OPENCities OPENCities Final Report Final Report April 2011 April 2011 PAGE 1

II CT URBA OPENCities Final Report April 2011

PAGE 2 PAGE 3 Contents General Introduction 4 1 Introduction 4 2 Crisis 4 3 Network 5 Themes 6 4.1 Leadership and Governance 6 4 4.2 Internationalisation 8 4.3 Integration and Inclusion 10 Partners Experiences & Lessons Learnt 14 5 Conclusions & Recommendations 17 6.1 Becoming an OPENCity: 18 6 6.2 Leadership and Governance: 18 6.3 Internationalisation: 18 6.4 Integration and Inclusion: 19 OPENCities Activities & Outputs 20 7.1.1 Leadership & Governance 21 7 7.1.2 Integration and Inclusion 21 7.1.3 Internationalisation 21 7.2 Available Outputs 22 7.2.1 Leadership and Governance 22 7.2.2. Internationalisation 22 7.2.3 Integration and Inclusion 23 7.2.4 Thematic Papers, Presentations & Reports 23 8 Fast Track Label 24 9 Contacts 24 10 Partners 25 OPENCities Final Report April 2011

PAGE 4 PAGE 5 1. General 2 Crisis 3 The Network Introduction OPENCities rejects any received wisdom As such, OPENCities focuses upon The elephant in the room has clearly The argument OPENCities and its The partner cities are quite diverse, Cities make progress from interaction whereby migration is to be viewed as identifying what makes a city attractive been the economic crisis, which has participants have had to defend – in the with a range of convergence and with other cities – both with ones that a problem to be solved by palliative to international populations and unfolded throughout the period of the face of a harsh new climate of downturn, non-convergence cities, geographical are similar and with ones that are quite measures or barriers, arguing instead on developing practical strategies Urbact OPENCities project, causing a fear and insecurity – is that there is a distribution and economic and social different. Participation in the OPENCities that human diversity offers many for tackling economic and social fundamental paradigm shift, changing need to maintain openness, to various profiles. This diversity, even at times network gave impetus to new potential benefits to society – as a integration issues which can help the priorities of administrations, general skill levels and types; and this, not disparity allowed for significant initiatives and learning that is applied driver of entrepreneurship, creativity and cities better attract, retain and gainfully political discourse and popular concerns. despite the crisis, but rather as part of opportunities to transfer knowledge and in concrete policy and local services: innovation. integrate international populations the way out of it. Openness is a strategy practice. cities revised their use of IT tools, – thus contributing to their overall Regarding non-EU nationals, the for the whole economic cycle; it is a transferred approaches to awareness Thus, rather than a drag on competitiveness, and by extension their impact of the economic crisis has been long-term strategy and view of society, This diversity has also served to highlight raising and developed new approaches performance, migrants are fundamental economic, social and cultural vitality. particularly strong; the employment rate and it is intrinsic to a city’s capacity for that a great degree of creativity and to promotion, business strategy and to any successful strategy for economic of nationals decreased by 2.3% between resiliency and its hopes for recovery. a range of approaches and differing investment attraction. In some cases development and to any city’s chances The British Council and OPENCities have 2008 (q2) and 2010 (q2), while that of scales of action can be effectively change was incremental, improving of success as a competitor in a also developed an OPENCities Monitor third country nationals experienced a Moreover, if the EU’s stated Europe 2020 brought to bear by pro-openness upon existing tools and practices, in continually globalising world. In such a which is an indexing tool for evaluating much stronger decline of 4.3% – as objectives (high levels of employment, policies. In terms of scale, partner others new practices were introduced world, places that underutilise the skills and comparing city openness and which indicated in the Employment in Europe innovation, productivity, social cohesion, actions have involved from local football which were the first of their kind locally or migrants have to offer inevitably suffer will continue on, after the period of the 20102 report. Said report relates these smart jobs and mobility) are really going matches to international Commonwealth nationally. from a reduced competitive advantage project. See: www.opencities.eu migrants’ experiencing the sharpest to be achieved – despite the burden of events or the annual European Cultural (see Greg Clark, Towards Open Cities, falls in employment rates to their being aging demographics and the ravages Capital. Investment attraction has Conceptually, in some cities local 2008). employed in precarious, low-skilled jobs, of the current economic crisis – it is pursued investment flows from within understanding of openness was, Timeframe which were generally the first to go when imperative that European cities pursue Europe and beyond – from key global through OPENCities participation, Given the current conjuncture, marked Project launch: April 2008 the crisis hit. a vigorous agenda of openness for players such as Japan, China and India. better articulated in terms of its practical as it is by the pursuit of economic End of the project: June 2011 attracting and creating new opportunity application and in identifying what an recovery and an expected future demand Moreover, the impact of the crisis and for activating the full potential of a In terms of variety of approach, actions individual city’s policy options were in for skilled labour, it is crucial to maximise has significantly conditioned the diverse population. have worked with NGOs, multinational terms of an openness agenda. In other the value of Europe’s human capital Partners receptiveness of general populations and corporations, police, trade unions and cities, the idea that migration, diversity and to encourage economic dynamism. Belfast, Northern Ireland (UK) – Lead their political leadership to the arguments a panoply of other actors. They have and openness are assets which benefit Consequently, it is vital for Europe to find Partner OPENCities presents. Importantly – Openness is a addressed a range of issues from a city – rather than being a problem to ways to make the most of the human Bilbao, Spain OPENCities initial conception dates from entrepreneurship, health, language, solve, manage or minimise – came as a resources of its migrant population, Cardiff, Wales (UK) prior to the crisis, in what was obviously strategy for the participatory approaches, gender, IT novelty and broke entirely new ground present and future. Dublin, Ireland a very different climate, and has had whole economic cycle; tools and more. Action Plans have relied in their communities. It was generally Düsseldorf, Germany to be nimble in adapting to the urgent it is a long-term strategy on the principle of complementarity, found among all partners that in European society must understand, and Nitra, Slovakia challenges of an economic and social and view of society, and building on existing initiatives and pushing forward such a project, leadership must make the argument, that Poznan, Poland crisis of historic proportions. resources, and working within larger those driving it must find a concise it is not only important for immigrants Sofia, Bulgaria it is intrinsic to a city’s policy frameworks – such as broader and fact-based way to explain to themselves to realise their full potential Vienna, Austria capacity for resiliency strategic plans, large-scale regeneration stakeholders and decision-makers – which it clearly is – but that such The British Council – special non-city and its hopes projects or through mainstreaming into they depend on why openness is an empowerment effectively benefits the partner and initiator of OPENCities other policies and into administrative asset, in terms that are meaningful to collective self-interest. As the OECD for recovery structures and norms. them and their own priorities. Secretary-General puts it “it is an act of sheer economic rationality”1. Overall, the diversity among the partners was particularly evident in how the three themes of OPENCities were developed.

1 Speech of OECD Secretary-General, http://www.oecd.org/document/ 2 http://ec.europa.eu/social/main.jsp OPENCities Final Report April 2011

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4.1 Leadership 4. Themes and Governance

OPENCities was structured around three One of the key By ‘leadership’ OPENCities means City leadership includes both elected The Leadership Task: key themes which provided the focus for conclusions that making the case for, and setting an city leaders, senior officials of the city, exchange of learning and best practice. agenda for openness, developing long- and the civic leadership of business, Local government typically does These are: emerged from OPENCities term vision and strategy for an open city institutions, and non-governmental not control immigration policies and was the structural need that is compelling, and influences the organisations in the city. Higher levels dynamics, labour market regulation, Leadership and Governance to forge greater linkages actions and behaviours of others. of government also play their own universities, major employers or leadership role, as do influentialmedia . international infrastructure. Internationalisation between these policy City openness leadership involves areas (silos) as part of any influencing a range of factors beyond the City leadership in this sense is not just City governments usually only have Integration and Inclusion sustainable strategy for direct control of city leaders, effective about managing; it is about agenda partial control over housing, education or communication with citizens, effective setting, co-ordinating, and influencing cultural policies. Of the three themes, partners worked city prosperity, coordination of stakeholders, enabling the actions of others. most on Integration and Inclusion, as this dynamism and the creation of network structures, Likewise, municipalities cannot directly aligned the most with their immediate social cohesion. resource mobilisation and continuous control market related processes, but needs and capacities; the impacts endeavour. The case for rather try to influence and persuade, of the economic crisis also served to internationalisation such that firms set up or expand concentrate minds on tackling exclusion By ‘governance’ OPENCities and openness: locally, desirable investments are made, issues. means translating such an agenda individuals move to the city, hiring into programmes, coalitions and Who makes the case and how? Do decisions are made or that certain However, it clearly emerges from the organisational arrangements able to cities proactively decide to become qualifications are recognised. project that there is a generalised lack deliver the vision and strategy in the long more open or is it a consequence of of connection between policies for term. other decisions and actions? Are city Effectively, a large part of local openness Inclusion, for Economic Development openness policies dragged along by the leadership is about influencing and and for Place Promotion. OPENCities’ This requires effective institutional arrival of international populations? shaping policies, programmes, and participants have made important arrangements inclusive of key Most cities appear to have a mixture processes a city does not control. This progress with this issue, which is a organisations, programmes and of different reasons for wanting to be can involve: problem throughout Europe. One of initiatives able to implement the agenda open, and international populations the key conclusions that emerged from at suitable scale, efficient coordination, play various roles. From the myriad Setting an overall future direction OPENCities was the structural need and advocacy between different levels of arguments in favour of openness for the city. to forge greater linkages between government. that different cities make, four broad these policy areas (silos) as part categories of rationale for openness Gathering intelligence. of any sustainable strategy for city The rationale is that, though crucial emerge: prosperity, dynamism and social macro level policy is beyond local control Advocacy and negotiating change. cohesion. (see below), only local leaders can lead 1. Globalisation, Specialisation, and co-ordinate an agenda for greater Agglomeration, and Talent Attraction. Coordination and alliance building. The following three subsections draw internationalisation and openness. As from the three published OPENCities well as the functions outlined above, 2. Population and skills replacement. Joint strategising. thematic papers: fulfilling this role requires the exchange information and experiences with other 3. Managing diversity better. Joint ventures and investment. cities. 4. Advantage of diversity and Policy and practice innovation. cosmopolitanism. Promoting catalyst projects.

Persuasion and influencing public, media, and institutional opinion OPENCities Final Report April 2011

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4.2 Internationalisation

In this theme OPENCities tries to International populations provide a city Not all cities can pursue such a Elements of Population internationalisation Corporate firms - understand the links between the with high quality diverse skills, which programme of internationalisation. internationalisation strategy and the internationalisation competition for qualified engineers, internationalisation of a city’s population facilitate the operation of important city There must be organisational and fiscal process tech-savvy professionals, and and wider internationalisation processes, functions. capabilities, as well as an identifiable Connectivity – knowledge workers. An ageing how cities are responding to new match between a city’s economic and competent infrastructural and logistics The formation and consolidation workforce and declining fertility rates trends and what actions can stimulate a Thus, cities need to be able to support social assets and international demands platform for international trading activity. of international human capital both require the corporate labour pool be virtuous cycle of internationalisation. global firms, provide suitable real estate, for such attributes. strengthens and is strengthened replenished from abroad. construct quality digital infrastructure, Infrastructure and Land Use – by the location of strong scientific, develop cultural offer, and facilitate optimisation of the built environment, cultural and quality of life offerings. International students – Why do cities try to the emergence of international media, Examples: replacement of sub-standard housing, International immigrants transmit their cities compete to attract some 3 million internationalise? Which cities cuisine and so forth. Cities need comprehensive public transport, creation skills and knowledge amongst their new international students. do this and why? comprehensive international connectivity, Amsterdam plays on re-invigorating its of international zones and clusters colleagues and throughout their new a confident and well communicated bohemian identity and singular mix of oriented towards international sectors. home. This drives up standards and Private R&D and academic Cities are now faced with many new brand, diverse and credible relations business and recreation. enables clustering of high-knowledge institutions – or largely new trends and challenges. with international markets, and a sincere Cultural amenity – activity. Internationalising cities thus want foreign staff with specific Improved human mobility is generating pluralist perspective in all its international Turin is trying to recover from the 1990s investment to attract and support encourage the immigration, integration expertise, language skills and familiarity dynamic population changes and affairs. by looking beyond Italy to find new international quality cultural offerings. and co-existence of diverse international with new markets. Collaborative immigration flows. international roles (higher education, high populations as a competitive advantage. R&D, co-invention of patents and tech engineering, design and innovation). Identity, Values, Character (Brand) – institutionalised knowledge sharing Technology-driven deepening of How do cities international branding actions to re- Scarce human capital is competed across borders demands cities global economic linkages leads to internationalise? Madrid plays on being the capital of the adjust city image among international for. High-skilled migrants moving to, facilitate these exchanges. city specialisation within global value Spanish-speaking world. target groups, or galvanise citizens and remaining in, a new city depends chains. Cities must develop a platform Large cities, capable of hosting a behind a common vision of becoming a not only on labour market perceptions, Comprehensively internationalised cities to serve international companies, critical mass of activity, develop an Vienna, post-Cold War and enlarged EU, world-class city. but also upon the ease of adjustment seek a generalised infrastructural and develop clear niches and decisive international orientation as a central has profound opportunities to reorient its and integration, family and community quality of life improvement, as almost international roles. feature of policy-making (Sao Paulo, international direction and become a hub Internationalisation strategies orientate ties, and quality of life. Key areas of all types of international skillsets are Mumbai and Istanbul) for a Central Europe region. development efforts towards a globalised competition for global talent: demanded. Emerging cities seek to Political integration (EU Enlargement, world, and articulate a city’s response provide niche areas – often private gated NAFTA, ASEAN, Mercosur, FTAA Smaller cities, with a distinctive cultural Zurich is re-asserting the strengths of to challenges of globalisation. The more communities - for highly educated foreign and MEFTA) means cities can niche or economic specialisation, its tax regime and enhancing cultural consolidated such strategies are within a talent to live in. Most world cities have position themselves within an open enhance established reputations in and recreational amenities, to counter single document, the more they prevent begun to recognise the positive effects of international system, support the specialist fields (Edinburgh, Zurich, insufficient domestic production of talent. ad hoc and disorganised policies, and opening up to international populations. international community’s co-operative Boston) ensure a holistic approach. As such, the coming decade will see efforts and attract an institutional cities giving more priority to international presence. Secondary cities try to escape a talent mobility policy. constraining national urban system Economic sectors become increasingly by looking further afield to attract international in character. Transnational investment, events and people tourist arrivals hit 922 million in (Manchester, Barcelona, Cape Town) 2008, with forecasts of 1.6 billion by 2020. Cities need to achieve visitor Famous historical cities have sought destination status if they are to be to re-configure their international capable of hosting and servicing positioning, based on legacy international populations. (Amsterdam, Hamburg, Venice) OPENCities Final Report April 2011

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4.3 Integration and Inclusion

Success factors The third theme is about managing Urban population diversity Migration – skilled and unskilled, rich Openness and diversity, integration and inclusion in and how it is produced and poor – has created in many larger visible diversity Coordination among different open cities and addresses the issues cities a population that is diverse and stakeholders. A unified approach is that arise as a result of increasing Urban populations have become more increasing in diversity; diversity has a Becoming an open city does mean often best achieved by providing the openness. It is about how cities manage internationally mobile and diverse, self-reinforcing tendency. This diversity becoming more visibly diverse, though city Mayor with ultimate responsibility their diversity to avoid segregation and predominantly driven by economic trends manifests itself in several ways, and many forms of diversity are not for programme implementation. polarisation and instead encourage such as knowledge economy and talent there are thus different ways to define necessarily visible. Visible diversity is only integration and inclusion. mobility, labour market integration, de- urban population diversity, e.g. by: one indicator that a city is open, e.g. New Role of city-region in long-term regulation and technology, coupled with linguistics, birthplace, ancestry, age, York is a highly diverse city even within its capacity of an urban area to host Some OPENCities case studies and social and geo-political trends, e.g. rural gender, religion, sexual orientation and white population groups – Irish, Jewish, international populations and firms. their links to Integration, Inclusion and to urban migration, family integration, ethnicity. and Italian Americans may resemble each Mechanisms are needed for ensuring Managing Diversity asylum-seeking and political integration. other but have cultural roots which differ the area outside city boundaries Though other forms are important considerably. can provide appropriate R&D, OPENCities focuses mainly on Case study Initiative Contribution to OPENCities Migration and the spatial patterns public spaces, quality housing, and linguistics, birthplace, and ethnic city Integration paper it produces are complex. Drivers of As visible difference tends to be a simple commuter facilities required to retain diversity. and Inclusion migration operate heterogeneously; indicator of diversity and population knowledge workers. operating locally, regionally, nationally internationalisation, it is often equated Amsterdam City Brand Sense of belonging Diagnostic and internationally, and in isolation, Becoming an to openness. Moreover challenges Robust engagement with the for diverse in sequence and in combination. open city does such as segregation, polarisation, and private sector. To improve marketing, populations Population thus shifts between cities, ghettoisation tend to be associated with investment conditions, and quality of within cities and between urban and rural mean becoming migration and visible diversity. life. London Diversity Works for Trade and minority 2 areas. Migration can also be selective more visibly diverse, London business growth and unselective, forced and unforced; though many forms of Ensuring profile-raising initiatives some phases of population mobility have match with reality. Some cities Stuttgart Pact for Integration policy 2 been driven by: diversity are not manage to institutionalise a global Integration at city level necessarily visible. branding approach, but fail to match Transport technology advances this with the overall offering aimed at Turin Internationalisation Greater diversity in 2 Plan student population. attracting diverse populations. Pull factors such as high levels of Vienna Immigrant Changed 2 economic growth in specific places Business perceptions Internationalisation strategies orientate of immigrant Natural/environmental or man-made development efforts towards a globalised businesses disasters world, and articulate a city’s response to challenges of globalisation. The more Cycles of population change within a consolidated such strategies are within a nation of highly diverse cultures. single document, the more they prevent ad hoc and disorganised policies, and ensure a holistic approach. OPENCities Final Report April 2011

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2 City case studies: Proportion of foreign born Diversity benefits the city and 85% residents in Barcelona of Londoners say that their local area Ethnic Linguistic Birth place Religious Barcelona Barcelona (2001) is a place where people of different backgrounds get on well together. Barcelona • About 250,000 • 75% can speak • 62% of population • Most are Roman Though Barcelona’s ethnic and cultural residents in Catalan, a born in Catalonia, Catholic, but diversification is occurring late compared Barcelona have majority are bi- with further 24% sizeable numbers to some major European centres, its a non-Spanish lingual from the rest of of Evangelicals, immigrant population is growing very background. Spain. Jehovah’s rapidly – more than tripling since 2001. • Around 100,000 • 16-17% born Witnesses, have a Latin abroad, tripled since Buddhists and In 2006, Barcelona had almost 250,000 American heritage, 2001 Muslims. foreign-born citizens among its 1.6 million while 40,000 • Largest non- central city population. The city has have an Asian Spanish populations retained its Catalan identity: over 60% of background from Ecuador, Peru, residents were born in Catalonia, 24% Morocco, Colombia from elsewhere in Spain. Over 95% and Argentina. of the population understand Catalan, Proportion of foreign born residents in (2006) three-quarters can speak and read it. London • Nearly a third • Londoners • According to the • Londoners Most new foreign-born residents come of the city’s speak over 300 2001 Census, belong to at from (in order) Ecuador, Peru, Morocco, population is from languages the three largest least 14 different Italy, Colombia, Argentina, Pakistan black, Asian or foreign-born faiths. and China. About half of foreign-born other minority populations in residents are Latin American, and ethnic (BAME) London include other nationalities now have substantial groups. Indians (2.4% of communities in the city. Some 150 the city population), languages are heard on city streets. Irish (2.2%) and Bangladeshis (1.2%).

London

With 7.5 million people and 12.5% of the UK population, London unlike other UK cities: 30.2% of London’s population are non-white ethnic groups (versus 10.5% in the rest of England), 58% of Londoners describe themselves as Christian (versus 72% in England and Wales), and 44% of the city’s residents are aged between 20 and 44 years-old (versus 35% of total UK population).viiiixx Of the 28 UK local authorities described as ‘highly diverse’ by an Office of National Statistics study, 24 are in London.xii

Population Diversity in London (2004)xiii OPENCities Final Report April 2011

PAGE 14 PAGE 15 5. Partners’ experience of the project & lessons learnt

OPENCities shows what can be done at One of the dilemmas that emerges in a - Belfast has highlighted in their LAP Partners greatly valued the opportunity These include; For the competitive cities the partners city level and why it needs to be done network concerned with innovation is the learning gained from particular for shared learning and exchange of report that URBACT OpenCities at that level; it is at the local level that that between best practice or suitable good practice case studies such experience and believe that more time at It has helped them to define and has strengthened collaborative integration happens, or not. Similarly, it practice; inevitably something which as, Düsseldorf’s ‘China Goes Dus’; the Thematic meetings should have been understand what city openness working across departments within is specific localities that become more is not particularly original or innovative, Vienna’s ‘Success Knows No timetabled for exchange of experience means and what strategies are needed local administrations. It has raised or less attractive, where jobs are created might be nonetheless a suitable action Boundaries’ and ‘Start Wein’ case and learning. to improve social and economic awareness of the importance of a and where concrete development to take in a given circumstance, and studies; Dublin’s ‘Migrant Voters conditions locally. cross departmental approach and has occurs. thus the right thing to do. For example Project’ and Bilbao’s ‘On-Line The Local Support Group model was facilitated strengthening mainstreaming using a cultural festival as a means to Multilingual Resource Guide. an innovative concept for many of the It has provided a methodology and of initiatives. This has also been Urbact’s principle of building the project showcase diversity in a positive light is OPENCities partners in that; framework for bringing people together facilitated for some by the active around a Local Support Group conferred not a new idea (despite being a new - Vienna makes reference in their Local both locally and on a transnational engagement of their MA. two essential benefits: betterinformed experience for some places). All the Action Plan to activities and measures For some there was not previously a level. Some partners report that this policymaking and ‘buy in’ (support same, such a festival can, for instance, presented by the partner cities mechanism for city stakeholders to would not have been as successful for an initiative and identification with it) be an effective – and thus valid – way to participating in the thematic URBACT engage in collaborative discussion in locally without URBACT and therefore For example the Vienna LAP reports “As from those concerned. It is just this kind introduce positive contact with cultural network meetings which provided respect to openness and migration would either not have occurred or a result of the project, this orientation is of support from relevant stakeholders difference, particularly for less worldly inspiration for the development of the would have taken a lot longer to to be embedded across administrative that allows a policy to have a real impact sectors of the population. Viennese packages of actions. These For some partners while the concept achieve the results that have been groups on a broad basis in the City and and for actions to be realised effectively. included the Belfast “Migrant Forum”, of collaboration in respect to openness achieved in respect to the formation actions taken are to provide inspiration In some cities the approach was quite The role of the Thematic Expert the Dublin “Migrant Voters Campaign”, and migration was not new, the of the Local Support Group and beyond the project’s term and are to feed new, whereas in others there was already has been critical to the success the “China Competence Centre URBACT OpenCities project facilitated development of the Local Action Plan. into strategy and development processes some related experience that could be of the project. The production of Düsseldorf” and the Düsseldorf “Family better and enhanced collaboration by (in particular, the urban development built upon. Thematic papers introduced partners tutoring” project. a wider range of stakeholders It has facilitated the engagement plan STEP 2015) as well as the design to the important concepts in respect of citizens, stakeholders, political of sectoral policies. Relevant horizontal In terms of involvement, the key learning to the themes of Leadership and - Nitra highlighted the learning they took For the convergence cities migration representatives and local issues, such as non-discrimination and was that more must be done to involve Governance, Integration and Inclusion from Vienna, Belfast and Bilbao in has not been an issue and therefore administrations in raising the equality, mainstreaming of diversity the private sector in any effective and and Internationalisation. These papers general in respect to improving support the introduction of migration as a topic awareness of openness issues and a management and the integration of sustainable openness agenda. Also, in were useful for disseminating learning services for migrants. for discussion between stakeholders commitment to collaborative action to migration and demographic change in carrying out an action the process itself back into the Local Support Groups was a totally new focus for these cities address the issues. the city’s publicised self-image, are to must reflect the values being pursued. for each city. The presentation of case - Poznan highlighted collaborative be sustainably promoted based on the For example, when involving migrants in studies within each of the thematic working with Bilbao and as a result An independent evaluation of the It has made cities more open simply Open Cities agenda. It is only through an initiative are they given a voice and a papers enabled discussion at the of the URBACT OpenCities project OPENCities project has highlighted key through the collaboration of the Local genuine equality of all population groups capacity for decision-making? Is good meetings and facilitated shared learning they are collectively working on the benefits for partner cities as a result of Support group and the development of and firm action against discrimination use made of the talents and skills of and understanding in respect to development of a multi cultural centre their engagement in the OPENCities the Local Action Plan. and racism that Vienna will be able to migrants in the delivery of an action? operationalising OPENCities strategies in Poznan. Thematic Network. become a really “open” city”. and actions. They enabled partners to benchmark their own practice against such case studies. The learning provided through the case studies of other city interventions has been specifically referenced by some of the partners as a key benefit of their engagement in OpenCities. Specifically; OPENCities Final Report April 2011

PAGE 16 PAGE 17 6. Conclusions and Recommendations

For the Convergence cities, their The high level of commitment by URBACT II funding has brought added The following conclusions and inclusion in the URBACT OpenCities Managing Authorities in OPENCities value to the work of each of the cities recommendations are drawn from project has enabled them to influence has been identified as a strength of the in respect to addressing openness. For OPENCities three thematic papers and policy development with their regional project. The role of the MAs has been many of the partners this work would not experience of managing the project. governments. For example, the work fulfilled primarily in respect to; have been delivered in the absence of written by Thematic Expert Greg Clark in Nitra has impacted upon the current URBACT II funding. Each of the partners and from experience of managing the work of the Ministry of the Interior who Participating on the Local Support engaged in the project has developed project. is preparing immigration law for the Groups and inputting to the a Local Action Plan for implementation country. development of the Local Action beyond the lifetime of the URBACT II Plans in terms of advising on funding programme. The issue for the future The work of URBACT OpenCities opportunities both within regional will be the sustained impact of what in Sofia has impacted upon the structural funds programmes has begun as a result of the URBACT II development of the National Strategy and within local economic and programme. In many cities it will be the for Migration, Asylum and Integration regeneration priorities. Council who will have responsibility for (2011-2020) and is specifically quoted overseeing / coordinating implementation in the strategy. The work in Sophia Enabling and facilitating linkages of the LAP and for many of the actions is also considered to be important as between project staff and regional/ they will have a role in resourcing their they prepare for making application to national policy makers to disseminate implementation. become European capital of culture. information resulting from the Sofia’s LAP is an important support project, thus increasing awareness of for their application in demonstrating openness and practical strategies for how they can contribute to ‘’a diverse its application locally and regionally. Europe’’. This will be particularly important for planning of the next round of Structural Funds Programmes. URBACT II funding has brought added value to the work of each of the cities in respect to addressing openness. For many of the partners this work would not have been delivered in the absence of URBACT II funding. OPENCities Final Report April 2011

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6.1 Becoming 6.2 Leadership 6.3 Internationalisation: 6.4 Integration an OPENCity: and Governance: and Inclusion:

Develop an OPENCity Strategy Leadership and governance are a key There can be no ‘one-size-fits-all’ The agenda around diversity, integration OPENCities identifies five significant Success principles and guidelines Partner with Governments and aspect of what enables a city to develop approach to internationalisation and and inclusion is more than a moral groups as key actors in diversity for managing diversity: Voluntary and Private Sector and deliver a positive and practical openness, though OPENCities’ main obligation; it is a business and economic management: Facilitate the Openness Process and agenda about how to be more open to conclusions and recommendations are: imperative. Distinctiveness and difference Types of interventions that make a Institutionalise It international population flows. Without are assets to be leveraged rather than National Government – Sets positive contribution include: Identify and Promote Local such a leadership and governance Internationalisation of a city is a very cost to be mitigated. legislation and policy frameworks Employment and labour market, “International” Assets dimension, initiatives to become long-term process as well as qualification rules and Enterprise and business development, Engage in International Knowledge open cities will be short term and It must be clear what purpose Diversity brings multiple advantages, regulations Childcare and support for the young, Sharing Activities unsustainable. internationalisation is intended to serve such as: City government – Translates national Linguistic diversity and bilingualism The city needs to see policy locally and sets appropriate School and Adult Education, Recommendations: internationalisation as linked to its Add variety and difference to a city’s strategies which link, promote and co- Culture and the celebration of cultural history and DNA existing cultural landscape ordinates existing and future activities. diversity Reconcile national policies and local Thorough assessment of target Bring new skills, ideas and approaches Voluntary and civic sector – Less Trade and minority business growth. approaches markets and international ambitions Reinforce a city’s reputation for formal, culturally sensitive and Be cautious of the impact the media Comprehensive well-planned data tolerance, flexibility, adaptability and grass-roots approach to diversity Ten common lessons drawn on the can have on perceptions collection openness management. successful management of diversity in Balance between indigenous and Removing barriers to short-term and Contribute to the creative, artistic and The private sector – A key player in cities: migrant populations circular mobility entrepreneurial a city’s spirit assurance of equality in procurement Policies, structures and resources Coherence with need for specific kinds Connect a city to international markets and the labour market. i. Focus on the positive contribution to facilitate integration need to be of workers via global social networks. The Media– Plays a key role in telling that international talent and migrants mainstreamed Internationalisation requires a long term positive stories, recognising value and can make to city economies. economic strategy Of the most commonly perceived impacts even in the bad times such as ii. The city must take a leadership role There must be a commitment to challenges associated with diverse recession conditions in managing diversity and inclusion. making sure that the city’s own populations, two issues stand out: iii. Innovation and flexibility is essential established populations succeed and Thus, diversity management is complex to effective service delivery. also benefit Segregation and ghettoisation and needs to be flexible and co- iv. Develop your approach with the Identify and foster niche specialisations Tension, violence or xenophobia ordinated. Integration and inclusion are human-scale at centre-stage. Build a strong, stable business key to the successful management of v. Scale up your successful initiatives. environment diversity – though integration can happen vi. Most initiatives should work on both Engage local stakeholders and and be reflected in numerous ways. sides of the equation. formalise relationships The agenda around vii. International populations require Consolidate the city administration to diversity, integration targeted differentiated approaches. avoid duplication and gain visibility viii. Focus on what will work for the Agree long term funding levels and and inclusion is more than duration of a business cycle. programme durations for attraction a moral obligation; it is a ix. Smart evaluation is needed to policies business and economic enhance effectiveness. imperative. Distinctiveness x. Diversity management can be Internationalisation seems to work addressed indirectly. well when there are leaders who are and difference are assets prepared and able to take charge with to be leveraged rather a long term view. Active collaboration than cost to with national/regional governments and be mitigated. with internationalised firms and other institutions is also essential. OPENCities Final Report April 2011

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7.1.1 Leadership 7.1.2 Integration 7.1.3 7. OPENCities & Governance and Inclusion Internationalisation Activities & Outputs The OPENCities Local Action Plans Research and analysis of immigration Research on integration issues Support for migrant retailers present indicative actions for enhancing Migrant awareness and anti racism Integration and diversity monitoring International business forum openness in respect to improving training for political leaders and local Learning support in schools City promotional activities e.g. Leadership and Governance, Integration administration staff Care for elderly migrants production of a local film to promote and Inclusion and Internationalisation. A Greater engagement and collaboration Neighbourhood development initiatives the city wide number of actions are proposed within and between political, civic for social inclusion and community Identification of barriers that prevent across each of the Local Action Plans. and community leaders, migrant building migrant businesses from accessing Examples of such solutions include: organisations, business communities Intercultural festivals business support services and relevant agencies Youth initiatives Advice, services and further training for Leadership development within Cultural mediators migrant entrepreneurs migrant organisations to enable On line multi lingual information hub Raising public awareness of the them to take action and advocate for Training and capacity building for contribution of migrant entrepreneurs migrant needs advice workers to address migrant to the city’s economy Intensified and clearly visible anti- needs Building greater links between existing discrimination policy Training and capacity building for business support services and Communications initiatives migrant groups to identify, take action migrants Initiatives to improve political and social and advocate for their needs Maximising opportunities to build participation of the migrant population Programmes to increase migrants’ on and establish trade links with the Enhanced networking in the awareness of city’s current and migrant entrepreneurial community, development of proposals to address historical political, social and cultural locally and internationally migrant issues and needs context Support for culture, arts and other Establishment of Integration / Migration Liaison with language class providers events that promote creativity and raise Advisory Council to ensure provision meets the needs the profile of an open city Incentives for diversity-oriented of migrants Shaping an integrated transnational practices within the city administration Work scheme for young non labour market Intercultural accessible services within nationals in co-operation with local the city administration administrations International Migrants’ day Funding for migrants’ associations OPENCities Final Report April 2011

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7.2 Available 7.2.1 Leadership 7.2.2. 7.2.3 Integration 7.2.4 Presentations Outputs and Governance Internationalisation and Inclusion & Reports

Are available to download from the Leadership and Governance Thematic Internationalisation Thematic Paper Integration and Inclusion Thematic Leadership and Governance Thematic OPENCities website: Paper (full & summary versions) (full & summary versions) Paper (full & summary versions) Expert presentation http://urbact.eu/en/projects/human- Integration and Inclusion Thematic capital-entrepreneurship/open-cities/ Leadership and Governance Internationalisation Conference Report Integration and Inclusion Conference Expert presentation our-outputs/ Conference Report June 2009 Dusseldorf November 2009 Report Poznan 2010 Internationalisation Expert presentation Conference Reports on each of the 5 They are also available on CD at request Leadership and Governance Internationalisation Case Studies Integration and Inclusion Thematic Network meetings vai the OPENCities website: Case Studies Bilbao City Council - Case Studies OPENCities newsletters www.opencities.eu/opencities Dublin - Guggenheim ++ Project for Belfast City Council - OPENCities Concept paper Creative Dublin and the Creative showcasing at the Shanghai World A Shared Workplace, A Shared Future. OPENCities Feasibility Study Dublin Alliance Expo 2010 Belfast City Council - Baseline report and summary Auckland - Dusseldorf City Council - Talk-IT Management and procedures manual Committee for Auckland China Goes Dus – Dus Goes China Belfast City Council - OPENCities Managing Authority Report Stuttgart - Poznan City Council - Bilingual Community Safety Advocacy OPENCities Independent Evaluation The Pact For Integration TAIZE European Young Adults Belfast City Council - Toronto - Ecumenical Meeting in Poznan and South Belfast Integration Project Toronto Regional Immigrant Economic Cop 14 Global Climate Change Bilbao City Council - Council (TRIEC) Meeting in Poznan Inter-cultural Social Mediation Service Rotterdam - Sofia City Council - Bilbao City Council - Urban Citizenship in Action Invisible Communities: Being a Peoples of the World Festival Vienna - Foreign Woman Abroad – Gender and Bilbao City Council - Integration and Diversity Policy of the Integration Programme on Women, Health and City of Vienna Vienna City Council - Violence - “Health Agents” Bilbao - Vienna – Success Knows no Dublin City Council - On-Line Multilingual Resource Guide Boundaries – Vienna’s Economy Migrant Voters Project Düsseldorf - Speaks All Languages Düsseldorf City Council - The Family Tutoring Cardiff City Council - Migrant Association Funding Cardiff Bay Regeneration Project – Düsseldorf City Council - International Development through “Respect and Courage” – Intercultural Partnerships Communication Poznan City Council - Project Multicultural – Forum of Poznan’s Foreigners Sofia Municipality - Refugees and public administration Vienna City Council - “Start: Wien” integration Programme OPENCities Final Report April 2011

PAGE 24 PAGE 25 8. Fast 9. 10. Track Label Contact Partners The European Commission has awarded The European OPENCities OPENCities the ‘Fast Track Label’ Lead Partner a specific instrument of the ‘Regions Commission has for Economic Change’ initiative which awarded OPENCities the Frances Dowds aims to get the cities and the managing ‘Fast Track Label’ OPENCities Project Manager authorities of the European Cohesion a specific instrument (Sept 2009-May 2011) Policy’s Operational Programmes of the ‘Regions for working together to enhance the impact Kim Lavery exchange activities have on local level. Economic Change’ OPENCities Project Manager initiative which aims to (May 2011) The OPENCities project strongly [email protected] supports the ‘two-way bridge’ between get the cities and the the thematic networking activities managing authorities of and the mainstream programmes of the European Cohesion OPENCities Lead Expert the structural funds, linking the local, Policy’s Operational Ian Goldring regional and project level. All OPENCities [email protected] partners have sought to establish strong Programmes working working relationships with their managing together to enhance authorities, to maximise their attendance the impact exchange Thematic Expert at thematic meetings and enhance activities have Greg Clark opportunities for future co-operation. on local level. [email protected] OPENCities Final Report April 2011

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Belfast (United Kingdom) Lead Partner

Belfast, the capital city of Northern Local Challenges Contact In recent years, Ireland has an estimated population of migrant workers 268,323 and a population of 650,958 The NI economy has changed beyond Frances Dowds in the wider Belfast Metropolitan recognition in the last decade and OPENCities Project Manager in Northern Ireland have area. Historically, Belfast has been migration is just one of the ways in (Sept 2009-May 2011) made a significant positive a centre for the Irish linen industry, which this can be observed. The contribution to the NI tobacco production, rope-making and region now has one of the UK’s highest Kim Lavery economy, filling labour shipbuilding due to its coastal location concentrations of ‘new’ migrant workers OPENCities Project Manager on the east of Ireland. Today, Belfast from EU countries. The arrival of (May 2011) shortages during a ‘golden remains a centre for industry, as well as economic migrants highlights both the [email protected] era’ for the economy and the arts, higher education and business. increasing attractiveness of NI and a bringing a strong work The city has undergone substantial further normalisation of economic activity Website economic growth in recent years with since political stability was restored. www.belfastcity.gov.uk ethic welcomed by their considerable expansion and regeneration employers. In leading in the city centre. In recent years, migrant workers in Managing Authority the OPENCities project, Northern Ireland have made a significant Department of Finance & Belfast City Council During the economic boom Northern positive contribution to the NI economy, Personnel, European Division, Ireland experienced a surge in the filling labour shortages during a ‘golden Longbridge House, aimed to learn how to number of migrant workers. Until the era’ for the economy and bringing a 20-24 Waring Street, make Belfast a popular recent economic downturn, Belfast strong work ethic welcomed by their Belfast, choice with migrants and was one of the fastest growing employers. In leading the OPENCities BT1 2EB how to educate the local regional economies in the UK. The city project, Belfast City Council aimed to experienced over a decade of sustained learn how to make Belfast a popular population on the investment, economic growth and choice with migrants and how to educate positive effects unemployment reduced to historically the local population on the positive of immigration. low levels. During this period, increased effects of immigration. The OPENCities political and social stability, generous Action Plan has sought to deliver for new European funding support and a and existing inhabitants by encouraging favourable global economy combined understanding and integration through to revive Belfast’s wealth. However with the provision of advice and information; the UK in recession, public opinion and by supporting the development of local access to the labour market has now leadership to strengthen cohesion and changed. integration and by building on Belfast’s international reputation as an ‘OPEN CITY’ welcoming and supporting entrepreneurial activity, creativity and entrepreneurship. OPENCities Final Report April 2011

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Bilbao (Spain)

Bilbao, strategically situated on the Local Challenges The revitalisation process however Contact A city orientated to Bay of Biscay, is located in the middle moved on from the consolidation of a openness will be the of the Atlantic Arc. Its metropolitan wide base of strategic infrastructure Claudia Emmanuel area groups together a population of The transformation of the city has been a to a new phase, in which renewed [email protected] one that, on the one hand one million inhabitants, including its task that requires perseverance, in which social values allow the process to be Fiona Bult will know how to position hinterland, a radius of 400 km, the both citizens and institutions have been completed, placing metropolitan Bilbao [email protected] itself in the new global population included rises to more than completely involved. Different projects, in in the context of the most advanced context, and on the other 16 million people. In recent years, this the hands of prestigious architects, are and competitive European regions. Website city, the business, social and cultural changing the face of the city, turning it Cities have to open themselves up http://www.bilbao.net know how to successfully centre of the Basque Country, has been into one of the leading centres for trade, to the world, becoming a reference combine and integrate immersed in an unprecedented process tourism and culture in Europe. point, putting themselves on the map Managing Authority factors and aspects of transformation and modernisation, in a new internationalised context. In Ministry of economy and finance. which has converted it into a focus point The transformation of the city has been the same way that businesses and Rafael Cortes Sanchez. of this global context. of international interest. The image of a task that has meant perseverance, and the economy have openly promoted Subdirectro Genral de OPENNESS is understood Bilbao known only for its industry, its in which both the citizens and institutions themselves to new markets, cities, as Inspección y Control. as a favourable attitude shipyards and steel mills has been left have been involved. Diverse projects a referent for this economic activity, Paseo de la Castellana 162. and openness towards behind. Following the celebration of the in the hands of prestigious architects have to plan and know how to observe 28071 Madrid. seven hundredth anniversary of the city have changed the face of the city, in this context. The emergence of this other ideas and cultures receiving its founding charter, it burst into transforming it into one of the leading new global concept challenges the that have different ways the new century with the presentation commercial, tourism and cultural centres city to combine its own identity with of living and doing card of culture and infrastructures that in Europe. Prominent among these are: new realities from other contexts, and things, in order to places it among the most advanced of the metro, the Euskalduna Palace, the that have to find a place and integrate European cities as regards services and port expansion, the new airport terminal, themselves in the city and its dynamics. foster creativity. standards of living. the riverfront regeneration and, without A city orientated to openness will be doubt, what caused Bilbao to burst onto the one that, on the one hand will know the international scene and opened the how to position itself in the new global city to the world - the opening of the context, and on the other know how Guggenheim Museum in 1997. to successfully combine and integrate factors and aspects of this global context. OPENNESS is understood as a favourable attitude and openness towards other ideas and cultures that have different ways of living and doing things, in order to foster creativity. Furthermore, Bilbao’s transformation process has been followed by another new phenomenon, which has also affected a great number of European cities, known as INTERNATIONAL IMMIGRATION, which is transforming the social reality of the city. OPENCities Final Report April 2011

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Cardiff (UK)

Brief baseline info on city Local Challenges Through the OPENCities project Contact The city faces Cardiff has explored how the city can a number Cardiff, the capital city of Wales, is home The city faces a number of challenges broaden its international outlook, and Jonathan Day, Principal to 336,200 people, and is the economic and opportunities posed by its how it can become a more attractive Economic & City Strategy Officer, of challenges and driver of a city-region of some 1.4 million increasingly diverse population. Since place to live and work. Cardiff Council opportunities posed by people. The city’s story is one steeped 2005, around 5,000 people have [email protected] its increasingly diverse in migration and internationalisation. The arrived in the city. Over this same The city’s involvement in the project +44 029 2087 2688 population. Since 2005, city experienced massive growth through period, 111 different nationalities has helped to ensure that Cardiff the 19th century and the beginning of the registered for National Insurance remains a vibrant and cosmopolitan Website around 5,000 people 20th century, as it exported the produce purposes in Cardiff, with the greatest capital, helping to attract and retain www.cardiff.gov.uk/opencities have arrived in the city. of the coal and iron industries that numbers coming from India, Poland, a skilled workforce, and promoting www.cardiffproudcapital.co.uk Over this same period, dominated the south Wales economy. Pakistan, Slovak Republic, Spain and an integrated community life that will Much of this growth was made possible France. Recent Annual Population benefit all our citizens. Managing Authority 111 different nationalities by the migrant workers who came to the Survey data suggested that around Mike Pollard, Wales registered for National city. Today Cardiff is one of the fastest 38,700 people, or 12% of the Cardiff European Funding Office Insurance purposes in growing cities in the UK. The city has population, were born outside the UK. http://wefo.wales.gov.uk/ Cardiff, with the greatest recently experienced massive growth in the service sector, with financial services Over its course of development, the numbers coming from and the creative industries sectors in city has benefited significantly from India, Poland, Pakistan, particular epitomising the shift in the welcoming new migrants. As well as Slovak Republic, city’s economic focus. Finance, IT, and the clear economic benefits, migration Spain and France. business activities currently employ has also contributed to Cardiff’s around 50,000 people in Cardiff, around cosmopolitan character. New migrants, a quarter of the city’s workforce. The city however, can also raise issues for also has a young and vibrant population, service provision linked to employment, with around 60,000 undergraduate housing, communications, healthcare students studying in the city-region, and and education. Subsequently, Cardiff a greater proportion of Cardiff’s working Council has recognised that it needs population is qualified to degree level to work with public service providers than any of the English Core Cities. and employers in the city to ensure that newly arrived migrants can integrate with city life. OPENCities Final Report April 2011

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Dublin (Ireland)

Dublin is both the largest city and Local Challenges For those living in the city it is Contact The economic the capital of Ireland. Along with recognised that equality and success and growth the national economy, the city has The city and state are currently diversity are critical dimensions Peter Finnegan, experienced considerable economic experiencing a severe decline of city life. Dublin City Council’s Director, Office of International Relations, the city has experienced growth in recent years and this has in economic growth with an Office for Integration is taking a Research and Special Projects would not have been also resulted in a significant increase unprecedented rise in unemployment pro-active role to lead, facilitate [email protected] possible without the in employment in the city. The city as well as a decline in GDP. In the and support the integration of the contribution of these relies heavily on foreign investment context of this changing environment immigrant population of the city and Managing Authority and has been particularly successful the city is refining its work programme a new awareness is evident in the Derville Brennan, migrant workers. They in developing clusters in ICT, Financial in relation to the open cities project. responses of Local Government, Southern & Eastern have filled skills gaps Services and Life Sciences. The Dublin The focus has been to attract Health, Education, Justice, Tourism, Regional Assembly particularly in hospitality, Region has attracted world class global international populations in specific Sport and Labour Market Services companies including Microsoft, Google, sectors as well as to target international to the needs of a multi-ethnic tourism, health and Photographer Peter Barrow IBM, and Wyeth. students to come to the city. This population. construction industries. has been developed through a newly Dublin’s ability to attract Ireland and Dublin have experienced focused internationalisation agenda for international talent has a rapid increase in the number of the city. migrants over a relatively short period. been one of the key The 2006 National Census shows The economic success and growth factors in attracting the that Dublin City has the highest the city has experienced would not European headquarters concentration of non-nationals have been possible without the of both Google and anywhere in the state, with the figure contribution of these migrant workers. standing at just over 15% of total They have filled skills gaps particularly Facebook to the city. population. in hospitality, tourism, health and construction industries. Dublin’s ability to attract international talent has been one of the key factors in attracting the European headquarters of both Google and Facebook to the city. City Leadership is playing a critical role in ensuring that Dublin maintains its economic position and continues to attract internationally mobile talent. As part of this the Dublin City Manager established a ‘Creative Alliance’, which brings together universities, business and the public sector. This alliance positions the city as a leading centre for the creative knowledge sector. Dublin City Council’s Office of International Relations and Research is supporting the development of an internationalisation and branding strategy for the city, which will build on Dublin’s reputation for openness. OPENCities Final Report April 2011

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Düsseldorf (Germany)

Düsseldorf - capital and political hub Local Challenges Düsseldorf is engaged the globe. In Düsseldorf, integration is Contact of the federal state of North Rhine- within OPENCities for already supported socially, culturally, Westphalia - has over 585,000 Factors like Europeanisation, the following reasons: politically and economically. Based Stefanie Bolten inhabitants and is situated on the River globalisation, technological and on that, we can offer best practice [email protected] Rhine. It has a high population density economic structural changes pose We became part of the project cases for other participants. On with the Rhine-Ruhr metropolitan challenges to cities and change the because we plan and act proactively. the other hand, we can learn from Website area containing over 10 million issues cities need to manage. Among Our aim is to successfully master our international partners. Learning http://www.duesseldorf.de/de/ inhabitants. Düsseldorf is known as the new tasks are cluster management the challenges of the future. Working from best practice is one element of the centre of the German advertising and the introduction of appropriate closely with our project partners, OPENCities. The definition of openness Managing Authority and fashion industries and in the last labour market and employment we are developing new goals and and the development of indicators to Dr Bernd Mielke, few years it has become one of the policies. strategies for openness. Düsseldorf measure openness have created a Ministry of Building and top telecommunications centres in is collaborating on the OPENCities new awareness of migration. From the Transport of the Land Germany. It has around 170 national Project to demonstrate that a diverse project’s perspective diversity is an North Rhine-Westphalia and international financial institutions population is an economic asset. opportunity, as migrants bring in key and about 130 insurance agencies From the project’s skills for the economic development perspective OPENCities also aims to develop and one of the biggest German stock strategies to successfully integrate of the city. Furthermore, demographic exchanges. diversity is an opportunity, international migrants and to remain change needs to be considered. Even as migrants bring in key competitive in a globalised world. though the premises of the different skills for the economic Social aspects are dealt with in cities vary at the beginning of the numerous other projects and are project, common approaches are development not within the scope of the project. possible and helpful. The concepts of the city. Managing migration and integration which are developed during this project is a relevant task for all European support our goals in prosperity and cities. There are successes around support other cities to reach their goals. OPENCities Final Report April 2011

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Nitra (Slovakia)

Nitra is a city in western Slovakia, Local Challenges Contact The degree of situated at the foot of Zobor Mountain racial, ethnic in the Nitra River valley. With a In common with all cities Nitra seeks Mgr. Ing. Miloslava Kollárová population of 85,000, it is the fourth to develop into a prosperous region [email protected] and religious mix may largest city in Slovakia. with a strong international reputation not be very high at Nitra renowned as the country’s earliest by being recognised as an OPEN Website the moment but Nitra political and cultural centre, is now a CITY. The degree of racial, ethnic and www.unsk.sk wants to be ready to modern centre of culture and economy. religious mix may not be very high Nitra region is the largest agricultural at the moment but Nitra wants to be Managing Authority manage the process producer in Slovakia and the second ready to manage the process well. Nitra Ministry of Transport, well. Nitra Region is most important producer of energy Region is the first in Slovakia to tackle Nitra, Slovakia. the first in Slovakia and provider of trading and business the issue of economic migration at a services. regional level and we aim to become to tackle the issue of an inspiration for other regions. The economic migration results from public discussions with at a regional level and national bodies, city and regional we aim to become an administrations, NGOs and migrant communities have been used to inform inspiration for the development of Nitra’s local action other regions. plan. OPENCities Final Report April 2011

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Poznan (Poland)

Pozna is a city in west-central Poland Local Challenges Contact A key challenge with over 567,882 inhabitants (2006). is to positively Located on the Warta River, it is one The City of Pozna suffers mostly from Wojciech Bauer of the oldest cities in Poland, making the constant process of depopulation [email protected] influence Poznan´ it an important historical centre and a in favour of surrounding areas. The residents understanding vibrant centre of trade, industry, and main challenge for Pozna is to stop Website of the benefits a city education. Pozna is Poland’s fifth depopulation and to balance it with an www.poznan.pl gains from being open. largest city and fourth biggest industrial inflow of new citizens. International centre. Investors range from the food migration and city openness are Managing Authority One of the ways this will processing, furniture, automotive and beneficial attributes for an aspiring Aleksandra Fojt, Voivodship be addressed will be transport and logistics industries and modern city concerned with increasing Employment Office, Pozna , Poland. through social events are primarily attracted to the city’s the skills levels of all its citizens in order low labour costs, good road and to make it a more attractive labour and public occasions. railway network and relatively liberal market destination for employers. An important aspect of employment laws. The city is a major our Local Action Plan will financial centre with most important Although Pozna currently has a low be to agree a ‘Strategy Polish and many European banks percentage of foreigners the city fully and insurers located here. From 1921 expects an expansion in economic for Openness’ which will Pozna has been home to the Pozna migrants in the near future. We help to establish Poznan’s´ International Fair. want to be prepared for their active international profile as an participation in all aspects of city life attractive city and a and in mutual cooperation initiatives that will benefit city development. A good place to live. key challenge is to positively influence Pozna residents understanding of the benefits a city gains from being open. One of the ways this will be addressed will be through social events and public occasions. An important aspect of our Local Action Plan will be to agree a ‘Strategy for Openness’ which will help to establish Pozna ’s international profile as an attractive city and a good place to live. OPENCities Final Report April 2011

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Sofia (Bulgaria)

Sofia is one of the oldest cities in Local Challenges Contact In a world of Europe and its history can be traced globalization, cities back some 7000 years. Declared a In a world of globalization, cities play Nadya Nikolova, capital in 1879, Sofia is the largest an increasingly significant role in Director of European Programmes play an increasingly city of the Republic of Bulgaria (BG), guaranteeing sustainable development. and Projects Directorate significant role in with 1.6 million permanent citizens Local economies are turning into a [email protected] guaranteeing sustainable and residents of about 2 million. key mechanism of growth, generating development. Local The territory is 134,185 ha of which economic, social and cultural well- the residential areas are 38.1%, the being for the citizens. Today, the Website economies are turning territories for public servicing are 7.8%, “openness” of cities is an essential www.sofia.bg into a key mechanism and those for business purposes are requirement and sign of a sound civil of growth, generating 13.5%. society that is ready to face the new Managing Authority global challenges. Migration policy is Violetka Doneva, Ministry of Regional economic, social and Sofia produces 33% of the national currently managed at national level but Development and Public Work. cultural well-being GDP which is 69% of the EU average Sofia Municipality is actively developing for the citizens. (expected to become 80% by 2015). the first local strategies and regulations, Unemployment is amongst the lowest based on the needs of a growing in Europe - 1.3%, and due to the 20 population inspired by EU accession universities based in Sofia, almost half and an expected rise in immigration of all employees have been through from the surrounding non-EU countries. higher education. City population, internal migration, and life expectancy have all been on the increase in recent years. OPENCities Final Report April 2011

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Vienna (Austria)

Vienna is the capital of the Republic Local Challenges Local Challenges Contact For effective social of Austria. It is the country’s largest cohesion in an urban city and seat of many international In Vienna, as in every other major Vienna’s LAP consists of measures Clemens HORAK organisations (official UN seat, European city, immigration and diversity and actions in different stages such [email protected] society it is paramount OSCE headquarters). Its 1.7 million form part of everyday life. For effective as ongoing ones, which are to be that politics, administration inhabitants live on an area of 414 social cohesion in an urban society it is intensified and given special visibility, Website and civil society openly square kilometres. About 30% of the paramount that politics, administration existing project ideas, which are to www.wien.gv.at embrace this diversity. population is foreign-born. One third and civil society openly embrace this be fostered by their inclusion, and of Vienna’s entire urban area is made diversity. Immigration and a diverse finally truly innovative projects. The Managing Authority Immigration and a diverse up of conservation areas, protected population contribute significantly to cooperation of representatives of Birgit NIKLES, population contribute landscapes, a national park and similar a city’s economic, social and cultural several administrative groups of Municipal Department 27, significantly to a city’s protection initiatives. Vienna ranks success. Vienna recognises this the Vienna City Administration in EU Strategy and Economic among the cities with the best quality challenge with its policies in the areas working out the LAP underlined the Development Dept, economic, social of life. of diversity and integration, which interdisciplinary character of the subject Vienna. and cultural success. have become indispensable to openly and strongly rooted the OPENCities meeting these urban developments. idea across administrative sections and boundaries. Relevant horizontal issues, such as non-discrimination and equality, mainstreaming of diversity management and the integration of migration and demographic change in the city’s publicised self-image, will be sustainably promoted based on the OPENCities agenda. OPENCities Final Report April 2011

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British Council

Commitments Result Dissemination: via a Dissemination: our portfolio of activities has included an internationally touring British Council portfolio of cultural exhibition (OPENCities Faces), debates, workshops, educational activity, radio and activities in partner cities youth engagement activities, work with Universities and much more. As a cultural relations organisation, and in engaging with the British Council has over 75 years international projects a) Locally, with partner cities: we have organised or co-organised a total of around 100 experience of building trust and for lobbying and activities, engaging over 400 000 people, including educational materials used by 450 understanding worldwide between engagement: Locally, teachers and 4 publications with an outreach of minimum 15000 readers. We have people of different cultures; of with partner cities. More reached 30 000 web visitors and newsletter readers and over 3 million radio listeners. promoting the sharing of knowledge widely within and outside Over 50 collaborating institutions have worked with us locally. and ideas for the benefit of all. We Europe: through our operate in 110 countries worldwide international network b) More widely within and outside Europe: we have engaged with Council of Europe, and this is why we are working in in 110 countries and Maytree Foundation, UNESCO-Habitat, ALF and many others and have closely partnership with city leaders across through links with related to their agendas. We have taken OPENCities as far as China (Shanghai World Europe and beyond to explore how international projects and Expo) and liaised with cities from the 5 continents interested in the theme. To name openness affects the future prosperity partners. only a few, representatives from the following cities have expressed interest in OCs: of cities. The Council initiated the Singapore, Chongqing, Toronto, Johannesburg, Cape Town and many more. Within OPENCities project in 2007 and Europe, outside the Urbact group, we have worked with Newcastle, Edinburgh, has been working on expanding the Nottingham, Manchester, London, Cardiff and Madrid elaborating the OPENCities network of cities since. The British Monitor. Council is incorporated by Royal Creation of the The OPENCities Monitor. We conducted a feasibility study and created a tool that Charter. We are an executive non- OPENCities Index. can help cities become more open and competitive. The tool is interactive and allows departmental public body, a public Investigate whether comparison, favouring collaboration while avoiding negative competition. See below corporation. openness is comparable for more details. internationally and, if so, produce the first OCs Monitor. Long term legacy: Once Long-term legacy: the URBACT project is over, we wish to take it Our plan was to launch and lead on a global OPENCities network but it is difficult forward and continue to foresee the future in current economic downturn. We are confident OPENCities to develop this work in Monitor will survive and continue being used by a growing network of cities worldwide the future within and in the foreseeable future. outside the EU. Our aim is to engage over 100 Our cultural activities will have long term legacy. The OPENCities Monitor is now being cities and to convert taken forward by BAK BASEL in partnership with British Council. OPENCities into an internationally recognised The OPENCities website will continue to provide access to the Monitor and our kite-mark for cities. resource bank beyond URBACT project termination.

We have edited 4 publications with case-studies, highlighting the impact of openness for cities, thematically organised around the concept idea, internationalisation, leadership & management and migration management. These are being used in public libraries and by several Universities.

OPENCities has been presented by UNESCO-Habitat as a model in their publication: “Urban Policies and creative practices for migrants: inclusive cities for all”. OPENCities Final Report April 2011

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OPENCities Monitor and bank Auckland Developed as a working tool, the Local/global challenges of resources for cities Barcelona OPENCities Monitor offers practical Beijing examples and ideas that are successful Joining up is easy, simply access the Contact details of The OPENCities monitor includes Belfast and can easily be adapted and used. monitor at www.opencities.eu fill in the OPENCities Lead 54 internationally comparable Bilbao We have reviewed hundreds of case JOIN US form and we will get in touch Partner Belfast City indicators, aggregated into 11 areas Bucharest studies that can help a city to improve with you. and grouped into three policy themes Buenos Aires its openness. Users can find the case Council (UK) – Internationalisation, Leadership & Cape Town studies related to their search just by The economic downturn is the biggest Governance and Managing Diversity. Cardiff clicking on the corresponding areas of challenge that we face to secure Monitor EU Unit Policy recommendations are provided. Chongqing the graphs generated by the tool. Policy continuity. OPENCities will develop into Development Department The areas are: Dublin makers, researchers and journalists can a quality standard (kite-mark) - a new Cecil Ward Building Düsseldorf use the results to promote investments, marketing tool for cities willing to attract 4-10 Linenhall Street Standard of living Edinburgh develop actions plans and influence international populations and compete Belfast, BT2 8BP Freedom London decisions. globally. Joining this data-set allows Telephone: 028 9027 0640 Barriers of entry Los Angeles usage of the OPENCities kite-mark Quality of living Madrid With the OPENCities Monitor cities can and is a public statement that the city Frances Dowds International presence Manchester gain insight into the various aspects of believes and is willing to work towards OPENCities Project Manager Education New York their openness and inform their future openness. But this will only happen if (Sept 2009-May 2011) International flows Newcastle policies. How welcome is my city to the monitor is self-sustainable (paid by Infrastructure Nitra international populations? Are we cities in it) for a minimum of 2-3 years. Kim Lavery International events Nottingham doing the right efforts to improve the OPENCities Project Manager Migration Poznan infrastructure and legislation? Are we (May 2011) Diversity Actions Sao Paulo hosting more or less international events Contact [email protected] Sofia than similar cities? The data has been collated in 2010, Toronto Carolina Jiménez Year of publication - 2011 using most up-to-date available sources. Vienna The tool is publicly available online, easy [email protected] It currently includes 26 cities from to use & very flexible. different continents. We aim to include Marc Bros the Puechredom 100 cities by 2012. A large number of The economic [email protected] official sources (international, national, regional or city statistics) have been downturn is Website surveyed to collate data, including private the biggest challenge www.opencities.eu and public, national and local data-sets. that we face to secure Monitor continuity. OPENCities will develop into a quality standard (kite-mark) - a new marketing tool for cities willing to attract international populations and compete globally. PAGE 48

URBACT is a European exchange and learning programme promoting sustainable urban development. II

T T It enables cities to work together to develop solutions to

AC major urban challenges, reaffirming the key role they play

URB 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 enables cities to share good practices and lessons learned with all professionals involved in urban policy throughout Europe. URBACT is 300 cities, 29 countries, and 5,000 active participants. URBACT is co-financed by the ERDF Funds and the Member States.

www.urbact.eu/opencities www.opencities.e u

OPENCities is a British Council project funded by URBACT and led by Belfast City Council in collaboration with a network of European cities. The partner cities include Bilbao, Cardiff, Dublin, Düsseldorf, Nitra, Poznan, Sofia and Vienna.