EUROCITES EDF 27-29 March 2019

1. Making EUROCITIES more impact-driven EUROCITES EDF 27-29 March 2019 Silvia Ganzerla, policy director EUROCITIES

2. Aims of this session • Inform you of progress on EUROCITIES’ new strategic framework • Show you a proposal on organisational goals and strategic objectives • Prepare for next steps

3. Background • 2017 and 2018: assessment papers with universities, a members’ survey and events to discuss the future of the network  • Main findings - EUROCITIES needs to:  • Be more results- and impact-oriented • Break down silos • Be better prepared to respond to new challenges • Preparations for a new strategic framework: • October 2018: Brainstorming session with ExCom (vision and goals) • November 2018: Discussions at annual conference (vision and goals)  • December 2018 to January 2019: Brussels office further developing the goals and proposals for strategic objectives • February 2019: Work session with ExCom and forum chairs/vice chairs to gather feedback on proposals

4. A new strategic framework: overview • Composed of a vision and goals: 10 years • And a set of strategic objectives (2020-2025) which helps to: • Clarify the scope of the work   • Focus on results and outcomes • Identify synergies • Annual work plans • Adapted structures and ways • of working

5. A clear vision for EUROCITIES • EUROCITIES is the leading network of major European cities, working together to ensure a good quality of life for all our citizens. We strive for a Europe where cities are genuine partners with the EU to create a better future where: • People take part in an inclusive society • People progress in a prosperous local economy • People move and live in a healthy environment • People make vibrant and open public spaces • City governments address global challenges • City governments are fit for the future • EUROCITIES does this by: • Strengthening the role of cities in all EU policy negotiations related to urban issues   • Maximising EU funding opportunities for cities • Promoting the exchange of knowledge, experience and good practices between cities to scale up urban solutions • Building capacity to tackle current and future urban challenges

6. Goals - overview

7. Goal 1: People take part in an inclusive society • Fight urban poverty and social exclusion • Ensure access to adequate and affordable housing • Facilitate the inclusion of refugees, migrants, ethnic minorities and people with diverse backgrounds • Ensure quality and inclusive education • Deliver quality social services • Support inclusive local labour markets

8. Goal 2: People progress in a prosperous local economy • Stimulate the creation of quality jobs • Manage new economic business models and trends • Promote the attractiveness of cities for people, business and investments • Address local skills and future needs to tackle mismatches • Support the transition to a circular economy • Strengthen infrastructures in and between cities

9. Goal 3: People move and live in a healthy environment • Promote accessible and clean water • Ensure clean air • Reduce noise pollution • Manage the collection, recycling and reduction of waste • Promote safe, connected and sustainable urban mobility • Support the transition towards clean fuels and vehicles • Support urban food systems

10. Goal 4: People make vibrant and open public spaces • Promote the co-creation of cultural activities and spaces for urban development and cohesion • Regenerate and design open and inspiring public spaces for and with people • Ensure green areas and biodiversity in urban planning • Strengthen safety and security in public spaces

11. Goal 5: City governments address global challenges • Fight climate change and enable the energy transition • Tackle rising inequalities • Drive digital transformation

12. Goal 6: City governments are fit for the future • Promote innovative city government and administration • Ensure the financial sustainability of cities • Manage the use of disruptive technologies to transform public services • Strengthen public participation in decision making • Explore strategic partnerships and co-creation of public services • Promote gender equality and fight all discrimination • Plan for the cities of the future

13. Delivering: testing new ways of working Currently: predictability, persistent silos, limited tangible outcomes, limited flexibility ALL FORUMS ALL FORUMS KSF Jan March May June Oct Nov Annual conference Urban governance group Corporation platform In addition: WG and TF meetings, EU and international conferences, cities’ meetings etc…

14. Delivering: testing new ways of working 2020 Increased agility while maintaining foresight, better adapted activities and stronger synergies on transversal issues   KSF EEF EDF SAF EMF UGG ECF CP&AC Jan June Dec • An annual work programme per forum including: • 1 high level meeting (conference + WGs) • Targeted WG and other activities: seminars, workshops, webinars, study visits, LABs, project events, business partner meetings      • Lobby actions to EU institutions 

15. Next steps

16. The strategic framework and the forum Questions • Overall support for the approach to goals and strategic objectives? • To which strategic objectives can the forum, working groups or a group of cities contribute? • Which results/outcomes can we suggest for the relevant strategic objectives? • Overall support for the proposal for new ways of working in 2020?

17. ANNEX

18. Open questions for us (Brussels office) • What process in the forums/WG to: • Decide on where to contribute? • Propose results/outcomes? • Confirm commitment? • Agree on new ways of working for next year? • SUMMER MTG with FC/VC and WG Chairs: ENOUGH? • DISCUSS WITH THE STEERING COMMITTEES • How do we: • Ensure adequate outreach beyond forums and WGs? • Approve the forum WPG for 2020? • Ensure we match the WPG with adequate resources? • …

19. What does ‘impact-driven’ mean? • An impact-driven organisation is one that: • Defines the goals it is seeking to achieve • Measures if these goals have been achieved • Learns and increases its impact

20. What are the benefits of being impact-driven for EUROCITIES? • Transparency: Making goals and indicators explicit will make it easier for EUROCITIES to track progress and report to members • Efficiency: Clarifying priorities will allow EUROCITIES to make better decisions on allocating its resources • Pro-activity: Focusing on its own goals will enable EUROCITIES to better push for what it wants at EU level • Better communication: Being able to measure progress will allow EUROCITIES to tell a more compelling story about what it is doing for cities and their inhabitants

21. What terms are we using? Strategic framework: The group of documents we are using in the change process ‘Vision’ document: Contains EUROCITIES’ organisational goals, and a description of EUROCITIES’ activities Organisational goals: The five ultimate goals of EUROCITIES (not time-bound) Five-year strategy: Contains strategic objectives, impact indicators, and threats and opportunities. One set per organisational goal. Annual plan for 2020: Includes tactics, expected results for that year, and indicators. One set per strategic objective.