1. Making EUROCITIES more impact-driven
EUROCITES EDF March 2019
Making EUROCITIES more impact-driven
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 ( ) 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
Urban governance group
Annual conference
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.