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  2. Moderator - ISCA

    How to create strong partnerships?

    For successful implementation and management of urban space for an active lifestyle it is important that we bring together different and perhaps uncommon actors in collaborative action and with a common vision to bring about change. It is important that we first map possible stakeholders for our project (local sports clubs, housing associations, education institutions, local businesses etc) that can help us to develop the physical space, the involvement of participants, the activities and funding. Partnership need to set clear and realistic strategic goals/objectives, and the actions that can support to achieve those goals. It is important that we involve partners across sectors, both those who share your objectives and those who could otherwise be a threat to your project. Cross sectoral cooperation require attention on clear communication and acceptance of different approaches and working methodologies. It is important that all partners feel included and valued. Here is a document that can give you more information about the partnership development and how to do it. Design to MOVE, http://designedtomove.org/articles/active-cities-compete Guidelines give urban space developers a step by step solution for an investment in developing greater human, economic, social and environmental capital and to explore what people want in the community. Academic experts have identified five “settings” in any city that relate to physical activity. These are: parks, urban design, transportation, schools and workplaces. Focusing investments in these settings have been shown to deliver a solid return and have the best evidence of co-occuring benefits. These guidelines are for mayors, city managers, transport and public health officials, business community, private citizens, and urban planners, NGOs and anyone who’s working to make cities a thriving places to live. Design to MOVE - Active cities gudelines provide practical steps for setting the physical activity as priority in the city, for using existing resources and learn from good example. It is foremost about designing for people and creating a legacy. It provides a starting point for cities to adapt to local context and needs. Guide provides examples from nine cities whose leaders realized action must be taken and came up with replicable solutions. This document focuses on designing active cities. The underlying premise that is supported by a substantial base of research, is that an active city is a safer, healthier, more prosperous and environmentally sustainable city. Here is also a good example from the City of Barcelona: https://movementspaces.isca.org/pdfs/56 Activa't als Parcs.pdf The involved stakeholders in this example are local sport organisations that usually collaborate with the Municipality in the promotion and development of physical activity programs. And another good example from Birmingham city, Active Parks: https://movementspaces.isca.org/goodpractice/000_214 Active parks has had many successes, as city listens strongly to what the community wants, Birmingham City Council has established great community links within local organisations and offer participants a way to get active by removing all barriers.
  3. For successful implementation and management of urban space for an active lifestyle it is important that we bring together different and perhaps uncommon actors in collaborative action and with a common vision to bring about change. First we need to map possible stakeholders for our project (local sports clubs, housing associations, education institutions, local businesses etc) that can help to develop the physical space, the involvement of participants, the activities and funding. We all together need to set a clear and realistic strategic goals/objectives, and the actions that can support to achieve those goals. It is good to have partners that can improve urban space, activities and also those who administrate the legislation related to the urban space. Be tactical and involve partners across sectors, both those who share objectives and those who could otherwise be a threat to your project. Cross sectoral cooperation require attention on clear communication and acceptance of different approaches and working methodologies. It is important that all partners feel included and valued. We can use the following guide to learn how the partnership can be developed and managed within a community: Community led spaces - A guide for local authorities and community groups, by Design Council UK https://www.designcouncil.org.uk/sites/default/files/asset/document/community-led-spaces_1.pdf With the right knowledge and resources, community groups can become more actively involved, either by managing the space themselves or by licensing or leasing the space from the local authority and taking ownership of it for the benefit of the community. Many of the benefits of transferring land to community groups exist precisely because the people who live closest to the space care most deeply about it, and they usually spot opportunities or problems first. Transfer can therefore generate better quality spaces, which respond to local demand. This guide is not directly connected to physical activity development in the urban setting, but offers great insight to partnership development, inclusivity and stakeholders involvement. This publication shows some of the advantages of transferring public open spaces to community groups. It shows how open spaces function as part of a network that benefits people beyond the immediate locality. You will find in the publication few good examples and different types of spaces, and their specific characteristics and uses and learn how you can provide different opportunities and constraints for community groups that want to take over their management and ownership.
  4. Monitoring and evaluation (M&E) of activities is important. They allow you to assess whether urban space and its activities achieve objectives or not. It provides also indications of progress, or lack of progress. It therefore regarded both as informative and formative, because it provides information that led to improvement of activities and offers data that assist you in terms of decision-making, effectiveness, and accountability. And it provides data as evidence base to communicate with partners, stakeholders and funders. For a good M&E we need to define criteria for success. and then plan the measurement and evaluation of the impact. To start with, I suggest to use a simple evaluation tool or use existing tools. Here is one that might help you: s System for Observing Play And Recreation in Communities - a reliable and valid observation tool for assessing park and recreation areas: https://activelivingresearch.org/soparc-system-observing-play-and-recreation-communities With M&E results you might have researched a potentials that can help you to contact potential funders. Thats why pitch your good idea and improve your advocacy process. Here is also a Guide that present how evidence and facts can help cities decision makers, urban planners and sport organisations develop MOVEment spaces in the communities. Towards More Physical Activity in Cities - Transforming public spaces to promote physical activity — a key contributor to achieving the Sustainable Development Goals in Europe, developed by WHO Europe: http://www.euro.who.int/en/health-topics/disease-prevention/physical-activity/news/news/2017/11/planning-cities-to-boost-physical-activity This Guidebook guides you through two concepts: physical activity as part of everyday life and the built environment. Both of these concepts have many different aspects, but this book focuses primarily on specific aspects as they relate to European cities. The Guidebook provides you evidence and facts that can help cities decision makers, urban planners and sport organisations develop MOVEment spaces in the communities. In the book you can find inspiring examples from 5 very different cities in Europe: Ljubljana, Copenhagen, Istanbul, Moscow and Barcelona. Book also explains how evaluations can be used in the planning and what kind of tool exists for MOVEment spaces development. Several cities have made improvements following the measured impacts. Here is an overview how they did it: 15 quick facts for cities - walking and cycling measures, by FLOW project http://h2020-flow.eu/resources/publications/ This fact sheet provides actual data from real life cases to support measures on improving walkability and cycling in the city without creating congestion. They describe some surprising results about overall transport efficiency that have been achieved while improving conditions for walking and cycling. You can use it as evidence for your MOVEmet spaces development in your city. These FLOW Quick Facts outline walking and cycling measures can not only improve conditions for pedestrians and cyclists, but also reduce congestion. They describe some results about overall transport efficiency that have been achieved while improving conditions for walking and cycling. So rather than fearing increased congestion, these Quick Facts help inspire city planners to make bold decisions for the streets, using walking and cycling measures to provide a win-win for both the city and the citizens.
  5. Indeed, key importance is understanding who the priority target group or populations are that the active urban space and activities should be aimed at. We need to understand who is living around the urban space and who are the groups/individuals that are not already participating in existing activities. We need to plan and develop urban space for an active lifestyle that meets the ‘target’ group needs. We need to get a knowledge on the life situation and resources of our target group by having a dialogue, meeting them or visiting them. We need to ask them, not just what activities they would like, but as well what kind of activity are they able to participate in. An invite them to be part of the planning and developing process. For getting more knowledge and understanding the target groups I recommend to read Danish architectural policy - Putting people first (Guide 2014), that can be found here: https://kum.dk/uploads/tx_templavoila/Danish%20architectural%20policy_putting%20people%20first.pdf and it is developed by Ministry of Culture Denmark. This publication shows how Danish government developed the national strategy on architecture by focusing on people needs. We can use the document for understanding how to focus on enhancing citizens’ experience of architecture and their participation in democratic processes. Document includes good examples on how architecture can promote sustainability and quality of life - environmentally, socially and culturally and how education and innovation can empower architecture as a growth industry. It can inspire your country and decision makers at different ministries in your country. The Danish government - Ministry of Culture is promoting a new architecture policy focusing on citizen involvement, environmental and social sustainability and the maintenance of buildings in rural districts. The architectural policy has been developed in close cooperation between a number of ministries and stakeholders in the last few years and was launched in 2014. Danish Ministry for Culture shared: “Architecture is for the people. It sets the framework for our lives, and it affects us with its values and ideals. Therefore, we must create towns and sites where it is pleasant to live, where people can meet each other in stimulating surroundings and where the buildings are, at the same time, part of the solution to the challenges of growth, energy and migration. Here, for inspiration, is also a local project from Belguim (Brussels Environment, Boulevard du Jubile 202, 1080 Molenbeek-Saint-Jean), that was initiated and developed by people: PARCFARM, http://www.landezine.com/index.php/2017/03/parckdesign-by-taktyk-and-alive-architecture/; http://movementspaces.isca.org/goodpractice/000_186 Parcfarm is an urban farm in Brussels build on a former dumping ground by the local residents of Molenbeek. It was an idea of local people who responded to a call from Parkdesign project to create a park in the Molenbeek district that has been built around a glass farmhouse, a cafe as well as the administrative offices of the non profit organisation that runs the site. Parcfarm is also home to a communal kitchen, a series of beehives, an animal park with chickens and sheep, and a communal wood fired oven where locals can bake bread or pizzas. The project was meant to be temporary, but the success of the initiative made the city council announce it as a permanent fixture.
  6. Laska Nenova - ISCA

    Webinar

    Free webinar on the topic of the Movemen Spaces.
  7. - What ways could you build connection among people and collaboration into your activity? - How could you involve volunteers to help people create connections and links with each other during the activities? - How could you support communities to link with each other about their interventions and benefit from the work done?
  8. - How can the city and sports organization define and share with each other goals and objectives of the MOVEment spaces partnership and share how collaborative work could help to achieve each other goals with the basis of establishing an effective and fruitful collaboration? - How to develop the leadership? - What are everyone’s responsibilities in the community? What is your responsibility?
  9. - What is the area of the city you would like to develop the activity for? - Who is living in the around the area? - Who are the groups/individuals that are not already participating? - What kind of spaces you have in your city – outdoor and indoor – that can offer activities? - Would you like to change these spaces?
  10. What’s the impact of walking and cycling on urban congestion? What happens when you remove a car lane to put in a new bicycle lane? Or you give pedestrians more time to cross a busy road? Several cities have made these improvements and measured their impacts. How to monitor and evaluate the success of initiatives in MOVEment spaces?
  11. Sport and leisure infrastructure management is defined and regulated with standards of organization, program, technologies, human resources and funding. There are different types of facilities and areas for sport and leisure. Important definition and distinction are indoor and outdoor facilities, built facilities and natural areas.
  12. Sport and leisure infrastructure management is defined and regulated with standards of organization, program, technologies, human resources and funding. There are different types of facilities and areas for sport and leisure. Important definition and distinction are indoor and outdoor facilities, built facilities and natural areas.
  13. How to advocate for MOVEment spaces? How to build the case? What is the needed evidence? What are success factors and principles of advocacy? What are barriers and challenges in advocacy process? What are the right activities? What is the success story you know?
  14. Encouraging more physical activity in the cities requires that such efforts are part of strategic political priorities. A thorough understanding of the current state of each individual city is required: what are currently the most significant barriers to promoting physical activity? What could other priority challenges be effectively coupled with efforts to promote physical activity? In which areas in the cities interventions have the biggest impact? What population should new policies and strategies target or benefit? Which aspects of people’s everyday life should be prioritized?
  15. How to promote that active cities are an investment in developing greater human, economic, social and environmental capital?
  16. Encouraging more physical activity in the cities requires that such efforts are part of strategic political priorities. A thorough understanding of the current state of each individual city is required: what are currently the most significant barriers to promoting physical activity? What could other priority challenges be effectively coupled with efforts to promote physical activity? In which areas in the cities interventions have the biggest impact? What population should new policies and strategies target or benefit? Which aspects of people’s everyday life should be prioritized?
  17. Encouraging more physical activity in the cities requires that such efforts are part of strategic political priorities. A thorough understanding of the current state of each individual city is required: what are currently the most significant barriers to promoting physical activity? What could other priority challenges be effectively coupled with efforts to promote physical activity? In which areas in the cities interventions have the biggest impact? What population should new policies and strategies target or benefit? Which aspects of people’s everyday life should be prioritized?
  18. Challenges stated by partners - Lack of partnership with Swimming federation and other stakeholders - Swimming facilities in bigger cities - Quality of the water in the public open water spaces - The main challenge is to increase the number of users and place the service as an active offer to enjoy the beach. The consolidation of groups of participants like schools and the link with tourist, providing a different experience in the beach.
  19. - Sustainable / longterm partnership in local communities between sports club and municipality. It is easy to agree for an event, then for the sustainable activation - Organised Biking in the city: The challenge in the early stages is in finding a suitable venue from where to start. Other practical challenges include the cost of the bikes, managing repairs etc and also storing the bikes which are all shapes and sizes. - The ability to invoke civic responsibility on the streets within the city. There is reluctance in some circumstances for people to offer their time or services to fill the necessary volunteering roles, such as leafleting and stewarding. It is challenging to deliver a successful road closure without the willingness of residents to fulfill these duties. - To set the rules of use of the public spaces and the skate parks etc and promote that
  20. One of the most asked questions is - how to secure funding for our outdoor physical activity event?
  21. The main challenges of Active Parks in Barcelona are how to increase the engagement of men. In certain cases and circumstances, the same participants are leading the activity. It becomes more than a physical activity, it means a meeting point. Participants discover the potentiality of the parks and green areas as a healthcare environment. Using these motivations to use parks, the areas are respected and the rest of people respect those who participate in the activity regularly.
  22. Park maintenance/reputation: One of the parks used has a bad reputation locally, due to various crime-related incidents such as stabbings and historical drug use taking place. Understandably this led to a number of participants mentioning that they felt uncomfortable running in the park or would do on their own. This continues to be overcome by the concept of running as part of a group being promoted to all participants continuously.
  23. The main challenges have been establishing what works well and how to change what isn't working well. For example, if a session isn't well attended we have to look at if its the right time, the right activity, the right instructor for the session. If we are targetting the right people or if we are just putting these sessions on because we think they will work. This is why it is so important to listen to our outside partners and participants to encourage good communication and establish good practice.
  24. People want a greater say in how their local parks and public spaces are managed, but quite often no one asks them!
  25. Lack of multi-stakeholder and multi-level governance approach, with strong partnerships at the local level.
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