Preliminary Resilience Assessment - Thessaloniki by Resilience Thessaloniki

Thessaloniki

Preliminary Resilience Assessment June 2016

“Urban resilience is the capacity of individuals, communities, businesses and systems within a city to survive, adapt and grow no matter what chronic stresses and acute shocks they experience” - 100 Resilient Cities pioneered by the Rockefeller Foundation

“For Thessaloniki, resilience is about creating a thriving, resourceful, and equitable city that ensures the safety and well-being of our citizens, strengthens our local economy and protects our natural resources.” - Yiannis Boutaris, Mayor of Thessaloniki

Table of Contents 6

1. Introduction

1.1 About 100 Resilient Cities

1.2 Background

1.3 Purpose and Objectives 1.4 Resilience Strategy Development Process

2. Thessaloniki: A City in Transformation

2.1 Thessaloniki Resilience Timeline

2.2 People and Economy

2.3 Territorial Cohesion

2.4 Society and Culture

2.5 Entrepreneurship & Business

2.6 Basic Infrastructure

2.7 Climate and Urban Environment

2.8 Urban Governance Structure

2.9 Current Strategies, Plans and Development Frameworks

3. Resilience Diagnostics

3.1 Designing an innovative engagement process

3.2 What we are doing...

3.3 Towards a Metropolitan Approach

3.4 What we think we are doing...

3.5 Thessalonikiâ&#x20AC;&#x2122;s Assets and Risks

3.6 Stresses, Trends and Scenarios

3.7 Primary Shocks and Stresses for Thessaloniki

4. Discovery Areas

4.1 Discovery Area 1: Thermaikos Bay

4.2 Discovery Area 2: Creating an Ecosystem that enables Human Talent

4.3 Discovery Area 3: Co- ownership of Public Space

4.4 Mobility as a Driver for Change

4.5 Data Empowered City

5. Synergies

6. Acknowledgements

7. Resilient Thessaloniki Office

Introduction

1.1 About 100 Resilient Cities 100 Resilient Cities - Pioneered by the Rockefeller Foundation (100RC) is dedicated to helping cities around the world become more resilient to the physical, social and economic challenges that are a growing part of the 21st century. 100RC supports the adoption and incorporation of a view of resilience that includes not just the shocks – earthquakes, fires, floods, etc. – but also the stresses that weaken the fabric of a city on a day to day or cyclical basis. By addressing both its shocks and stresses, a city becomes more able to respond to adverse events, and is overall better able to deliver basic functions in both good times and bad, to all populations. Cities in the 100RC network are provided with the resources necessary to develop a roadmap to resilience along four main pathways: 1. Financial and logistical guidance for establishing an innovative new position in city government: a Chief Resilience Officer and a Resilience Office who will lead the city’s resilience efforts; 2. Expert support for development of a robust resilience strategy; 3. Access to solutions, service providers, and partners from the private, public and non government organization (NGO) sectors who can help them develop and implement their resilience strategies; 4. Membership in a global network of member cities who can learn from and help each other. Through these actions, 100RC aims not only to help individual cities become more resilient, but to facilitate the building of a global practice of resilience among governments, NGOs, the private sector, and individual citizens.

1.2 Background Thessaloniki was selected in 2014 with the second cohort of cities to be part of the 100 Resilient CIties (100RC) network. The City needs to undertake a number of activities to establish the foundation and future direction of its resilience strategy. One of these activities is the Preliminary Resilience Assessment (PRA).

1.3 Purpose and Objectives This Preliminary Resilience Assessment is a critical first marker on the road to a collaborative and effective strategy to improve Thessaloniki’s resilience. This document:

•

Describes the significant work completed to date to build a baseline of facts and deepen our understanding of Thessaloniki’s key resilience challenges, approaches and opportunities now and into the future.

•

Outlines recommended Discovery Areas - thematic areas around which deeper analysis and broader engagement will be undertaken. These Discovery Areas have been informed by consultation with leaders in the government, academic, business, infrastructure, emergency management, environment, community and health sectors.

•

Describes the next steps that will be undertaken to develop a final Thessaloniki Resilience Strategy.

Introduction

1.4 Resilience Strategy Development Process •

Phase 1 is the phase to prepare and understand the resilience issues in Thessaloniki. The end result of this phase is the initial resilient assessment (PRA/Preliminary Resilience Assessment) and Discovery Areas to be further explored.

•

Phase 2 is the formulation phase of the city resilience strategy including fields of opportunity and initiatives based on Discovery Areas determined in phase 1.

•

Phase 3 is the implementation phase for practicing and building resilience through the city resilience strategy and action plan.

This report summarizes the methodology and key findings from each stage of the PRA process, including the themes and Discovery Areas. The stages of the PRA process include: •

A city profile with contextual information to determine the City’s powers to take action on building resilience.

•

An analysis of actions and plans currently underway in Thessaloniki. The analysis helped to identify efforts by the Municipality, academia, civil society groups and other partners.

•

A gathering of perceptions of Thessaloniki’s’ strengths and weaknesses from a broad range of stakeholders and citizens during a series of engagement activities.

•

A preliminary asset scan, to identify the significant assets that exist in Thessaloniki, which contribute to the City’s physical, economic and social resilience.

•

A review of shocks and stresses, to identify the most significant shocks and stresses that affect Thessaloniki today, or which are anticipated to affect Thessaloniki in the future. By aggregating shocks and stresses with assets, it was possible to identify the scale of possible consequences that could occur in relation to the City’s drivers for resilience.

•

The analysis of these deliverables is presented here, using the city resilience framework (CRF, Arup/ Rockefeller Foundation, 2014). This is a common framework for all cities to understand their key resilience challenges, the ‘gaps’ in capacity which they may wish to address, and the opportunities to build on existing action and enhance their resilience in key areas. 7

A City in Transformation

Thessaloniki: A City In Transformation

The City Resilience Framework

Thessaloniki: A City In Transformation

2. Thessaloniki: A City in Transformation Thessaloniki is a second-tier city just like Barcelona, Munich and Lyon. While they differ in many respects, second tier cities can play comparable national economic roles. Their key drivers are innovation, economic diversity, skills and human capital, connectivity, place quality, and strategic governance capacity. Thessaloniki is a midsize port city situated in northern Greece, on Thermaikos Bay, part of the Aegean Sea. The population of the municipality is 324,766 people (2011 census) while the metropolitan area hosts approximately 1.12 million. Thessaloniki is considered to directly influence the whole region of Central Macedonia, an area of 1.9 million inhabitants (2011 census). The city is in close distance to the Greek land borders with the Republic of Albania to the northwest, the Former Yugoslav Republic of Macedonia and Republic of Bulgaria to the north and 340 km from the Republic of Turkey to the east. The city historically holds strong cultural and economic ties with its neighboring countries located in Southeastern Europe and the Mediterranean. The city has a 2,300 year history. Inhabited continuously since 315 BC, it has been part of the Hellenistic, Roman, Byzantine and Ottoman empires and had a strong Jewish history, leaving it with a multicultural character. It is named after the wife of King Cassander of Macedon, the city’s founder, and sister of Alexander the Great. During the Byzantine Empire, Thessaloniki was considered the second most important city after Constantinople (Istanbul), both in terms of wealth and size. Residents have lived through numerous invasions, natural disasters, and rapid population changes. After its independence in 1912, the city experienced a fire that destroyed much of the city center, a major earthquake, resettlement of hundreds of thousands of refugees from Asia Minor, the loss of almost its entire Jewish population and more, outlined in the Resilience Timeline below. Today, Thessaloniki is a multicultural, historical and lively city, with growing tourism and international ties, and a transformation taking place in terms of economy, society and civic life. It is regarded as the gastronomic capital of Greece, with famous restaurants and many local specialties. It is renowned for its nightlife, and has been rated as the top midsize European city in the “Human Capital and Lifestyle” index of the Financial Times’ “fDi European Cities & Regions of the Future 2014/15”. The city reconnected with its waterfront through the major development of a fully accessible waterfront completed in 2014. At five kilometres, it is the longest developed waterfront in Southeastern Europe, hosting numerous parks and recreational areas, as well as events and public activities. As the largest university town in Greece, Thessaloniki is a youth city, with active academic research and popular nightlife. The city hosts approximately 150,000 students each year, through four public academic institutions, several private colleges, and numerous vocational training colleges. Thessaloniki was awarded the European Youth Capital title in 2014.

Thessaloniki: A City In Transformation

2.1 Thessaloniki Resilience Timeline Thessaloniki Resilience Timeline Major shocks in modern history 1912

1917

1922

1943

Effects and Impacts

Lessons Learned and City Response

The Big Fire

Destroyed the historical center of the city

A modern city center was designed by planner Ernest Hebrard, based on the newest planning methods, eliminating its â&#x20AC;&#x153;orientalâ&#x20AC;? feeling

130,000 refugees from Asia Minor settled in Thessaloniki

The city doubled in size within 6 months. The refugee flow influenced the residential development of the city

Housing Methods adopted: 1. Giving building materials to the refugees with construction skills 2. Granting interest-free loans 3. Installing prefabricated huts 4. Construction bidding for settlements

50,000 Greek Jews were sent to concentration camps

The Jewish community constituted 20% of the population in 1940

In 2013, after 70 years the city aknowledged its past and organized the first commemorations for the victims of the Holocaust

New Building Legislation

New building ordinances allowed intense building development that led to high densities and extended urban sprawl.

The municipality has to make extensive expropriations of high cost to provide adequate public space and new social structures (ie. schools) to its citizens.

Major Earthquake

It was the first large earthquake to hit an urban center in Greece. The response addressed immediate problems but also became a catalyst for radical changes in earthquake policy

New Policies: - A post-earthquake action plan was institutionalized -New administrative bodies were created for the aftershock management. - A new anti-seismic regulation came into effect in 1984

Industrial Accident in the Oil Refinery

More than 14,957 cubic meters of crude oil burned. The total cost of the disaster was estimated at $22 mil, while there were many implications for agriculture and local economy.

The accident led to the modernization of the national institutional framework for industrial accidents prevention. However there are still issues of poor implementation

The fist Austerity Measures were implemented

The municipal budget dropped by 60%

The city increased its spending in social services by creating within 4 years a network of social services to fight poverty through collaborations, external funding and efficient management.

Creation of the first camp for refugees from the Middle East

Around 10,000 refugees are hosted in camps in the region around Thessaloniki

In response, the city: - created an integrated action plan - mobilized volunteers - collaborated with international organizations for housing - promoted multi-stakeholder synergies

The Liberation of Thessaloniki

1956

1978

1986

2010

2016

2030

Securing the resilient future of the city Population movement

Big hazards

Policies

Thessaloniki: A City In Transformation

Thessalonikiâ&#x20AC;&#x2122;s Metropolitan Region Map

Delta Wetlands Seih Sou Forest

Thessaloniki: A City In Transformation

2.2 People and Economy The region’s biggest demographic challenge is its aging population, mainly due to a low birth rate. Over the last decade (2005-2014), the “over 65 years old” age group increased both in terms of actual size (from 169,000 in 2005 to 207,000 in 2014) as well as in the percentage of the total population (15.2% in 2005 to 18.4% in 2014) (Source: Eurostat). At the same time, the Municipality of Thessaloniki experienced a decrease of 13.5% in its population from 2001 (375,276) to 2011 (324,766). It is estimated that many of the citizens who left the Municipality of Thessaloniki during this decade moved to the suburban areas of the Metropolitan Region, as neighbouring municipality populations rose slightly (Source: Municipalities in numbers, Athens, May, 2013). The area is now beginning to host refugees from Syria and other countries, and this is expected to have an impact on demographics and communities. In t h e Metropolitan Region you th an d elderly are equ al

Ageing Ratio

In Thessaloniki the ratio between elderly >65 and children <15 is 2:1 Municipality of Thessalo nik i 200%

134 ,4 % Europe 28

119,8% 102%

Municipality of Kordelio - E vo s m o s

M. Ko rde l i o-Evosmos

Source: EL STAT

M. The ssaloniki

Me tropol i tan The ssl aoni ki

M . K o r d eli o - E vos mos

M e t r op ol i ta n T h es s l a on i k i

M . T he ss a l on i k i

Gre e ce

57%

Metropolitan Region

Source: ELSTAT

A g e G Groups r o u p s M e tMetropolitan r o p o l i t an Di s t r i bDistribution* u t i on * Age * The map is based on the responses from 10 out of 12 Municipalities participating in the Metropolitan Development Agency of Thessaloniki. 0 -1 4

M uni c i p a l i ty w i th th e hi g hes t r a te

1 5 -29

30- 54

55- 6 4

6 5<

2 0 % in T he rm i

38% in Ore ok as tro

4 2,6% i n Kord el i o - E vos mos

12,79% i n A mp el ok i p i M en emen i

21,23 % i n Th es s a l on i k i

M uni c i pa l i ty o f The ssa l o n i k i R a te

10 ,36% in T he s s alonik i

2 2 ,9% in T he s s alonik i

3 3 ,3 6% i n Th es s a l on i k i

12,15 % i n Th es s a l on i k i

21,23 % i n Th es s a l on i k i

M uni c i p a l i ty with th e l owes t r a te

10 ,36% in T he s s alonik i

16,36% in Kalam aria

3 2,9% i n O reok a s tro

8 ,72% i n Kord el i o -E vos mos

8 ,94 % i n O reok a s tro

* T h e r a tes c onc ern t he di st ri but i on i n eac h M uni c i pal i t y’ s popu la t io n a n d a re ba s ed o n t h e res po n s es pro v ided by t h e 1 0 o u t o f 1 2 M u n ic ipa liti e s p a r ti c i pat i ng i n t he M . D . A . T. surv eys So u rc e: E LSTAT

Source: ELSTAT

Thessaloniki: A City In Transformation

Population, Metropolitan Region* 2011

400.000

* The map is showing the 10 out of 12 Municipalities participating in the M.D.A.T. survey

Residents of the Municipality

> 2 00.000 r e si d e n t s

350.000

of Thessaloniki = 3x

100.000- 2 0 0 . 0 0 0 re si d e n t s 9 0.000- 100 . 0 0 0 re si d e n t s

M unic ipa lit y of Thessa lonik i: next t heResidents s t r o n g e s t of m etthe r opolit a n most inf lu e n c e

300.000

populated Municipality of the Metropolitan Region

5 6 .000- 90.0 0 0 re si d e n t s 4 6.000- 5 5 .0 0 0 re si d e n t s

250.000

> 4 6.000 r e si d e n t s 4

200.000 2

9 1

1 50.000

1 00.000

50.000 10

1. Municipalit y of Thessaloni ki 2. Municipalit y of Neapoli-Syki es 3. Municipalit y of Ampeloki pi - Menemeni 4. Municipalit y of Kordelio-Evosmos 5. Municipalit y of Pavlos Mel as 6. Municipalit y of Kalamaria 7. Municipalit y of Pylaia - Chorti ati s 8. Municipalit y of Oreokastro 9. Municipalit y of Delt a 10. Municipalit y of Thermi

Population changes, Metropolitan Region* 1981-2011, Projections to 2021 *Data is based on the responses of the 10 out of 12 Municipalities participating in the Metropolitan Development Agency of Thessaloniki (M.D.A.T. S.A.) 4 50 . 0 0 0

406.413

40 0 . 0 0 0

38 3. 9 6 7

39 7 . 1 56

3 50 . 0 0 0 3 25.182

T h e s s alon ik i

300.000

2 50 . 0 0 0

200.000

150.000

137.930

116.999 9 9 . 2 45

100.000

90.906 80.991

7 4. 8 1 8 57.918

91.270 82.935

70.110 79.631 53.315 52.127

51.752

50.078

5 1. 6 7 6

50.000

40 . 2 0 9 38 . 5 2 1

32 . 7 0 8

P av los M e las Kalam ar ia Kor d e lio- E v os m os N e ap oli- Sy k ie s

101.753

80.436

8 4. 7 41

120.000

45.839

P y laia- C h or t iat is Thermi A m p e lok ip i- M e n e m e n i D e lt a O r e ok as t r o

38.317

25.183 16 . 15 6

1981

1991

200 1

2 011

2 02 1

*Data is based on the responses of the 10 out of 12 Municipalities participating in the Metropolitan Development Agency of Thessaloniki (M.D.A.T. S.A.) Source: ELSTAT

Source: ELSTAT

Thessaloniki: A City In Transformation

The Metropolitan Region of Thessaloniki hosts approximately 476,000 economically active (employed or actively seeking employment) people which reflects 42.9% of the population. Out of these 476,000 people, 69,8% are employed and the remaining 30,2% are unemployed. At the same time, unemployment rate for young people was estimated at more than 50% in 2014. Less than 30% of the total population provides for the other 70% in the area. (actively employed as percentage of the total population) Unemployment 2010-2014, Metropolitan Thessaloniki W omen in a l l a g es ex p errate i enc e hi g her r a t e of unemp loy e m e nt than the ave rage 70 67.1

62.7

60 5 6 .4

57.5 54.5

52.7

50 46.6

4 7 .4

43.4 40.2

Females 1 5 -2 4 yr s T ot al 1 5 -2 4 yr s Males 1 5 -2 4 yr s

37.1 36 .9 34.3

3 4 .4 32.5 28.8

3 1.8

Females 2 0-65 yr s

32.1 27.9

30.1

T ot al 2 0-65 yr s

25.8 2 6 .9

26.5

Males 2 0-65 yr s

2 1.8

% o f u n e mplo y e d

19 .8

17 .8

15 11.3

Source: ELSTAT year 201 0

201 1

201 2

2 01 3

2 01 4 S our c e: EU RO S T A T

Women in all ages experience higher rate of unemployement than the average. “Economically Active” Vs “Inactive” population (%), Metropolitan Region of Thessaloniki, 2011

Employment status as % of total population, Metropolitan Region of Thessaloniki, 2014

Thessaloniki: A City In Transformation

Ethnographic Data, Municipality of Thessaloniki, 2011

Education Level, Metropolitan Region of Thessaloniki

Ove r 1 ou t of 4 r e side nts o f the M unicipality o f T he ssalo nik i h ol d a U n i ve rs i ty De g re

Bulgaria O.2 5% R es t fr o m Asia 0 .7 1%

Cy pr u s 0 .54 %

Russia 0 .18 %

UK 0 .0 4 %

A l ba n i a 4%

2 0 , 6% U n i v ers i t y d eg ree 14,7% i l l i t era te

R est fr o m Eur o p e 0 .17% Geo r gi a 1.2 % P a kista n 0 .05%

Greek : 92 % Euro pean Unio n: 1 .2 % Res t Euro pe: 4.3% As ia: 1 .9% Res t W o rld: 0.35%

2 9, 0 8% P ri m a ry Ed u c a ti on 36, 1 9% Sec on d a ry ed u c a ti on

Source: ELSTAT

M e tr o po litan Re gio n

S o u r c e : E LS T A T

Registered unemployed / age, Greece, 2015 *Data concern the ratios in the registered unemployed population

15 -19 y ears 1, 28% 20 -24 y ear s 9. 4 5 %

Gender balance in Greece G en der balan c e

6 5 < ye a r s 0.92%

3 0 - 44 ye a r s 40 . 6 %

5 5 -64 y ear s 11. 8%

49 % 2 5 - 29 y ears 14 . 38%

51%

4 5 -54 ye a r s 21. 5 7 %

Source: Manpower Employment Organization, OAED

Po pu la tio n 47 ,2 4%

*D at a c on c er n t h e rat i os i n th e r e gis te r e d u n e m plo ye d po pu la tio n

Population at risk of poverty or social exclusion, Greece, 2005-2014

5 2 ,7 5 %

Un iv ersity Gra du a tes

39 ,6 4%

6 0 ,36 %

Un emplo yed 20- 64 yea rs So urce: ELST AT

Source: ELSTAT

Un employ men t rate 2 010-2 014 , Me t r o p o l i t a n

Thessaloniki: A City In Transformation

The per capita domestic product of the Metropolitan Region of Thessaloniki dropped by 29% during the period 2008-2013 (from â&#x201A;Ź 19,500 to â&#x201A;Ź 13,900) (Source: Eurostat). According to the beta results of the European Social Progress Index (SPI) released in March 2016, the region of Central Macedonia (with Thessaloniki at its epicenter) ranks 209th out of 272 European regions on SPI, while based on its GDP, it ranks further down in the 218th position. As a comparison, the region of Attiki (Athens) ranks 226th on SPI while based on its GDP, it ranks 59th which is significantly higher than Central Macedonia (218th). This suggests a more balanced relation between social progress and economic growth for the region of Central Macedonia.

GDP per capita, Metropolitan Region of Thessaloniki, 2006-2013

Note: Developed as a counter-weight to GDP, the European Social Progress Index (SPI) measures social progress across three dimensions: Basic Human Needs, Foundations of Wellbeing, and Opportunity. SPIâ&#x20AC;&#x2122;s data and framework revolutionize social problem solving by enabling leaders to systematically identify and prioritize societal issues. The index provides comparable and actionable measures of social and environmental issues for 272 regions in the 28 EU member states.

The increase of population at risk of poverty or social exclusion to 36% of the total population in Greece (Income and Living Conditions, 2014). Among those aged 18-64, the risk of poverty or social exclusion is higher and is estimated to stand at 37.6% for Greek nationals and at 68.3% for foreigners who live in the country.

2.3 Territorial Cohesion Regional dispersion of GDP can be used as an indicator of territorial cohesion, an EU concept building on the European Spatial Development Perspective (ESDP). In countries where the growth of the capital city was either lower than or just above national growth, territorial cohesion improved or remained unchanged. This is the case for federal Germany and Belgium, Sweden, and Spain. By contrast, in countries where the growth of the capital was moderately or significantly above the national rate, territorial cohesion worsened. Greece reflects the second worse performance in Europe, at this indicator, after Bulgaria.

2.4 Society and Culture

More than 100 Byzantine, Roman and Ottoman era monuments remain throughout the city, along with 15 Unesco World Heritage Sites. Thessaloniki is also the home of 29 museums, including the Archaeological Museum of Thessaloniki, the Museum of Byzantine Culture, the Folk Art & Ethnological Museum of Macedonia and Thrace, the Museum of Contemporary Art, the Jewish Museum of Thessaloniki and the Museum of Cinematography. Events like the Thessaloniki International Film Festival, Thessaloniki International Trade Fair, Thessaloniki Food Festival and Thessaloniki Pride Festival are held annually. In the last few years, the city hosted a number of international events for the first time, including the 15th Mediterranean

Thessaloniki: A City In Transformation

Biennale of Young Artists from Europe and the Mediterranean in 2011, the World Music Expo (WOMEX) in 2012, and the 12th World MaxiBasketball Championship in 2013. Thessaloniki is the home of numerous higher education institutions that host a vibrant youth population such as the Aristotle University of Thessaloniki (the biggest university in the Balkans), the University of Macedonia and the International Hellenic University. Thessaloniki, was also named European Youth Capital in 2014 and European Capital of Culture in 1997 while it hosted the European Summit Meeting in 2003, the Greek – EU Presidency Summit in 2014 and the European Youth Conference in 2014. In the last years since 2009, through a new strategy for extroversion, city diplomacy and tourism, Thessaloniki increased international arrivals by 30%, overnight stays by 110%, and international flights by 15%.

2.5 Entrepreneurship & Business During the period 2003-2008, in the Metropolitan Region of Thessaloniki there were 51,475 newly registered companies and 46,794 terminations while during the period 2009-2014 new registrations decreased by approximately 34% (33,895) and terminations increased by 5% reaching 49,281. This trend fundamentally affected the economic environment of the City and contributed to higher unemployment rates. At the same time a significant side effect of the economic crisis was the immigration of businesses to Europe. Several small and large corporations moved their operation and/or registrations abroad mainly due to high taxation and the lack of investment incentives. Metropolitan Region of Thessaloniki, Company Registrations vs Company closures, 2.6 Basic Infrastructure 2003 - 2014 Thessaloniki’s international airport “Makedonia” serves both passenger and cargo traffic and can host up to 14 aircrafts simultaneously. International tourism arrivals at Thessaloniki’s airport increased from 1.13 million in 2010 to 1.55 million in 2015 (37%) while they are projected to rise by 8% within 2016 based on actual data for the first 5-month period of 2016. There are currently flights to 81 destinations and 31 countries, and 35 domestic destinations. Thessaloniki hosts the second largest export and transit port in the country and the nearest European Union port to the Balkan countries and the Black Sea zone. The port launched operations in 1904, and there are currently 6 operational piers with maximum sea depth of 12 meters. The port hosts several terminals serving International Tourist Arrival at Thessaloniki’s ferry and cruise passenger, dry and liquid bulk Airport (in millions) cargoes, general cargoes as well as containers.

Thessaloniki: A City In Transformation

The port can currently handle up to approximately 450,000 TEUs and 5 mn. tons of bulk and general cargoes. It serves around 3,000 coastal, cargo and container ships per annum. Hellenic Petroleum S.A. runs several refineries plants in Thessaloniki with annual process capacity of 3.5 million tons. There is an oil pipeline connecting Thessaloniki to Skopje, while the company also runs a factory of petrochemicals. There are three public industrial areas (Sindos, Kalochori and Oreokastro) as well as one private industrial park (Kato Gefira) in Thessaloniki, with a total surface estimated at about 15,000 sq.m. .The industrial area of Sindos and the industrial park of Kato Gefira are served by train. All major infrastructure in Thessaloniki is currently in a privatization process, creating debate and uncertainty on the future development of these city assets and their connection to the city strategies. A private operator acquired the airport in 2015 and as a result its infrastructure is expected to be upgraded soon. The port is undergoing a privatization process expected to be completed within 2016.

2.7 Climate and Urban Environment The natural environment of Thessaloniki and its surroundings combines the presence of the sea, lakes, rivers and mountains. A little west of the city lies an extensive wetland formed by the Axios delta and the mouths of the Aliakmonas, Gallikos and Loudias rivers. This wetland is a Natura 2000 protected national park area with significant biodiversity. Thessaloniki is at the foot of Chortiatis mountain, home of Kedrinos Lofos suburban forest, the lung of the city and recreation area for local residents. Being a coastal region, the sea directly affects the microclimate of Thessaloniki. During the summer it is common to feel the sea and the off-shore breeze. Thessalonikiâ&#x20AC;&#x2122;s summers are hot with rather humid nights. Thessaloniki has experienced strong heat waves with many consecutive hot days. The highest recorded temperature was 44oC in 2007. Winters are relatively dry, with common morning frost. In urban areas, the per capita public space is much lower than the international average, with about 2.5m2 in the centre and 4.4m2 on a metropolitan average. The absence or fragmentation of public spaces has a negative impact on citizenâ&#x20AC;&#x2122;s life quality, as it creates a shortage of suitable environment for leisure and escape. This has an impact also on the urban microclimate, which is further deteriorated by the high density of old, poorly maintained and energy inefficient buildings. Daily Minimum, Average and Maximum Temperature

Average Monthly Precipitation

Source: Hellenic National Meteorological Service (HNMS)

Thessaloniki: A City In Transformation

Green Spaces in the region of Thessaloniki

E u ro p e 8.0 - 10 m 2 common g re e n p e r re sid e n t

Me t ro p o l i t an 4.3 m2 common g re e n p e r re sid e n t The s s a l oni ki 2.6 m2 co m m o n g r e en p e r r es i d e nt

D a te S o urce : M . D . A. T . , 2 0 1 6 T he ssa l o ni k i S tra te g i c Pl a n f o r G re e n, Org a ni sa ti o n o f Pl a nni ng a nd E nvi ro nm e nta l Pro te cti o n o f T he ssa l o ni k i , 2006

Data Source: Thessalonikiâ&#x20AC;&#x2122;s Strategic Plan for Green Spaces, Organisation of Planning and Environmental Protection of Thessaloniki, 2006

Thessaloniki: A City In Transformation

2.8 Urban Governance Structure Since January 1, 2011, the current administrative division of Greece is based on the Kallikrates program. First and second level local authorities have been regrouped into larger geographical units through the mergers of municipalities, communities and prefectural administrations respectively.

Current Structure â&#x20AC;˘

Municipalities form the first level of local authorities. They are responsible for the administration of local affairs.

â&#x20AC;˘

Regions form the second level of local authorities. The Regions are responsible for planning and implementing regional policies according to the principles of sustainable development and social cohesion, and in consideration of both national and European policies. In each region, regional units are created (ie. the Metropolitan Region of Thessaloniki).

â&#x20AC;˘

Decentralised Administration: The decentralised Administration Authorities (first and second level authorities) exercise devolved state powers while enjoying both administrative and financial autonomy. The Secretary General is appointed by Ministerial Council.

Although there is no hierarchical relationship between the two levels of local government because of the complicated and interrelated jurisdictions between the Municipality and the Regional Authority the collaboration and coordination is strenuous and difficult. At the same time, because of the complete control of the central government on legislation, especially for issues of administration and economy, the Municipalities in Greece lack autonomy both on legislation and economic independency.

Decentralized State

Decentralized Administration Authority

Head of the Region Regional Council

Regional Level

Deputy Head of the Metropolitan Region of Thessaloniki

Regional Unit

Municipal Level Municipal Community

Mayor Municipal Council Community Council Elections Citizens

Thessaloniki: A City In Transformation

Budget and Jurisdiction The Municipality of Thessaloniki manages a budget of 389.5 million for 2016, increased by almost 5.5% compared to 2015. Main revenue sources of the Municipality consists of governmental funding (50%) of total budget, while the remaining 50% consists of tax fees, rental fees and other minor local sources. By law, the State funds first level governments on the basis of a fixed formula: 20% of legal personsâ&#x20AC;&#x2122; income tax, 50% of traffic duties and 3% of property transfer duties. Local governments are required to direct any property or resource fees to related expenses (e.g. street lighting fees must go towards the maintenance and improvement of the street lighting system). Other forms of local taxation or fines (e.g. parking fees) can be used wherever the government deems necessary. Paradoxes:

BASIC AREAS OF JURISDICTION:

The city is responsible for parks, sports and leisure facilities but not the seashore and the Thermaikos Gulf. The city is responsible for specific urban road systems while others are under the regional jurisdiction. The city is responsible for maintaining the school buildings but has no authority over educational policy, curriculum, or resource allocation. The city is responsible for licensing business enterprises related to sanitary facilities only.

MUNICIPALITY Municipal police Maintenance of school infrastructure City Planning Waste treatment Parks, sports and leisure facilities Urban systems Environmental Protection Municipal taxes Zoning

REGION Civil Protection Large scale urban systems (ie. city ring-road) Regional planning Waste treatment Environmental Protection Civil Protection and Emergency Response

CENTRAL GOVERNMENT Taxation General Police, Fire Department Justice System Educational System Business Licensing Business licensing and building codes Health system

Thessaloniki: A City In Transformation

2.9 Current Strategies, Plans and Development Frameworks The strategies, actions plans, masterplans and development frameworks the city of Thessaloniki takes in consideration in its everyday function can be separated based on their scale of influence (European, national, regional, metropolitan and local) and based on their type (European strategies and Instruments, Spatial planning, Operational Plans and thematic action plans) (see Table 1). Their planning cycle varies from 5-year cycles (municipal and regional operational plans), 6-year cycles (EU Development Frameworks) and long term such as the pending Master Plan of Thessaloniki (2030). The strategies that derive from EU are connected with funding priorities in relation to the European Structural and Investment Funds. There are 3 main issues to be addressed in terms of the way the plans and strategies interlink: 1. Thessaloniki currently lacks of an overall spatial plan: The new Master Plan is still pending approval by the central government (since 2014). The Master Plan of Thessaloniki (1986), the Regional Framework for Spatial Planning and Sustainable Development (1999) as well as other city strategies such as the Strategic Plan of 2002 and the “Thessaloniki” 2012 plan were never implemented and are now obsolete. Both the region and the municipality are revising the Regional Framework for Spatial Planning and Sustainable Development and the City Development Plan accordingly, in an effort to address new issues of urban development such as climate adaptation, urban sprawl and more efficient land uses. 2. While the above Urban Plans were never implemented, the various Regional Operational Programs (in the basis of the EU programmatic periods) never formed a coherent strategy for the city highlighting the strong need for an integrated long term strategy that convenes urban planning with development policies. 3. The management of European funds stops at regional level (Regional Operational Programmes) leaving cities without the power to plan and implement their own strategies and action plans. This is also connected with the lack of metropolitan governance that creates barriers for the development of large scale inter-municipal projects that promote long term viability, safety and wellbeing of the interconnected municipalities.

Main priorities and axis based on the current strategies and plans. Europe 2020 Strategy: The target of the Europe 2020 Strategy is to foster growth that is: • smart, with more efficient investments in education, research and innovation; • sustainable, because of the decisive shift to a low carbon economy, • inclusive, focusing especially on job creation and poverty reduction. The Partnership Agreement (PA) for the Development Framework 2014-2020 of Greece is called upon to help attain the national targets within the Europe 2020 Strategy with the contribution of significant resources originating from the European Structural and Investment Funds (ESIF) of the European Union. The 2014-2020 PA comprises of Sectoral Programmes with nationwide geographical 24

Thessaloniki: A City In Transformation

scope and Regional Operational Programmes, one for each Greek Region, contain actions of regional scope. The main funding priorities of the Regional Operational Programme for Central Macedonia are: • Supporting the shift towards a low-carbon economy in all sectors • Promoting climate change adaptation, risk prevention and management • Preserving and protecting the environment and promoting resource efficiency • Promoting sustainable transport and removing bottlenecks in key network infrastructures • Promoting sustainable and quality employment and supporting labour mobility • Promoting social inclusion, combating poverty and any discrimination • Investing in education, training and vocational training for skills and lifelong learning Strategy 2030 for Thessaloniki: • • • • • • •

Improving the quality of life in the city Strengthening employment and entrepreneurship Promoting social cohesion and inclusion Turning the city towards the sea Regenerating the city’s neighborhoods Highlighting the cultural and historical wealth and the city’s touristic image Creating a modern executive role for the Municipality

Thessaloniki Action Plan for Sustainable Energy: (based on Thessaloniki’s participation on the Covenant of Mayors)

The city commits in: • Energy saving at least 20% • Participation of Renewable Energy Sources in the energy balance of the municipality by more than 20% • Reducing polluting emissions of carbon dioxide by 20% by 2020

Local

Metropolitan

Regional

National

SCALE

TYPE

Integrated Terretorial Investment for Sustainable Urban Development

Regional Innovation Strategy

Regional Operational Programme

Development Plan of Thessaloniki

Master Plan of Thessaloniki

Regional Framework for Spatial Planning and Sustainable Development

Municipal Operational Plan 2015-2019

Thessaloniki Strategy 2030

Thessaloniki Action Plan for Sustainable Energy

Master Plan for Flood Prevention and Stormwater Drainage

Regional Strategy for Social Integration

Local Sustainable Urban Mobility Plan

Local Plan for Waste Management

Sustainable Urban Mobility Plan

Regional Plan for Waste Management

National Plan for Waste Management

National Strategy for Climate Change Adaptation

Thematic Plans

Emergency Action Plan â&#x20AC;&#x153;Xenokratisâ&#x20AC;?

Regional Operationa Plan 2015-2019

Operational Plans

National Innovation Strategy

General Framework for Spatial Planning and Sustainable Development

Spatial Planning

Sectoral Operational Programmes

Partnership Agreement 2014-2020

Interreg 2014-2020 | Urbact III | Horizon 2020 |Life

EU Cohesion Policy investment for 2014-2020

Europe 2020 Strategy

Table 1. Current Strategies, Plans and Development Frameworks

Thessaloniki: A City In Transformation

Resilience Diagnostics

Resilience Diagnostic

3.1 Designing an innovative engagement process One of the main priorities of the City’s Administration and the Mayor himself is to create new pathways and methods of collaborations and deliberations with the citizens and the various actors of the city. The city’s goal is to enhance active citizen participation, empower self-organizing and support new forms of collective action to address issues of public concern. Within this context the Resilience Strategy of Thessaloniki has as its fundamental value the active and continuous participation of the diverse stakeholders of the city in every phase and step towards building resilience in the City of Thessaloniki. The main strategy of our outreach process is based on the following pillars: Phase I – building trust by understanding and developing the concept of Resilience in the everyday perception of the city’s people, through one-to-one and small group meetings and workshops, online and in-person questionnaires and public events. Phase II – initiating dialogue, engagement and co-ownership through monthly thematic working groups / discussions, min-Labs focusing on new ideas. Phase III – activating the network and beginning resilience-in-action through mini-Labs focusing on the implementation of solutions. In Phase I, over a period of 2.5 months, more than 1,400 people throughout the city contributed to Thessaloniki’s Preliminary Resilience Assessment through a variety of methods. This section will present an assessment of mapped actions (projects, studies, initiatives to which local stakeholders apply time and resources), perceptions key stakeholders and residents, the city’s assets and risks, and its stresses and future scenarios.

Highlights: • Elevated the Resilience discussion to a national level through a joint announcement of the Resilience Strategy Launch by the Mayors of Thessaloniki and Athens. • The Resilience questionnaire was featured live on air by the Municipal Television broadcaster “TV100” for 3 consecutive weeks, and more than 850 people participated in the survey. • Resilience Day: The tourist pavillion in Aristotelous Square, the main public square in city center became the headquarters of the Resilient Thessaloniki Team for a day, who informed the citizens about the initiative of the Municipality. • The Resilience survey was printed in Braille for people visually impaired. 28

Agios Stylianos Orphanage Agri-Entrepreneurship Alexandria Innovation Zone / Thessaloniki Innovation Zone Anatolia College of Thessaloniki Aristotelion University of Thessaloniki / Architecture Dpt Aristotelion University of Thessaloniki / Civil Engineering Dpt Aristotelion University of Thessaloniki / Mechalincal Engi. Dpt ARSIS - Association for the Social Support of Youth Association of Social Entrepreneurs Greece (ASHOKA) Beta cae systems Center for Education and Rehabilitation for the Blind (CERB) Center for entrepreneurial and cultural development CERTH Committee for the Metropolitan Development Convergence Council of Urban Transportation of Thessaloniki (SASTH) Economic Chamber of Greece Egnatia Odos S.A. Elected Local Council of Thessaloniki Fire Brigade Gas Company Thessaloniki Local retail businesses Greek American Chamber of Commerce Greek International Business Association (SEVE) Hamogelo tou paidiou Hellenic Children Village, Filiro Hellenic Petroleum Hellenic Railways Organisation Hellenic Recovery Recycling Corporation International Airport "Makedonia" International Hellenic University KEDITH Public Schools Local partners at MEDseaties Manpower Employment Organization Mayors of other Municipalities in Thessaloniki Prefecture Public Company of Electricity Nautical Clubs and Associations Local Community Councils International Hellenic University Municipal Police Municipal Volunteer Network National Center for Social Solidarity OpenThessaloniki Owners Associations Parallaxi - online portal Phemonoe LAB PRAKSIS Recycle of Excavation Construction & Demolition Waste Red Cross Regional Authority of Central Macedonia Solid waste management Stavros Niarchos Foundation Technical Chamber of Greece Cultural Institutions The Federation of Industries of Northern Greece (SBBE) Thessaloniki Chamber of Commerce and Industry Thessaloniki International Fair Thessaloniki Port Authority Thessaloniki Professional Chamber Thessaloniki Water Supply & Sewage ThessDiktyo TV100 (Municipal TV) UNHCR Greece University of Macedonia University of Sheffield international faculty, City College URBACT: Arrival Cities Local Support team URBACT: Resilience Europe Local Support team YMCA Navarino Network Northern Greece Entrepreneurs Cultural Society Urban Agriculture - PER.KA Open Knowledge Foundation Greece Heinrich Boell Stiftung Goethe Institut Thessaloniki Hellenic Entrepreneurship Award Thessaloniki Convention Bureau Endeavor Greece Greek Biotope &Wetland Centre Hellenic Observatory of Economy Parenthesis) Logistic Companies Local Identity Groups Social Grocery Kipos3 Community Garden Social Medical Centres Social Tutoring Centres Thessaloniki Film Festival Open House Thessaloniki Individual Initiative for Cultural Events Initiatives for Active Citizenship Worker's Centre SKGTech Open Coffee Managing Authority of the Regional Operational Program for Central Macedonia Unesco Water Center Center for Environmental Education Thessaloniki Intercultural High School

Engagement Process Map

one to one Interviews

Questionnaires

Workshops

Strategic Planning Banking/Finance Innovation/Education Cycling policies Culture Sports Urban Agriculture Open data and Society Entrepreneurship / Startups Citizen services Entrepreneurship - Youth Environment Business Tourism Investments / multistakeholder networks

Healthcare Law enforcement Waste/Water Treatment Immigration Media Water management Government Civil Society

Emergency Management Fuels and Gas Workforce development Youth

Communications Transport Economics/Business Infrastructure

Technology Innovation

Education Architecture / Engineering Waste Management & Air Quality Expert Inequality / Poverty Social entrepreneurship

Social Services Agriculture

Resilience Diagnostic

3.2 What we are doingâ&#x20AC;Ś Most populated Drivers: Provides and enhances natural and manmade assets: which is related to the everyday operations of the municipalities.

General CRF Wheel The Resilient Thessaloniki Team mapped 700 â&#x20AC;&#x153;actionsâ&#x20AC;? -projects, plans, initiatives and policies- from the City of Thessaloniki, adjacent Municipalities, academia, the private sector and civil society groups in order to diagnose where the city and its citizens devote their efforts and resources. This includes anything from university research studies to social service delivery programs of NGOs to MoUs between Municipalities and other partners.

Promotes Cohesive and engaged communities: which shows the broad spectrum of bottom-up initiatives.

Most populated sub-Drivers: Fosters long term and integrated planning: since strategies, actions and policies are based on the coordinating and executive role of the Municipality.

Empowers a broad range of stakeholders: since most actions

Actions 700

are partnerships between different stakeholders and government structures.

Least populated sub-Drivers: Ensures social stability, security and justice: thematic areas where the municipality and stakeholders have little to no jurisdiction at all.

Ensures public health services: the health system is also part of the central government and local government has very limited authority and decision making.

Actions Inventory Tool Total Actions: 700

Resilience Diagnostic

Breakdown of actions by sectors Respondents: Municipality The Municipalities of Greece have specific limitations in their jurisdiction that are evident in the graph. Issues of housing, energy provision, policing and justice, health services, even emergency contingency planning and large scale transport networks are out of the Cityâ&#x20AC;&#x2122;s jurisdiction. These limitations have a great impact on how the city can plan and implement resilience policies and highlights the need for strong multi-level governance synergies.

Respondents: Academia With four public universities in the city and one of the biggest research centers in the nation (CERTH), Thessaloniki is a city of research and science. More than 300 funded research projects have been implemented the last 5 years specifically for Thessaloniki, with the majority of them addressing issues of environmental protection and climate change, resource management and application of smart technologies in the systems of the city. The challenge for the City is how to incorporate and scale up all this research that is produced in the city and for the city, and to increase commercialization of research.

Respondents: Civil Society More than 150 actions or initiatives of formal and informal civil society groups have been mapped throughout the city. The vast majority of them emerged within the last few years. This is due on the one hand as a response to the economic and social crisis the city is facing and on the other hand to the transformation of the mentality of both citizens and local government towards more participatory approaches to problem-solving and community improvement.

Resilience Diagnostic

Observations: There is a difference between the areas where municipalities and academia focus their actions, and the areas where civil society actors focuses. This leads to questions regarding whether stakeholders are communicating and coordinating across these sectors to amplify the impact of limited resources in public funds, research efforts and social programs. For example, the most actions of civil society fall into the area Promotes cohesive & engaged communities, yet there are very few actions in this area from the academia sector, suggesting that civil society may have few resources in the area of research and statistics to help them track the long-term impact of their work. In the areas of Provides & enhances natural and manmade assets, and Fosters long-term and integrated planning, there are many actions from municipalities and academia, but very few from civil society.

ÂŠ Bernard Cuomo 32

Resilience Diagnostic

3.3 Towards a Metropolitan Approach The municipality of Thessaloniki is part of a greater metro-area which consists of 12 municipalities total. A big challenge for building the Resilience Strategy of the city is how to synthesize priorities and create synergies between the local governments in building projects that promote resilience in the metro-area.

AMPELOKIPI-MENEMENI

DELTA

Below is an inventory of actions of the different municipalities mapping the landmark projects they are implementing or plan to implement. This includes 10 Municipalities that responded in the Metropolitan Development Agency of Thessaloniki (MDAT) survey.

KORDELIO - EVOSMOS

NEAPOLI - SIKIES

THERMI

THESSALONIKI

PAVLOS MELAS

PILEA - HORTIATIS

In each municipality, programs primarily focus on infrastructure (Ensures continuity of critical services and Provides & enhances natural and manmade assets), while this does not register strongly on the wheel based on peopleâ&#x20AC;&#x2122;s perception. In the last few years there is a greater focus on social solidarity in several municipalities as a result of the economic recession.

METROPOLITAN REGION OF THESSALONIKI

KALAMARIA

OREOKASTRO

This wheel represents the combination of all the individual municipalities Action Wheels 33

Resilience Diagnostic

3.4 What we think we are doing.. Key questions: What do people believe is happening in the city? What does that tell us about the strengths and weaknesses of the city? In what areas does the city excel and in what areas more work is needed? What is the impact of the municipal actions?

Based on the engagement process (workshops, focus groups, outcomes of the questionnaires) of 1400 respondents, much more work is needed in:

Economy:Local economy, inward investment, business continuity, skills and training, local business development and innovation.

Mobility: Transport network, transport infrastructure, multi stakeholder alignment.

Comparing the wheel of perceptions below, with the earlier wheel reflecting the mapped 700 actions, we observe some differences in the following areas: “Thessaloniki is a fairly collaborative city, people more and more are willing to volunteer and work together”

“The problem of sustainable mobility is associated with the principles of governance and decision-making, local culture, laws and regulations and available resources.”

There are more actions than perceptions in the area of Empowers a broad range of stakeholders. There are notably less actions than perceptions in the area of Provides reliable communication & mobility. There are less actions than perceptions in the areas of: Promotes leadership & effective management, Fosters economic prosperity, and Promotes cohesive & engaged communities. This leads to questions such as: What explains the differences in what residents perceive is happening or is important?, Where stakeholders are initiating programs and actions? and Are actions useful or impactful if they are too far removed from what residents perceive as important?

“As a transport system, the road network of the city is considered to be in its limits. There is no redundancy in the system. “

Area of strength Doing well but can do better Need to do better

The city excels in: Community Participation, Local Identity and Culture, Social Support 34

Resilience Diagnostic

800+

residents of all backgrounds participated in the general online survey.

50+ innovators and entrepreuners 32 small business owners expressed

their views on Thessalonikiâ&#x20AC;&#x2122;s business environment.

30+ Asset Managers and Experts

gathered to discuss assets and risks.

experts discussed resilience in oneto-one interviews: from Basic Needs and Culture through to Infrastructure and Integrated Planning.

22 Institutions and organizations were

involved in the process

100+

students expressed their dream of a resilient city.

16 community representatives expressed

their views on resilience in neigborhood level.

12 presentations at local and international

events.

More than 1,400

people engaged to express their views on Thessalonikiâ&#x20AC;&#x2122;s Resilience.

Resilience Diagnostic The last few years there are many projects (municipal or from other stakeholders) that have given space for expression to the citizens of the city. Moreover, the biggest assets for the citizens of Thessaloniki are cultural and historical which explains the numerous projects and initiatives related to culture and local identity.

As seen from the actions connected to the “Mobility” sub-driver all the initiatives concern new transportation systems that are either being implemented or under planning. The question that arises is whether the new mobility infrastructure will create a new resilience holistic mobility system.

Results of the Resilient Thessaloniki online Questionnaire

9 out of 10

ID of the survey: Total sample 55%

854

women

88.5% living in the city > 15 years 75% live within the limits of the city

42.5 the

average age

tries to get informed about municipality

issues.

4 out of 10 people

characterize their communication with the municipality as ineffective.

6 out of 10 spend between 15 - 60 min travelling to and from work per day.

7 out of 10 consider driving in the city as problematic. Only 1 out of 10 visits a park on a daily basis. 7 out of 10

find air quality to be the biggest

environmental issue.

1 out of 2

considers an economical breakdown as the major thread for the city. The majority believes that the city is a rather youthful city, slightly conservative, not environmental friendly, slightly dysfunctional but quite extrovert and hospitable. The city’s strongest point is it’s geographic location and second strongest is its local history and culture. Overall, citizens consider that municipality should focus on developing the local economy by 38%, on the mobility issues by 25% and on public spaces by 15%.

Resilience Diagnostic

3.5 Thessaloniki’s Assets and Risks Potential risks depend on the frequency and magnitude of the shock in relation to the vulnerability of the asset itself. The resilient value of an asset is not only considered by the ability to absorb the impact of the shock but also by the ability to continue to provide critical services during the time of crisis and the aftermath of a shock.

Asset + Shock + Vulnerability = Risk

Local Experience with a Shock The 1978 Earthquake hit Thessaloniki with a magnitude of 6.5, resulting in 49 deaths, USD 250 million in damages mainly in the city center, and a chaotic situation that lasted months. There was no existing evacuation plan - local authorities, academia and the Technical Chamber mobilized after the earthquake to design a relief action plan. People immediately tried to evacuate the city, but rubble on the main artery roads created heavy traffic. Residents report that panic spread as communication and media networks were cut and rumors spread about mass building collapses, and first responders were unable to reach target areas. Today, there are far more vehicles in the city, and a Ring Road, but the same roadways in city center. The Ring Road connects the city’s biggest hospitals with the city center, but it still experiences traffic jams, and there is no alternative route to connect hospitals with the center in case of traffic jams or damage to Ring Road bridges. Additionally, there is a need for awareness efforts or drills to educate the public about what are the evacuation routes and what to do during such an emergency. 38

The mapping of the priority assets of Thessaloniki in consultation with asset managers and experts revealed 4 primary categories: building infrastructure, mobility modes infrastructure, utility infrastructure, public and green spaces (see Table2). Though not necessarily the most vulnerable, some physical assets are the most critical for the city since their continuous satisfactory performance is of the highest importance; without them the city will be unable to function. For the city of Thessaloniki, critical roads, open public spaces and hospitals stand out as the assets that require most safeguarding where a variety of shocks could significantly affect their performance. Focusing on the transportation system, the city’s bypass (Ring Road) and an identified set of primary roads that cross through the city from east to west are extremely critical. In the case of a high magnitude earthquake, these roads are meant to serve as evacuation routes, thus the city needs to ensure they can facilitate the uninterrupted flow of vehicles. To add more complexity to the question, Thessaloniki’s major hospitals, which would respond to accidents during an earthquake emergency, are served by the city bypass. A vulnerable part of the bypass (e.g. one of the several bridges) can limit the accessibility to the hospitals, regardless if the hospitals themselves are insusceptible to the earthquake. Such complex synergies comprise resiliency challenges for the city. The successful response will depend not only on the level of maintenance (e.g. low vulnerability to the earthquake) but also on the redundancy of the network as a whole. What alternatives will evacuees have when selecting their route? How can they actually be informed about the optimal route for them? What lessons did the city learn after the 1978 earthquake when panicked drivers were stranded in traffic? These questions highlight the need to create systems that are redundant, flexible, inclusive and reflective.

Resilience Diagnostic

Risks fall in categories of natural disasters, failure of infrastructure (which could also be due to a natural disaster), or man-caused accidents. In the local context, the most influencing shocks are strong earthquakes, a possible significant air pollution Incident and a fire on the peri-urban forest.

Top 5 Shocks Shocks are devastating and catastrophic events that occur incidentally. Their impact can vary from medium to severe and they influence at minimum a small portion of the population. The short list of primary shocks relevant to Thessaloniki presented in this section is weighted among these two factors: acute impact and broad influence.

The relation-building between assets and risks takes into account the assets criticality and their vulnerability to the shocks listed (see Table 2). Besides the obvious relationships, some indirect and secondary interactions were revealed. Considering the local context, the proximity of the city bypass to the peri-urban forest make it vulnerable against a wildfire event. Similarly, the proximity of telecommunication towers can be affected from such an event. An atmospheric pollution incident can limit the use of open public space regardless of the space’s maintenance level. Hospitals are vulnerable to electricity and water supply interruption when they do not have sufficient redundancy measures (maintaining backup generators and water tanks). It is particularly such interactions that highlight the need for integration and robustness during the design and management of assets.

• Earthquake • Surface Flooding • Heatwave • Fire at Peri-urban Forest • Atmospheric Pollution Incident

Table 2. Connection between asset vulnerability and criticality with the primary shocks Physical Asset Type

Screened shocks - if this shock event were to occur, what would be the consequence for this asset type? (consider the worst case scenario shock event)

Fire at Peri-urban Forest

Industrial Accident

Atmospheric Pollution Incident

Earthquake

Heatwave

Terrorist Attack

Surface Flooding

Interruption of Water Supply

Interruption of Electricity Supply

Critical roads and bypass

High

Medium

High

Medium

High

Low

High

Airport

High

Low

High

Low

High

Low

High

Port

Low

Medium

Low

Medium

Low

Medium

High

Railway Network

Low

High

Low

Medium

Low

Medium

Low

High

Not Applicable

High

Telecommunications Network

High

Low

Medium

Low

Medium

Low

High

Electricity Network

High

Low

Medium

High

Low

Medium

Low

High

Hospitals

High

Medium

High

Medium

Low

Medium

High

Open Public Spaces

High

Medium

High

Medium

High

Water Infrastructure

Resilience Diagnostic

3.6 Stresses, Trends and Scenarios While acute shocks threaten the progress of a city, chronic stresses can severely impair its development. In Thessaloniki, stresses such as youth unemployment may already be present while others might be predicted as possible side effects of certain future trends. For instance, the ageing housing infrastructure in conjunction with the aging population trend make it likely that the lack of affordable and adequate housing will arise as a local stress. After a thorough review of a long list of potential stresses with city experts, a series of stresses have been identified to apply specifically for Thessaloniki. These were elaborated after the evaluation of future economic, climatic, social, technological and demographic scenarios and were based on local and global trend and data analysis. Therefore the identified stress fall in the predefined areas of Health & Wellbeing of individuals, Economy & Society, Infrastructure & Environment and Leadership & Strategy.

Top 5 Stresses Chronic stresses can weaken the fabric of a city on a daily or cyclical basis. Thessaloniki faces a multitude of stresses, many of which are directly related to its current economic condition and its past urban development. In this context, five primary stresses are determined to be the most significant in terms of their potential to inhibit the city’s resilience.

• Unemployment • Lack of diverse livelihood opportunities • Aging Infrastructure • Lack of access to Affordable Health Care • Insufficient Integration in Planning 40

To this end, a number of prominent questions arose: • • • • •

How would a further drop of the city’s GDP affect it? What would be the effects of an intensification of climatic extremes? What will the consequence be in case of an inadequate integration of immigrant populations? What will be the impacts of a low technological adaptation? What are the potential consequences of an aging population?

As expected, an economy in decline (expressed as a scenario of further dropping in city’s GDP) will become more vulnerable to stresses. Most interestingly, the scenario of low adaptation of technologies has a dominant impact on stresses, even if it is on a secondary level. In Thessaloniki’s context of economic crisis, such implications complicate an already sensitive reality; yet, the criticality of technology adaptation is seldom recognized in the agenda of the city or the country. This shows how resilience research methodology can offer insights into concepts previously undervalued. Aside of acting on its own, the prevalence of a stress can at the same time exacerbate the consequences of a shock. For this reason, the connections between priority shocks and priority stresses need to be identified and quantified. This review can alter the prioritization of risks and, therefore, the actions to be taken against them.

No consequence No consequence No consequence Primary Secondary Secondary Secondary Secondary Secondary

No consequence No consequence Secondary Secondary No consequence Primary No consequence No consequence

Environmental degradation Ageing infrastructure Limited continuity planning and redundancy for critical services and infrastructure Insufficient transport network Lack of/low levels of trust in city leadership Poor public messaging, information and communication Lack of up-to-date and relevant data for future planning Lack of integrated planning

No consequence

Secondary Secondary

No consequence Primary Primary Primary Primary Primary Primary Secondary Primary Secondary No consequence Primary

Primary

Secondary Secondary

Primary

Secondary Secondary

Primary

Primary Secondary Secondary No consequence Primary Secondary Secondary Secondary No consequence Primary Primary No consequence

Weak Integration of Slow Adaptation to Immigrants/Refugees New Technologies

No consequence Secondary Secondary Primary No consequence Primary Primary Secondary No consequence No consequence Primary No consequence

Increasing Aging Ratio

Lack of linkages to the broader regional market

High energy costs Unemployment Pronounced poverty/inequity Lack of affordable and adequate housing Lack of diverse livelihood opportunities Lack of social security Lack of access to affordable health care Lack of community participation High crime rate Public lacks trust in authorities Low productivity Political instability/sectarian violence Lack of investment in local business and economy

Scenarios vs Stresses

Table 3. Interaction between future scenarios and stresses.

No consequence

Secondary Secondary

Primary

Primary Primary

No consequence

Intensification of Extreme Weather Phenomena Primary No consequence Secondary Secondary No consequence No consequence No consequence No consequence No consequence Primary Secondary No consequence

No consequence

Secondary Secondary

Secondary

Secondary Secondary

No consequence

Secondary

Secondary Secondary Primary Secondary Primary Primary Primary Secondary Primary Secondary Secondary Secondary

Drop of City's per capita GDP

Resilience Diagnostic

Primary Shocks Earthquake The last earthquake of considerable magnitude in Thessaloniki occurred in 1978. It devastated the city with a death toll of 49 people, 1 building collapse and damage beyond repair on 4.5% of the building stock. Since this experience, new urban structures were constructed in the city according to stricter seismic protection building code. Nevertheless, the total cost in buildings, infrastructure and the loss of economic activity following the basic scenario of Earthquake incident (magnitude of an Earthquake that will occur in the following 500 years) is estimated at 18 to 20 billions â&#x201A;Ź and casualties of 100-200 deaths. Surface flooding The extended floods of 2009 and 2014 in the urban catchment of Thessaloniki showed that, despite its favorable topography, flood mitigation infrastructure should be further developed. Seven streams in the metropolitan area of Thessaloniki have been classified as prone to flooding. Due to the previously poorly regulated urbanization, the combined sewer system currently cannot handle peak flows during flood events. The dense urban environment does not allow significant retention or storage of stormwater and occasional failure of the structures under extreme events have resulted in localised flooding. Heatwave Built on a coastal region of the Mediterranean Sea, the beneficial effect of the sea breeze is reduced as the high buildings on the waterfront and the lack of open spaces block cooler sea air from traveling through the city. In addition, the high density of built spaces and the lack of green spaces intensifies inner city temperatures, a phenomenon known as urban heat island. The current situation is expected to be aggravated further due to climate change and heat waves, in terms of increased consecutive days when high temperature persisting at night, which will occur more frequently. Fire at peri-urban forest The peri-urban forest of Chortiatis suffered from a wildfire in 1997 that destroyed a great part of it. Since then, the city has expanded partly towards the forest area: part of the city bypass road is on the limits of the forest and components of the cityâ&#x20AC;&#x2122;s infrastructure are located in the forest area. In this regard, a wildfire at the peri-urban forest effects the city in a multiple way. Climate change, which can be indicated with heatwave and sudden storms and thunder, creates additional challenges for the protection of the peri-urban forest. Atmospheric pollution incident (Release of airborne pollutants) Although air pollution is a chronic stress for the majority of modern cities, release of airborne pollutants can be addressed specifically as a shock. For the city of Thessaloniki, the industrial accident of 1986 in the oil refinery, the burnt woodmass from the wildfire of the peri-urban foster of Chortiatis of 1997, the wildfire of Tagarades landfill of 2006 and the burnt biomass in domestic fireplaces beginning in 2010 during the economic recession are examples of incidental releases of air pollutant in recent years. Reduced mobility, high density of population and lack of public information and awareness about hazards and emergency escape routes are components that aggravate the impact of this potential threat to the city and its people. 42

Resilience Diagnostic

Primary Stresses Unemployment and diverse livelihood opportunities Thessaloniki experiences high unemployment levels. The unemployment rate of the metropolitan area is 30.2% overall, and more than 50% for youth (2014). As a result, family support is common through young adulthood. While opportunities for tertiary education are diverse and accessible - tertiary education attainment is 38% - skills are not matched with the job market. Some trades have been influenced significantly during the crisis with the most characteristic being that of engineering (in 2014 approximately 3,500 unregistered from the Technical Chamber). Though precise data is not available, there is an observed increase in skilled, educated young people emigrating abroad, or the “brain drain” phenomenon. The challenges for the city are to activate and support human talent locally, keep this diaspora network engaged, and attract investments that promote sustainable growth.

Aging Building and Mobility Infrastructure Thessaloniki’s building infrastructure includes buildings that have been constructed primarily in the last 60 years. Construction of new buildings is limited within last 5 years as the economic recession halted the real estate market. Industry decline, business closures or transfers to neighboring countries have increased the number of underutilized industrial and commercial spaces. In the area of housing, it is considered a challenge how aging buildings will be upgraded in order to provide adequate and affordable housing. Energy efficiency and independence in buildings remains relatively low as upgrades have been limited. At the same time, multiple ownership makes building management more complex. As far as seismic risk is concerned, based on the mapping of the building stock, 4% of building would need to be demolished (irreversible damage) and 66% would require significant improvements for a once in 500 years high magnitude earthquake. Finally, mobility infrastructure of the port, railway and urban transport has not been sufficiently upgraded or expanded for these assets to fully achieve their potential commercial and logistical role.

Lack of access to affordable health care Population aging is expected to lead to an increase in demand for health care. Currently, care utilization almost triples between age groups by the time patients reach 65 and over. The national health system is undergoing a crisis due to the reduction of public spending in the sector. There is little in the way of out-of-hospital care management, preventative care management, or integrated planning, and there is a significant ‘informal economy’ around care-givers at home, creating an unsustainable burden for households and risk to care quality. At the same time, the reduced collection of insurance contributions by the reduced economically active population has exacerbated the problem. Taking into account the drop in incomes, it appears unlikely that health care costs will be covered privately. A reform of the national insurance system is under way, however significant improvements in the efficiency and management of the health care system will be necessary.

Insufficient integration in planning The low performance of part of Thessaloniki’s infrastructure along with some critical environmental issues are largely a result of the insufficient integration in planning; that is, the inability to examine all economic, social, and environmental costs and benefits, in order to determine appropriate options and to plan a suitable course of action. For instance, the insufficient transport network and the associated effects on air quality (not referring to specific pollutant release incidents), the old building stock with the associated energy inefficiencies and surface flooding phenomena are characteristic outcomes stresses that arise partly due to insufficient integration. As an extension, continuity for some critical infrastructure (e.g. open spaces, road network, port, railway network) is not guaranteed. In this context, to address the individual stresses mentioned, one should focus on the overarching stress of poor integrated planning.

Resilience Diagnostic

T h e rmi

D e l ta

O re ok astro

P y l ai a - Ch orti ati s

K al amari a

P av l os Mel as

A mp e l ok i pi Me n e men i

T h e s sal on i k i

For reference see Metropolitan Region map in section 2.1

N e ap ol i - Sy k i es

* Da ta is b as e d on the re s p o n ses o f t h e 10 o u t o f

* 12 Data on ipthe responses the Mun icis ip based alitie s p artic ati n g i n M. D . A. T . suof r vey 10 out of 12 Municipalities participating in the M.D.A.T. survey

K ord e l i o - E v os ms os

Table 4. Environmental Risks identified per Municipality in the Metropolitan Region.

a ir qua lity

s o il qua lity

flo o ding

a g ing b uilding s to c k

po llutio n f r om l i quid e fflue nts

urba n s pra w l

i l l e g a l drilling fo r wa te r re s o urc e s

wetl a nds po llutio n

i nd us tr i al a c c ide nt ris k

de g ra de d natura l la nds c a pe (s tr e a m s , qua rrie s )

n o is e po llutio n

uncon tro lle d w a s te

fire

la c k o f ur ban o pe n s pa c e s

So u r ce : M.D.A .T . S.A. , 20 1 6

The Municipalities responding to the MDAT survey perceive these risks and stresses as the most relevant. Air quality, degraded natural landscape and lack of urban open space featured most prominently in the responses. 44

Discovery Areas

4. Discovery Areas Based on the perceptions, actions, assets and risks scans, we selected five Discovery Areas for Thessaloniki. Discovery Areas are priority topics where the city wants to develop more knowledge, gather more data, and conduct more analysis to shape its work in Phase II of the strategy process. This will help ensure the right practical projects are chosen for implementation in Phase III, generating tangible benefits for our city with effects felt today and in future generations. This section describes the proposed Discovery Areas, including why each has been selected.

Cross-cutting Approach The Discovery Areas selected were framed in terms of a cross-cutting issue that is relevant to a range of shocks, stresses and challenges Thessaloniki faces. Discovery Areas for Thessaloniki look at issues that can be addressed both by the municipality and the stakeholders of the city and have profound benefits across a wide range of challenges. The Discovery Areas that were selected are the following: 1. Thermaikos Bay: bringing water in the everyday life of the city 2. Creating an ecosystem that enables human talent 3. Co-ownership of public space 4. Mobility as a driver for change 5. Data empowered city All the proposed Discovery Areas are inter-dependent, meaning cross-collaboration will be a crucial factor for success.

Structure Each Discovery Area is structured as following: •

Research questions to be addressed in Phase II of the Thessaloniki Resilience Strategy, as identified by stakeholders during Phase I consultation.

•

Related chronic stresses and acute shocks.

•

Examples of relevant implemented programs and initiatives from across Thessaloniki.

•

Examples of planned programs and initiatives.

•

Available Data sets.

The analysis of the discovery areas take into consideration: A. The values of the city, the goals and aspirations that inspire our actions and inform our decisions on a daily basis. (infographics) B. the qualities that enhance the resilience of the systems that constitutes a city. (table) 46

Discovery Areas

Values of the City

Social Cohesion: Fighting exclusion and marginalization, creating a sense of belonging and promoting trust.

Local identity & Heritage: Acknowledging the past, promoting local culture and giving citizens space for expression.

Environmental Management:: Providing a decent quality of life while respecting the limits of our natural resources.

Health & Wellbeing: Ensuring all citizens can meet their basic needs (food, water, shelter) and have access to healthcare.

Youth Empowerment: Strengthening the skills of youth so that they know how to effectively make decisions, and providing opportunities for active participation in the city life.

Multi- stakeholder Engagement: Inclusive & constructive collaboration between all actors involved in city decision-making.

Technology Adaptation: Applying new and smart technologies that support the necessary social, economic and cultural transformations and serve the interest of the citizens and the public good. Economic Prosperity: Promoting diverse and resourceful investments within the city, driven by a strong urban brand and economic and social environment.

Resilience Qualities

Discovery Areas

4.1 Discovery Area 1: Thermaikos Bay bringing water in the everyday life of the city Built around the gulf, Thessaloniki’s geography and life is defined by Thermaikos Bay. While Thermaikos seafront is the landmark location where residents and visitors escape from the hectic city, it also embodies the environmental challenges of Thessaloniki. By the 1990s, the level of pollution of Thermaikos was such that it was unimaginable that a few decades earlier, people swam in its waters. Yet, 25 years later, the major wastewater and storm-water infrastructure projects have helped reverse the effects of pollution. Continued research and monitoring show that further improvement is needed especially in controlling the contamination sources flowing in from the Axios Delta area, and occasional releases from industrial and port activities. While marine life is struggling to recover, the restoration (2011-2014) of the 5 km promenade has brought back the urban life to the waterfront. It is the meeting place for leisure activities for people of any age. The cultural activities of the A’ Pier of the Port in relation to the City Opera at the other end of the bay reinforces the role of the seafront as the jewel of the city. There are several plans and visions concerning the future and further development of the sea front: Thermaikos Bay is interrelated with the everyday life of the citizens; at the same time the interaction is limited to promenade walks. The challenge for the city is twofold: on the one hand increase activities and movement in the sea and on the other hand protect the most important natural ecosystem of the city which is the water.

onshore monitoring points offshore monitoring points Figure shows onshore and offshore monitoring points of physicochemical parameters of Thermaikos. In yellow, the influx of fresh water from the Delta area into Thermaikos Bay and in red the sea water.

The privatization of the port in relation to major infrastructure investments will boost the city’s economy. The creation of a marina at Ormos Kelariou together with a mooring network along the seafront will restore the rich nautical past of Thermaikos. The city’s aspiration for sustainable mobility with the development of a sea transport network, the expansion of the center’s promenade and the ambitious plan of creating a continuous bicycle track from east to west (Aggelohori to Kalohori) together with watersport activities (SUP, sailing, canoeing) will promote an environmental-friendly, healthy and active lifestyle for the

Discovery Areas

people of Thessaloniki. Though the management of Thermaikos has suffered from the complex multi-stakeholder involvement, it is for the same reason that it provides a unique opportunity for the development of cross-sector and multilevel engagement. Since seven out of the eleven municipalities of the Metropolitan Area surround Thermaikos Bay, issues of governance are paramount when discussing the development of the Bay. This is where the lens of resilience should be applied in creating an integrated action plan of the Thermaikos Bay that takes under consideration cultural, environmental and economic factors.

Key questions:

Good Practices: 1. Integrated Coastal Monitoring of Environment (ICME): the municipality participated as a partner Integrated Coastal Monitoring of Environmental the municipality as a partner in the in (ICME): the Project funded participated by the BlackSea CrossProject funded by the(EU). BlackSea Cross-border border Cooperation Cooperation (EU).

Values: Technology Adaptation, Environmental Values: Technology Adaptation, Environmental Sustainability, Multi-stakeholder Engagement, Management, Multi-stakeholder Engagement, Local Identity, Financial Sustainability Local Identity, Financial Prosperity Status: ongoing since 2014 Status: ongoing since 2014 Identified Issues: Environmental Degradation Identified Issues: Solution: Environmental Degradation Development of monitoring tools Resilience Qualities: tools Solution: Monitoring Reflective, Integrated, Robust

Resilience Qualities: Reflective, Integrated, Robust

MedSeaTies Project: The municipality is a partner of the EU funded MedSeaTies project which seeks to contribute to the empowerment of Mediterranean local authorities and private stakeholders in the multi-level decision-making processes related to the management of coastal cities.

Values: Multi-stakeholder Engagement

Can the seafront become more integrated in the cityâ&#x20AC;&#x2122;s fabric?

Status: completed - MoU signing - May 2016

Can the city deal with the environmental degradation of Thermaikos?

Solution: a lack in coordination and Integration of Coastal Zone Management (ICZM)

Will the stakeholders collaborate for the management of the Bay?

Identified Issues: Environmental Degradation

Resilience Qualities: Reflective, Integrated, Robust

Can Thermaikos boost economic activity? Will Thermaikos become the blue environment for leisure the people envision?

Discovery Areas

4.2 Discovery Area 2: Creating an ecosystem that enables human talent

$600

billion (USD) is the contribution of the creative industries to the European economy.

Perceptions Questionnaire

from

Innovation

70.8% of the 51 respondents are freelancers/self-employed who do not employ others.

16% think that Thessaloniki has an enabling environment for innovation.

74% agree that the city has skilled human talent.

This discovery area is about investing in people as a key asset of this city, and building an economy around diverse human capital. Changes in the global economy and the declining manufacturing industry impacted the city in the last decades. Greek municipalities have limited powers for job creation, employment and tax policies, and attracting investments and business from abroad. Thessaloniki municipality is looking for ways to empower and support citizens that drive innovation and open the path to emerging industries. Entrepreneurs, businesses, local authorities, youth and others are considering how to build on the city’s assets in creating new economic opportunities and value, including its geographical position, Mediterranean climate, culture and heritage resources, and friendliness of its citizens. The city’s population is also becoming increasingly diverse - an estimated 10-20,000 refugees will settle in Thessaloniki, mainly youth. The question now is how the city can empower them to apply their skills in the local economy, connect with communities in a way that allows economic revitalization and shared prosperity to flourish. More people seek new careers, jobs, and skills training; opportunities to launch their own business; and ways to offer their time and skills to the local economy while working uncertain hours for a primary employer, caring for children or a dependent adult, or studying on low income. Currently, this is most evident in the creative industries and the alternative tourism sector, where the sharing economy is also appearing. Youth in particular are taking risks, generating new ideas, services and products, and leading the way in establishing new work spaces or collaboration models. There is a lot of untapped potential here, as approximately 150,000 university students from all fields live in the city each year, while at the same time the unemployment rate for young people surpassed 50% in 2014 in the metropolitan area. Thessaloniki municipality collaborated with four public universities and business community stakeholders to develop “OK!Thess” a ‘pre-incubator’ fostering innovation and entrepreneurship while leveraging resources and partnerships from abroad. The city is also cooperating

Discovery Areas

“There is a general uncertainty in the local job market and very limited job perspectives for young people” - Thessaloniki resident

“There is no effective reintegration of the unemployed to the labour market” Representative of a local social welfare organization

with local initiatives that address a perceived skills and opportunities mismatch, such as initiatives that show youth and new farmers opportunities to be entrepreneurial in the agriculture sector. Traditional assets can also be activated by emerging sectors to create new value. Individuals and teams from the tourism and creative industries are leveraging cultural and heritage resources - a significant asset for the city to unite communities and contribute to local economies. There is a long tradition and dynamic of the creative sector in Thessaloniki with international recognition and ties. The city’s graphic design scene was a nation-wide pioneer in the field, since the 1980s. Today, clusters of creativity with small shops, office spaces and studios (architects, graphic designers, arts and crafts, photography, film and music) have developed in areas of the city center, benefitting from decreased rent and empty commercial spaces. These clusters have “saved” many areas from complete urban and social collapse, creating a thriving and dynamic urban environment and new types of businesses and working conditions - collaboration and multipurpose spaces that combine economic activity with community involvement. The municipality, in collaboration with a local creative arts management office established a Laboratory of applied creativity, in the refurbished building of the old slaughterhouse, which is used by cultural institutions throughout the city for local and international projects or events. There are several annual events, festivals, community placemaking initiatives and tourism services or enterprises emerging from this creative community. Learning from the emergence of the technology and startup ecosystem and the creative sector, the municipality and other partners must develop a strategy to invest in talent, allow experimentation and innovation to emerge, and support emerging sectors. In this way, we can offer opportunities to the city’s diverse population to contribute to the local economy and shape the future of our society.

Key questions: How do we invest in diverse human talent and inclusive economic opportunities? How do we activate youth entrepreneurship and creativity? What education and training models empower youth as problem-solvers and innovators, to create the jobs of the future? How do we align academic, vocational, professional and business actors to invest in human capital and accelerate economic value in emerging sectors?

Good Practices: 1.

Stamp Festival

brings together the creative community in an underutilized urban space for workshops, activities, music and more. Values: Local Identity and Heritage, Youth Empowerment, Economic Prosperity Status: Annual event , launched 2015 Identified Issues: Urban degradation, lack of multistakeholder collaboration, local economy in crisis Solution: Boosting local creative economy through a public event

Resilience Qualities: Reflective, Resourceful, Inclusive

Open Coffee, the first meeting for people involved in technology, featuring speakers and developments in tech, startups, entrepreneurship. This spread to other Greek cities, and has been a catalyst for emerging local startup ecosystems. Values: Youth Empowerment, Economic Prosperity, Local Identity and Heritage Status: ongoing since 2007 Identified Issues: Youth unemployment, lack of multistakeholder collaboration, Local economy in crisis Solution: Scholarships and mentoring for young professionals Resilience Qualities: Reflective, Redundant, Flexible

Discovery Areas

4.3 Discovery Area 3: Co-ownership of Public Space Hi g her d e n s i t y a r e a s , Higher density areas, M e tro p o l i t a n R e g i o n 2 0 1 1 Metropolitan Region 2011

15 94 0

R egion s of U rb an Sp rawl

12676

r e s ide n ts / k m 2

2/ 5 res id e nt s liv e in hi gh er den s i t y than th e r e s i d e nt s o f N e w Y o r k Ci t y

4 176

5 324

San Fransisco 4 178

7268 712 4

65 69

10 831

Rotterdam 14 7

138

D elt a

Ther m i

176

Or ai ok ast r o

Pavl os M elas

Pyl ai a- Chor t iat is

Ampel oki pi - Menem eni

Neapol i - Sy kies

K or del i o- Evosm os

K al am ar ia

Thes s alonik i

2969

So ur ce: M.D.A.T. S.A., 2016 based o n ELSTAT data

2/5

Residents live in higher density than the residents of New York City

Total Factors

208

Area of strength Doing well, but can improve Need to do better

Qualities of city’s existing public spaces

source: Resilient Thessaloniki Questionnaire

The city’s network of open public spaces forms the backbone of its urban life. It is the spatial context where the city dwellers meet, interact and build their life. Therefore, such spaces ought to be inviting places, accessible to people of all ages and abilities, income, ethnicity and background. An aerial snapshot of Thessaloniki makes it quite evident that its cityscape is densely built, lacking of sufficient open spaces. More specifically, the green space area per resident is calculated to be 2.5sq.m. per resident (see map on p.21), which is significantly lower than in many other European cities. Moreover, the quality of the existing public spaces is deteriorating. Apart from the 4.8km length of Thessaloniki’s renovated waterfront, the majority of the city’s public spaces are relatively small, isolated and disconnected within the urban fabric and most importantly underutilized due to either their low maintenance or their poor design. Nevertheless, the comfortable city’s climate all year round makes everyone eager to enjoy the outdoors. Considering the shortage of open spaces in Thessaloniki, the goal of successfully revitalizing the existing ones rises as one of the top priorities in the agenda for creating a more resilient city, with vibrant neighborhoods and cohesive communities. This is particularly important as thousands of refugees begin to settle in the metropolitan area and connect with local communities. According to the UN Habitat Report “Global Public Space Toolkit”, an important constraint to the creation of an enjoyable public space, today, is the declining inclination of city dwellers to affirm their right to public space and eventually their share of responsibility. A common issue, that kept being raised throughout the discussions in every community meeting, held in the frame of the Resilient Thessaloniki Program, was the lack of civic consciousness and awareness. A reality that is visibly imprinted in many public areas around the city. On the contrary, the “community participation” sub-driver of the CRF Wheel ranked to the top of Thessaloniki’s “areas of the strength” list. The fact that the city’s residents are willing to contribute and actively participate in civic (volunteering) activities is also confirmed by the local NGO’s who noticed

Discovery Areas

a great increase on community engagement and solidarity in times of crisis - the country’s financial recession and the current refugees flows. Now, the arising challenge is how could the city, channel this valuable (citizen) social capital into processes that will encourage the concept of shared ownership of public space to emerge.

Key questions: How can the city tackle the unwieldiness of its public spaces? In what ways can the city manage to successfully integrate the citizens’ participation in the decision-making?

Lately, the concept of public space’s co-ownership is becoming quite popular worldwide, promoting a multi – level engagement, where along with the local authorities,

How can the city institutionalize the co - ownership of the public spaces and foster long-term relationships between a number of stakeholders?

stakeholders of a publicly owned area could be a neighborhood’s committee, a local NGO, a school, a local initiative and so on. The recently renovated waterfront stands out as an excellent example to confirm the value of co-ownership of public space. The city embraced this renewed public space as a vital part the urban daily life. As commonly happens in public spaces, soon after the completion of the project, city tagging and partial vandalism occurred. However, the lack of maintenance provision sparked activism to the waterfront’s daily users. Citizens who shared the same value, the (unofficial) co- ownership of the waterfront, formed informal groups and took action. Furthermore, the “co-ownership of public spaces” concept can be a driving force for successfully engaging young people into investing in their community. The city already enjoys public space improvements and cultural events that originate from the implementation of young citizen’s innovative proposals. In conclusion, regardless of the budget and the effort the local authorities might invest in planning and maintaining a public space, it is unlikely to be successful and sustainable, unless the community is involved. It is essential that the citizens feel empowered and responsible for their city’s public spaces otherwise such spaces end up no man’s land and are unable to function properly within the city life. Seeking synergies with the citizens (citizen participation) during all the stages from the planning process to the management and ownership of the space can be the key element towards the creation of a lively and inclusive public space.

Good Practices: 1.

Kipos 3: The project refers to the transformation of underutilized residual sites in the city of Kipos 3: The project KIPOS3 to the transformation Thessaloniki into lots for refers community gardening of underutilized residual sites in the city of Thessaloniki and other civic activities driving a broader impact into lots for community gardening and other civic activion city’s everyday life. on the city’s everyday life. tiesthe driving a broader impact Values:Social Cohesion, Multi-stakeholder Values: Social Cohesion, Multi-stakeholder Engagement, Engagement, Environmental Management, Local Environmental Local Identity, Identity, Health &Sustainability, Wellbeing Health & Wellbeing

Status: ongoing since 2015 Identified Issues: since 2014 Status: ongoing Residual public spaces Lack of Social Cohesion / Neighborhood’s Identity Solution: Identified Issues: Community Gardens residual public spaces

lack of social cohesion/ neighborhood’s identity Resilience Qualities: Reflective, Integrated, Robust Solution: community gardens

Topio: Creative placemaking for young leaders/ Qualities: Inclusive,as Resourceful, Flexible empowers Resilience high school students catalysts of change in their neighborhoods, beginning from their schools. Values: Values:Youth Empowerment, Social Cohesion, Multi-stakeholder Engagement, Environmental Youth Empowerment, Social Cohesion, Management, LocalEngagement, Identity Multi-stakeholder

Environmental Sustainability, Local Identity Status: ongoing since 2016 Identified Issues: since 2016 Status: ongoing Disengaged Youth | Degraded neighborhood’s Public Space

Identified Issues: Solution: Youth Empowerment - Leadership Disengaged Youth Degraded neighborhood’s public space Resilience Qualities: Inclusive, Integrated, Resourceful, Robust

Solution: Youth Empowerment - Leadership Resilience Qualities: Inclusive, Integrated, Resourceful, Robust

Discovery Areas

4.4 Discovery Area 4: Mobility as a driver for change The extensive need for housing in the 1960’s and 1970’s due to internal migration from the rural areas forced a rapid expansion of the city at the areas adjacent to the old city core and outside the ancient walls. This, along with a notable change in building legislation in 1956 led to rapid urban expansion in a semi-planned way, with limited public space, including streets and sidewalks.

Implemented Actions: Plans - Studies: •

Design of the urban transportation system

•

Resilience Europe - Urbact III: designing a metropolitan bikeway system

•

sea

Preliminary study on the west suburban railway

Policies: •

New Urban Freight Regulation System

ICT: • Mobithess App • Smart bus stop

Idea l

8 2

C u rren t

19 1

Current

P r i va te c ar

Pu b lic B us

B i c ycle

Motor c y c l e

S t r e etc ar

Sea tr a ns p o rta ti o n

Furthermore, mobility problems are posing another severe threat to the city. If a shock occurs, blocked and jammed 80 90 100 streets will prevent first responders and emergency Pe d e s tria n crew to arrive on the appropriate time. Therefore, lack of M e tro redundancy in the road system and extensive dependency on the inner ring road (more than 120,000 vehicles use it per day) are weak points in the implementation of an emergency plan. 27 3

15 3

27 3

Number of vehicles in Central Mecedonia region

2014

746621

2009

773185

2004

614802 118996

187220

221920 22382

172300

222552 20874

In recent years there are initiatives and policies towards alternative mobility systems: bikeways started claiming their share of public space, and the pedestrianization of Hagia Sofia and other minor streets in the city center brought new walking opportunities.

199836 15393

403828 76838 168400 12103

1998

After the electric tram system was removed in 1957, the only public transport system in the city is the public bus (OASTH). Therefore, all private transportation, commute, and urban freight are carried out by private cars and motorbikes, buses, and trucks. The lack of parking spaces promotes illegal parking on sidewalks that amplifies mobility problems. The large number of vehicles in the city enlarged the deterioration of air quality and increased noise pollution. Measurements of air pollutants show direct correlation between traffic emission and the elevated air pollution. In this regard, people recognizes air quality as the most severe environmental stress of the city but on the other hand lack of alternatives in transport enhances the unwillingness to alter commute behavior and leave private car aside.

200000 400000 600000 800000 1000000 1200000 Passenger cars Motorcycles Lorries Tractors, trailers and buses

Currently, three public transportation systems are planned: the subway system is being constructed after several delays 1400000 (projected completion in 2020), urban sea transportation

Discovery Areas

and a new suburban railway are planned and will be implemented the next decade. The study of a complete system of metropolitan bikeways is also under way and the new regulation for urban freight that prohibits trucks above 1.5 tons in the city center was recently established.

Key questions: How critical is the role of the mobility system in a case of a shock? Are people eager to adopt new transportation habits in favor of a healthier and cleaner environment?

Along with planned infrastructure, new business opportunities have emerged the recent years. The bikesharing system (Bikethess) and bike-courier services (PiediVerdi) are examples of innovative businesses that create or expand new mobility practices.

How can we frame effectively new transport infrastructure with small projects and actions in order to maximize their capacity? Are urban freight control regulations helping businesses and everyday mobility?

Perceptions:

33% of Greeks consider the transportation activities as a threat to air quality (source Eurostat 2013)

Good Practices: 1. Pedestranization of Hagia Sofia Street Transformation of KIPOS3 small neighborhood streets Kipos 3: The project refers to the transformation into low traffic residual areas. sites in the city of Thessaloniki of underutilized into lots for community gardening and other Sq. civic activiBioclimatic restoration of Chrimatistirio

29%

reduced the car use due to financial crisis from which 36% are will go back using the car if their financial condition gets better. (source AUTH, School of

ties driving a broader impact on the city’s everyday life.

Spatial Planning and Development)

Values:Social Cohesion, Multi-stakeholder Values: Social Cohesion, Multi-stakeholder Engagement, Engagement, Environmental Management, Local Environmental Local Identity, Identity, Health &Sustainability, Wellbeing Health & Wellbeing

Status: ongoing since 2015

75% characterizes the vehicle mobility very bad and 40% points out the illegal parking as the main

Identified Issues: since 2014 Status: ongoing Residual public spaces Lack of Social Cohesion / Neighborhood’s Identity Solution: Identified Issues: Placemaking, pedestrianising streets and alleys residual public spaces

problem (source: Resilient Thessaloniki Questionnaire)

70% believe that walking in the city is difficult because of occupied sidewalks

(source Resilient Thessaloniki

Questionnaire)

3% use bikes but 19% consider it as the ideal transportation mean

(source Resilient Thessaloniki Questionnaire)

lack of social cohesion/ neighborhood’s identity Resilience Qualities: Reflective, Integrated, Robust Solution: community gardens

Piedi Verdi and Thessbike are new and innovative Inclusive, Resourceful, Flexible companies Resilience with theQualities: common feature that both are users of the newly established bikeways. Piedi Verdi is a bike-courrier service company that can deliver small pakages and documents in the Pedestrianisation HagiaThessbike Sofia and other streets in the city within an of hour. is asmall bike sharing city centre company where you can rent a bike from 6 stations currenlty while the network is expanding. Values: Values:Youth Empowerment, Social Cohesion, Multi-stakeholder Engagement, Environmental Environmental sustainability Management, Local Identity Health &Wellbeing

Technology Adaptation Status: ongoing since 2016 Financial Sustainability Identified Issues: since 2011 Status: ongoing

Some consider street mobility problems to be a result of insufficient parking spaces. At the same time parking lots are often unused.

Disengaged Youth | Degraded neighborhood’s Public Space

Identified Issues: Solution: Adopting bike as an alternative commuting Lack of public spaces / poor design and mode accesibility in public spaces Resilience Qualities: Inclusive, Integrated, Resourceful, Robust

Solution: Pedestrianising streets and alleys, Placemaking Resilience Qualities: Inclusive, Integrated, Reflective, Flexible

Discovery Areas

4.5 Discovery Area 5: Data empowered City Review of Thessaloniki as a smart city in six major categories.

The diagram compares “smart” performance for Thessaloniki, Varna (Bulgaria) and Montpellier (France). All three are second-tier cities with similar demographics. The dashed line shows the average score of the sample of 90 cities and is set to zero. (source: smart-cities.eu)

Management of modern urban areas requires ongoing monitoring and fast decision making tools that rely on hard and consistent data. Since cities are expanding rapidly and technology progresses, the collection and understating of the relevant data must be accomplished in a fast and robust way. Therefore, urban analytics and metadata are providing the straightforward evaluation of a city. Furthermore, users of urban data sets are not only the traditional stakeholders (governmental, regional and municipality authorities and departments) but also businesses, universities, NGO’s or even individuals. Efficient management and dissemination of data could relieve the city from the burden of chronic stresses. Monitoring cross-cutting issues from environmental stresses (e.g. air and water quality), traffic management and urban freight control, to demographics and finance data is required in designing new policies and planning new investments. At the same time new and innovative ventures and the expansion of established businesses can thrive in a well-evaluated environment of a city. This will require an investment in human talent prepared to turn data into knowledge – i.e. understand issues, the dynamics of the city, and the behavior and experience of people. Education, training and lifelong learning programs will be required to help the city invest in human talent with the capacities to collect, track, manage, assess and apply data.

“You can have data without information but you cannot have information without data” - Daniel Morel, programmer and science fiction author

“Data are becoming the new raw material of business.” – Craig Mundie, Senior Advisor to the CEO at Microsoft.

The municipality of Thessaloniki the last years has recognized the necessity of public information and the communication between citizens and city’s authorities. In this regard, the web-based platform of opengov.thessaloniki.gr hosts many applications that disseminate urban data. This open data covers a variety of sectors: data sets on air quality, city budget monitoring, and more. The city organized open competitions for developing applications using city datasets (hackathons and the Apps4Thessaloniki contest). In addition, the city is participating in two commitments at the European Innovation Partnership on Smart Cities and Communities on Open Data and Innovative Technologies City Hub.

Discovery Areas

“Data really powers everything that we do.” – Jeff Weiner, CEO of LinkedIn

The use of robust data for everyday decision making, monitoring and impact measurement is fundamental in implementing a holistic strategy for the city. It is important to understand the “city as a platform”. There is a huge need to put the issue of data management, analysis, creation and visualization in the center of the city’s approach. There are various stakeholders in Thessaloniki that keep their own data sets for their own scope of work (from Universities to business associations). Unfortunately, much of these data sets lack consistency and systematization or are not accessible because of a general mistrust between the different actors.

Good Practices: 1.

Improve my city: A web-based platform where citizens can upload their requests, complain or suggestions about their city Values: Technology Adaptation, Financial Prosperity, Youth empowerment, Environmental Management Status: ongoing since 2015 Identified Issues: Red-tape and lack of organization has discourage concerning citizens to care about the city Solution: Through the platform direct communication between the appropriate municipality and the citizen Resilience Qualities: Reflective, Integrated, Robust

2. Mobithess: Thessaloniki’s Intelligent Urban Mobility Management System is a unified effort of the key players of the city dealing with urban mobility, transport and environment. Values: Environmental Management, Health & Wellbeing, Technology Adaptation, Financial Prosperity

Key questions: How can we create and foster robust urban data in the service of city development and environmental protection? Do we have enough data analytics to respond sufficiently to a shock and to mitigate impact when it occurs?

Status: ongoing since 2013 Identified Issues: Limited mobility and capacity in publictransportation Solution: Optimal and alternative routes in the city Resilience Qualities: Robust, Resourceful, Flexible

How can we involve citizens in data gathering and data dissemination? Can metadata promote entrepreneurship and economic development?

5. Synergies Multi-stakeholder collaboration is a fundamental value of the city of Thessaloniki and also a basic component for building resilience in the city. From the beginning of Phase I, a number of collaborations were formed with academic organizations, the private sector, youth groups and experts both locally and internationally. The collaborations included co-organization of workshops and seminars, consultation sessions, sharing of science and data, risk and hazard assessment studies. In Phase II, in the context of the working groups that will be formed from the further development of the Discovery Areas collaborations will multiply in an effort to create a common approach and strategy for the city with the active participation of the different stakeholders. Finally, priority of the city is to develop synergies with institutions and experts outside of Greece and especially the Greek Diaspora that have shown eagerness to facilitate and promote Thessalonikiâ&#x20AC;&#x2122;s initiative towards building resilience in the city.

6. Acknowledgements The Office of Urban Resilience would like to thank: • The Laboratory of Construction Equipment and Management, Department of Civil Engineering, of the Aristotle University of Thessaloniki for the coorganization of the Assets and Risks Workshop and the asset mapping and risk assessment report. • The Phemonoe Lab, for conducting a trendspotting and future city scenarios seminar for the members of the Resilience Office. • The Hellenic Institute of Transport of the Centre for Research and Technology Hellas (CERTH) for sharing the report on the vulnerability of the mobility network of Thessaloniki. • The association of Students for Sustainability of the International Hellenic University for assistance in all the workshops and meetings. • The MLS (Making Life Simple) technology company for the sponsorship of tablets for engaging participants to complete our questionnaires during workshops. • TV100, the municipal television broadcaster for the active communication of the Resilience Questionaire.

7. Resilient Thessaloniki Office The Preliminary Resilience Assessment of Thessaloniki was produced by the Office of Urban Resilience of the Metropolitan Development Agency of Thessaloniki. The Office of Urban Resilience is supported by the “100 Resilient Cities pioneered by the Rockefeller Foundation”.

Office staff: Lina Liakou, Chief Resilience Officer Leon Kapetas, Senior Consultant of Urban Resilience specialised on built and natural environment resilience Maria Sitzoglou, Senior Consultant of Urban Resilience specialized on strategic planning for social resilience Aphrodite Bouikidis, Senior Consultant of Urban Resilience specialised for issues of innovation and entrepreneurship Vasilis Akylas, Senior Consultant of Urban Resilience specialised on built and natural environment resilience Eleftheria Gavriilidou, Consultant specialised on urban infrastructure and environmental issues

Address: City Hall, Vas Georgiou A’ 1, 546 40, Thessaloniki email: resiliencethessaloniki@gmail.com tel: +302313317576 Facebook: Resilient Thessaloniki