Social Innovation for the Activation and Governance of Urban Green Infrastructure
Social Innovation for the Activation and Governance of Urban Green Infrastructure This document provides some key facts for achieving social innovation in the governance of new urban green infrastructure developed within climate change adaptation/mitigation actions, in the context of the Horizon 2020 project GrowGreen. The author is Jorge Sรกnchez-Cruzado, participating in the project through the European programme Climate-KIC Pioneers. Contact: jorgesanchezcruzado@altekio.es Wroclaw, October 2018. Creative Commons licence CC BY-NC-SA 4.0 (recognition of authorship, noncommercial use and equal sharing). This license allows the copying, public communication, distribution and resuse of the document or part thereof.
Social Innovation for the Activation and Governance of Urban Green Infrastructure
List of Contents ~~ Levels of Urban Naturalization
[4]
~~ Importance of Bottom-up Action to Tackle Climate Change
[5]
~~ Governance of Green Infrastructure: Direct vs. Hybrid Governance Models
[7]
~~ Hybrid Governance of Green Infrastructure
[9]
~~ Activation of Hybrid Governance Models for Green Infrastructure
[10]
~~ Some Key Elements for a Successful Activation of Green Areas
[11]
~~ Social Innovation Labs // Urban Labs
[12]
~~ Examples of Hybrid Governance of Green Infrastructure
[13]
• Green Infrastructure and Biodiversity Plan, City of Madrid
[13] [16] [17] [18] [19] [20] [21]
• ‘Esta es una Plaza’, Madrid, Spain • Equipos de Actuación Distrital (District Action Teams), Madrid, Spain • Viver Telheiras, Lisbon, Portugal • Social Garden Trafostacja Sztuki, Szczecin, Poland • Open Gardens in Gdynia, Poland • Social Garden ‘Poziomkowa Polana’, Krákow, Poland
~~ List of References
[22]
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Social Innovation for the Activation and Governance of Urban Green Infrastructure
Levels of Urban Naturalization Why? The final goal of the implementation of green infrastructure with Nature-based solutions is to improve ecosystem services within the urban environment, what is called ‘naturalization’ of the city.
How can we boost naturalization of the city? ~~ 3 interconnected levels. ~~ Working on the lower levels can be a catalyzer for higher levels.
STRUCTURAL / LANDSCAPE LEVEL • Interventions and planning on the physical space and mechanisms to make them possible.
ORGANIZATIONAL / RELATIONAL LEVEL • Social structures, how to relate and cooperate to make things possible and how these relations or activities impact on the environment.
PERSONAL LEVEL • Our relation to Nature (inside or outside urban landscapes). Our level of awareness about the relation of our activities and the natural environment and the impact of our daily and consumption habits. 4
Social Innovation for the Activation and Governance of Urban Green Infrastructure
Importance of Bottom-up Action to Tackle Climate Change European Economic and Social Committee: Boosting climate actions by non-state actors.
Adopted on the 15/02/2018.
1.1. The shift towards a low-carbon and climate-resilient economy has been driven to a great extent by bottom-up initiatives led by citizens, innovatibe businesses and various civil society stakeholders, collectively referred to as non-state and sub-national actors. 1.2. These actors can make vital contributions to speeding up both low-carbon development and sustainable development. Immediate non-state action lowers the cost of the low-carbon transition and also alleviates the immediate impact of climate change that is already taking place. 1.11 The EESC proposes that the purpose of the dialogue should be not only to highlight and showcase actions, but also to respond to de needs of non-state actors by inspiring new partnerships among state and non-state actors; facilitating peer learning, training and advice sharing among non-state actors; and facilitating access to finance. 1.15 Through such a dialogue, EESC expects to significantly empower all non-state actors -businesses, including SMEs, social enterprises and cooperatives, civil society groups, communities, as well as local and regional authorities and other relevant stakeholders-, so that they can make a real and tangible contribution to addressing climate change. 2.3. The shift towards a low-carbon and climate-resilient economy has been driven by bottom-up initiatives led by citizens, local authorities, consumers and innovative enterprises. However, their further progress is often hampered by administrative and regulatory barriers, lack of appropriate consultation mechanisms and inappropriate financial procedures. 6. Functions of the proposed European Dialogue on Non-State Climate Action. 6.4 Improving and enhancing governance. [...] A EDNSCL should collect feedback on an ongoing basis and address challenges with public authorities, in order to progressively build an enabling governance environment for bottom-up climate action. 5
Social Innovation for the Activation and Governance of Urban Green Infrastructure
Importance of Bottom-up Action to Tackle Climate Change Council of the European Union: Council conclusions on climate change diplomacy. 26/02/2018. 12. The EU [...] stresses the role to be played by local communities in tackling the range of challenges associated with climate change. 15. Underlines the important role non-state actors play in climate action. Reiterates the commitment of the EU to reaching out to relevant non-state actors, including civil society, the private sector and local and regional governments.
Council of the European Union: Council conclusions on climate change diplomacy. 26/02/2018. “We need to draw on expertise from multiple stakeholders, including actors from the private and public sectors. To achieve more systemic urban governance, it is important to use a multi-stakeholder approach. This acknowledges how the individuals, organisations and governments, in interaction with others, play a pivotal role in identifying new ways, innovations and knowledge for better cities.”
“Technology alone won’t help us get to 1.5ºC so the task now is to bring the message that communities, in collaboration with municipalities an others, play a vital role in the transformation to social justice, well-being and a zero-carbon society” Eamon O’Hara, Ecolise Executive Director.
“Without action by citizens, communities, municipalities, businesses and other groups of civil society, we will simply not be able to meet the objectives of the Paris Agreement.” Brenda King, Sustainable Development Observatory of the European Economic and Social Committee
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Social Innovation for the Activation and Governance of Urban Green Infrastructure
Governance of Green Infrastructure: Direct vs. Hybrid Governance Models
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RESEARCH & EVALUATION
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MUNICIPALITY
MUNICIPALITY
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SOCIAL ORGS.
ADAPTATIVE CO-DESIGN
RESEARCH & EVALUATION CO-DEVELOPMENT
CO-MAINTENANCE
GREEN INFRST.
GREEN INFRST.
Source: own design.
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Social Innovation for the Activation and Governance of Urban Green Infrastructure
Governance of Green Infrastructure: Direct vs. Hybrid Governance Models OPPORTUNITIES
Direct Governance
Hybrid Governance “We need to draw on expertise from multiple stakeholders, including actors from the private and public sectors. To achieve more systemic urban governance, it is important to use a multi-stakeholder approach. This acknowledges how the individuals, organisations and governments, in interaction with others, play a pivotal role in identifying new ways, innovations and knowledge for better cities.” Nature-Based Solutions & Re-Naturing Cities. European Commission. [10]
• More control over the green area elements. • Selection of maintenance companies and equipments.
RISKS • Lack of resources for management. • Low activation of the area. • Low citizen participation. • Risks on outsourcing maintenance services. • Subcontracted companies interested in their benefits more than in the common good.
Public-Social Alliance • Increased citizen participation. • Better maintenance. • Generation of social integration jobs. • Green area more active and alive. • Increased citizen awareness and responsibility. • Citizen capacity building. • Increase trust among citizens and authorities.
• Inappropriate maintenance. • Dependency on volunteering and citizen organizations. • Untrust due to lack of transparency.
Public-Private Alliance • Increased funding for maintenance and development. • Technical advice. • More innovation.
• Social discomfort with the companies and private funding.
Science-Practice Alliance • Better monitoring and evaluation, more quality and reliability. • Increased knowledge about green infrastructure. • Technical advice. • More innovation.
• Slow work times and results.
Source: own design.
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Social Innovation for the Activation and Governance of Urban Green Infrastructure
Hybrid Governance of Green Infrastructure Some basic recommendations for a successful hybrid governance
“Public participation in the full process of NBS planning has been evidenced to improve public support and acceptance of sustainability interventions; it can provide leverage for sustainability transformations.”
~~ Build trust. Trust is the base for a successful participation in a governance system. ~~ Clarify responsibility and have a good coordination and communication. Basic for the success of the governance model, otherwhise it can lead to diffusion of responsibility and blurring of authority.
Raven, R, et al. (2018)
Hybrid Governance promotes [9]
~~ Align with the interests and capacity of stakeholders. ~~ Generate co-responsibility. Giving authority to the partners increase their feeling for being responsible and, thus, for taking care of the elements under management. ~~ Difference between technical and voluntary management. Important to set which type of interventions need to be done by municipal or externalized technical services or can be done by local volunteers. ~~ Stablish management quality standards. ~~ Explore the role of the Municipality: from regulators to facilitators and innovators.
• • • • • • • •
Commitment. Trust building. Mutual learning and knowledge exchange. Negotiation of dissimilar viewpoints. Experimentation. Shared visioning. Enlarges capacity to attract funding. Improves success rates of NBS implementation.
Sources: [1], [6], [9]
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Social Innovation for the Activation and Governance of Urban Green Infrastructure
Activation of Hybrid Governance Models for Green Infrastructure CO-DESIGNING
1
Co-design green areas considering the neighbors opinion and needs. Organize UrbanLabs (inspired on InnovationLabs) for creative thinking. Integrate a range of different spaces in the area (ecosystem services, playgrounds, sports, art, relax, etc.)
MAPPING THE TALENTS
2
Map the neighborhood or community ‘talents’ (professions, artists, musicians, youth activities, etc.) that can participate actively and contribute to the well-being and activation of the green area.
3
EMPOWERING
Run a capacity building programme, based on social innovation, to strengthen social structure supporting the development of local/ neightbor associations.
4
CO-PLANNING
Co-design a governance/management plan. Some basic contents it should have are: • Organization chart. • Management goals and quality requirements. • Roles and responsibilities for each partner. Participation ways. • Types of decissions: strategical, tactical and organisational, and which partner is responsible for each type.
5 How could a process for strengthening social structures towards green infrastructure co-management be?
• Decission-making processes. • Conflict resolution processes. • Types of activities that can be done. • Management program (tasks and calendar) for the different elements. • Budgeting and financing.
SOURCING
Try to find some private or social alliances that can help you providing resources (funding, technical, materials, labour)
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ACTIVATING
Start promoting the organization of activities in the green areas.
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FOLLOWING
Follow up, evaluate and learn from the activation process, evaluate and learn.
Source: own design.
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Social Innovation for the Activation and Governance of Urban Green Infrastructure
Some Key Elements for a Successful Activation of Green Areas
Source: own design based on refs. [1] [2] [3] [4] and personal experience.
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Social Innovation for the Activation and Governance of Urban Green Infrastructure
Social Innovation Labs // Urban Labs What are Social Innovation Labs? Some useful methodologies
Multi-stakeholder workshops for:
• Networking • Creativity • Envisioning a common future
• Co-design • Strategic planning • Drawing action routes
Meeting the people
Networking
Know who is there, what organizations, institutions, interested participants, etc. Create new relations or strengthens existing ones.
Analyzing the situation
Appreciative Inquiry
Realize the positive aspects that exist already and can help in your strategy: networks, talents, social structures, green elements, resources, etc.
Envisioning the future
Future Scenarios
Imagine a desired future where the needs of the participants are addressed and sustainability goals are achieved.
Drawing the roadmap
Backcasting
From that desired future, think backwards how could be the path to get there, define the steps in a timeline.
Strategic planning
Action Plan
Define how will you follow the steps, what actions need to be done to get there, who is going to do them, what resoureces are needed, etc.
Participative design
Design Thinking Prototyping
Foster creativity with methodologies that help you to come ‘out of the box’ and design the actions that will bring you to the desired future.
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Social Innovation for the Activation and Governance of Urban Green Infrastructure
Examples of Hybrid Governance of Green Infrastructure Green Infrastructure and Biodiversity Plan, City of Madrid, Spain
CHALLENGE 5: Implement in the municipal management processes that promote participation and citizen involvement in the development of green infrastructure of the city. CHALLENGE 6: Improve citizen awareness of the municipal management of green infrastructure and transfer the concept of ‘corresponsibility’ among the citizens. Pictures: Programa Madrid+Natural
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Social Innovation for the Activation and Governance of Urban Green Infrastructure
Examples of Hybrid Governance of Green Infrastructure Green Infrastructure and Biodiversity Plan, City of Madrid, Spain CHALLENGE 5: Implement in the municipal management processes that promote participation and citizen involvement in the development of green infrastructure of the city. STRATEGIC GOALS A. Consider citizen participation as a key actor in urban green infrastructure management. B. Encourage the involvement of citizens in the care and proper use of green areas and urban trees and in the conservation and improvement of biodiversity. C. Promote actions and agreements with private entities and citizens that favor the naturalization of spaces that can help consolidate the green infrastructure. D. Consolidate existing communication channels with neighborhood associations, environmental defense associations, professional associations and other key agents. ACTION LINES 1. Encourage the use of participatory spaces, both in person and online, to integrate the concerns, interests into the decision-making process and motivations of citizenship. 2. Establish participation methodologies, together with the districts, that favor the resolution of problems regarding uses, management and performances. 3. Promote public-private collaboration with associations, companies or public entities to promote good use and enjoyment of the zones green. 4. Encourage citizen science initiatives for monitoring and conservation of biodiversity. 5. Continue with the development of the municipal ‘Program of Urban Community Gardens’ and design and implement a new gardening program for community backyards. 6. Facilitate use assignment with social organizations and/or for the maintenance and dynamization of urban voids. 14
Social Innovation for the Activation and Governance of Urban Green Infrastructure
Examples of Hybrid Governance of Green Infrastructure Green Infrastructure and Biodiversity Plan, City of Madrid, Spain CHALLENGE 6: Improve citizen awareness of the municipal management of green infrastructure and transfer the concept of ‘corresponsibility’ among the citizens. STRATEGIC GOALS A. Promote the value of green spaces (environmental and social). B. Communicate and disseminate the concept of “Green Infrastructure” and the need to promote it in the city. C. Communicate and disseminate the foundations of “urban arboriculture”, its importance and its involvement in municipal management. D. Promote the communication of actions and measures in the environmental area, integrating in the technical services personnel specifically trained for this purpose. ACTION LINES 1. Explain the importance of green spaces as part of the “Ecosystem” or the habitats of the city 2. Streamline citizen demand management systems 3. Communicate the difference between “naturalization of green spaces” and “abandonment and absence of conservation” 4. Design computer applications that provide information on green areas, urban trees and biodiversity in the environment (interactive guides, neighborhood guides, etc.) 5. Promote knowledge of green infrastructure in schools and institutes 6. Reinforcement and extension of the team specialized in communication and dissemination within the Environment Area, which disseminates the actions and their justification 15
Social Innovation for the Activation and Governance of Urban Green Infrastructure
Examples of Hybrid Governance of Green Infrastructure ‘Esta es una plaza’, Madrid, Spain
~~ Use assignment for neighborhood citizen associations.
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Social Innovation for the Activation and Governance of Urban Green Infrastructure
Examples of Hybrid Governance of Green Infrastructure Equipos de Actuación Distrital (District Action Teams), Madrid, Spain
Source: diario.madrid.es
Source: gacetinmadrid.com
~~ Social employment programme. ~~ Public-social alliance with the network of associations: ‘Plena Inclusión’ (meaning ‘Full Inclusion’) ~~ Cooperation between work teams and municipal technical services.
Source: madriddiario.es
Source: Aeropuerto Participa
Source: gacetaslocales.com
Source: diario.madrid.es
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Social Innovation for the Activation and Governance of Urban Green Infrastructure
Examples of Hybrid Governance of Green Infrastructure Viver Telheiras, Lisbon, Portugal
Viver Telheiras, Portugal, is a convergence centre that grew out of a Transition Initiative and resident’s association. It has now become a platform where a coalition involving the local authority, NGOs businesses, schools and stakeholders are co-creating a vision for the neighborhood, designing, implementing and evaluating their collective actions.
Source: ECOLISE
Source: europa.eu
Source: PĂşblico
Source: wikipedia
Source: Viver Telherias
Source: Viver Telherias
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Social Innovation for the Activation and Governance of Urban Green Infrastructure
Examples of Hybrid Governance of Green Infrastructure Social Garden of Culture Trafostacji Sztuki, Szczecin, Poland ~~ Development of a vacant plot to create a social garden. ~~ Objective: create a social garden where citizens can grow vegetables, plant flowers and participate in a number of thematic workshops and cultural events. ~~ Management led by non-governmental actors: ‘Fundacja Na Odrze’ Source: Naturvation Project
“The Neighborhood Garden of Culture is open. A beautiful meeting place.” Picture: Naturvation
Pictures: GS24.pl
“The empty plot at the Trafostacja Sztuki transformed into a beautiful garden. It is a social initiative, thanks to which the empty area turned into a meeting place for residents and a square where you can come with children.” Source: GS24.pl
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Social Innovation for the Activation and Governance of Urban Green Infrastructure
Examples of Hybrid Governance of Green Infrastructure Open Gardens in Gdynia, Poland
~~ Coalition of the local government, NGO (Food Bank in TriCity) and business (Target company). ~~ Ecologic (planting), agricultural (vegetable and herbs garden), social (community integration) and educational (workshops) purposes. ~~ Co-managed by local community with help of a gardener and an animator. Source: Naturvation Project
“The innovative Gdynia Open Gardens project is starting” “What can business cooperation, state administration and non-governmental organizations bring? How to combine innovation with helpfulness?”
Picture: trojmiasto.pl
Picture: Naturvation
Source: Gardenia.mtp.pl
Picture: trojmiasto.pl
Picture: trojmiasto.pl
Picture: trojmiasto.pl
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Social Innovation for the Activation and Governance of Urban Green Infrastructure
Examples of Hybrid Governance of Green Infrastructure Social Garden ‘Poziomkowa Polana’, Krákow, Poland ~~ Socio-ecological initiative implemented by an association of cultural institutions, NGOs, artists’ groups, landscape architects, social activists, cultural animators and artistic handicraft instructors together with volunteers and local residents. Source: Naturvation Project
Pictures: Facebook Ogród społeczny Poziomkowa Polana
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Social Innovation for the Activation and Governance of Urban Green Infrastructure
List of references [1] Recommendations for interventions in public areas. UBANBAT. Bilbao 2017. [2]Center for Urban Pedagogy [3] How to: activate your plaza. Downtown Austin Alliance. [4] Activating Public Spaces. International Downtown Association, 2016. [5] Naturvation Project [6] ECOLISE Network [7] Ayuntamiento de Madrid [8] Viver Telheiras [9] Raven, R. et al. (2018). Nature-Based Innovation Systems: Introducing a framework to analyse the innovation pathways of nature-based solutions. 9th International Sustainability Transitions Conference, Manchester, UK. [10] Towards an EU Research and Innovation policy agenda for Nature-Based Solutions & Re-Naturing Cities. Final Report of the Horizon 2020 Expert Group. European Commission.
Picture: Sociaalweb.nl
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Social Innovation for the Activation and Governance of Urban Green Infrastructure