« the concept of an intercultural strategy for patras » sonetor conference / 8.1.2014, patras-gr

The concept of an intercultural strategy for Patras:Objectives – Actions – Lessons

«The concept of an intercultural strategy for Patras» SONETOR conference / 8.1.2014, Patras-GR

Main topics Intercultural (IC) character of PatrasIntercultural (IC) character of Patras IC strategy / Aim & objectives IC strategy / Aim & objectives ActionsActions ConsultationConsultation ChallengesChallenges Development & stakeholdersDevelopment & stakeholders Lessons learntLessons learnt


City of Patras

•Various types of population with different origins, languages, religions and cultures.

• It is of vital importance to organize a friendly living environment for all

• Refugees from Minor Asia (1922)• Italians after the 2nd world war• Port of Patras (“gate” to the West)• University of Patras (third biggest in Greece


Intercultural character of Patras

Various communities from: Various communities from: AlbaniaAlbania Bulgaria Bulgaria RomaniaRomania IndiaIndia China China AfganistanAfganistan NigeriaNigeria RussiaRussia Pakistan Pakistan Ukraine, Georgia, BelarusUkraine, Georgia, Belarus


Intercultural Cities (ICC) network of the Council of Europe - CoE Main concept: Diversity is a source for development & growth

Patras participation in thematic workshops and conferences abroad Organisation of missions (e.g. education, entrepreneurship) Networking for interculturalism at local, national, international levelImplementation of transnational projects targeting co-creationConduction of intercultural strategy Reporting – evaluating- continuous effort for improving ….

Intercultural character of Patras


Intercultural Strategy

The aim of the ICC strategy is:

“To develop Patras as an intercultural meeting point, imbued with a spirit of openness, as a co-creation of the municipality, civil society and the residents of the city”

Photo by Samet CHALIL


IC Strategy – Key objectives

To foster the social inclusion of all those who wish to make Patras their home and address the humanitarian needs of those only temporarily resident in the city. To model intercultural life in public spaces through festivals, theatre, exhibitions and more generally the performing and visual arts, as well as the internet. To socialize especially young people in Patras into intercultural norms and experiences, via formal and non-formal education and creative use of social media.

Photo by Antigoni RAFTOPOULOU


IC Strategy – Key objectives

To address the challenges of on-the-ground diversity through a network of cultural mediators and local partners respecting the diversity advantage. To improve economic security by fostering intercultural innovation and labour-market integration, working with the social partners. To press on the national and European levels for support for Patras in addressing its intercultural commitments

Photo by Christiana DAGRE


IC Strategy – Actions

Inclusion of intercultural dimension in the management of everyday life issues: • cultural mediators’ network• gender equality, recognizing the potential for intercultural commonalities among women• formal and non-formal education through co-creation as a central “vehicle” to tackle stereotypes• animating the many networks in which Patras is implicated, within the municipality, locally and internationally.


IC Strategy – Consultation

The consultation for the development of the strategy, involved an intensive engagement, with the involvement of:

many non-governmental organisations public officials and political figures from the City Council migrant and other relevant communities social partners officials in Athens


IC Strategy – Challenges

To think “out of the box” so that to find innovative ways to overcome the barriers of financial issuesTo cultivate an anti-stereotype behavior, putting emphasis on awareness of children and youthTo reveal the diversity advantage by indentifying real stories of success To involve the business sector into the intercultural approach of actingTo establish a permanent and coherent basis for diffusing on-going information To intervene for the certification of the professional qualifications of the intercultural mediatorsTo apply co-creation and synergy in practice


Cities as Gateways for undocumented migration

Patras – Geographical position – Gateway for undocumented migrants.

The aim of these migrants is not to remain in the city but to move to the Western and Northern Europe

Impact on the citizens-residents / Mixed up public opinion / Complicate the considerable work and effort put for the inclusion of documented migrants who are inhabitants.

Make clear understanding about the two different situations by the citizens-residents, can also be regarded as a challenge


Intercultural “tool” and mechanisms at city level

Council for the Inclusion of Migrants

Participation, representation and promotion of the views ofmigrants at local level, by enriching they participation in decision-making processes.

Photo by Kerkyra ASVESTA


IC Strategy – Revenues

Utilize the developing human resources represented by the Dpt. of “Volunteerism & Equality Policy”

- “TEAM Epsilon” volunteers operating since January 2008- Currently more than 650 registered volunteer members of all origins – “open” to all (men & women, with different cultural identity, various academic backgrounds and of all ages)- Management of in a wide range of topics, putting emphasis on sports, social solidarity and culture


IC Strategy – Revenues

The wider Greek crisis makes it impossible to release new revenues for the strategy at this time. Therefore:

The municipality will privilege intercultural programmes and projects within its budgeting,

continue to draw down EU projects -Main “tool” for scientific support of the Municipality of Patras on projects-ICC network implementation / Local Coordinator: Mrs Chrissa GERAGA


IC Strategy – Revenues – Examples of projects“SPARDA”


Coordinated by CoE Strengthened relations with associations of migrants and developed multiple products (blogs, video, website, etc.)

Focused on interventions in education and society and media involvement through training and promotion of all events.

Exploited not only modern technology but also theater, music, photography and dance, incorporating an artistic character, scoring a direct intervention in the citizens.

IC Strategy – Revenues – Examples of projects“Youth photography for interculturalism”


Coordinated by Lewisham Borough of London

Youth play an important role since creativity and innovation characterize their spirit. Photography was the "means" for young people to capture with their camera, how they “interpret” interculturalism in their city. Photo by Andreas Alexopoulos

The seminar on interculturalism organized in Patras, gave young people the opportunity to address stereotypes, to reflect on basic principles of communication and to apply new forms of outreach Photo exhibition at the Intercultural Centre in Lewisham Borough of London

IC Strategy – Revenues – Examples of projectsSupport of roma people of Achaia


Coordinated by “DAPHNE” Vocational Training Centre The main objective is to support roma people within their effort to enter the labor market.

It includes consulting, networking, thematic workshops, awareness, promotion to employment putting emphasis on social economy initiatives

IC Strategy – Revenues – Examples of projectsCombating Discrimination in the Field of Entrepreneurship: Women and young Roma and muslim migrants


Coordinated by “National Centre for Social Research” of Greece The main objective is to tackle stereotypes for discrimination putting emphasis on labor market and especially related to entrepreneurship.

It includes research, thematic workshops, awareness events It is on-going …

Local Group of Stakeholders

““Within” the Municipality of Patras: Within” the Municipality of Patras:

- Vice-Municipality of “Support of Citizens, Volunteerism, Gender Equality, Integration of Migrants”

- Vice-Municipality of “Education &Governance”

- Social Sector / Health, Welfare, Prevention

- Dpt. of Volunteerism & Equality

- Council for the Inclusion of Migrants

- Patras Cultural Organisation

- Patras Municipal Social Organization – KODYP

- Municipal & Regional Theatre of Patras - DYPETHE

- ADEP SA


Local Group of Stakeholders ““Outside” the Municipality of PatrasOutside” the Municipality of Patras

University of Patras / Dpt. of EducationUniversity of Patras / Dpt. of Education Hellenic Open University / Schools of Science & Hellenic Open University / Schools of Science &

Technology / EcoMeT LabTechnology / EcoMeT Lab Communities of Migrants (e.g. Albania, Bulgaria, Communities of Migrants (e.g. Albania, Bulgaria,

Romania, Nigeria, Afganistan, Syria, etc.)Romania, Nigeria, Afganistan, Syria, etc.) UNHCRUNHCR Medecins Du MondeMedecins Du Monde Institute of Labor / General Association of Workers Institute of Labor / General Association of Workers

in Greecein Greece


Local Group of Stakeholders

NGOsNGOs

- Achaeco Institute of Adult Education - Achaeco Institute of Adult Education

- ASTO- ASTO

- AMKE Stirixis- AMKE Stirixis

- PRAKSIS- PRAKSIS - Centre for Care of Family & Child / KEMOP- Centre for Care of Family & Child / KEMOP - CYCLISIS- CYCLISIS - Care for Life- Care for Life - Art in Progress- Art in Progress Local media / ESIEPINLocal media / ESIEPIN

Networking is an “open” procedure for every organization wishing to Networking is an “open” procedure for every organization wishing to join, targeting synergy and multiple effects.join, targeting synergy and multiple effects.


Describe/quantify the resources available

[human, financial informational and political

resources]

- Personnel [n. full-time equivalent] and Budget [€]- Dedicated offices and equipment [location, n. PC/other equipment] - Volunteers available to contribute [number, charateristics]- Potential and engagement of local NGOs [number, qualitative description of interest]- Political commitment [qualitative description]- Engagement of Patras “Council for the Integration of Migrants” [number of sessions, qualitative description of interest

Describe/quantify the activities performed

[activities to engage, meet, train and promote local and

migrant entrepreneurs/workers]

Describe/quantify the outputs of the activities

[success with local and migrants entrepreneurs and workers and recognition in

society]

Describe/quantify to intermediate outcomes

[contribution of migrant entrepreneurs and workers to the local

economy]

Describe/quantify to ultimate outcomes

[economic development and competitiveness; social cohesion]

Inputs Activities Outputs Intermediate Outcomes

Ultimate outcomes

- Engage migrants and other residents/actors [n. meetings with local and migrants associations, NGOs, university and science parks]- Promote encountering [n. workshops, conferences and participants – also in origin countries]- Provide training [n. courses for migrant entrepreneurs and workers, languages, culture, health, etc.]- Promoting excellence [n. prizes and applicants]- Other activities [qualitative/quantitative description]

- Engaging [n. clauses in formal docs; n. bilateral agreements with NGOs, univ/science parks; local migrants associations]- Encountering [n. participants directly/ indirectly reached, incl. origin countries; n. formal relationships emerged]- Training [satisfaction of participants and local employers, survey-based]- Promoting excellence [recognition by migrants and broader society, survey-based ]- Recognition of the strategy in public debate [presence in news etc]- Engagement of related local bodies e.g. Chamber of Commerce, Regional Admionistration Unit of

Western Greece

- Migrant entrepreuners [n. firms, by sector, and related employment] - their contribution to innovation [% of innovative firms; % in science parks]- their contribution to exports [n. migrants’ firms exporting abroad and % to total exports]- Contribution of migrants to local economy [% in local employment, by skills and occupation; % of executive, management and research position, % migrants in local PA, by position]

- Change in the local economy performance [ growth of value added, employment, exports; technological and innovation content]- Change in perception of role of migrants in local economy [qualitative, survey-based]- Evolution in trust across and between groups [% of people trusting members of other groups, survey-based]

Context and risk factors

Changes in the social, economic, political, context that may affect the impact of policy, as currently being the case (eg. changes in policy priorities and budgetary allocations, in/out-migration patterns; negative/positive economic shocks)


Lessons The role of intercultural

mediators is of vital importance

Co-creation is necessary

A municipality cannot substitute the state


Lessons

Clear political commitment is the a pre-requisite for any communication message

For the sustainability of results, emphasis must be put to building partnerships at national and international level


Lessons Concrete numbers and

indicators are necessary

Smile and openess construct an excellent “bridge” to start with …


Chrissa GERAGAADEP S.A.-Patras Municipal Enterprise for Planning & Development

Head of Programming-Networking & International affairs dpt.El.Venizelou 38 & Solomou str., GR-26333 Patras, GREECE

tel: +30-2610 – 361743 / fax: +30-2610 – 361749 / e-mail: [email protected] , [email protected]


« the concept of an intercultural strategy for patras » sonetor conference / 8.1.2014, patras-gr

Documents

patras sonetor conference

intercultural innovation

intercultural norms

intercultural life

west university of patras

icc strategy

intercultural meeting

world war port of patras