, financial, administrative, and legal management requirements of transnational cooperation projects.

The project team at the Municipality of Coimbra is composed of one project coordinator, one financial manager, one communication officer and one technical assistant, with the necessary technical skills to the participation in the Smart Cities network.

The officer in charge of the project is Fernando Zeferino Ferreira. He has a degree in Civil Engineering (University of Coimbra). He has management responsibilities in the City Council, mainly in the areas of urban rehabilitation and modernization of local administration. At the moment he is the coordinator of the project “Coimbra Smart City”, in partnership with the University of Coimbra. His experience fits very well with the theme tackled by this project since he is working in the concept of smart city in interaction with universities, companies and other local stakeholders.

The financial officer is Rosa Silva who has special skills in management and administration. She is in charge of the financial management of national and European projects at the City Council. The communication officer is Nina Figueiredo, who is the responsible for the public relations cabinet of the Municipality of Coimbra. Joana Nogueira has a specific background in social development and will be the technical assistant to the project.

3.2. Activities to be implemented under WP1

The objective of work package 1 is to guarantee a high quality project management system and an adequate process of monitoring and evaluation of project activities and results. The work package is the responsibility of the Lead Partner (Municipality of Coimbra, Portugal).

This work package includes the following actions: project management and reporting; coordination and management meetings; and mid-term review.

Action 1.1 – Project management and reporting:

This action integrates the daily management of the project in technical, financial, administrative and legal terms, including: production of management guidelines; creation of qualified management teams; elaboration of a detailed plan of activities; contacts among partners; contacts with the URBACT Secretariat; and management of experts involved in the project.

One of the important tasks of this action involves the production of reports every six months, the production of certificates of expenditures and payment claims, using the format available in the web-based monitoring and accounting system PRESAGE-CTE. The main aim of these reports is to ensure that the project’s activities are progressing in accordance with the work plan and conform to the budget approved by the Monitoring Committee. These documents will be sent to the URBACT Secretariat by the Lead Partner within the three months after the end of the reporting period (by 30 September for the reporting period January to June; by 31 March for the reporting period July to December).

Each partner has selected (or will select) their First Level Controllers according to national control requirements (based on either a centralised or decentralised system). The FLCs have to certify their expenses in each reporting period and produce a certificate of expenditures to be sent to the Lead Partner. The Municipality of Coimbra and its FLC will produce its own certificate of expenditures and verify and integrate all the information received from the partners in a payment claim. After payments are made by the URBACT Managing Authority to Coimbra, the Lead Partner will pay the ERDF funds received to project partners.

Three months after the end of the project, Coimbra will produce and send to the URBACT Secretariat a final report with all the required closure documents. These documents are: the final progress report (financial and technical); the final certificates and statements of expenditure; the final payment claim; the final qualitative report; the match funding sheet; and the project’s final outputs.

Action 1.2 - Coordination and management meetings :

In order to facilitate project management, monitoring and evaluation, the Lead Partner foresees the organisation of 4 face to face coordination meetings with representatives of all project partners.

The objective is to ensure good communication between partners concerning project coordination and to allow partners to share in key decisions regarding the governance and

19 direction of the project. Technical, administrative, financial, communication and capitalisation issues will be included in the agenda of these meetings. The face to face meetings will be held alongside the network exchange meetings, in order to reduce costs and minimize the carbon footprint of the project.

Thus, the 1 st, 2nd and 3 rd meetings will be organised jointly with the 3 thematic workshops in Gdynia (Poland) [April 2013], Seinajoki (Finland) [September 2013] and Siracusa (Italy) [May 2014]. The 4 th meeting will be organised alongside the final conference and mayor’s summit, in order to evaluate the outputs and review the final report (Coimbra, Portugal) [April 2015]. Notes of meetings will be produced by the Lead Partner.

These meetings will be complemented by virtual meetings using GoToMeeting or equivalent, which are foreseen to March 2013, February 2014, September 2014, February 2015 and July 2015. Notes of meetings will be produced by the Lead Partner.

Finally, the Lead Partner will attend organised training sessions and other events at programme level, in order to understand the URBACT method, to identify other projects with common interests from within the URBACT community, and to discuss common challenges faced by European cities.

Action 1.3 – Mid-term review:

This action is concerned with the monitoring and evaluation of the project. The mid-term review will take place 12-14 months after project approval (March 2014). This review will focus on the four work packages: management and coordination, transnational exchange and learning, impact on local governance and urban policies, and communication and dissemination. Specific and quantifiable indicators will be used in this process. At this point in time it is more realistic to focus on output indicators, but where possible result indicators will be deployed in order to measure the direct and indirect effects of the project. Possible adjustments can be made in the Final Application due to this review.

The mid-term review report will be submitted to the URBACT Secretariat, jointly with a Dissemination Plan targeted to the dissemination of project’s activities and outputs. The review will be produced by an external expert in close cooperation with the Lead Partner, and in association with the URBACT Secretariat.

3.3. Partners’ Involvement in work package delivery

Lead Partner Project management and coordination (technical, financial, operational) Signature of the Subsidy Contract Signature of the Joint Convention Submission of the expertise request forms for the Lead Expert Production of LP’s progress reports and certified certificates of expenditures (one per semester) Production of the certified integrated progress reports (payment claims)

(one per semester) Transfer the ERDF funds received to project partners Production of the mid-term review and dissemination plan, with the support of an external expert Technical organisation, coordination and participation in the 3 coordination and management meetings Technical and logistical organisation, coordination and participation in the final coordination meeting in Coimbra Technical organisation, coordination and participation in the virtual coordination meetings Production of the certified final report and other closure documents Other partners Signature of the Joint Convention Deliver of the FLC Approbation Documents (for the new partners of the 2nd phase) Production of progress reports and certificates of expenditures to be sent to the Lead Partner (one per semester) Production of the final certified certificates of expenditures and other closure documents to be sent to the Lead Partner Participation in the 4 coordination and management meetings Participation in the virtual coordination meetings Logistical organisation of coordination and management meetings by Gdynia (Poland), Seinäjoki (Finland) and Siracusa (Italy)

3.4. List of expected deliverables under work package 1

5 Progress reports and corresponding administrative documents (every 6 months) : This deliverable corresponds to the 5 progress reports to be produced every six months, alongside the production of certificates of expenditures and payment claims, using the format available in the web-based monitoring and accounting system PRESAGE-CTE. The main aim of these reports is to ensure that the project’s activities are progressing in accordance with the work plan and conform to the budget approved by the Monitoring Committee. These documents will be sent to the URBACT Secretariat by the Lead Partner within the three months after the end of the reporting period (by 30 September for the reporting period January to June; by 31 March for the reporting period July to December).

1 Final report and other closure documents (30 July 2015): This deliverable corresponds to the final report that must be sent to the URBACT Secretariat three months after the end of the project. Other documents to be delivered to the Secretariat are: the final certificates and statements of expenditure; the final payment claim; the final qualitative report; the match funding sheet; and the project’s final outputs.

4 management and coordination meetings : This deliverable refers to the 4 face to face coordination meetings organised by the Lead Partner with the presence of representatives of all

21 project partners. The objective is to ensure good communication between partners concerning project coordination and to allow partners to share in key decisions regarding the governance and direction of the project. Notes of meetings will be produced by the Lead Partner.

5 virtual management and coordination meetings: This deliverable corresponds to the virtual coordination meetings organised by the Lead Partner through GoToMeeting or equivalent . Notes of meetings will be produced by the Lead Partner.

Mid-term review report and dissemination plan to be submitted to the URBACT Secretariat between 12-14 months after project approval (March 2014): This deliverable corresponds to an interim evaluation of the project that must be sent to the URBACT Secretariat between 12-14 months after project approval (March 2014). This review will focus on the four work packages of the project: management and coordination, transnational exchange and learning, impact on local governance and urban policies, and communication and dissemination. Specific and quantifiable indicators will be used in this process.

4. Work package 2 – Transnational Exchange and Learning

4.1. Organisation of exchange and learning process The main topic and sub-themes of the project are reflected in the transnational exchange and learning itinerary. In fact the project is organized in two main themes (labs): Lab 1 – Smart Services, and Lab 2 – Smart Localities. Smart Services explores how horizontal services available across the city can be redesigned using a citizen or user led approach. Sometimes these approaches will be tested in smaller localities – Syracuse will try out its mobility approaches in Ortigia and Borgata before extending them to the rest of the city. The centre of Seinajoki’s work on youth and music will be at the Rhythm garage but it will permeate the whole city. Santurtzi will develop a new meal service in two neighbourhoods which will then be rolled out more generally. Smart Localities will explore how techniques like coproduction can be used in small defined areas of the city. Although neighbourhood and city centre interventions have been a staple of URBACT projects in the past (from Medint in URBACT 1 to CoNet in URBACT 2), Smart Cities will take this a stage further by exploring how the users can be involved in a more deliberative way. The Gdynia LSG will explore this in a deprived neighbourhood setting while Coimbra and Gualdo will focus on heritage centres. The Triangle offers the special opportunity to explore how to spread innovations sideways, from one successful area to others in the same municipality or nearby.

Each lab will have its own learning itinerary and set of resources to support the learning including full case studies and case examples linked to their own topics. The lab meetings will alternate with meetings of the whole network in thematic and final meetings. This will ensure that there is good communication and sharing of experience from the two labs. At each thematic meeting a two hour time slot will be provided so that the Labs can meet and check on progress as well as making plans for their next event.

4.2. Activities to be implemented under WP2

The objective of work package 2 is: to foster the exchange of experiences among project partners and identify good practices; to strengthen the practical knowledge and skills of partners; to draw lessons from the exchanges and to apply them at local level.

This is a joint learning itinerary to be developed by all the partners and will be supported by the Lead Expert and other thematic experts.

The work package includes the following actions: organisation of 3 thematic workshops; organisation of lab meetings and field visits; production of a resource pack on social innovation; production of a thematic final report.

Action 2.1 – Organization of 3 thematic workshops:

This action includes the organisation of 3 thematic workshops or exchange meetings related to the main topics of the project. The objective of these events is to promote the exchange of experiences and good practices among project partners on the transversal themes tackled by the project: co-production of public services; digital transformations; and governance and transparency, under the umbrella of social innovation.

The 1 st workshop will be held in Gdnya (Poland) in April 2013, under the theme “Participation and co-production in public services and spaces of co-creation”.

The 2 nd workshop will take place in Seinajoki (Finland) in September 2013, under the theme “Digital transformations for smart cities”.

The 3 rd workshop will be held in Siracusa (Italy) in May 2014, under the theme “Governance, finance and transparency in social innovation”.

Each workshop will have duration of 1 day, followed by an additional day of site visits to interesting spaces, projects and initiatives linked to public services and social innovation. The participants in these events will be: all project partners, the Lead Expert, members of the LSGs and representatives of the Managing Authorities. The partners will invite experts in these fields as speakers. Thematic reports on the workshops will be produced after the events.

Action 2.2 – Organisation of Lab meetings and field visits:

The project will be organised through two parallel labs (thematic clusters). The first lab focuses on Smart Services, and the second lab focuses on Smart Localities.

The Smart Services Lab will exchange experiences on the co-production of public services and integrates the following partners: Santurtzi (Spain), Siracusa (Italy), Seinäjoki (Finland), Coimbra (Portugal); and INTELI (Portugal). Some of the challenges partners would like to discuss in these labs are: Santurtzi – Coproducing new services for elderly; Siracusa – Making the city transparent to its citizens; Seinäjoki – New services for the new economy; Coimbra - Communicating with citizens; INTELI - Digital transformation in services.

The Smart Localities Lab will focus on the exchange of experiences on the co-production of social solutions for revitalising historical centres or disadvantaged neighbourhoods. This lab will be composed of the following partners: Gualdo Tadino (Italy), Gdynia (Poland), Mizil (Romania), The Triangle Region (Denmark), Coimbra (Portugal) and INTELI (Portugal). Some of the challenges partners would like to discuss in these labs are: Gualdo Tadino - Revitalising the under-utilised historic core; Gdynia – Using co-production to decide priorities in a poor neighbourhood; Mizil - Coproducing a new dynamic centre; The Triangle Region – Spreading social innovations from one part to another; Coimbra - Revitalising the under-utilised historic core; INTELI – Using competitions and crowdsourcing.

Coimbra will ensure quality by participating in both labs. Each Lab will have its own learning itinerary. Labs will report back to the whole partnership at the three workshops (action 2.1) and will also have one session in which to meet at the exchange meetings.

In this context, this action integrates the organisation of 3 rounds of lab activities:

1st round of Lab activities will include 2 lab meetings that will occur in June 2013 in Lisbon – INTELI (Lab 1 meeting: Smart Services) and Gualdo Tadino (Lab 2 meeting: Smart Localities). These lab meetings will be focused exchange meetings centred on using the co-production methodology in public services and in revitalising urban areas. Each meeting will have duration of 1 day. Specific reports will be produced after the events.

2nd round of Lab activities will integrate 2 day field visits to non-partner cities in October 2013 and December 2013. The field visit related to the Lab 1 – Smart Services is foreseen to Berlin, Vienna or Manchester. The field visit linked to Lab 2 – Smart Localities is foreseen to Amsterdam or London. These are all cities that are larger than partner cities and where cutting edge techniques in using deliberative participation and co-production can be seen. Study visits will be organised by the Lead Partner and Lead Expert with support from the other partners. Specific reports will be produced after the events.

3rd round of Lab activities will include 3 day staff visits oriented to the peer review of Local Action Plans (September 2014). Each partner will organise a visit to other partner in the same lab or a scouting visit to collect material for a case study. Each city will decide how to use this resource in discussion with the Lead Partner and advised by the Lead Expert. Specific reports will be produced after the events.

Finally, as an additional lab activity, each partner will participate in a digital transformation which may be a competition, a citizen suggestion system, a crowdsourcing platform or other app to improve citizen experience of a neighbourhood or a service, to be included in their local action plans. INTELI will support the digital transformation approaches organised through the two labs as a knowledge partner.

Action 2.3 – Resource pack on Social Innovation:

This action includes the production of a high quality Resource Pack on Social Innovation to be disseminated widely.

The resource pack will contain: a social innovation glossary with tags; three guidance notes on the horizontal themes tackled by the project (participation and co-production in social innovation; digital transformations in social innovation; governance, transparency and finance in social innovation); and 10 - 15 case study descriptions linked to the cluster themes (Lab 1 – Smart services and Lab 2 – Smart localities). These case studies will be developed as a ‘lite’ version of the DG Regio funded 50 Urban Case Studies. Each case will consist of a six line stand first, a half page box summary, a three to four page journalistic account and a completed template as an annex. The case will have been produced as a result of a visit by either a city LSG member or by an expert to the case study city or by a non-city partner. They will be based on at least 4 interviews from all points of the 360 0 of practice (users, peers, project, funders). There will be a particular focus on interviewing end users to get the real story.

Our preference would be to make this compendium as a Wiki with tight editorial control and invitation of editors. Wikis can be developed cheaply and quickly and can be updated easily. Parts of them can also be opened up to crowdsourcing (Wikipedia is the largest crowd-sourced knowledge platform in the world). They are the best way of putting up case studies and allow a text and photographic core to be linked to resource documents (evaluations, reports, presentations etc.) and to short film clips and interviews using Daily Motion or YouTube.

Action 2.4 – Production of a thematic final report:

This action involves the production of a final report with a summary of the activities of the project, namely the lessons learnt during the transnational exchange of experiences and activities at local level with a specific focus on LAPs. The report will be translated in all the languages of the partnership.

The final report will tell the social innovation stories at the two levels of the project – the network and its thematic meetings and the local support groups focused on action planning. It will attempt to show how the partner cities used social innovation as an approach to address new policy challenges in their areas. It will also show how the European added value of the URBACT exchange and learning process contributed to the development of the Local Action Plans by the Local Support Groups. It will show how progress has been made since the baseline study partner profile was completed in September 2012 and attempt to quantify this progress using a scoring tool based on excel deploying radar plots of six different dimensions (capacity, partnerships, infrastructure, policy, measurement and finance for social innovation) which will be developed in the implementation phase.

4.3. Partners’ Involvement in work package delivery

Lead Partner Participation in the 3 thematic workshops Participation in 2 lab meetings Organisation of the 2 study visits (with Lead Expert) Participation in the 2 study visits

Organisation of 1 staff visit Participation in 1 digital transformation Production and integration of content for the resource pack Production of the final report Other partners Technical and logistic organisation of the 3 thematic exchange workshops - Gdynia (PL), Seinajoki (FI) and Siracuse (IT) Participation in the 3 thematic workshops Technical and logistic organisation of the 2 lab meetings – Gualdo Tadino (IT) and INTELI (Portugal) Participation in 1 lab meeting Participation in 1 study visit Organisation of 1 staff visit Production of content for the resource pack Participation in 1 digital transformation

4.4. List of expected deliverables under WP2

3 thematic workshops and 3 thematic reports : 3 thematic reports will be produced after the organisation of the 3 workshops, centred on the 3 horizontal themes of the project: participation and co-production in social innovation; digital transformations in social innovation; and governance, transparency and finance for social innovation. These reports will be summarised in 3 four page thematic guidance sheets to be included in the resource pack on social innovation.

2 lab meetings and 2 reports on the meetings : 2 reports will be produced after the organisation of the 2 lab meetings on the 2 thematic clusters: Smart Services and Smart Localities.

2 study visits and 2 case study reports on the visited cities : 2 case study reports will be produced after the field visits to cities outside the partnership.

1 staff visit and 1 report on the staff visit per partner: Each partner will produce a report on the staff visits oriented to the peer review of Local Action Plans or collection of material for a case study.

Resource pack on social innovation : The pack will contain a social innovation glossary for cities, the 3 thematic guidance sheets, and 10-15 case studies.

1 digital transformation (per city partner) : It may be a competition, a citizen suggestion system, a crowdsourcing platform or other app to improve citizen experience of a neighbourhood or a service (to be included in the local action plan for each city).

1 Final Thematic Report : This is a thematic report with a summary of the activities of the project, namely the lessons learnt during the transnational exchange of experiences and activities at local level with a specific focus on LAPs.

5. Work package 3 – Impact on local policies 5.1. General framework of activities to be implemented under WP3

The objective of work package 3 is to promote the impact of transnational exchange and learning activities on local policies and to ensure that the lessons learnt are used by local stakeholders in the development of the local action plan. A key aspect is to use social innovations to enhance the capacity of local stakeholders to participate meaningfully in policy- making processes and to help the municipalities to become more open and permeable through a new practice of co-production with citizens and service users.

The work package includes the following actions: set up and run Local Support Groups; production of Local Action Plans; local meetings with Managing Authorities.

Action 3.1 – Set up and run Local Support Groups:

The main aim of the Local Support Groups is to anchor the project in each partner city. A key challenge is how to link the learning from transnational exchanges to a cross-section of local stakeholders and to ensure that the lessons learnt lead to change at local level. The groups will be involved in the network activities, and some members will take part in the project exchanges, and support the cities in the elaboration of Local Action Plans. They could act as “local policy networks”, providing information and knowledge for the definition and implementation of public policies at local level.

The Local Support Groups are composed of any stakeholder or person with a strong relationship to the problem being addressed of the city and with willingness to contributing to addressing the challenge through the co-production of innovative solutions. Each city is different but key stakeholders for social innovation may come from universities, schools, companies, public bodies, regional and local associations, Managing Authorities of Operational Programmes, social enterprises and representative citizens (civil society).

The LSGs will be coordinated by an experienced facilitator: in some places this will be a local consultant in others it will be the Local Coordinator. They will use innovative animation methodologies to conduct the meetings. Where appropriate the groups will experiment with techniques such as innovation lab or innovation camp techniques to bring new ways of working in cooperation. The idea of the project is that the Local Support Groups continue the process of reflection and change beyond the life of the URBACT II project.

The animation of these groups will be organized through regular meetings. Active local support groups may have as many as one meeting per month. However, the minimum number of meetings is 5 per partner per year. Notes of meetings will be kept in local languages.

The LSGs will contribute to the production of the Local Action Plans in several stages, which will be monitored by the Lead Expert:

- Definition of the problem: using problem trees, urban safaris and other techniques the group will develop a deep understanding of the problem that they seek to address and in particular

27 focus on causes and effects.

- Policy options: the group will analyse different possible solutions for how to solve the problem and select a preferred strategy.

- Draft local action plan - the group will produce a draft local action plan to be sent to the Lead Expert.

- Peer review – working with other LSGs in the final lab meeting the group will present their draft local action plan and using the URBACT LAP assessment tool the approach will be peer reviewed and scored.

- Final local action plan – the group will deliver the final version of the Local Action Plan.

The LSGs and LAPs for the two non-city partners will be slight different from the city LSGs:

- INTELI will work at developing a national action plan for cities and social innovation. Their LSG will be formed of relevant NGOs (TESE, Gulbenkian Foundation, etc.) as well as key national actors (Ministries, ERDF and ESF Managing Authorities). INTELI will also involve people from within the Social Innovation Exchange network.

- The Triangle Region will work at developing an integrated local action plan comprising the 6 municipalities of the region (Billund, Fredericia, Kolding, Middelfart, Vejen and Vejle). It will involve its member municipalities in its LSG as well as representatives from citizen bodies and civil society, among others.

Finally, three members of each LSG will attend the 3 ULSG capacity-building seminars organised at national level and conducted in national languages during the Implementation Phase (ULSG facilitator/coordinator and 2 additional core members). This scheme aims at strengthening the capacity of local stakeholders in running a participative action-planning process within the scope of the project.

If the proposed national level capacity building is to be linked to the URBACT Summer School which will take place in English in Vilnius in the second half of 2013, we propose to send different people to the latter event. We would not wish to compromise choosing the best people for participating in national level seminars by having to limit by language to those that speak English who already benefit from more foreign exchanges.

Action 3.2 – Production of Local Action Plans:

Local Action Plans will be one of the most important results of network’s activities and will be elaborated by the local support group in each partner city, in order to promote the impact of the project at local level. Where possible the Managing Authorities will also be involved in the stage of drawing up the LAP and will play a part in reviewing the LAPs.

These LAPs will be produced in national language and English. They will be 20 page documents and will include the following sections:

- Executive summary;

- The problem that the LAP addresses (facts and figures on the scale and extent of the problem);

- Options that have been considered;

- The proposed strategy and specific objectives;

- The actions to deliver specific objectives (including description of action, budget, timetable, key stakeholder to lead action);

- Methods of measuring success;

- Self assessment scoring for completeness using URBACT tool.

Besides the common challenges faced by the partner cities, the Local Action Plans to be produced will be adapted to their characteristics and specificities in economic, social, cultural, institutional and territorial terms. The specialization profile of each city will be the starting point of the reflection of policy-makers and local stakeholders oriented to produce the LAP.

The LAP for INTELI will be a national level plan for cities and social innovation for Portugal to integrate social innovation into future operational programmes for both ERDF and ESF. How could national policies influence social innovation at city level? It could be an interesting experience (as a pilot initiative) to be replicated in the countries of the other project partners.

The LAP for the Triangle region will cover the territory of the six municipalities that form the association ((Billund, Fredericia, Kolding, Middelfart, Vejen and Vejle). It will be an integrated local action plan with a regional scope. The spread and replication of good practices among municipalities is one of the aims of the Triangle Region.

Thus, besides local action plans with a local level, the project integrates the experience of a regional and a national action plan with impact on social innovation in cities, approaching the interaction among different governance levels.

Local Action Plans must be completed within 14-16 months after the approval of the project. Then, the partners can work on funding schemes and implementation.

Action 3.3 – Meetings with Managing Authorities:

Each partner will organise a minimum of 2 formal meetings with the Managing Authorities of Operational Programmes to present the objectives and actions of the project, and the main ideas of their LAPs in order to identify current funding opportunities (period 2007-2013) and to give inputs to the next programming period (2014-2020).

5.2. Participation to transnational activities at network level

Some members of the LSGs will participate in transnational exchange meetings, namely thematic workshops, lab meetings, field visits, and capitalization events. On average, 4 people per partner will participate in network events at transnational level, including members of the LSGs and Managing Authorities. Each partner will have to identify the most relevant stakeholders depending on the specific theme of the seminars. The selected members will provide feedback

29 to the group after the events, in order to share the lessons learnt and integrate them in the activities at local level. Thus, LSGs will be actively involved in the network learning process, benefiting from other experiences and trying to adapt them to the local reality and to incorporate them in the LAPs.

Moreover, LSG members will also contribute to the transnational exchange process, for example presenting their experiences in the thematic workshops or lab meetings. These experiences could be replicated in other regions or cities. The interaction among members of the LSGs of different partners’ cities will be very interesting and will contribute to the success of the project.

5.3. Composition and Functioning of URBACT LSG at partner level Municipality of Coimbra, Portugal

Until March 2013, the Local Coordinator of the USLG will be the Smart Cities project coordinator Fernando Zeferino Ferreira. The coordination may change after the beginning of the ULSG work. From December 2012 to February 2013, the ULSG operating mode will be studied and prepared. For this purpose, during this period, one or two operating models will be defined and proposed. Research and processing of technical information to support decision making will also be carried out, as well as the preparation of guidelines or a roadmap of work to support the first meetings in ULSG Implementation phase. From March 2013, a meeting per month is planned; however the actual timetable for these meetings will be decided later by the ULSG. Furthermore, there is a strategic objective related to organizing a network for communication and participation with all the 'actors' and stakeholders of LAP’s future intervention zone, including informal groups (gatherings) that will meet regularly in some downtown cafés.

The composition of the Lead Partner’s LSG is: Nuno Morais, Housing Department (Municipality of Coimbra) Magda Lucas, Office for the Historic Centre (Municipality of Coimbra)

Joana Nogueira, Office of Social Development and Family (Municipality of Coimbra) João Paulo Craveiro, CoimbraViva, SRU (CoimbraAlive, Urban Regeneration Company) Carlos Matias Lopes, Parish Council of Almedina

Isabel Campante, Agency for the Promotion of Downtown of Coimbra Olga Fernandes, INTEGRAR (NGO – Private Social Solidarity Institution) Manuela Lopes, Caritas Coimbra (NGO)

Miguel Matias, BE Coimbra (Lodgment, food, arts and music company) Ricardo Pinto, ArteÀParte (Theatre, music and street cultural events association)

Municipality of Mizil, Romania The Mizil’s ULSG activities coordination at local level will be made by external expertise to be acquired according to public procurement legislation. During the Smart Cities project, the ULSG will have periodically organized meetings, moderated by the ULSG coordinator. New tools and means of communication will be adopted for the ULSG coordination, according to the group profile and proposals. Members of ULSG will be invited to workshops (thematic exchange meetings), lab meetings/field visits, national capacity-building schemes and final local meeting.

At the moment, Mizil’s LSG membership includes:

- Petronela Sturz, Project coordinator – Mizil Municipality - Doru Mladin, City Manager – Mizil Municipality

- Doru Chirvase, Public procurement department – Mizil Municipality - Ionela Duţu, Public administration department – Mizil Municipality - Ștefan Stoicescu, Member of Local Council

- Ana Sandu, Business sector - Simona Plăcintă, Public Service for Social Assistance - Mihai Drăgan, Professor

- Cristina Colţ, “Poştalionul” newspaper – local media - Nicolai Paşol, S.C. PADORES S.R.L. Mizil – Private company - Cristina Stoica, PFA CRISTINA STOICA – Individual business

- Viorel Aldea, Unemployed - Daniela Ionescu, Managing Authority for Regional Operational Programme - Alexandra Raiciu, Managing Authority for Sectorial Operational Programme for Human Resources Development

- Valentin Popa, Student

Municipality of Seinajioki, Finland

The final composition of the core group of the ULSG will be of approximately 10 persons. The project coordinator of Seinaijoki’s LSG will be the external expert Satu Alapiha. So far, the ULSG will have two groups:

• the core ULSG: to prepare the LAP, to manage and coordinate on a strategic level and to be responsible for the local decision making;

• enlarged group: constituted by experts and consultants to be responsible for brainstorming, consultation and dissemination. The core group meetings will be held more regularly, for example every two months and the enlarged group meetings for example twice per year. In both groups can be invited an external consultant for the meetings when needed. Especially in the enlarged group case, its composition might be flexible and new members can be invited.

The outputs from the LSG meetings (memos, final Local Action Plan etc.), will be widely disseminate to the different interest groups by using different e-communication methods. At the moment the Seinajoki’s LSG includes:

- Hannu Haapala, Seinäjoki University of Applied Sciences - Juha Alarinta, University Consortium of Seinäjoki - Jari Kolehmainen, University Consortium of Seinäjoki

- Antti Saartenoja, Regional Council of South Ostrobothnia - Heli Seppelvirta, Regional Council of South Ostrobothnia - Antti Väliaho, Foodwest - Irma Jaakkola, Seinäjoki, Region Business Service Center - Sanna Kankaanpää, Frami Ltd - Hannemari Niemi, Frami Ltd - Päivi Mäntymäki, Frami Ltd - Harri Pihlajamäki, Seinäjoki Association of Living Music - Suoku Siren, Rytmi-Instituutti - Mika Virkkala, Sibelius Academy, Seinäjoki Unit - Erkki Välimäki, City of Seinäjoki - Sami Mäntymäki, City of Seinäjoki - Leena Kråknäs, City of Seinäjoki - Plus local politicians

Municipality of Santurtzi, Italy

The ULSG coordinator will be at the first meetings Susana Martin (from the Santurtzi Municipality) but an external expert will be hired to play this role. The ULSG will be guided by its coordinator, who will previously prepare each meeting with the municipality.

The USLG will meet periodically and systematically every 6 weeks. Nevertheless, depending on the topic and the needs, the ULSG will have enough freedom and flexibility to meet as often as needed.

All members will be in contact, mainly by email, and share any interesting information according to the thematic area. At present, the LSG composition includes:

- San Jorge Senior Citizens Day Centre - Women association - Informal career (person who takes after a senior citizen, usually a relative)

- San José de Calasanz educational centre for employment - San Juan Citizens’ association - Kabiezes Citizens’ association

- City Council (Social Services Department) - Cáritas (NGO) - Innovalab

Municipality of Gdynia, Poland The ULSG consists in the most important local stakeholders and key partners engaged in the process of organizing local community. It is a flexible group, mixed with the city hall and its departments representatives, representatives of the local government, local non-governmental organizations and especially inhabitants connected with this area (representing different groups of interest – elderly people, young, single parents, people with disabilities, etc.), key activists, engaged in the animation of the actions in the district (social workers, city guards, police, guardians, animators, etc.), other stakeholders interested in the process. The core of ULSG already existed prior to URBACT project. The basis of the ULSG stems from the local initiatives period between 2008-2012, as a result of the bottom-up perspective performed and created during the process of organizing local community in Chylonia district, particularly with the area of the Opata Hackiego and Zamenhofa Street.

The total number of persons involved in the Gdynia’s ULSG will be about 20-25 members. When it comes to the organization of the ULSG, it will be composed of two layers: a core group and a wider group.

The core group will run the day-to-day activities and meet regularly. It will be involved in the project management and working on the LAP scheme. The stakeholders will support the co- production of the Local Action Plan. The core group will be composed of representatives of partner project unit: local authority, Municipal Social Welfare Center, Gdynia Innovation Centre, Foundation of Social Change „Creative”. The second group will be organized as a think-thank working on the main axes of the development plan and common strategy toward local actors. It will be involved in brainstorming, consultation type of activities and to advice the core group. The group will be flexible and with an open structure for every one of the neighborhood and local community. In order to carry out particular actions of the projects, at local level, members of the ULSG will be meeting regularly -

33 every 2 months. The members of the ULSG will be informed during the project life time about the development status and the goals that have been set. The Gdynia LSG is composed by:

- Michał Guć, Deputy Major of Gdynia - Aleksandra Mróz-Wykusz, Magdalena Tomiak, Piotr Łopyta, Barbara Marchwicka from the Foundation of Social Change „Creative”

- Jarosław Józefczyk, Magdalena Gładczak, Anna Krzyształowska, Monika Leniszewska, Sabina Puchowska from the Municipal Social Welfare Center

- Eliza Mrozowska, Aleksandra Dębska-Cenian, Gdynia Innovation Centre

- Zygmunt Zmuda-Trzebiatowski, Member of City Council - Marek Dąbkowski, Member of District Council - Stanisław Skłodowski, Anna Bujak, Residents - Members of local community

- Probation officers Małgorzata Rubaszewska, Ewa Kubacka, The District Court - Educator and psychologist Aleksandra Kuźmin, Katarzyna Kuczyńska, Schools - Aleksandra Ordowska, Alicja Bazylko, Public library

- Aneta Puszko, St. Nicholas Bishop Gdynia Association - Municipal guards working in this district - Policemen working in this district

- External experts, researchers, Interdisciplinary Research Institute - City department, City Hall – Department of Buildings - External experts, Creative industries (arts, architecture)

Municipality of Gualdo Tadino, Italy The coordinator of the ULSG, Germana Di Falco, together with a first working group, has identified the main issues and challenges to be tackled with a creative and innovative approach by the municipality of Gualdo Tadino. The LSG members are among the most representative actors in the designated fields and will actively take part in the thematic labs’ activities. The initial common step was a preliminary phase dedicated to the state of art analysis, as far as the specific thematic Labs are concerned, and a transversal discussion on the potential innovative solutions to be locally implemented. The ULSG will meet once a month, also interacting on line through an open forum and a Community of Practice. The LSG of Gualdo Tadino is composed by:

- Germana Di Falco - LUM Jean Monnet University - Professor of Territorial Marketing and Local Development Strategies - coordinator of ULGs

- Claudia Di Paolo - Independent expert on Open Innovation strategies - Coordinator of the “ Urban Regeneration” Thematic Lab

- Francesca di Palma - Independent expert on Social Innovation for Environmental and Urban Quality - Coordinator of the “Energy for all and Environmental Engine” Thematic Lab

- Alina Harastasanu - EVOLVE Association - Coordinator of the “Innovation for Social Services “ Thematic Lab

- Roberto Segatori - UNIVERSITY OF PERUGIA - Institutions and Social Department - Elisa Moretti - CIRIAF – InterUniversity Research Centre Pollution from Physical Agents “Mauro Felli” of Perugia, Engineer

- Manolita Rosi - TERRITORIAL MARKETING, Independent expert - Fausto Paciotti - SIRI SERVICE S.R.L., local enterpreneur - Eleonora Fioriti - ALBERGO DIFFUSO BORGO SANT’ANGELO, Hotel manager of the “Diffuse hotel”

- Sofia Raggi - PRIMARY AND MIDDLE SCHOOL – teacher - Fiorella Angeli - UNIGUALDO ASSOCIATION – coordinator

- Franco Palazzoni - CLUB ALPINO ITALIANO ASSOCIATION - local coordinator - Catia Monacelli - POLO MUSEALE CITTA’ DI GUALDO TADINO – manager - Francesca Cencetti - INSTITUTE “CASIMIRI” – headteacher

- Eugenio Cappellini - TERZA ETA’ ASSOCIATION – coordinator - Danilo Paciotti - GRUPPO SPORTIVO AVIS – coordinator

Municipality of Siracuse, Italy

The coordinator of the ULSG will be the urban planner engineer Caterina Timpanaro, who has a large experience in participatory and community planning, in both European and USA contexts. She is also Thematic Expert for URBACT (social innovation and governance area), expert evaluator for the ‘Europe for Citizens’ Programme (EACEA); consultant on EU projects’ development concerning sustainable and inclusive cities. She will set up and run the ULSG involving appropriate stakeholders, able to input the baseline study, to develop the Local Action Plan, to take part in the exchange activities, to contribute to partners’ activities and to promote local dissemination events. The coordinator will be also responsible for the organization of participatory planning practices within the two neighborhoods selected as pilot areas (Oritgia and Borgata historical areas) and for the App competition activities (i.e. social innovation camp). The ULSG coordinator has already contacted the potential members of the ULSG, inviting them to sign a Letter of Intent to participate to such activities.

She will have continuous direct contact with these members as well as with the Project Coordinator with whom she will organize weekly meetings. The project will start in March2013 launching – and institutionalizing - a ‘City Jam’ through a big event (such as an Open Space Technology) with the aim of involving all the local actors, together with the ULSG members, in the URBACT project. It will be the starting point of a new participative process, focused – for the moment – on the project’s topic.

A bi-monthly meeting among ULSG partners will be organized and via web/skype, when necessary. A bi-monthly report and a newsletter will be sent to all members, and a web- space/blog will be hosted within Siracusa website in order to promote dialogue, ideas and advices’ exchanges among the diverse ULSG members. Such diverse tools (i.e. workshops within the districts and strategic sites; IT instruments such as Siracusa’s website and social network; outreaching activities; site visits; social innovation camp; etc.) will be used with the aim of promoting the participation and collect feedbacks on the project and on the LAP development, from different urban actors. Some Experts and specific actors able to contribute to the LAP implementation could be involved through special meetings/workshops/online conferences. Two significant places (the historical Building of ‘Casina Cuti’ within the Archeological Park and the Euro South Hub within Ortigia historical center) will be identified as a place where the process will be implemented, where the main URBACT activities (ULSG meetings and co-design workshops; etc.) will be held; some informative Boxes (for tourists, citizens, etc.) will be hosted; and a transparent informative platform - containing all the data and information about the project - will be available. Finally, at the HUB will be carried out activities related to the competition for the design of a civic APP, as expected from the work of the whole URBACT II-Smart Cities network.

The LSG in Siracuse will be composed by:

- Concetto La Bianca, Deputy Mayor, Siracusa Municipality - Arch. Mariella Muti, Culture Assessor, Siracusa Municipality

- Arch. Giuseppe Amato, Mobility and Transportation Dp.t, Siracusa Municipality - Dr. Sara Garufi, Social Policies and Culture Dp.t, Siracusa Municipality - Dr. Giaccone, Neapolis Local District (‘Circoscrizione’)

- Nicola Palmarini, Director of IBM Europe Human Centric Solutions Center (Milan) - Dr. Gianpaolo Miceli, Siracusa Craftsmen and Entrepreneurs Association - Arch. Micali, Cultural Heritage Superintendent

- Dr. Maria Amalia Mastelloni, Director, Archeological Park (Siracusa) - Arch. Francesca Castagneto/Stena Paternò, Euro South Hub/ Faculty of Architecture, University of Catania

- Arch. Lilia Cannarella, Deputy President of Architects Association

- Dr. Lucia Garofalo, President of the Siracusa Social Assistants Association - Avv. Tuttomondo, Legambiente, Environmental organization - Prof. Silvana Tuccio, Lacunae Cultural Association, Environmental Association

- Dr. Simona Falsaperla, Confindustria, Siracusa Industrial Association

Non-city partner Triangle Region, Denmark Peter Lind, the coordinator of Triangle Region Denmark, will also coordinate the ULSG. The LSG is likely to meet once every 3 or 4 months face to face and will be supported by phone calls for minor coordination issues. The ULSG composition will be:

- Morten Vestergård – Municipality of Middelfart - Lisbet Dahl Kristensen – Municipality of Fredericia - Boris Schønfeldt – Municipality of Vejle

- Claus Marcussen – Municipality of Vejen - Merete Valbak – Municipality of Kolding - Peter Lind – Triangle Region Denmark

Non-city partner INTELI, Portugal Being a center of innovation with the mission of contributing to a creative and innovative society, envisaging a sustainable economic and social development, INTELI often works closely with institutions, companies, universities, NGOs and with public bodies related to innovation and social development. Therefore, INTELI will profit the good relations already made with these entities and keep working together with them during the Smart Cities project.

The coordinator of the LSG will be Catarina Selada, Head of Policy & Research at INTELI. The group will be animated through organized meetings, at least one in each 3 months. The LSG members will actively contribute to the production of the LAP and will be invited to participate in the transnational exchange meetings foreseen in the project work plan. They will be regularly informed about the project activities and outputs. External experts may be invited to participate in some meetings to discuss particular themes. INTELI will try to involve some European institutions in the debate, such as Social Innovation Exchange. In this case, INTELI’s LSG will be composed of:

- Catarina Selada, INTELI – Project Coordinator

- Patrícia Afonso, INTELI - Project Analyst - Inês Vilhena da Cunha, INTELI - Project Manager - TESE – NGO

- Gulbenkian Foundation

- Instituto de Empreendedorismo Social (Social Entrepreneurship Institute) - Centro de Inovação Social (Social Innovation Centre) - AMA – Agência para a Modernização Administrativa (Administrative Modernisation Agency)

- CGD Bank (Culturgest) - DNA Cascais - Associação Atitude – Bolsa de Valores Sociais (Social Stock Exchange)

- Impulso Positivo – IP (Positive Impulse) - Universidade Católica (Catholic University) - Ashoka Portugal - NGO

- Fundação Aga Khan para o Desenvolvimento (Aga Khan Development Foundation – Portugal) - IFDR – Instituto Financeiro de Desenvolvimento Regional (Financial Institute for Regional Development)

- Instituto de Gestão do Fundo Social Europeu (Institute for the Management of the European Social Fund)

- Ministry of Solidarity and Social Security – Portuguese Government

- CCDR-LVT – Comissão de Coordenação e Desenvolvimento Regional de Lisboa – Managing Authority of Operational Programmes

5.4. Participation to national capacity-building scheme

For each partner involved in an URBACT network, it is expected that the local coordinator of the ULSG as well as two other core members active in the group will take part to training sessions organised in their respective countries, in the national language, 3 times in the course of the Implementation phase. Coimbra From the Lead Partner, Coimbra Municipality, the three members of the national capacity building scheme are Fernando Zeferino Ferreira (Municipality of Coimbra – Project Coordinator and interim ULSG Local coordinator), João Paulo Craveiro – CoimbraViva, SRU (CoimbraAlive, Urban Regeneration Company) and one of the senior technical staff of the Municipality of Coimbra from the ULSG core group. Coimbra choice of these members is related mainly with Coimbra’s main challenges of revitalization the urban center, where someone with urban regeneration knowledge can be very useful.

Mizil The three ULSG members identified for the capacity building should consist of the project coordinator at the Municipality of Mizil - Petronela Sturz - and two ULSG members: Doru Chirvase (expert for public procurement – Mizil Municipality) and Ana Sandu (representative of business sector). The two other ULSG members may change from one session to another, being

38 the coordinator responsible for ensuring the continuity for the other ULSG members. The choice of someone related to the business sector has to do with the importance to the city of Mizil revitalized is commerce and economy through smart products and services.

Gdynia In the Gdynia’s case, the three ULSG members who will take part to the training scheme are the project coordinator Eliza Mrozowska from the Gdynia Innovation Centre (city department), Aleksandra Mróz-Wykusz, who works at the Foundation of Social Change „Creative” (a non- governmental organization), Jarosław Józefczyk working at the Municipal Social Welfare Center (city department) and Aleksandra Dębska-Cenian, from the Gdynia Innovation Centre (city department). These members will alternate their participation in the working sessions. These members are all somehow connected with the community of Gdynia, because the municipality wishes to work closely with the community and make them have an important role in solving the city’s social problems. Seinajoki Seinajoki’s three ULSG members are the project coordinator Satu Alapiha, from the city of Seinäjoki; Jari Kolehmainen, from the University Consortium of Seinäjoki, and Sanna Kankaanpää, from Frami Ltd. The choice of members from different sectors (university and industry) will be important to put both areas working together in the development of a new programme of industry growth for the city. Santurtzi The three core members attending the training scheme are Susana Pérez, from the Employment municipality department, Susana Martín, from the Social services municipality department and Gaizka Ballesteros, from Innovalab. Santurtzi needs to improve its industry but also to find new solutions for the growing number of early people and unemployment within the city. That is the main reason Santurtzi choose someone with deep knowledge in these two social problems – ageing people and unemployment. Gualdo Tadino

Gualdo Tadino’s members for the national capacity-building scheme are the project coordinator Germana Di Falco, Professor of Territorial Marketing and Local development Strategies at the LUM Jean Monnet University, Claudia Di Paolo, Independent expert on Open Innovation strategies and Francesca Di Palma, Independent expert on Social Innovation for Environmental and Urban Quality. Gualdo Tadino’s main challenge will be to find a new way to regenerate the town city center by involving the new generation and also has to couple with the ageing population. In this scenario will be important to have experts in these areas that can understand these challenges and find new solutions to solve them. Triangle Region

In the case of the non-city partner Triangle Region the core members are the Project Coordinator, Peter Lindt, Morten Vestergård, from the Municipality of Middelfart, Lisbet; Dahl Kristensen, from the Municipality of Fredericia; Boris Schønfeldt from the Vejle Municipality and Claus Marcussen from Vejen Municipality. These members will alternate their participation in

39 the working sessions. The Triangle Region municipalities have the same social problems, lack of social cohesion and unemployment. So they choose a member from each municipality that will alternate their participation in the working sessions to try to come up with solutions that will suite all of the municipalities. Siracusa Siracusa’s three core members of the national capacity building scheme are the project coordinator Giuseppe Di Guardo, Project Technician (external Expertise) Caterina Timpanaro and Gianpaolo Miceli, from Siracusa Craftsmen and Entrepreneurs Association. Siracuse wants to improve local economy (commerce and aircraft), so the choice of someone related to Craftsmen and Entrepreneurs suites very well the project. INTELI From INTELI the core members will be the project manager and coordinator of LSG Catarina Selada from INTELI, a representative from TESE (NGO) and a representative from Instituto de Empreendedorismo Social (Social Entrepreneurship Association). INTELI’s main goal with this project is to create a national action plan for social innovation. So, it is important to have the main actors in social innovation involved in the project. TESE and IES are among the main actors in social innovation in Portugal.

5.5. List of expected deliverables under work package 3

9 Local Support Groups (1 per partner): These deliverables correspond to the Local Support Groups set up and animated by the project partners. The groups will be involved in the network activities, and some members will take part in the project exchanges, and support the cities in the elaboration of Local Action Plans.

LSG meetings (minimum of 5 per partner): These deliverables are the meetings organised to animate the LSGs. Each partner has to organise, at least, 5 meetings per year during project implementation; however, a higher number of meetings is expected. Notes of meetings will be produced at local level.

3 ULSG national capacity-building seminars: These deliverables are the 3 seminars organised at national level by the URBACT Programme to be attended by the ULSG coordinators and 2 additional members. These events will provide local stakeholders with methods, tools and skills for participative action-planning and co-production.

9 Local Action Plans (1 per partner): These deliverables are the Local Action Plans that will be produced by project partners with the support of the LSGs and the Managing Authorities of Operational Programmes. They are instruments for partner cities to improve their local policies. Non-city partners will produce a regional action plan (The Triangle Region) and a national action plan (INTELI).

2 Meetings with Managing Authorities (per partner): These deliverables refer to the meetings with the Managing Authorities of Operational Programmes (2 per partner). Notes of meetings will be produced by each partner.

6. Work package 4 – Communication and dissemination

6.1. Communication strategy

The Communication Strategy of the project intends to ensure a strong dissemination of project’s activities, outputs and results both to network partners and to urban stakeholders outside the network.

Its main message is “the citizens are at the core of a smart city”. Public services could be organised and provided through a co-production methodology where the communities play a central role.

This strategy will be oriented to the following target groups: project partners; LSGs; Managing Authorities of Operational Programmes; NGOs; public bodies; regional and national authorities; universities; European Commission; and civil society.

To achieve this objective the partners will use different communication and dissemination tools, such as: websites; press-releases; leaflets; videos; conferences; etc. Thus, the communication strategy integrates the following activities: updating the space dedicated to the project on URBACT website; production and dissemination of communication materials (leaflets and flyers); production of thematic videos; production of a crowd sourced map of cities in social innovation; engagement with the media; participation in external capitalisation events; organization of the final conference, mayors’ summit and final local dissemination meetings.

The URBACT graphic charter will be used in all communication materials.

6.2. Activities to be implemented under WP4

This work package aims to ensure communication on the project’s activities on an on-going basis, both to network partners and to urban practitioners outside the network; and to ensure dissemination of project’s results and findings to the wider community of urban stakeholders beyond the network.

The objective of developing and implementing communication and dissemination activities is linked to the intention of achieving the widest public as possible with the results and outputs of the project, namely project partners, LSGs, other local stakeholders, Managing Authorities, other regional and national authorities; European experts, European Commission and the civil society. However, these actions must be targeted to the different audiences, which imply the use of different communication and dissemination tools, formats, etc.

The work package includes the following actions: updating the space dedicated to the project on URBACT website; production and dissemination of communication materials; production of

41 thematic videos; production of a crowd sourced map of cities in social innovation; engagement with the media; participation in external capitalisation events; organization of the final conference, mayors’ summit and final local dissemination meetings. These activities will lead to the implementation of the Dissemination Plan elaborated within the framework of the mid-term review.

Action 4.1 – Updating the space dedicated to the project on URBACT website:

This action refers to the updating of the space dedicated to the project on the URBACT website (every month). The communication officer at the Lead Partner will be the responsible for this activity. Additionally, the partnership has created a group on Facebook and will use the URBACT Daily motion channel for publishing short film clips.

Action 4.2 – Production and dissemination of communication materials:

The objective of this action is the production and dissemination of communication materials: a leaflet and 3 flyers that could be distributed and used in the network workshops, conferences and site visits but also in specific websites and blogs, etc. The URBACT graphic charter will be used in all communication materials.

Action 4.3 – Production of thematic videos:

This action intends to produce 4 videos on the main themes tackled by the project, in order to be disseminated by the public and to be presented in network workshops, conferences and site visits but also in specific websites and blogs , you tube , etc. If the opportunity arises the project will work with a TV production company to make a film on social innovation led by cities in Europe.

Action 4.4 – Production of a crowd sourced map of cities in social innovation:

This action includes the production of a crowd sourced map of cities in social innovation drawing the knowledge of partner cities LSG members, experts and other cities that are not in the network. The defining character of the examples presented will be that they are ‘city-led’ even though the delivery agent might be public, private or in the social economy. No such resource with a city focus currently exists. The map will be searchable geographically (by clicking on icons), as well as thematically through key words or tags.

A first call for interesting city-led examples has already been issued through the Social Innovation Exchange to a world-wide audience of its members and specifically to those that attended the SIX Winter School in Gdynia in December 2011 which was attended by INTELI and by the Smart Cities Lead Expert. The call will be repeated to attendees of the Australian Summer School to be held in Adelaide in December 2012 and will be relayed to city participants in other networks that focus on user-led and citizen-led innovation.

These will be tagged and placed on a high quality wiki in which photographs and links can be easily added. The wiki format will enable on going updating of cases. Where possible cases will

42 have links to YouTube or Daily motion film clips with short interviews, site tours of social innovation centres and workspaces.

This map will be linked to the URBACT mini site and with links to Social Innovation Exchange website. All interactive materials will be published in pdf format on the URBACT mini site in parallel.

Action 4.5 – Engagement with the media:

This action aims to promote the interaction of the project with the media at partner city level (newspapers, specialised journals, etc.). The partnership will produce periodically press releases and these will be translated at local level (approximately 10). Moreover, the Lead Partner will produce 3 additional press releases with European interest.

General articles about the project will also be published in five specialised magazines and local/regional/national newspapers.

Action 4.6 – Participation in external capitalisation events:

This action aims to present the objectives, activities and results of the project at European events centred on the themes tackled by the network. The objective will be to promote the network outside the partnership and related associations, giving visibility to the partners’ cities.

It is foreseen the participation in 3 external capitalisation events (Social Innovation Exchange, invitations by other Smart City networks, etc.). Additionally, the participation of partner cities in URBACT Annual Conferences (2013 and 2014) is also included in this action.

Action 4.7 – Organization of the final conference, mayors’ summit and final local meetings :

This action includes the organization of the final conference of the project with the objective of presenting its results, namely the Local Action Plans produced by the partners.

The 2 days event will take place in the City of Coimbra (Portugal) in April 2015 of the Implementation Phase. It will be attended by all project partners (technical teams and politicians), the Lead Expert, members of LSGs, representatives of Managing Authorities, local entities, etc. There are expected around 200 participants. A video report on the final conference will be produced after the event.

A conference of mayors will be held as part of the final meeting. The objective will be to get the commitment of the policy-makers to the results of the project, and to promote the sharing of experiences and good practices on the activities developed at local level.

Additionally, all the partners have to organise a final local dissemination meeting in national language with the aim of presenting the results of the project, and specifically the Local Action Plans. Press conferences can be organised alongside these events.

6.3. Webmastering The current work related to the graphic design and the mini website management of the Smart Cities project is provided by Bruno Clérigo. Bruno has a career and a degree in Communication, Graphic and Multimedia Design. He is responsible for the tasks related to the Municipality of Coimbra web design and other multimedia platforms, including photography, video and digital manipulation of image.

He also use to work in the design of projects supported by digital media and content inherent to the B2B and B2C market and in the development of Web projects. Bruno reports directly to the Communication Officer, Nina Figueiredo.

6.4. Partner’s Involvement in work package delivery

Lead Partner General management of the dissemination and communication strategy and of the Dissemination Plan Update the mini website Production of the project leaflet Production of 3 flyers Production of the crowd sourced map of cities in social innovation Production of press releases Publication of articles in specialised journals Participation in external capitalisation events and URBACT Annual Conferences Organisati0n and participation in the final conference Organisation of a local final dissemination meeting and 1 press conference City and non-city Production of thematic videos (partner INTELI, Portugal) partners Production of press releases Publication of articles in specialised journals Contributions to the crowd sourced map of cities in social innovation Participation in capitalisation events and URBACT Annual Conferences Participation in the final conference Organisation of final local dissemination meetings and press conferences (one per partner)

6.5. List of expected Deliverables

Mini web site : The project will create a mini-website within the URBACT website which will be continuously updated by the Communication Officer at the Lead Partner.

Project leaflet: This is a project brochure introducing the project theme, objectives, activities, partners, etc. (2,500 copies).

3 Flyers : These are 3 flyers on the main themes tackled by the project to be distributed in conferences, workshops, and other project events (500 copies per flyer).

4 thematic videos clips : The project will deliver 4 thematic videos on the main themes tackled by the project in order to be disseminated by the public and to be presented in network events.

10 press releases of local interest : The partnership will produce periodically press releases and these will be translated at local level (around 10).

3 press releases of European interest : The Lead Partner will produce 3 press releases with European interest.

5 articles in specialised journals : The project will publish 5 articles in specialised journals and magazines on the content of the project.

3 speaking attendances at external capitalisation events : The partners will participate in 3 external capitalisation events in order to present the project to a wider public.

2 URBACT Annual Conferences : The partners will participate in the 2 URBACT Annual Conferences organised by the programme (2013 and 2014).

1 Final Conference : This is a final event for the dissemination of project results to a wide audience.

1 video report : The Lead Partner will produce a video report of the final conference in order to be disseminated widely.

1 mayors’ summit: A conference of Mayors will be held as part of the final conference in order to get the commitment of policy-makers to the results of the project.

9 final local dissemination meetings (1 per partner): To be organised by each partner at the end of the project to disseminate its results and to present the Local Action Plans.

9 press conferences : To be organised by each partner alongside the final local dissemination meetings, in order to assure media coverage for the presentation of the Local Action Plans.

1 Dissemination Plan : To be submitted to the URBACT Secretariat as an output of the mid- term review (see WP1).

8. Cooperation with Managing Authorities

Coimbra The CCRDC (by his representative João Medeiros) has attended the kick-off meeting. After his participation and following the contacts to evaluate the Managing Authority involvement in the Project it was decided that the CCRDC will support the development of the Local Action Plan, addressing the topic of Social Innovation. This commitment is expressed in the Letter of Intent. The MA will be invited to join the work and participate in the Local Support Group’s meetings.

Mizil The Managing Authority associated to the City of Mizil is the Managing Authority for Regional Operational Programme (ERDF).

The representative of the Managing Authority for Regional Operational Programme, Gabriel Fripu, was designated by the Director of MA, as a member of URBACT LSG for Smart Cities’ project. This person will be invited to take part to LSG meetings, workshops (thematic exchange meetings), lab meetings/field visits, and final local meeting and capitalisation events. The city of Mizil will appoint local meetings with the Managing Authority for ROP to discuss the possible measures to be included in the Local Action Plan that could be financed through this Operational Programme. Gualdo Tadino The Managing Authority of Gualdo Tadino, the Region of Umbria – Direction of Planning, Innovation, Competitiveness, Lucio Caporizzi, will be involved from the very beginning of the project. A first meeting was held during the Lead Expert intake visit. A specific grid for registering and monitoring the coherence between Smart Cities project and the implementation of ERDF programming in the Umbria Region will be guaranteed by dedicated reports and guidelines, and by the production of a thematic report (involving also other URBACT members, Municipality of Terni of the E4C project) on how to take into consideration URBACT strategies and results in the new programming period and in the implementation of the regional agenda for Europe 2020. Gdynia The Managing Authority of Gdynia, Deputy Marshal - Mr Wiesław Byczkowski from the Marshal Office of the Pomeranian Region - Department of Regional Programmes, will take part to ULSG meetings and will be part of whole process. Representative of the local authority, Deputy Major of the City of Gdynia (responsible for the social policy of the city, Mayor’s Plenipotentiary for Non-Governmental Organizations at Gdynia and for civil action and participation and public consultations) will be involved in work a core group. The Managing Authorities will be informed during the project lifetime about the development status and the goals that have been set, and also an output of the ULSG in Local Action development. Seinajoki The Managing Authority (Ministry of Employment and the Economy in Finland), Olli Voutilainen, will be invited to join the Local Support Group work and meetings. All the documents related to LSG-meetings (minutes, memos, etc.) will be sent to Managing Authorities. They will also be invited to participate to URBACT Annual Conference networking and cooperating with other Managing Authorities involved to the project. Triangle Region The Triangle Region will invite the Managing Authority, Niels Bjerring Hansen from the Erhvervsstyrelsen (Danish Business Agency) to project meetings and in general keep them informed. The Managing Authorities will be invited to participate in all meetings – planning meetings as well as ULSG’s. Managing Authorities shall receive copies of all relevant material.

INTELI INTELI will work closely with its Managing Authority, Luis Machado, from the Operational Programmes - Comissão de Coordenação e Desenvolvimento Regional – Lisboa e Vale do Tejo

(CCDR-LTV) - and will involve them in the activities of the thematic network at transnational and local level, such as meetings, seminars, workshops, or study visits. Moreover, CCDR-LVT will be an active member of the LSG and will contribute to the production of the LAP. Through this process, INTELI will try to integrate social innovation into future operational programmes for both ERDF and ESF. CCDR-LTV will also be informed about the lessons learnt at transnational level, for those meetings in which it will not be possible for any representative of the MA to be present. Santurtzi The National Managing Authority of Santurzti will be the Deputy Direction for ERDF Management (Ministry for the Treasury and Public Administrations), Ignazio Enríquez Amilibia. Santurtzi Municipality will inform the Deputy Direction for ERDF Management about every action and change developed during the project. The Deputy Direction for ERDF Management will participate in the activities to foster the impact of the project on local policies. Siracusa Siracuse is planning to involve their Managing Authority, Felice Bonanno from the Department of Regional Planning, mainly in transnational activities, but they will receive all the information and be aware of the state of the project. Siracuse Municipality will send to the MA copies of all relevant documents.

9. Expertise 9.1. Lead Expert

The project’s Lead Expert is PETER RAMSDEN, from the UK. His qualification and experience fit with the challenges and objectives of the project, namely in the area of social innovation, provision of public services and empowerment of citizens in policy-making and innovation processes.

In fact, he is specialized in entrepreneurship, regional, urban and local development, social inclusion and social innovation at national and EU level. He was co-author of the SIX report to the EU on financing social innovation and is fellow of the Young Foundation since June 2011. Peter contributed also to the first Bureau of European Policy Advisers meeting on Social Innovation, January 2009.

He has also a significant experience related to the URBACT Programme. He is URBACT II Pole Manager for Social Inclusion and Governance (since 2007) and author of the Local Action Toolkit 2009 and other guideline documents for transnational networks in URBACT methodology. Peter was the Thematic Expert to Udiex Alep and MILE URBACT networks.

But, he has not only relevant technical competencies but also social competencies: he is an experienced inter cultural worker gained through experience working and living outside the UK and an experienced facilitator (e.g. EQUAL, URBACT programmes).

The Lead Expert will support partners in implementing their transnational activities with both

47 technical content and methods for exchange and learning. He is in charge of drawing lessons from the exchanges, identifying good practices and producing relevant outputs. Moreover, the Lead Expert has to support the partners in setting up and running their LSGs and producing theirs LAPs.

In detail, the main tasks that will be assigned to Peter Ramsden during Implementation Phase are:

- Supporting the partners in organising and implementing the transnational exchange and learning activities, namely the thematic workshops, lab meetings, and field visits, including reporting on meetings.

- Drawing lessons from transnational activities and producing, with the support of partners, interim and final outputs integrating good practices and lessons learnt, to be disseminated widely. The Lead Expert will take an active role in the production of the resource pack on social innovation.

- Supporting partners in setting up and running their Local Support Groups, and in producing their Local Action Plans. The Lead Expert will participate in some of the LSG meetings.

- Taking an active part in the Mid-term review to be completed 12-14 months after the approval of the project for the implementation phase.

- Coordinating the intervention of other thematic experts working for the project.

The number of days allocated to the work of the Lead Expert during the Implementation Phase is 126 days.

The Lead Partner doesn’t intend to call for additional expertise from the programme.

9.2. Project budget for external expertise Coimbra In addition to the collaboration by the Lead expert, cooperation with centers of applied research from the University of Coimbra (areas of Architecture, Civil Engineering, Economics and Social Sciences), is equally planned. This collaboration will take the form of written agreements of work, which may be covered by the External Expertise budget.

In case the ‘ULSG Local coordinator' will be someone from outside the town hall, the budget for External Expertise can also be used to cover this cost. The final decision will be made by the ULSG on March 2013 after the definition of the ULSG operating model.

Mizil City of Mizil has included in the budget external expertise for ULSG coordination and for Local Action Plan elaboration. The external expertise will be acquired according to the public procurement legislation in force. The tasks of external expertise for the ULSG coordination will be: LSG meetings preparation (sending invitations, preparation of the presentations, procurement of materials necessary for

48 the meetings, etc.), meetings coordination (meeting moderation, catering services, photo services, etc.), reporting on the activities. In the same time, the ULSG coordinator will develop a permanent communication plan with the members of the LSG.

The tasks of external expertise for Local Action Plan elaboration will consists of context analysis, funding possibilities analysis, stakeholders analysis, vision and objectives definition and strategy formulation, including measures to be taken in order to achieve the objectives established for the Local Action Plan. Santurtzi Santurtzi municipality will use the expertise resources available within its project budget to:

• Set up and run the ULSG • Coordinate the ULSG • Technical assistance during the project

• Technical assistance during the international meetings • Production of the local action plan • First level Controller Siracusa The expertise resources will be used in order to carry on the Project Technician’s activities, such as coordination of the ULSG, conducting outreach and participatory activities within the city, and managing the development and production of the Local Action Plan. She will also take part to the training scheme and to other events and exchange activities (field visits, lab meetings, etc.), with the aim of transferring the lessons learned to the Municipality as well as to the LSG and to the city, in general. She will participate to the organization of the 3rd Thematic Exchange Meeting in Siracusa and the final local meeting.

Gualdo Tadino The budget for external expertise will cover the elaboration of the three reports addressing two sub-focus, for each thematic LAB. Furthermore, a dedicated platform – inspired by Wiki 2.0. Solutions – will be managed by producing studies, reports, and a good practices showcase. One meeting per month will take place with the support of the general coordinator and the three thematic experts.

Gdynia Gdynia’s budget for the external expertise will cover the services of ULSG coordination, media services and also the services of translation and editing the documents Gdynia will have to deliver as outputs.

Triangle The Triangle Region is still deciding about the application of its budget for external expertise. The final decision will be made during the next phase of the project, between January and February 2013. INTELI

Inteli will use the budget for external expertise for the support on the thematic videos production. Seinajoki

City of Seinäjoki has included the external expertise budget line to its total project budget to be used in: assistance in coordinating and running ULSs; experts in seminars and other meetings; promotional work and materials for dissemination; First level Controller.

URBACT - SMART CITIES Preliminary Budget TOTAL

Category Description Cost % of budget Project Coordination € 2.618,00 € 2.618,00 0,41% Personnel LP personnel (project coordinator, finance and communication officer) € 35.882,00

PP personnel 8 partners on average 18.700€ € 150.079,07 € 185.961,07 28,78% Meeting Organisation 3 workshops x 3.000€ per workshop + Transational events: workshops and lab 2 lab meetings x 1500€ per lab meetings meeting € 11.500,00 10 partners x 4 mtgs x 500€ per ULSG meetings meeting € 15.600,00 Final Conference 1 meeting € 4.000,00 Final local dissemination meetings 10 partners x 2.000€ per meeting € 17.250,00 Steering committe meetings 4 meetings x 500€ per meeting € 1.750,00 € 50.100,00 7,75% Travel and Accommodation LP travel transnational: workshops, lab 3 workshops, 2 lab meetings, 2 field meetings, field visits, staff visits visits, 1 staff visit € 22.490,00 PP travel transnational: workshops, lab 3 workshops, 1 field visit, 1 lab meetings, field visits, staff visits meeting, 1 staff visit € 112.500,00 LE travel: workshops, field visits, lab 8 transnational mtgs meetings, final conference € 6.000,00 PP travel to final conference 1 conference / 4 pax per PP € 21.250,00 LP travel to capitalisation events € 7.500,00 PP travel to capitalisation events € 51.000,00 3 people to attend national session 3 LP travel national ULSG capacity building sessions € 1.800,00 3 people to attend national session 3 PP travel national ULSG capacity building sessions by 9 partners € 13.500,00 € 236.040,00 36,53% Equipment € - € - 0,00% Communication Project Leaflet 1 leaflet € 2.000,00 Editing and translating final report € 8.000,00 Editing and translating LAP 10 LAPs € 11.500,00 Editing and translating Resource Pack 1 Resource Pack € 1.500,00 Materials for final conference € 1.000,00 Engagement with the media € 6.000,00 € 30.000,00 4,64% External Expertise ULSG coordination € 38.750,00 Expertise for commmunication € 2.500,00 FLC expertise € 24.000,00 Thematic experts for LAP € 53.100,00 Expertise for video production and interactive tools € 9.500,00 External expertise for the final conf. and workshops and lab meetings Speakers € 9.500,00 Dissemination Plan / Mid term review € 4.000,00 TOTAL € 141.350,00 21,88% € 646.069,07 100,00% URBACT is a European exchange and learning programme promoting sustainable urban development. It enables cities to work together to develop solutions to ma jor urban challenges, reaffirming the key role they play in facing increasingly complex societal challenges. It helps them to develop pragmatic solutions that are new and sustainable, and that integrate economic, social and environmental dimensions. It ena bles cities to share good practices and lessons learned with all professionals involved in urban policy throughout Europe. URBACT is 181 cities, 29 countries, and 5,000 active participants