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15Feb/24

14/02/2024 Lady Mayoress’ Coffee Morning – speech

Dear guests,

Dear volunteers,

Dear performers,

Dear donors and sponsors,

Dear municipal staff,

Dear family,

Dear friends

Dearest  Lord Mayor,

5 years ago, my mother was diagnosed with a cancer. After a second wave of chemotherapy, it became clear she could not cope with the pain at home anymore. We had done not our best to ease her pain, to be the best possible support, but we had also reached out limits. She asked to be transferred to a palliative care centre.

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Les dimensions de la collaboration entre initiatives citoyennes et autorités publiques

Comment comprendre la collaboration entre autorités publiques et initiatives citoyennes, pour augmenter la résilience des dynamiques locales ?

Dimension 1 : La vie de la collaboration

Une collaboration entre deux acteurs a une vie : elle se prépare, se crée, elle se réalise concrètement à travers divers projets, puis évolue et s’entretient sur les longs et courts termes.

Les dimensions de la collaboration

Les dimensions de la collaboration

AVANT

En premier lieu, la collaboration se met en place. Elle est prédisposée par une culture de l’engagement citoyen, qui appartient tant aux citoyens qu’aux autorités publiques. Des initiatives permettent de mettre en place une première prise de connaissance, mais aussi un changement d’attitude et de paradigme pour apprendre à « faire ensemble ». Les pratiques visent pour les autorités publiques à clairement inscrire la participation et la co-création avec des citoyens dans une stratégie claire, voire à établir une unité de participation ou à intégrer clairement le rôle des citoyens dans l’organigramme administratif. Cela s’accompagne aussi de changements de fonctionnements internes (New Ways of Working), ainsi que de stimulation de l’innovation au sein même des fonctionnaires. Ce sont aussi les premiers pas pour aller les uns vers les autres : en organisant des rencontres entre citoyens et responsables politiques et administratifs.

Enfin, c’est à travers le développement d’un écosystème que la culture de la participation se développe : en travaillant avec diverses associations, en s’ancrant dans des réseaux plus larges, en favorisant les espaces de co-working ou co-associating, en organisant des universités urbaines et citoyennes et en partant à la rencontre des projets des uns et des autres.

LANCEMENT

Une fois que les premiers jalons de confiance et connaissance sont installés, la collaboration peut se formaliser à travers des projets ou initiatives concrets. Cela nécessite parfois une signature, par exemple, pour un engagement entre l’autorité publique et les citoyens (sous forme de charte) ou bien pour assurer le suivi du projet en passant d’une majorité à une autre (sous forme de convention), mais pas nécessairement. Il s’agit avant tout de « faire ensemble ».

La collaboration peut s’établir lorsque des processus sont mis en place tant au sein de l’autorité publique que des initiatives citoyennes. Les un.e.s travaillent étroitement avec des acteurs de terrain, déléguer certains de leurs tâches à des acteurs de terrain, mettre en place des postes avec une grande partie du temps sur le terrain, ou voire détacher certains de leurs employé.e.s. En interne, ils cherchent des synergies avec d’autres programmes d’activités (comme les Agendas 21) et favorisent la transversalité ; Tandis que les autres, les citoyens définiront une gouvernance claire, parfois avec la nécessité de se structurer en asbl, pour bénéficier de certaines formes de collaboration.

PENDANT

Une fois que la collaboration est mise en place, des projets peuvent être menés à bien, et des réajustements peuvent avoir lieu. Des apprentissages apparaissent. La collaboration telle qu’établie et vécu au départ évolue au gré du contexte.

Les autorités publiques centralisent la coordination pour faciliter l’interaction avec les citoyens et la rendre plus efficace.

Les citoyens organisent des réunions régulières pour se tenir au courant et agir en collectif. Ils.elles font évoluer leurs modalités de fonctionnement, par exemple en ce qui concerne la gouvernance ou la participation financière.

Des stratégies et politiques sont mises en place pour co-créer des politiques locales, de stratégies locales, des critères de budget participatif ainsi que son évaluation. Des tâches de planification urbaine sont déléguées à des citoyens et l’expérimentation a notamment lieu à  l’échelle d’un (nouveau) quartier. En parallèle, l’expertise des citoyens est reconnue, voire monnayée.

La collaboration prend aussi la forme d’un accompagnement de l’autorité publique pour les initiatives citoyennes avec expertise, méthodologie, dans le montage de projets ainsi que de leur mise en œuvre. L’accompagnement peut aussi être proposé par des pairs qui ont reçu une formation.

L’ENTRETIEN

La collaboration évolue au fur et à mesure du temps. Elle est dépendante des personnes la composant, mais aussi du contexte économique, social, culturel, environnementale, … Elle s’adapte et s’ajuste. Sur le long terme elle peut rester dans un format similaire. Elle peut aussi grandir ou rétrécir (en ambition, types de projets, acteurs). Certaines activités de citoyens peuvent devenir salariées. Elle peut aussi changer complètement : se scinder en de nouvelles dynamiques ou fusionner avec d’autres. Elle peut enfin se transformer en changeant d’activité ou se transposer et se répliquer ailleurs.

Pour soutenir cette évolution, des plateformes en ligne sont mises place pour stimuler l’échange entre citoyens et autorités publiques. L’autorité publique organise aussi l’entremise entre parties prenantes, tout en reconnaissant la contribution citoyenne pour le bon fonctionnement de la ville. Cette reconnaissance peut être individuelle tout autant que collective à travers expositions ou journaux. L’autorité publique soutien aussi l’entretien de la collaboration avec un soutien diffus aux projets après leurs fins.

Dimension 2 : Les conditions de la collaboration

Afin d’évoluer dans un projet de collaboration commun, de nombreuses conditions peuvent agir à diverses étapes de la vie de la collaboration. Comme dans un couple dans lequel,  par exemple, chacun des membres doit être bien en lui-même avant d’être bien avec l’autre, la collaboration nécessite que chaque acteur.rice fasse un travail interne avant de pouvoir travailler efficacement ensemble. Ce travail a lieu en amont, avant de mettre en place une collaboration, mais aussi à au lancement et pendant, par exemple, afin que les services adéquates d’une autorité publique travaillent de manière transversale pour répondre au mieux aux besoins des citoyens avec lesquels ils collaborent.

7 conditions se dégagent pour une bonne collaboration entre autorités publiques et initiatives citoyennes : 

  • Travailler sur soi: les acteurs de la collaboration apprennent à se consolider, à être bien en eux-mêmes avant d’être bien avec les autres, et adoptent une transition intérieure (par ex. stimuler l’innovation à tous les niveaux, établir des gouvernances et organigrammes clairs, favoriser la transversalité, identifier des financements qui permettent une forme d’autonomie, instaurer la participation, s’inscrire dans une stratégie claire)
  • Mieux se connaître : les acteurs de la collaboration apprennent à se connaître et se faire confiance, directement ou avec des médiateurs (par ex. aller à la rencontre des uns et des autres, organiser des rencontres  entre les citoyens et les responsables politiques, maintenir une plateforme en ligne d’échange entre citoyens et autorités publiques, établir des agents de quartier, organiser l’entremise entre parties prenantes, reconnaître la contribution citoyenne, utiliser les réseaux sociaux pour mobiliser).
  • Collecter et rassembler des ressources : les acteurs de la collaboration identifient les ressources qu’ils possèdent et le mettent en commun (par ex. établir un budget participatif, louer des terrains,  locaux et du matériel pour des activités ponctuelles ou récurrentes, proposer des prêts ou des dons)
  • S’engager formellement: les acteurs de la collaboration formalisent leur collaboration sous forme écrite ou orale (par ex. structurer juridiquement, établir des règlements spécifiques pour l’utilisation des communs, signer une charte d’engagement entre l’autorité publique et les citoyens, signer une convention pour assurer le suivi du projet, utiliser des outils contractuels « inhabituels »)
  • Co-construire les projets: les acteurs de la collaboration se projettent dans des projets communs qu’ils souhaiteraient mettre en place sur leur territoire  (par ex. co-construire les critères du Budget Participatif ou une stratégie locale de résilience, co-élaborer les politiques locales, déléguer des tâches de planification urbaine à des citoyens, établir l’expérimentation à l’échelle d’un (nouveau) quartier, développer une expertise reconnue (et monnayable)
  • Mener des projets: les acteurs de la collaboration mettent en œuvre des projets concrets qu’ils réalisent ensemble sur leur territoire (par ex. accompagner le montage de projets et des projets pour la méthodologie et l’administratif, travailler avec une structure intermédiaire permettant un relais avec des citoyens, centraliser l’accompagnement, former des pairs pour accompagner les citoyens au quotidien, mutualiser la quête de financements indépendants)
  • Vie sociale, entourage, communauté, contexte: les acteurs de la collaboration évoluent dans une communauté et un entourage qui les nourrissent quotidiennement (par ex. créer un écosystème, créer des moments de rencontres entre acteurs de terrain, ancrer l’initiative dans un réseau plus large, créer des synergies avec associations et réseaux thématiques ou de quartier, mettre en place un espace de co-working pour repenser la ville ou une structure favorisant le développement d’un écosystème, organiser une exposition itinérante exemplifiant des projets existants, participer à une université urbaine et citoyenne, ouvrir le projet sur le quartier, publier un journal sur les initiatives locales, organiser des visites thématiques d’initiatives)

Can public procurement be a leverage for local food transition?

Can public procurement leverage local food transition - COVER

Discover how cities have taken on the challenge to push for more organic, local and sustainable food systems.

URBACT cities and networks have been very active in the development of innovative approaches and solutions when it comes to public procurement and gender-sensitive responses. Their practical insights and experience are told in the different modules of the Strategic Public Procurement Online Course. Some municipalities have also taken advantage of it to re-think the ways we produce, distribute and consume food. Read on to see how cities are taking matters into their own hands.

Food procurement relates to the provisioning of food, via catering services (with or without supply), canteens, and vending machines. It targets the public sector and sectors managed by public authorities: school and childcare centres, health and welfare centres (including hospitals), senior or retirement homes, and public administrations.

Food Public Procurement: what and why?

Paying attention to the way this food is purchased by public authorities is crucial.  The overall environmental impact of the food system is undeniable: it contributes to 1/3 of GHG emissions globally and drive up socio-economic and health inequalities. In addition, within the agricultural sector in Europe, livestock farming is responsible for 78% of biodiversity loss and 81% of global warming. Food waste of the catering sector is also estimated to account for 14% of all EU waste, accounting for almost 12.5 million tonnes. Energy produced effectively by the catering sector could, for example, achieve savings of more than 20% leading to a saving of EUR 95 million (80 million GBP) per year and reducing national energy consumption by over 4 000 million kWh per year.

In terms of economic impact, the current food system sustains unfair working conditions practices for farmers and their respective difficult to access land and to sustainable production. Not to mention the working conditions of migrant workers. With regards to the fact that, on average, 85 million meals are catered every day in the EU (over 50% through contract catering), and that there are about 3.7 million vending machines in Europe that are run by around 10 000 different companies (mostly SMEs and family businesses that employ directly more than 85 000 people and many more in supportive industries), sustainable food procurement in public institutions provides an enormous potential to push market demand for greener products.

https://food.ec.europa.eu/sites/default/files/2022-09/fw_int-day_2022_demand_en.jpg

In terms of social and health-related impact, the current mainstream food system has led to a higher risk for disease and mortality in Europe: unhealthy diets are responsible for 49% of cardiovascular diseases, with an estimated annual cost of EUR102 billion for health systems and society; and with 16-22% of EU school-age children are overweight, 1/4 of them are obese. Last but not least, 36.2 million people, including children, cannot afford a quality meal every second day, which could be compensated by healthy school meals to a certain extent.

As such, using food procurement strategically can impact the whole society directly. First by promoting the purchase of certified (ideally organic) products, seasonal products, reducing the called “food miles”, and reducing packaging and food waste. Procurement can lower pesticides and antibiotic residues in food air and water pollution and greenhouse emissions. Then by promoting the purchase of certified (ideally fair trade) local products. Procurement can support the fair retribution of producers, boost local economy and employment, supporting local entrepreneurship and innovation, increase or convert organic production. And finally, by promoting the purchase of sustainable products and healthy meals and raising awareness. Procurement can contribute to the reduction of obesity, health problems, boast local communities’ prosperity and wellbeing.

The EU Framework for Sustainable Food Procurement

When addressing food procurement, the first strategic frameworks which come to mind are those related to the EU (green) Public Procurement: the EU public procurement directive, the EU Green Public Procurement criteria, the Communication on public procurement for a better environment, Public Procurement for a Circular Economy. Good practice and guidance, and the  Food & catering – GPP Product Sheet.

Yet, Food Procurement can also rely on a range of other EU initiatives, to further develop innovative solutions:

  1. European Green Deal and the Farm to Fork Strategy
  2. The Action Plan for the Circular Economy, the EU waste directive, the EU Strategy for Plastics in a Circular Economy, the Directive on single-use plastics, and the Directive on packaging and packaging waste
  3. The EU Strategy on nutrition, overweight and obesity-related health issues
  4. Food 2030 research and innovation policy framework

Key URBACT cities’ solutions

Some URBACT cities have been exemplary in seeking to identify practical solutions for the transition of their food procurement processes. Below some city cases:

Engaging users and the market in Liège

The city of Liège (BE), partner in the BIOCANTEENS#2 Transfer Network developed a strong knowledge of their local producers, while adapting the needs of their local canteens to their local offer. The city starts all its tendering processes by an analysis of the needs with the food users, such as canteens managers and cooks: products used, their quantities, frequencies and other relevant factors. The research then focuses on local producers and enterprises that could potentially respond to these needs, leading to drafting specifications corresponding to both needs and offer.

Market engagement also enables the city to build the capacity of the market to meet their requirement(s), inform on the design of the procurement and contract, and help suppliers to submit quality bids. This process also tests the maturity of the market, the feasibility of the procurement, the level of technical and product innovation, the type of exiting composition and the concern about sustainability. Once the city is certain that producers can deliver healthy and diversified meals, the tenders integrate a new selection criteria.

It is important to note that market engagement is legally possible under Article 40 of Directive 2014/24/EU, provided that legal consideration are taken into consideration, as transparent and non-discriminatory process, not providing unfair advantage, keeping a record of all market engagement activities, giving equal access to all suppliers and treat all suppliers equally.

Training, supporting, monitoring and control in the Region of Brussels-Capital

The Region of Brussels-Capital (BE), was the Lead Partner of the URBACT II Sustainable Food in Urban Communities Network, which designed a complete training and support for school canteens and caterers: awareness-raising for future catering professionals, pilot projects with catering companies, training schemes, support with communication tools and equipment, and access to a help desk. This scheme is linked to the Good Food labelling of canteens, part of the Region Sustainable Food Strategy – the Good Food Strategy that is now in its second version.

The Region also published detailed Guidelines for canteens which stress the importance of control and monitoring, in order to ensure that the contractor commitments are respected in the delivery of contracts. It can take the form of an administrative monitoring (e.g. on a trimester basis), as well as -surprise (bi-)monthly check at the place of production (in case of on-site production). A third check is only necessary if there is any doubt about a possible problem. The guidelines also distinguish canteens with food prepared on the spot or delivered, describing criteria in concrete details and technical clauses.

Combining procurement solutions for more sustainability in Torres Vedras
https://www.cm-tvedras.pt/assets/upload/paginas/2022/02/02/dscn6750/dscn6750.jpg

As part of its Sustainable School Food Programme, which aims to provide healthy school meals in a social, ecological and sustainable way, the city of Torres Vedras (PT) a partner of the BioCanteens original Transfer Network looks out at food procurement concerns for its municipal kitchens, which prepare 1 400 meals per day. The city seeks to purchases raw food material exclusively and directly from local producers and suppliers, with the following combined solutions:

  1. Lots for raw food material: organic fruits, conventional fruits, organic vegetables, conventional vegetables, meat, fish, grocery, bread and eggs.
  2. Decision criteria applicate a percentage for: price, samples for quality evaluation, technical data sheets of the products, freshness related to the food transport time (minutes).
  3. Mandatory conditions for supply: bulk products (if applicable), specific capacity of the suppliers, and replacement of non-acceptable products by quality issues.
  4. Mandatory documents: price, products data sheets, document to evaluate freshness through the distance of the food production/storage.

Indeed, the 2014 Directives allow contracting authorities to both: exclude companies from tendering for not meeting certain conditions (exclusion criteria); and select the most suitable companies to bid based on technical ability and previous experience in relation to the subject matter of the contract (selection criteria).

Creating a whole food ecosystem using procurement as a lever in Mouans-Sartoux
https://urbact.eu/sites/default/files/styles/width_400/public/media/mouans_sartoux_bio_canteens_scheme.png?itok=Yp5u9Kal

Mouans-Sartoux (FR), is a flagship URBACT city that has achieved and shared its secret recipe for years now, especially as the Lead Partner of both editions of the BioCanteens Transfer Networks. As part of its overall transition, it has used procurement as a main tool to ensure the coherence of its entire food ecosystem. By combining lots, market engagement, use of labels, weights and criteria, in its tenders it has sought the pave the way and leading role cities can play. Yet, procurement is only one of the tools used to this end, and the dynamics go beyond food itself (see the image below). The experience of this city has been told using different formats (kitchen micro-good practices, Education Micro-good practices, set-up of a Maison de l’Alimentation Durable, among many others) and stories.

What if my city wants to go further?

Then above-mentioned examples are all accessible for interested readers to consult. And the cities that were used as examples for this article will undoubtedly be happy to share more about their experience. Other material can be found as part of the StratKit Interreg Baltic Sea project, the EU Food Policy Coalition paper on sustainable public procurement of food, and, the Manifesto for establishing minimum standards for public canteens across the EU.

Last but not, least, URBACT will carry on the debate and reflections on the subject of food procurement in the course of this year. So, stay tuned and be sure to check the URBACT Knowledge Hub!

Reposted from the URBACT website

From URBACT to ASToN: how cities can ensure sustainability of their work beyond the network

This article follows an in-depth talk we had in December with the ASToN cities sharing lessons from the URBACT programme. URBACT has funded 162 EU networks and over 1000 cities since 2002 and inspired the creation of the ASToN network.

This article shares case studies and key takeaways from the URBACT programme about how cities should approach sustainability of their projects, and begin planning life after the ASToN funding.

Data has shown that 21% of 190 surveyed cities funded by URBACT between 2012 and 2019 have approved their Integrated Action Plan (known as the Local Action Plan in the ASToN network), whereas 27% are currently in the process of getting approval. 18% explain they are about to approve it, whereas 34% are not clear about it.

At the closing of the Action Planning Networks, has the IAP been adopted© Study on integrated action plans

In addition, 48% of the surveyed cities have secured funds for the implementation of the Action PlanP: more than half from the city’s own or other local resources. Yet, it is unclear whether it was secured before or after the planning of the specific actions. Beyond this generic data, limited quantitative data actually exists on what has happened to the networks after their URBACT life.

Here are two examples providing more insight into the varied experiences of URBACT cities in approving and implementing their action plans.

Case 1: the Region of Brussels Capital’ Good Food Strategy

Sustainable Food in Urban Communities ©Brussels

Whereas the Region of Brussels Capital, in Belgium, had been working in an unstructured way around the questions of sustainable food, since 2008, it became the Lead Partner of the Sustainable Food in Urban Communities network in 2012 (until 2015). Together with 9 other cities, it sought to transition towards low-carbon and resource-efficient urban food systems, while focusing on the whole food chain: production, distribution and consumption.

Its Action Plan designed 6 actions, all of which were completed and led to the co-design of the Good Food Strategy, the Sustainable food and Urban Agriculture Strategy. Since then, the methodology used for the co-design has been improved and a new Good Food Strategy (v. 2.0) is under way.

Case 2: The City of Schaerbeek’s work on Public Procurement

Making Spend Matter © Preston

The City of Schaerbeek, Belgium, was part of a network focusing on Public Procurement, led by Preston (in the UK), with 5 other cities, Making Spend Matter. Between 2018 and 2021, Schaerbeek learnt from Preston on the ways to use spend analysis as an evidence tool: to enhance the impact of procurement by public and anchor institutions and to bring additional economic, social and environmental benefits to the local economy and its citizens.

Because of a lack of resources, Schaerbeek has not implemented the 20 actions of its Action Plan yet. Yet, it has carried out its spend analysis and designed a strategy for improving its Public Procurement. It has also become a member of an International network of cities working on Public Procurement, Procura +.

Based on these two cases in particular, and many other experiences observed and analysed throughout the years we have identified the following takeaways:

1) The key legacy is the methodology

The URBACT methodology, focusing on integration, participation and transnational exchange and learning has been a key gamechanger in the way the cities work. This includes:

● Learning to co-create with a variety of stakeholders, starting from the identified needs rather than administrative or political push (e.g. in Brussels’ case, for the first time all stakeholders gathered to discuss local food policies and remain the core of the Food Council) ;

● Developing transversality of administrations and the ability to work beyond silos (e.g. in Schaerbeek, the Local group was composed of civil servants from different departments who keep on working together);

● Nurturing learning and exchange amongst peers, if not transnationally, at least regionally and/or nationally (see below the roles of networks);

▪ Promoting and supporting (social) innovation within their constituencies and within the administrations themselves (transparency being a key challenging learning for Brussels and Schaerbeek: Brussels is evaluating and improving the process and content of its Good Food Strategy every 2.5 years); and,

▪ Keeping an integrated approach to local policies’ design and delivery, while developing adequate capacities and skills (e.g. Schaerbeek is investing in trainings for the Funding unit, then available transversally to all civil servants)

Schaerbeek’s Local Group composed of members of different municipality department © Schaerbeek

2) Creating an action plan provides a strategic push

Another key outcome of the participation in such networks has been development of the action plan: both as a process and as an output. Indeed, it has served in many instances as a driver for integrated sustainable development in cities. It has helped them become more systematic in approaching an issue (e.g. the Brussels’ Good Food strategy). More importantly, these are seen as living documents, adjusted iteratively on an on-going basis in parallel with the evolving needs, priorities and resources.

TechRevolution Transnational Meeting in Piraeus ©Marcelline Bonneau

3) Seek out other network and funding opportunities

As a follow-up from taking part in such networks, cities have also participated in other European projects and networks. At the individual level, civil servants are increasingly interested in being part of such approaches and see the added value of further learning and exchanges (e.g. a recently carried out study with the municipality of Schaerbeek showed an unexpected high level of satisfaction from participating in Making Spend Matter and the wish to continue investing such working experiences). At the institutional level, some cities have designed specific strategies to further work with other European cities. For example, the URBACT experience has comforted Schaerbeek in drafting a Strategic note on European projects (including a SWOT and some concrete solutions) as well as an opportunity study.

Cities are also developing competences for looking for EU funds, putting together proposals, applying for these funds and implementing successful projects. This also includes having a clear vision of the timing for calls (notifications and deadline) and necessary human and financial resources.

4) Individuals play a key role in ensuring continuity

Following-up on such networks has also been possible only through the commitment and involvement of key people. Civil servants are at the forefront, they can act both as a leverage for their elected representatives and other stakeholders, and to ensure the continuity, e.g. in the implementation of strategic plans.

Elected representatives from different levels of governances are also crucial to support the follow-ups, to promote them more widely. Importantly as well, they can use follow-ups as self-praising, which is then a win-win for the implementation (e.g. in the case of Brussels, the Ministry of the environment made the Good Food Strategy one of her greatest achievements even though she was nominated only after the URBACT network).

Last but not least, stakeholders need to be engaged in the follow-up the same way, even if not more than in the Action Plandesign: they are crucial to co-design the actions, co-implement them and also be their ambassadors and take-up while supporting and promoting.

URBACT Boostinno meeting in Paris © Marcelline Bonneau

5) The power of keeping in touch

After networks like URBACT or ASToN, it is of utmost importance for cities to remain in contact with each other. This is quite successful in an informal way, at the level of individuals, via Facebook, Whatsapp, Linkedin and emails. At a more institutional level, Twitter is also efficient. Communities of practice (e.g. via Slack — see the TechPlace community and via LinkedIn groups — see the Walk’n roll cities and Gender Equal City groups) are also successful.

Beyond this direct networking, cities can keep on meeting and exchanging while taking part in various events — both as participants and speakers. National and international networks, either generic (e.g. ICLEI, Metropolis …) or thematic (e.g. Cities Coalition for Digital Rights , Milan Urban Food Policy Pact, …) ensure cities keep on exchanging amongst each other, in an enriched way, beyond their initial network.

URBACT City Lab in Brussels © URBACT

Some final considerations

Life after a network such as URBACT or ASToN can be very smooth or complex, depending on the city context. Political support might ensure the follow-up of the activities but evolving local priorities and/or available human and financial resources can be barriers for continuation.

Continuing the work requires changing the way the administration works, which is a long and never-ending process. It requires transparency, honesty, and humility. It requires frontrunners. Individuals who will keep using the methodology, keep driving to implement the action plan, will seek out other funding, will ensure continuity, and will continue to build a wider community of sustainable and inclusive cities.

Article reposted from ASToN’s blog (French version here)