KTC - Málaga (english)

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  • Definition and Mision:

CIEDES Foundation leads the development of the Knowledge Transfer Center of Methodology and Best Practices in Strategic Planning in the Mediterranean (KTC Málaga), within USUDS projects, ENPI Cooperation Program.

Vision: KTC Málaga must be a reference entity in USUDS network, with a broad technology base and at the forefront of strategic planning urban governance, based on a subnet of cities, experts and partners, serves plans and strategic projects of the municipalities and territorial. 

Our mission is to understand, analyze, maintain, increase and disseminate methodologies, tools and practices of strategic planning processes in the Mediterranean, encouraging the creation of stable subnets to exchange experiences and knowledge, within USUDS network, and the alliances for the formulation and implementation of strategic projects shared between cities

 

  • Objectives and Actions:

Objectives:

  1. Identify, collect and put at the service of partners a "box of tools and methods."
  2. Identify, organize and disseminate best and worst practices in processes, and learn by modeling the strategic projects.
  3. Create a space for joint work of qualified professionals with long-term vision.
  4. Incorporate new technologies to the work of the network and its projects.

Actions:

  1. Creation of the box tools and methods for responsible local government, experts and professionals.
  2. Selecting a first group of best and worst practices that help cities beginning its strategic planning and flagship projects.
  3. Using the method of case with different practices carried out in either partner cities and in other cities, to analyze and draw conclusions. Prioritize the needs of USUDS cities performing strategic plans (Sousse, Saida and Larnaka) and KTC Sfax and Al Fayhaa.
  4. Identification of a group of cities and professionals who can add value to networking.
  5. Animation online discussions and reflections on the 3 thematic blocks (Constant innovation in the processes of strategic planning; Monitoring, evaluation and reformation of strategic plans; Strategic alliances and public-private) and some of its key elements.
  6. Developing a joint publication. 
  7. Presentation of publication at a Seminar in 2013 (Sfax, Tunisia)



  • USUDS Network

The overall objective of the action is to promote the sustainble development and the social cohesion of Mediterranean cities through the use of urban sustainable development strategies (USUDS) and networking.

The constitution of a network of cities in the region to advance USUDS will be carried out on tow parallel fronts: the cities that have already developed Strategic Plan experiences and those cities that want to develop them, and look toward the network assistance. One of the networking main activities is the creation of specialised centres for the transfer of knowledge (KTC) based in Málaga, Sfax and Al Fayhaa.

Therefore, KTC Malaga is creating a stable group of experts on sustainable urban development and social cohesion strategies to facilitate the knowledge sharing about methodology and best practices, and to promote cooperation projects on urban strategic issues; and creating working groups on specific issues in order to develop new methodologies that will be collected and disseminated to all the interested groups.

From there, will be carried out the publishing of materials and guidelines, training of technicians and managers, and personalized advice to responsible for urban strategic planning processes.

We have established three thematics blocks:

1. Continuous innovation in strategic planning processes
2. Monitoring, evaluation and reformulation of strategic plans
3. Strategic alliances and public-private participation


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  • Definition:

A best practice is that action which is executed with efficiency in managing the resources used and with criteria of good governance in its design and development, and contributes significantly to improving living conditions and development in a context determined and it is expected that, in similar contexts, yield similar results.

Therefore, best practices are those who:

• Have a demonstrable and tangible impact on improving the people quality of life
• They are the result of collective effective working between different sectors of society: public, private and civic

• Are socially, culturally, economically and environmentally sustainable.
• Can be adapted for be replicated in similar contexts

Best practices pursue the following objectives:

• Improve the performance of urban projects based on what works
• Increase awareness of responsible for the formulation of plans and projects at all levels and of the general public about possible solutions on social, economic and environmental problems.
• Share and transfer knowledge and experience through learning with experts and a networked system. 

 

  • Criteria for identifying best practices:

We analyzed different criteria for identifying good practices used by various specialized agencies in locating and cataloging best practices. Based on this analysis, we have defined the criteria that KTC Malaga are going to use.

 
CRITERA KEY ISSUES
Innovation

Can be when traditional approaches to performance change, or start a model-based experiences that are directed to solving problems in different settings and contexts.

  1. In what way there has been innovation: the problem statement, in the procedure or resolution?
  2. Does Innovation come from some other pre-existing experience?
  3. What new technologies have been applied?
Strategy

Definition of guidelines that let advance on the achievement of specific goals. These lines or strategies must be related, not only with the objectives, but with the actions and outcomes adapted to the circumstances and context of stakeholders.

  1.  What were the project's goals; were they measurable and quantifiable? 
  2. What have been the strategies for achieving the objectives? 
  3.  Have all stakeholders been involved in the definition of strategies?
Consultation

The participation of everyone involved in the project is contemplated: public-private and public-public cooperation, establishing the powers and responsibilities

  1. Who have been the partners? 
  2. Have participants been involved in the develop of the project? 
  3. What has been the general division of responsibilities between the parties involved? 
Impact

Observable, tangible and positive changes have been developed in the scope of the project

1.Who have been the direct and indirect beneficiaries? 

2. Over time, which tangible improvements have been observed in beneficiaries and community?  

3. Which tangible improvements have been observed in the scope of the project?

Evaluation and effectiveness

Creating a systematic for monitoring and evaluation of actions and the level of compliance of objectives. The initiative or action demonstrates the achievement of objectives by evaluating and documenting the results.

  1. What activities have been carried out to achieve the objectives? 
  2. Compared with the defined objectives, which have been the results of the project?   
  3. What indicators are used for monitoring objectives?
Sustainability

The experiences have been designed and planned to remain over time: to consolidate forms of relationship and action involving all stakeholders, and to take into account the cost-effectiveness-efficiency-benefits, according to their future maintenance

  1. What actions have been lasted over time? 
  2. Have been evaluated the impacts of actions: on beneficiaries, on community and over time?   
  3. Has been planned how to finance the running of the project once completed?
Transfer capacity

Ability to serve as a guide or model to apply the experience in other areas and similar settings

  1. Has been applied this action in another area or place?   
  2. Can be possible to interact with other agencies or programs?

 

To be considered a best practice, we will apply these criteria to all experience we will receive. If so, we post it in the section "Catalog of Best Practices". Other cases or experiences considered interesting, will be included in "Other cases of interest"

 


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  • Ways to get involved:

We invite to all people interested in this network to join us like expert or friend:

 

Expert

The main aim to create an experts network is to share, analyze and draw conclusions about best practice cases in urban planning; and to set up an expert group to develop future projects.


We expect active participation of our experts, sharing initiatives, experiences or actions that can be evaluated like best practices.

 

Friend

Your can participate like “friend” to learn more about strategic planning and best practices; so you can provide and receive information, proposals, documents, recommendations, etc..

 

If you want to participate, please complete the following information:

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  • How to propose cases:

When network experts or friends want to propose a case like model of best practices, fill this application form: "Application Form for Proposed Cases". If you have wide information about the case of best practices, fill the following application form: "Application form for Implementation of Best Practices criteria ".

In both cases, you can send the completed form to: Esta dirección de correo electrónico está siendo protegida contra los robots de spam. Necesita tener JavaScript habilitado para poder verlo.

 

  • Advantages: information transfer

Main advantage to be a network membership is to join a movement to analyze strategic urban planning cases in order to identify best practices that can be implemented elsewhere or serve as experience for improvement.

 

To be a network member provide you:

 

1.  Inclusion and participation in a learning community

 

2. Provide and benefit from the knowledge accumulated.

 

3. Receive information and facilities to participate in technical meetings, conferences, seminar, etc...

 

4. Participation sending information, documents, reports, results of studies, proposals, or suggestions related to the objectives of the Network or joining discussions ongoing.

 

The KTC documentation is made available to all stakeholders in section "Catalogue of Best Practices" of this website and on www.medcities.org.

The discussion forums are organized on http://www.facebook.com/pages/Fundaci%C3%B3n-Ciedes-Ktc-M%C3%A1laga/423613737679438. If you want to participate, send us a message on our Facebook site or email Esta dirección de correo electrónico está siendo protegida contra los robots de spam. Necesita tener JavaScript habilitado para poder verlo.

 

  • Open discussions and generated knowledge

Discussions on various topics related to urban planning are being developed on http://www.facebook.com/pages/Fundaci%C3%B3n-Ciedes-Ktc-M%C3%A1laga/423613737679438

These are different topics covered and conclusions with the contributions of network members:

 

  • Discussion topics

 1º. SMART CITIES

"What is a smart city: those that have technological tools for e-government, those that develop energy and mobility sustainable projects, those that develop projects that empower citizens to ICT..", "What elements are necessary to ensure that technology strategies increase the intelligence of the city"


Conclusions: Download conclusions (english)

 


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One of KTC Málaga goal is to identify, collect and put to the service of the network members a "toolbox". Here is a list with different approaches and methodological tools that have served other territories for improving their urban strategic planning.

 

  • Name: Analysis HDP/FPD: Facts, Challenges and Projects in strategic territorial planning

Features:

Suitable in any city.

Allows greater objectivity.

 It can be incorporated into ongoing projects.

 It analyzes key facts affecting the economy, society, territory and sustainability and governance

 It is oriented to the Transversality.

 Allows, like SWOT, broad participation and more clearly challenges, opportunities or dangers.

 Challenges shape the future vision or model 

Link: Download document (spanish) 

         Download document (french)

Other data: Tool provided by Mr. Josep Mª Pascual (EQU Director)

 


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top_azul{slidetoggle=Monitoring, evaluation and reformulation of strategic plans}

        Name: Impulse, monitoring and evaluation of Malaga Strategic Plan

Thematic block: Monitoring, evaluation and reformulation of strategic plans

Sector: Concertation

Place: Málaga (Spain)

Entity: CIEDES Foundation

Features: Structuring a system of implementation, management and evaluation to ensure projects consensus, planning and execution (strategic agenda). 

Best practice:

        Phase 1: Project Management.

Types of components or actions.

Organs of the Plan participation (search priorities of agents).

Design of action plans, operational programs (biannual) or strategic agendas.

       Phase 2: Project management.

Sheets project.

Identification and selection of lead institution.

Working groups.

Networks and agreements.

       Phase 3: Monitoring, evaluation and reformulation.

Indicators, studies, conferences.

Groups of monitoring and evaluation.

Link: http://www.ciedes.es

Paper: Download Presentation (spanish)

Video: http://youtu.be/D6xCcfk7JX8

Other data: Best practice provided by Mrs. Mª del Carmen García Peña (Foundation CIEDES Managing Director)

 

 

Name: The Relationship Between Strategic Plan and Project Management

Thematic block: Monitoring, evaluation and reformulation of strategi plans

Sector: New technolgies

Place: Izmir (Turkey)

Entity: Izmir Metropolitan Area

Features: Software tool to monitor the Strategic Plan

Best practice:

Strategic Planning: Mission, Vision, Stakeholder Analysis..…

- Project Selection

- Project Team Building

- Risk Management

- Cost Estimation and Budgeting

- Project Scheduling

        - Project Evaluation and Control

Link: http://www.izmir.bel.tr

Paper: Download Presentation (english)

       Video: http://youtu.be/QrXGwSmMVNM

Other data: Best practice provided by Mrs. Ladin Yildiran (Izmir Metropolitan Area, Turkey)

 

 

Name: Strategic plans as tools of urban transformation

Thematic block: Monitoring, evaluation and reformulation of strategic plans

Sector: Urbanism

Place: Al Fayhaa, Tripoli (Líban)

Entity: Urban Community Al Fayhaa

Features: Strategi plans: providing the union of AL FAYHAA with practical tools to manage the execution of the projects, coordinating among all concerned partners, absorbing the new projects and integrating them in the general program of the strategic plan.

Best practices:

Strategic Track 1: Integrated Territorial Management&Enhancement of Urban Space

Strategic Track  2 : Enhance City competitiveness

Strategic Track  3 : Promote Social Development

Strategic Track  4 : Development of the Economy

Strategic Track 5 : Improvement of the AL FAYHAA Cities‘ Image

Links: www.urbcomfayhaa.gov.lb

Paper: Download presentation (english)

Video: http://youtu.be/JsWMFjm39tk

Other data: Best pratice provided by Mr. Abdala Abdul-Wahat (Urban Community Al Fayhaa, Liban)

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top_azul{slidetoggle=Continuous innovation in strategic planning processes}

Name: SMART CITIES

Thematic block: Continuous innovation in strategic planning processes

Sector: News Technologies

Place: Some examples: Málaga (Spain), Amsterdam (Holland), Malta, Valladolid-Palencia (Spain)

Features: Smart City may consider different areas or environments of the city through the services it provides. Coordinated and coherent development of all of them will identify a city as smart. 

Best practices: Novel concept applied to the cities in which are present:

  General government aimiming to provide new and better services

Citizens, essential piece in the city development

Energy efficiency and sustainability, led to a balance with the environment and natural resources

Information Technology and Communications (ICT) as a support and facilitator tool for the provision of services.

  •         Links:

http://www.smartcitymalaga.es

http://malta.smartcity.ae/

http://www.amsterdamsmartcity.nl/#/en

http://www.smartcity-vyp.com/index.php

 

 

 

Name:Public-private Leadership, Identifying real scenarios and metropolitan dimension of strategies

Thematic block: Continuous innovation in strategic planning processes

Sector: Concertation

Place: Barcelona (Spain)

Entity: Metropolitan Strategic Plan of Barcelona

Features: Public leadership + private leadership = leadership for the future, Identifying real scenarios of global trends and a critical appraisal of our situation, The metropolitan dimension of strategies. Joint view: assignment and balance. Leadership

Best practices:

Public leadership - private leadership: commitment to sustainability in new builds and in reconditioning existing buildings in energy efficiency terms in the Metropolitan Area  of Barcelona (AMB);  Programme to encourage disruptive innovation in industrial firms in the Metropolitan Area of Barcelona

PEMB outlook report: "Global trends and their impact on large metropolises" (Comparative analysis with other cities, External view, Capacity for positive critical appraisal, View from young perspectives).

Metropolitan dimension of strategies: AMB metropolitan government, Closer link between the strategic plan and the AMB’s dynamics, organisation and policies, View and metropolitan dimension of projects 

Link: http://www.pemb.cat/es/

Lecture: Download presentation (english)

Video: http://youtu.be/THON-gUMFnM

Other data: Best practices provided by Mr. Joan Campreciós (Strategic Metropolitan Plan of Barcelona)

 

 

Name: Ideas Contest for Guadalmedina River urban integration  

Thematic block: Continuous innovation in strategic planning processes

Sector: Urbanism

Place: Málaga (Spain)

Entity: CIEDES Foundation

Features: CIEDES Foundation organizes Ideas Contest for Guadalmedina River urban integration, a historical demand of our city that begins to walk.

Best practices: Exposition with all proposals submitted in the contest, Extensive program of cultural, environmental, sports, entertainment, etc… activities, to maximize not only the exposition, but also the important effort involved in this Contest. 

Link: http://guadalmedina.ciedes.es/

Other data: Best practices provided by Mrs. Mª Carmen García Peña (Directora Gerente de Fundación CIEDES)

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top_azul{slidetoggle=Strategic alliances and public-private participation}

Name: Comunity development Plan of Tetouan 2011-2016

Thematic block: Strategic alliances and public-private participation

Sector: Concertation

Place: Tetouan (Morocco)

Entity: Tetouan Comunity

Features: Comunity Development Plan of Tetouan (PCD)

Best practices:

         PCD Launch: meeting with citizens and invitation to all stakeholders.

         Interviews with key players operating in the local territory.

         Organization of thematic commissions

         Reunite with citizens to prioritize the projects covered in the technical committees

Link: http://www.tetouan.ma/ar/pcd.php

Lectures: Download (french)

        Video: http://youtu.be/bBIELl4QHCg

Other data: Best practices provided by Mr. Abdelaziz Ben Abdelkrim (Plan de Desarrollo Comunal de Tetuán)

{/slidetoggle}

 

 

 

SUMMARY OF BEST PRACTICES IDENTIFIED

 

THEMATIC BLOCK
SECTORS  

Continuous innovation in strategic planning processes

Monitoring, evaluation and reformulation of strategic plans

Strategic alliance and public-private participation

Urbanism

Ideas Contest of Guadalmedina River urban integration

CIEDES Foundation. Málaga (Spain)

Strategic plans as tools of urban transformation.

Al Fayhaa. Tripoli (Liban)

 

Movility and transport

     

Sustainability and environment

     

Economical Promotion and employment

     

Tourism and culture

     

News technologies

Smart Cities.

Málaga, Amsterdam, Malta, Valladolid-Palencia

The Relationship Between Strategic Plan and Project Management.

Izmir (Turquía)

 

Social cohesion

     

Concertation

Public-private leadership, Identifying real scenarios and Metropolitan dimensions of strategies

Metropolitan Strategtic Plan of Barcelona (Spain)

Impulse, monitoring and evaluation of Strategic Plan of Malaga

CIEDES Foundation. Málaga (Spain)

Comunity Development Plan of Tetouan 2011-2016.

Tetouan (Morocco)

Others

     

 

 


 

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Name: Guide of Good local governance indicadtors

Thematic block: Strategic alliance and public-private participation

Place: Málaga (Spain) Tánger, Tetouan (Morocco) 

Entity: Diputación de Málaga (Al’Yosur Project) 

Features: This Guide of Good local governance focuses on geographical scope of differents Malaga province municipalities and Tange-Teouan region. The Guide aims to provide to public administrations with an indicators system, selected for their relevance among multiple existing indicators and benchmarks to present a more practical, understandable and focused on the analysis of municipal corporations.

Link: http://alyosur.malaga.es/es/

Document: Download Indicator Guide (spanish and french)

 

 


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a_martin_mesa
ANTONIO MARTÍN MESA
Cargo: Catedrático de Economía Aplicada y Director de la Cátedra de Planificación Estratégica, Desarrollo local y Gobernanza
Empresa/Organización: Universidad de Jaén
Perfil:Licenciado en Ciencias Económicas por la Universidad de Málaga (1976), doctor en Ciencias Económicas por la Universidad de Alcalá de Henares (Madrid, 1986), Catedrático de Economía Aplicada de la Universidad de Granada (1991-1993) y de Jaén (desde 1993) y Profestor Tutor de la UNED (desde 1984). Así mismo, fue profesor visitante de la Université de Lìege (Bélgica) durante el curso académico 1989-1990.

En su faceta de investigador podemos destacar que es Director del Grupo de Investigación “Economía Aplicada Jaén” (SEJ-142), reconocido por el Plan Andaluz de Investigación (desde 1989 hasta la fecha), Director del Plan de Desarrollo Sostenible de Sierra Mágina (19989-1999), Director del Observatorio Económico de la provincia de Jaén (desde 1996), Director Técnico del Observatorio Turístico de la provincia de Jaén (2002-2008), Director del I Plan Estratégico de la Provincia de Jaén (1998-2008), Responsable de la asistencia técnica a la Fundación “Estrategicas para el desarrollo económico y social de la provincia de Jaén” para la elaboración del II Plan Estratégico de la provincia de Jaén (desde 2009).

Otras responsabilidades académicas e institucionales a destacar son las siguientes: Presidente del Mercado de Futuros del Aceite de Oliva (MFAO) (2004-2009), Consejero de número del Instituto de Estudios Jiennenses (desde 1992), Presidente de INVERAJAEN, Sociedad de Capital Riesgos (1993), consejero de ESECA (1990-1993), Miembro del Consejo de Redacción de la Revista de Estudios Regionales (desde 1994), Miembro del Comité Asesor de Andalucía Económica (1995-2004), Miembro del Consejo de Redacción de CIRIEC-España, Revista de Economía Pública, Social y Cooperativa (desde 1996), Miembro del Comité de Expertos del Plan Económico Andalucía Horizonte 2000, Evaluador Externo del Consejo General de Universidades en el I y II Plan de Calidad de Universidades.

Es autor de una decena de libros y más de 50 artículos científicos relativos a los mercados e intermediarios financieros españoles y europeos, la economía regional y la planificación estratégica territorial.

 

c_calvaresi
CLAUDIO CALVARESI
Cargo: Director de la Unidad de Investigación de Políticas Urbanas en el IRS
Empresa/Organización: IRS (Istituto per la ricerca sociale)
Perfil:Licenciado y Doctor en Planificación Urbana (1992). En la actualidad es Director de la Unidad de Investigación de Políticas Urbanas en el IRS (Istituto per la ricerca sociale). Es profesor de Análisis de Política Urbana y Territorial de la Facultad de Arquitectura, en el Politécnico di Milano.

Sus principales campos de interés son: la regeneración urbana, la planificación estratégica, planificación de la comunidad y la evaluación de las políticas territoriales.

Ha estado a cargo de varios proyectos de investigación en el campo de los procesos de desarrollo local: la planificación estratégica, la planificación urbana (asistencia técnica en el diseño de la regeneración urbana y programas de desarrollo para los municipios de tamaño pequeño y medio), los programas de desarrollo territorial y políticas, planificación de Comunidades (diseño y gestión de procesos grupales de participación pública y la participación ciudadana en los proyectos, planes, y las políticas, a nivel local, urbano y territorial).

Ha sido miembro de los equipos de investigación que participan en proyectos de investigación financiados por la Comisión Europea: 5 º PM, PF 6 de ESPON, de la DG Regio. También es evaluador del programa de cooperación transnacional del Sur-Este de Europa.

Es autor de artículos e informes sobre los procesos de planificación y análisis de políticas.

 

jm_pascual
JOSEP Mª PASCUAL ESTEVE
Cargo: Director de Estrategias de Calidad Urbana
Empresa/Organización: Estrategias de Calidad Urbana (EQU)
Perfil:Economista y sociólogo, Director de Estrategias de Calidad Urbana, presidente de la Fundación Ciudadanía y Buen Gobierno, coordinador del movimiento de ciudades y regiones que promueve la gobernanza democrática AERYC (África-América-Europa de Regiones y Ciudades) y profesor invitado de diferentes universidades españolas y de Latinoamérica.

Ha participado en el asesoramiento, elaboración y evaluación de estrategias urbanas en más de 100 ciudades grandes, intermedias y áreas metropolitanas de Europa y América Latina.

También ha participado en la elaboración de más de 20 estrategias regionales generales y sectoriales en el ámbito latinoamericano y europeo.
Fruto de estos trabajos de investigación y acción ha publicado ocho libros y ha coordinado otros diez sobre planificación y gestión estratégica de ciudades y regiones y elaboración de políticas públicas, entre los cuales destacan:

Publica regularmente artículos en la prensa española, y revistas especializadas sobre planificación y gestión de ciudades y regiones, y sobre gobernanza democrática territorial.

 

m_rojo
MARAVILLAS ROJO
Cargo: Secretaría General del CIDEU
Empresa/Organización: CIDEU (Centro Iberoamericano de Desarrollo Estratégico Urbano)
Perfil:Licenciada en Ciencias Políticas, Económicas y Comerciales por la Universidad de Barcelona y Senior Executive (Programa de Dirección General) por ESADE.

Las diferentes responsabilidades ejecutivas que ha desarrollado a lo largo de su trayectoria profesional la sitúan como experta en el diseño y ejecución de políticas activas de empleo, creación y crecimiento de empresas y en la promoción de la innovación.
Directora del INEM (Instituto Nacional de Empleo) de la provincia de Barcelona entre 1991 y 1995. Teniente de Alcalde y Concejal del Ayuntamiento de Barcelona, desde 1995 al 2007, responsable de las áreas de promoción económica, empleo, comercio, turismo e innovación. Presidenta de Barcelona Activa, la Agencia de Desarrollo Local del Ayuntamiento de Barcelona de 1995 al 2007.

Desde la participación en órganos de dirección e instituciones vinculadas al desarrollo económico, como el Puerto de Barcelona, Mercabarna, el Plan Estratégico Metropolitano de Barcelona, el Pacto Industrial Metropolitano, la Feria de Muestras de Barcelona, el Consorcio de la Zona Franca , el distrito de la Innovación “22 @”, el Parque Tecnológico del Vallés o la sociedad de capital riesgo “Barcelona Empren”, entre otros, ha conducido e influido en las políticas de innovación, promoción económica y empleo de la ciudad de Barcelona.

En el campo internacional es desde el 2004 Secretaría General del CIDEU (Centro Iberoamericano de Desarrollo Estratégico Urbano), desde donde comparte conceptos y metodologías desarrollados a lo largo de su carrera con diferentes entornos  de América Latina.

Ha presidido la red internacional “Cité des Métiers”, que incorpora innovadores sistemas de orientación profesional y en el año 2001 fue seleccionada para participar en el programa de la “German Marshall Memorial Fellowship” liderando un equipo interdisciplinar en el ámbito de la promoción económica y el empleo.

Ha impartido numerosos cursos, seminarios y conferencias en el ámbito del desarrollo local, el empleo, la iniciativa emprendedora y la innovación.

 

ladin
LADIN YILDIRAN

Cargo:
Strategist at Izmir Metropolitan Municipality/Logistics Expert
Empresa/Organización: Izmir Metropolitan Municipality
Perfil:Undergraduate 2001-2006 Mathematics/ Ege University, Master: 2008-2011 Logistics Management/ Izmir University of Economics. Expertise in Supply Chain Management, Urban Logistics, Environmental Logistics, Corporate Social Responsibility, Sustainability Management, Strategic Planning, Marketing Issues in Public Institutions. Doctoral in  2011- Business Administration– Marketing– Sustainable Supply Chain Management.

Has worked in differetns jobs: 2006-2007 Financial Advisor, 2007-2009 Budget Supervisor / Izmir Metropolitan Municipality, and since 2009 Strategist / Izmir Metropolitan Municipality.

Most important participations and Achievements:

Preparing 2008-2009 Budget– especially capital expenditure planning

Preparing 2010-2017 Strategic Plan

Preparing 2010-2011-2012 Performance Plan

Preparing 2009-2010-2011 Annual Reports

Developing a system and prepared a software program for a strategic management for all strategic units of institution

Giving strategic management and performance management educations

Being a Project Responsible of Izmir Metropolitan Municipality for Mediterranean Network for the promotion of Sustainable Urban Development Strategies and three news UDS (USUDS)

  

 abdallah
ABDALLAH ABDUL WAHAB

Cargo:
Local Development & Urban Observatories Consultant
Empresa/Organización: Al Fayhaa Union of Municipalities
Perfil:Past Director of the Al Fayhaa Union of Municipalities. Tripoli,Lebanon. 

Considerable Experience in :

· Process of creation and management of Urban Development Observatories and Municipal Local Development offices
· Elaboration of Urban sustainable development strategies with multiple International and National partners;
· Coordination of Decentralized Cooperation projects and in the execution of projects financed by International Donors like the World Bank and the European Union
·  Municipal Management and coordination with Central government institutions;

Selective experience in Decentralized Cooperation :Local Development offices ; Urban sustainable development strategies ; Municipal Environment and Development Observatories.

Director of Tripoli Observatory for Environment and Development TEDO (1999 - 2012),  Director of SMAP project – Urban Air Quality (2002 – 2006), improvement through Air Quality and mobility plans and the institutional strengthens of Local, Administration on Air Quality, Director of PACEM project about Coastal engineering with Marseille, GDANSK, Alexandria and Morocco (2007 - 2011), Director of Tripoli CDS project financed by world Bank,Cities Alliance,AFD,Medcities,Marseille,Barcelona,UN Habitat,UNDP (2008 – 2012), Recent Consulting Services, Consultant, Municipal Credit Worthiness Project, AlFayhaa Union of Municipalities , Lebanon,World  Bank 2012, Platform Manager, USUDS project Knowledge Transfer Center, EU 2012

 

marme
Mª DEL CARMEN GARCÍA PEÑA

Cargo:
Directora Gerente de la Fundación CIEDES
Empresa/Organización: Fundación CIEDES
Perfil:Licenciada en Ciencias Económicas y Empresariales, especialidad Economía Regional y Urbana por la Universidad de Málaga. Master en Dirección y Administración de Empresas (MBA Plus Executive), por el Instituto de Práctica Empresarial (IPE).

Múltiples cursos de experto en materias como urbanismo y desarrollos Inmobiliarios; gestión de fundaciones, régimen jurídico y financiación de las mismas; instrumentos de medición de la sostenibilidad; calidad en las organizaciones, etc.

Experiencia de 17 años en planificación estratégica y en el sector de fundaciones. Ha sido desde 2001 Coordinadora del Plan Estratégico de Málaga y desde 2007 la Secretaria de la Fundación CIEDES.

Profesionalmente colabora con numerosas redes de ciudades y grupos de expertos en materia de desarrollo urbano, planificación y sostenibilidad, como el Centro Iberoamericano de Desarrollo Estratégico Urbano (CIDEU), la Red Andaluza de Desarrollo Urbano y Territorial (RADEUT), la Asociación América Europa de Regiones y Ciudades (AERYC), la Unión Iberoamericana de Municipalistas (UIM) y la red de ciudades mediterráneas (MedCities).

Autora de numerosas publicaciones, imparte clases en diversas universidades y centros docentes, como las Cátedras de Planificación Estratégica de Málaga y Jaén, la Universidad Internacional de Andalucía y la Universidad Internacional Menéndez Pelayo. 

 

joan_parpal
JOAN PARPAL MARFA
Cargo:
Delegate for Urban Development projects
Empresa/Organización: Barcelona Metropolitan Area
Perfil: General Secretary of Medcities network of Mediterranean towns (www.medcities.org), which is active on urban sustainable development decentralised cooperation from 1991. He is also Delegate for Urban Development projects of the Barcelona Metropolitan Area.

He has managed the design and implementation of many cooperation projects of Medcities in the fields of city sustainable development strategies, urban environment assessments and strategies, integrated coastal zone management, slum upgrading, solid waste, water, air quality, mobility, floods prevention, etc.

He is involved in several international initiatives related with the sustainable development of the Region as ARLEM, CMI; Mediterranean Commission of Sustainable Development, Mediterranean Action Plan, Horizon 2020, UCLG-Med, European Sustainable Cities and Towns Campaign, etc. He was the Director of Environment of Barcelona Metropolitan Area from 1979 to1993 

 

joan_parpal 
ALFONS SEGURA
 
Cargo:
  Consultor en Advanced Logistics Group
Empresa/Organización:
Advanced Logistics Group
Perfil: 
Tiene 20 años de experiencia en consultoría estratégica de gestión pública, orientado especialmente a administraciones locales y regionales. Actualmente desarrolla su actividad profesional como consultor en AdvancedLogisticsGroup (www.alg-global.com). Anteriormente había trabajado en los Ayuntamientos de Barcelona y Sevilla, participando en los procesos de descentralización municipal y participación ciudadana.

Su trayectoria en consultoría se ha vinculado especialmente a procesos de planificación estratégica territorial, diseño e implementación de proyectos estructurantes y políticas públicas de promoción económica y fomento de la innovación.

Ha participado en un buen número de experiencias de planificación estratégica urbanaen España (Pamplona, Sabadell, Manresa), América Latina (Río de Janeiro, Bogotá, Cartagena de Indias), Magreb (Sfax, Tetuán) y Oriente Medio (Trípoli). Ha sido Director Técnico de la Red MediterraneanStrategicPlanning y actualmente colabora en la coordinación de la red mediterránea UrbanSustainableDevelopmentStrategies(USUSD), liderada por MEDCITIES.

Entre 2005 y 2010 ha sido profesor del Módulo “Dimensión económica de la oferta urbana) en el Máster de Gestión de la Ciudad de la UOC y también desde 2005 colabora con el Centro Iberoamericano de Desarrollo Estratégico Urbano en el programa de especialización en Planificación Estratégica Urbana.

 

JOAN CAMPRECIÓS I HERNÁNDEZ

Cargo: Coordinador Adjunto del Plan Estratégico Metropolitano de Barcelona

Empresa/Organización: Plan Estratégico Metropolitano de Barcelona

Perfil: Licenciado en Ciencias Económicas por la Universidad de Barcelona (1974).

Además de Coordinador Adjunto del PEMB desde 1988, actualmente también es Profesor del Post Grado de Desarrollo Económico Local de la Universidad de Barcelona

- Entre 1996-2004, Director del Servicio de Promoción Económica Local de la Diputación de Barcelona.

- De 1981 a 1986, miembro del Departamento del Gabinete Técnico de Estudios de la Diputación de Barcelona.

- Entre 1986-96, Subdirector de una empresa de capital riesgo de la Diputación de Barcelona especializada en el apoyo a proyectos empresariales de impacto en los ámbitos locales.

- De 1973 a 1975, Profesor de Economía Política de la Escuela Superior de Administración y Dirección de Empresas (Esade).

- De 1979 a 2000, Profesor del Departamento de Economía Política, Hacienda Pública y Derecho Financiero de la Facultad de Económicas de la Universidad de Barcelona.

- Entre el año 2000 y el 2006, Director de la asignatura sobre "Planificación Estratégica" en el Departamento de Economía Política, Hacienda Pública y Derecho Financiero de la Facultad de Económicas de la Universidad de Barcelona.

 

foto abdeleziz

ABDELAZIZ BEN ABDELKRIM

 

Cargo: Chef du service chargé d’élaboration et de suivi de PCD au sein de la Commune Urbaine de Tétouan depuis avril  2010

Empresa/Organización: Commune Urbaine de Tétouan

Perfil: Licence en sciences économiques en 1985. Université Mohamed Ben Abdellah- FES

Diplôme en management du développement en 1992. Université de Pittsburgh. USA.

Diplôme en informatique  en 1992. Université de Pittsburgh .USA.

Attestation  de participation au séminaire sur les techniques d'analyse des finances communales. Direction générale des collectivités  Locales. Rabat

.Mastère spécialisé «  le management des villes et territoires » en 2008-2009 organisé par l’ISCAE (Institut Supérieur du Commerce et Administration des Entreprises) en partenariat avecl'Ecole Supérieur des Sciences Economiques et Commerciales (ESSEC Business School Paris-Singapore). ISCAE Casablanca Maroc

Diplôme  de  formateur en décentralisation et coopération décentralisée organisée par la Direction de Formation des Cadres du ministère de l’intérieur  et le programme Art Gold du PNUD MAROC (Organisation des Nations Unis) Année 2010-2011.

Expériences professionnelles

- Chef  du service Régie de recettes 1989-1995 de la municipalité de Tétouan.

Chef de  Division des finances locales de la commune  urbaine Al Azhar 1995-2003.

Chef du Service de la comptabilité et budget de la Commune  urbaine de Tétouan 2003-2010.

Chef du service chargé d’élaboration et de suivi de PCD au sein de la Commune Urbaine de Tétouan depuis avril  2010.


logos para web

 

Name: SEMINAR KTC-MALAGA LAUNCH

Place: conferencia rooml OMAU

Date: Mars, 22th and 23th 2012

Comments: CIEDES Foundation has been designated Knowledge Transfer Center in Methodology and Best Practices in Strategic Planning (KTC). The launch of the KTC was the last 22th and 23th March, in the Urban Environment Observatory-OMAU, in this seminar participated: differents experts in strategic planning in the Mediterranean area paticipated, and were represented cities of Lebanon, Turkey, Tunisia and Italy.
During these two days, were exposed some examples of best practices , and launched the work to do in Malaga for the consolidation of KTC.

 All the documentation is aviable in section "News 2012" of our website: "Launch Seminiar KTC-Malaga Conclusions"

Program: Download

Photos:

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7porciento.p1000568   7porciento.p1000584

Videos:

Opening:  http://youtu.be/jiZhdi4olKA

"Continuos innovation in methodology and strategic processes"

Lecture of Mr. Josep Mª Pascual: http://youtu.be/R5GGdtXr_Kk

Best practices presentation by Mr. Joan Campreciós: http://youtu.be/THON-gUMFnM

Debate: http://youtu.be/__eC5KORHYM

http://youtu.be/aK5omfRx8iY

"Impulse, monitoring and evaluating of strategic plans"

Lecture of Mr. Antonio Martín Mesa: http://youtu.be/p-7gobAhwZk

Best practices presentation by Mrs. Mª Carmen García Peña:http://youtu.be/D6xCcfk7JX8

Best practices presentation by Mr. Abdelaziz Ben Abdelkrim: http://youtu.be/bBIELl4QHCg

Debate: http://youtu.be/LKRXPFjtSsM

"Project management: strategis plans as tools of urban transformation"

Lecture of Mrs. Maravillas Rojo:

Best practices presentation by Mrs. Ladin Yildiran: http://youtu.be/QrXGwSmMVNM

Best practices presentation by Mr. Abdallah Abdul-Wahat: http://youtu.be/JsWMFjm39tk

Debate:http://youtu.be/Nvp-53OycNI

"Strategic alliances, networks and public-private cooperation"

Lecture of Mr. Claudio Calvaresi:http://youtu.be/URVl2fOsUaQ

Best practices presentation by Mr. Pedro Marín: http://youtu.be/tS5uawNhBLg

Best practices presentation by Mr. Francisco González Fajardo:http://youtu.be/WwTEIb_U2Q8

Debate:http://youtu.be/2tHkafhhoNM

Conclusion and Closing: http://youtu.be/hgjKZQOecJs

Link: www.ciedes.es


logos para web

    • Centro Iberoamericano de Desarrollo Estratégico Urbano (CIDEU)
    • www.cideu.org

 

 

 

 

    • Red de ciudades y regiones para favorecer la cooperación internacional en el ámbito latinoamericano y europeo (AERYC)
    • www.aeryc.org

 

    • Red andaluza de desarrollo estratégico urbano y territorial (RADEUT)
    • www.radeut.org

 

 

 

 

OTHER STRATEG PLANS:

 

 

 

 

 

 

 

PARTNERS:

 

 

 

 

 

 

ASOCCIATED:

    • Agencia española de cooperación internacional para el desarrollo (AECID)
    • www.aecid.es

 

 

 

 

 

 

 

 

OTHER PARTNERS AND ASSOCIATED:

 

 

 

 

 

Debates abiertos y conocimiento generados
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