City of Barcelona Activity Report

2009 2009

Acti

vit

yR

ep

ort

200

9

City of BarcelonaActivity Report

City of Barcelona2009 Activity Report

2009

City of Barcelona2009 Activity Report

City of Barcelona

Municipal Council Plenum

Mayor of Barcelona The Hon. Mr. Jordi Hereu Boher (PSC)

1st Deputy Mayor The Hon. Mr. Carles Martí Jufresa (PSC)2nd Deputy Mayor The Hon. Mr. Ricard Gomà Carmona (ICV-EUiA)3rd Deputy Mayor The Hon. Mr. Jordi William Carnes Ayats (PSC)4th Deputy Mayor The Hon. Mr. Ramon Garcia-Bragado Acín (PSC)5th Deputy Mayor The Hon. Ms. Immaculada Mayol Beltrán (ICV-EUiA)

Councilors PSC: The Hon. Ms. Carmen Andrés AñónThe Hon. Ms. Montserrat Ballarín EspuñaThe Hon. Ms. M. Assumpta Escarp GibertThe Hon. Mr. Guillem Espriu AvendañoThe Hon. Ms. Itziar González Virós The Hon. Ms. Sara Jaurrieta GuarnerThe Hon. Ms. Immaculada Moraleda PérezThe Hon. Ms. Gemma Mumbrú MolinéThe Hon. Mr. Francesc Narváez PazosThe Hon. Ms. Montserrat Sánchez Yuste

CiU: The Hon. Mr. Gerard Ardanuy MataThe Hon. Mr. Raimond Blasi Navarro The Hon. Mr. Jaume Ciurana LlevadotThe Hon. Ms. Teresa M. Fandos PayàThe Hon. Mr. Joaquim Forn ChiarielloThe Hon. Mr. Eduard Freixedes PlansThe Hon. Ms. Mercè Homs MolistThe Hon. Mr. Joan Puigdollers FargasThe Hon. Ms. Sònia Recasens AlsinaThe Hon. Mr. Xavier Trias Vidal de LlobateraThe Hon. Ms. Francina Vila VallsThe Hon. Mr. Antoni Vives Tomàs

PP: The Hon. Ms. Emma Balseiro CarreirasThe Hon. Mr. Jordi Cornet SerraThe Hon. Ms. Ángeles Esteller RuedasThe Hon. Mr. Alberto Fernández DíazThe Hon. Ms. Gloria Martín VivasThe Hon. Mr. Xavier Mulleras VinziaThe Hon. Mr. Alberto Villagrasa Gil

ICV-EUiA: The Hon. Ms. Elsa Blasco RieraThe Hon. Mr. Joaquim Mestre Garrido

ERC: The Hon. Ms. Ester Capella FarréThe Hon. Mr. Xavier Florensa CantonsThe Hon. Mr. Ricard Martínez MonteagudoThe Hon. Mr. Jordi Portabella Calvete

Government Commission

President The Hon. Mr. Jordi Hereu Boher (PSC)

Members The Hon. Ms. Carmen Andrés Añón (PSC)The Hon. Ms. Montserrat Ballarín Espuña (PSC)The Hon. Ms. Elsa Blasco Riera (ICV-EUiA)The Hon. Mr. Jordi William Carnes Ayats (PSC)The Hon. Ms. M. Assumpta Escarp Gibert (PSC)The Hon. Mr. Guillem Espriu Avendaño (PSC)The Hon. Mr. Ramon Garcia–Bragado Acín (PSC)The Hon. Mr. Ricard Gomà Carmona (ICV-EUiA)The Hon. Ms. Itziar González Virós (PSC)The Hon. Ms. Sara Jaurrieta Guarner (PSC)The Hon. Mr. Carles Martí Jufresa (PSC)The Hon. Ms. Immaculada Mayol Beltrán (ICV-EUiA)The Hon. Mr. Joaquim Mestre Garrido (ICV-EUiA)The Hon. Ms. Immaculada Moraleda Pérez (PSC)The Hon. Ms. Gemma Mumbrú Moliné (PSC)The Hon. Mr. Francesc Narváez Pazos (PSC)The Hon. Ms. Montserrat Sánchez Yuste (PSC)

Non-elected members Mr. Pere Alcober SolanasMr. Ignasi Cardelús FontdevilaMr. Jordi Martí GrauMs. Isabel Ribas SeixMr. Antoni Sorolla Edo

Executive Committee

President The Hon. Mr. Carles Martí Jufresa1st Deputy Mayor

Vicepresident Mr. Andreu Puig SabanésCity Manager

Members Ms. Gemma Arau CeballosManager of Les Corts District

Mr. Carles Arias CasalManager of Human Resources and Organization

Mr. Jordi Campillo GámezManager of Environment

Ms. Pilar Conesa SantamariaDeputy Manager of e-Government and InformationSystems

Mr. Joan Albert Dalmau BalaguéManager of Prevention, Safety and Mobility

Mr. Albert Duran EscribàManager of Sarrià-Sant Gervasi District

Ms. Mari Carme Fernández GonzálezManager of Gràcia District

Ms. M. Glòria Figuerola AngueraManager of Social Action and Citizenship

Ms. Montserrat Filomeno MartíManager of Horta-Guinardó District

Mr. José García PugaManager of Nou Barris District

Mr. Víctor Gimeno SanjuanManager of Sant Martí District

Mr. Mateu Hernández MaluquerManager of Economic Promotion

Mr. Máximo López ManresaManager of Eixample District

Ms. Mercè Massa RincónManager of Ciutat Vella District

Mr. Ramon Massaguer MeléndezManager of Urban Planning and Infraestructures

Mr. Marc Murtra VillarManager of Education, Culture and Welfare

Mr. Josep Sans DíezManager of Sants-Montjuïc District

Ms. M. Pilar Solans HuguetManager of Finances

Mr. Miguel Angel Valdueza RomeroManager of Sant Andreu District

Mr. Eduardo Vicente GómezManager of General Services and Territorial Coordination

2009

13 Presentation of Mayor

15 Presentation

16 Political and Administrative Organisation of the City of Barcelona

24 Education, Culture and Social Welfare

34 Social Action and Citizenship

46 Economic Development

60 Urban Planning, Infrastructures and Housing

80 Environment

90 Prevention, Safety and Mobility

104 Central Services

107 General Services and Territorial Coordination

115 Finance

123 Human Resources and Organisation

133 e-Government and Information Systems

142 Plan Barcelona 2.0

152 Corporate Social Responsibility

Summary

Ü

Ü

Ü

Ü

Ü

Ü

Ü

Ü

Ü

The next ten years will be critical because we need to provide answers to thequestions raised by the first decade of the 21st century. Therefore, the Councilcontinued to work with firmness and commitment in 2009 to successfully facethe challenges and opportunities that Barcelona holds in its hands and, aboveall, confront the effects of the global economic crisis in our city.

The year 2009 was instrumental in laying the foundations to help us developthe Barcelona agenda over the next decade. How was it done? By working sothat Barcelona can become the economic driving force of southern Europe, sothat our city is a space for education and creativity, so that we can have betterconnections with the rest of the world through an airport with intercontinentalflights, the leading port in the Mediterranean and a high-speed train that willlink us to Europe from Sagrera Station, so that the city continues transformingitself from north to south and east to west with urban planning that is tailoredto the public, so that Barcelona’s 73 neighbourhoods have the quality of lifethey deserve, and so that we continue consolidating our position as a cohesive,inclusive, supportive and sustainable city.

I am convinced that Barcelona will carry out all these projects, because if crisisfor some people means paralysis or inaction, for Barcelona it means workingharder than ever to construct a solid present and future. And we have thestrength and leadership required to make it happen in our role as capitalin the Mediterranean, Catalunya and the city’s metropolitan area.

The values that make up the Barcelona formula continued to guide our actionsin 2009: a commitment to constant change and realism, non-conformismand courage, values and a sense of project.

13

Presentation

Jordi Hereu i BoherMayor of Barcelona

The management report we are presenting for the City of Barcelona, which isa summary of 2009 and a result of the efforts of sectors, districts, autonomousbodies and companies in the City of Barcelona, must explain the work carriedout and principles underlying municipal management.

A global economic crisis arose in 2009, with consequences at a local leveland creating a complex environment for governance. It is in this environmentof crisis that the relevance of strong local government is proven, so thatit can move forward with its policies of economic development and the defenseof public space.

Despite the circumstances, and thanks to fiscal consolidation duringthe economic boom years, we have been able to maintain a high volumeof investment. This policy creates wealth and employment and develops betterpublic spaces for citizens.

Regarding economic development policies, we have concentrated our effortson increasing support for employment and holding events and fairs in the cityto promote the recovery of consumption and job creation, while ensuring thatthis is quality employment.

We want the public spaces of the city to have an excellent image so thatcitizens can enjoy the friendliest environment possible. Therefore, efforts weremade during the year to improve cleanliness and order in the city. The city’s newcleaning contract has helped us a lot in this respect and will continue to helpus further in the future.

Internally, and as it could be otherwise, we also made a major effort in termsof cost containment. The current situation poses new challenges and to beable to confront these, the City of Barcelona has launched a new managementmodel called ““BBaarrcceelloonnaa 22..00””, based on the modernisation of productionprocesses and information systems for organisational checks and talentmanagement of municipal employees. This model has led to reforms in themunicipal structure of districts to improve the quality of the local servicesprovided, in addition to greater effectiveness and efficiency thanks to a majormodernisation of services through new technologies. But these improvementshave not been restricted to internal systems, but have also implied theintroduction of new communication and telematic work channels for citizens.

This new management model, which began in 2008 and will be deployedthroughout our term, until 2011, arrived at its point of maturity in 2009 and ismainly characterised by the ambition of the City of Barcelona to act as a drivingforce to boost the economy and create social and urban changes in Barcelona.It should also allow the City of Barcelona greater administrative flexibility, withelectronic access channels and the reduction of regulations, bureaucracy anddeadlines, resulting in the benefits of better and more accessible public services.

15

Presentation

Andreu PuigCity Manager

17

City of Barcelona2009 Activity Report Political and Administrative Organisationof the City of Barcelona

The basic text for understanding theadministrative operations of Barcelonais the Barcelona Municipal Charter,which regulates the organisationand powers of the government andits districts, as well as the mechanismsavailable for citizens to participatein municipal politics. Structuring allthese aspects is necessary in a citywith the size, complexity andmetropolitan nature of Barcelona.

Therefore, in the organisationof municipal government, the Charterestablishes a policy area that discussesand sets the general and strategic outlinesand executive area responsible formeeting the goals and agreementsadopted in the Charter throughthe management of municipal servicesand activities. Government actionsaim to make life easier for citizensand, from this point of view, the Charterstresses the importance of citizenparticipation and the forms ofparticipation in decision-making.

Municipal GovernmentStructure

The organisation of the City of Barcelonais divided into two levels: political,to debate local policies and adoptthe strategic decisions it considersappropriate, and management,which is responsible for the managementof services in accordance with theobjectives set out in the policy field.

The following governing bodiesconstitute the political level: MunicipalCouncil, Mayor, Government Commissionand District Councils.

The Municipal Council is the highestorgan of political representationof citizens in the city government.It is chaired by the mayor and meetsmonthly in regular public sessions.

The Municipal Council consists of 41councillors, according to a proportionalrepresentation system, and municipalelections are held every four years. Thelast elections, held in May 2007, resultedin a coalition government of PSC and ICV-EUiA, with a total of 18 councillors of the41 comprising the Council.

The Municipal Council carries outthe functions of deliberation, controland monitoring of governmental andadministrative actions. It also approvesthe Municipal Action Plan (PAM), budget,annual accounts, ordinances and urbandevelopment plans.

The Municipal Council operatesin plenary sessions and throughcommissions with decision-makingand monitoring powers, in additionto providing information about theirrespective fields of action.The commissions determine mattersto be submitted to plenary sessionsand control and supervise the activitiesof the government and administrativeorgans. Their functions includethe approval and rescission of specificcontracts awarded on the basis of costand initial budget approval, as well asthe ordinances and regulations regardingtheir respective areas. The vote of eachpolitical group in the commissions isproportional to the number of councillorsthey have in the Council.

The eight standing commissions ofthe Municipal Council approved in theMunicipal Council Plenum on 3 July 2007were:

• PPrreessiiddeennccyy,, TTeerrrriittoorryy aanndd PPuubblliiccFFuunnccttiioonn:: Municipal organisationand institutional and citizen relations.

• FFiinnaannccee aanndd BBuuddggeett:: Financial, fiscaland budgetary policy.

• UUrrbbaann PPllaannnniinngg,, IInnffrraassttrruuccttuurreessaanndd HHoouussiinngg:: Territorial balance and urbanplanning policies, infrastructures, housingpromotion.

• EEccoonnoommiicc DDeevveellooppmmeenntt,, EEmmppllooyymmeennttaanndd KKnnoowwlleeddggee:: Economic developmentof the city, promoting entrepreneurshipand employment, tourism and trade,promotion of information technology.

• SSuussttaaiinnaabbiilliittyy,, UUrrbbaann SSeerrvviicceess aannddEEnnvviirroonnmmeenntt:: Maintaining the cityand urban services, green spaces andbeaches, environmental policy.

• EEdduuccaattiioonn,, CCuullttuurree aanndd SSoocciiaall WWeellffaarree::Education, culture and sports, youthand immigration policies.

• SSoocciiaall AAccttiioonn aanndd CCiittiizzeennsshhiipp:: Primarycare and social assistance, civil rights,policies for the elderly.

Political andAdministrativeOrganisationof the City ofBarcelona

• SSaaffeettyy aanndd MMoobbiilliittyy:: Public security,civil protection, public transportationand traffic control.

The mayor is the president of theMunicipal Corporation and exercisesthe powers conferred by the BarcelonaMunicipal Charter, general legislationon local government, sector laws andmunicipal regulations (ROM). Mayoralresponsibilities include the everydaymanagement of municipal government,representation of the municipalityand presidency of the Municipal Counciland Government Commission.

The Government Commission is theofficial body of the executive governmentand its members are appointed bythe mayor. Currently, it is composedof 18 councillors of the ruling coalitionand five non-elected members appointedby the mayor. It generally meets twicea month. The main purpose of the firstmeeting is to approve or review andreport, depending on the subject andamount, the items on the agenda of theplenary session and the commissions ofthe Municipal Council, the second meetingis to inform on and monitor the MunicipalInvestment Plan 2008-2011. The matters

discussed have been previously preparedand informed upon by the ExecutiveCommittee.

The City of Barcelona is decentralisedinto the districts in which the cityis geographically divided: Ciutat Vella,Eixample, Sants-Montjuïc, Les Corts,Sarrià-Sant Gervasi, Gràcia, Horta-Guinardó, Nou Barris, Sant Andreuand Sant Martí.

The highest governing body of eachdistrict is the District Municipal Council,chaired by a manager appointed by themayor. It is composed of a minimumof 15 and maximum of 23 councillorsin terms of the number of residents inthe district and according to a scale.In addition, the mayor delegates hisor her powers to a manager, appointedon the proposal of the municipal groups,so that they can be exercised in theterritory of the district. These municipalcouncils have the powers to report andpropose plans, programmes, budgets,urban planning instruments affectingthe district and the distribution of costsassigned to them.

The districts are territorial bodies forthe devolution of management anddecentralisation of citizen participation.

18

Political and Administrative Organisationof the City of Barcelona

19


Municipal CouncilCommissions

Social Actionand Citizenship

Safetyand Mobility

Sustainability, Urban Servicesand Environment

Education, Culture and Social Welfare

Urban Planning,Infrastructures and Housing

EconomicDevelopment,Employment and Knowledge

Presidency, Territory and Public Function

Financeand Budget

MunicipalCouncil

Mayor

GovernmentCommission

Organisational Management

The executive municipal governmentof the City of Barcelona is directed andcoordinated by the city manager, who isultimately responsible within the executivestructure that the services aimed atcitizens provided by the City of Barcelonaare effective, efficient and respond tothe needs of the city. At the same time,he or she is responsible for planning,organising and delivering public servicesto ensure compliance with the objectivesdefined by the Municipal Government.

Among other functions, the citymanager evaluates and monitorsthe implementation of municipal plans,the development of invested resourcesand the actions aimed at complyingwith the objectives of the municipality,as well as implementing and monitoringthe municipal group budget andinvestment.

The executive municipal governmentis divided into nine functional sectors,territorially into ten districts, and fromthe point of view of functionalspecialisation into a set of entities withtheir own legal structure, such as localautonomous bodies, public companyagencies and business corporations. Bothsectors and districts are run by managersappointed by the mayor.

The nine functional sectors are:

a) EEdduuccaattiioonn,, CCuullttuurree aanndd WWeellffaarree::Education, culture, sports, citizenparticipation, youth, women,use of time.

b) SSoocciiaall AAccttiioonn aanndd CCiittiizzeennsshhiipp:: Socialservices and civil rights.

c) UUrrbbaann SSeerrvviicceess aanndd EEnnvviirroonnmmeenntt::Street cleaning, urban solid wasteand sanitation; maintenance; paving;public lighting and water; maintenanceof parks, green areas and beaches;energy savings and renewable energy;environmental education andparticipation; pollution reductionand monitoring.

d)PPrreevveennttiioonn,, SSeeccuurriittyy aanndd MMoobbiilliittyy::Public safety, fire prevention servicesand civil protection, mobility, circulationand public transport, road disciplineand safety, parking.

e) UUrrbbaann PPllaannnniinngg,, IInnffrraassttrruuccttuurreess aannddHHoouussiinngg:: Urban and regional planning,urban landscape, infrastructures,housing.

f) EEccoonnoommiicc DDeevveellooppmmeenntt:: Economicdevelopment of the city, employmentand innovation, trade, network ofmunicipal markets, consumer affairs,tourism, information technology.

g)GGeenneerraall SSeerrvviiccee aanndd RReeggiioonnaallCCoooorrddiinnaattiioonn:: Central administration,heritage, coordination of districts.

h) HHuummaann RReessoouurrcceess aanndd OOrrggaanniissaattiioonn::Human resource policies andadministration of personneland organisation.

i) FFiinnaannccee:: Finance; accounting;budgetary and taxation management;coordination of companies,autonomous bodies and dependententities; investment control.

The Executive Committee is the officialmanagerial body of the executivemunicipal government. It is chaired bythe First Deputy Mayor acting on behalfof the mayor and the city manager ishis or her vice president. The Committeeis composed of all sector and districtmanagers and its main functions are tocoordinate the actions of the differentsectors, establish general managementcriteria, prepare and report on issuesthat have to be subject to differentofficial government bodies, and informmanagers of the policy guidelinesand priorities of the municipalgovernment.

Public bodies and municipal companiesare functionally integrated into the fieldof one of the activity sectors accordingto the services they provide and arecoordinated with the sector managerin question.

Citizen Participation

The City of Barcelona ensures citizenparticipation, especially in areas thatmost directly affect the quality of lifeof citizens, through various participationbodies and mechanisms.

The citizen participation bodies arethe City Council, District Citizen Council

20


and Sector Councils, which canbe citywide and at district levels.

The City Council, comprising membersof the most representative economic,social, cultural, professional andneighbourhood bodies, is a body fordiscussion of the Municipal Action Plan,municipal budgets, major city projectsand result indicators of municipalmanagement. It meets twice a year ina regular session and provides supportsto the District Citizen and Sector Councils.

The District Citizen Council is the topadvisory and citizen participation bodyin each district in all matters relating toits jurisdiction. It is composed of districtrepresentatives, entities, associationsand citizens in its area.

The Sector Councils are composedof councillors from the different politicalgroups, entity representatives andprestigious figures from their respectivesectors. Some examples are the SocialWelfare Council, School Board,Immigration Council or Mobility Pact.The Councils issue reports on municipalactions relating to their fields, promote

participatory processes and reportof their activities to the City Council.

Citizen participation mechanisms arediverse. By public hearing, which maybe citywide or by district, citizens canpropose to the municipal administrationthe adoption of certain decisionsand receive information. Public hearingson the state of the district are held atleast every two months, and each yeara special public hearing is held on thebudget and tax ordinances. For its part,civil initiative is the mechanism throughwhich citizens can request that the Cityof Barcelona undertake a particular publicinterest activity under its municipaljurisdiction so that they can providefinancial resources, assets, rightsor personal labour. Thirdly, non-profit civilinstitutions, organisations andassociations may exercise municipalpowers in cases of activities and servicessubject to indirect management throughpublic tender. Finally, the City ofBarcelona and its districts can ask theopinion of citizens on matters within theirjurisdiction through public consultation.

21


22


Territorial Management

Ciutat VellaDistrictManagement

L’EixampleDistrictManagement

Sants-MontjuïcDistrictManagement

Les CortsDistrictManagement

Sarrià-Sant GervasiDistrictManagement

GràciaDistrictManagement

Horta-GuinardóDistrictManagement

Nou BarrisDistrictManagement

Sant AndreuDistrictManagement

Sant MartíDistrictManagement

Mayor

CityManager

ExecutiveCommittee

Barcelonade ServeisMunicipals, SA

e-Governmentand InformationSystemsManagement

Municipal Instituteof InformationTechnology (IMI)

AssistantInfrastructuresManagement

23


Social Actionand CitizenshipManagement

Prevention, Safetyand MobilityManagement

EconomicDevelopmentManagement

Education, Cultureand WelfareManagement

Urban Planning,Infrastructuresand HousingManagement

Human Resourcesand OrganisationManagement

FinanceManagement

General Services and RegionalCoordinationManagement

Urban Servicesand EnvironmentManagement

Municipal Tax Institute

Informació iComunicació deBarcelona, SA

Municipal Housing Board(PMH)

Municipal UrbanPlanning Institute(IMU)/BAGUR, SA,Barcelona GestióUrbanística, SA

BIMSA, Barcelonad’InfraestructuresMunicipals, SA

Municipal UrbanLandscape Institute

MunicipalMarkets Institute

Barcelona Activa, SA

Instituteof Education

Instituteof Culture

BarcelonaSports Institute

Municipal Instituteof People withDisabilities

Municipal Instituteof Parksand Gardens

BarcelonaEnergy Agency

Sector Management

During this mandate, the City Councilhas definitely undertaken to promotefull access for citizens to public services,regardless of income level and familysituation. A close working relationshipwith districts has been established giventhat the Sector has a strong territorialimpact and visibility. With the launchof a new management model,the relationship of the Sector to theterritory is closer and more coordinated.

In the field of education, we are workingto improve facilities, increasingthe number of childcare centres andfostering an educational city. To promotethe principles of proximity and quality,we are promoting sports policies asa key element of human development,coexistence and projection. We have alsoopted for innovative policies to promotethe independence of young peoplethrough policies reconciling working life,a focus on women and the demandfor a new model on the uses of time.We are continuing to make progresson processes that facilitate the bestconditions for cultural productionand access to culture. Other mainareas of activity in the Sector arethe strengthening of participatorydemocracy, the continuity of actionsin terms of cooperation and the challengeof strengthening immigration policies.

In the spring, the staff working in thedifferent offices of the Education, Cultureand Social Welfare Sector moved tothe building at Passeig Sant Joan 75.This new location encourages andfacilitates teamwork in order to promoteour new management model.

Education

In matters of education, progresscontinues at the rate stated inthe objectives set in the PAM:

• NNuurrsseerryy sscchhoooollss:: The forecastschedule is being followed to increasethe number of places in municipalnursery schools. Five new nurseryschools were opened, which implies405 newly created places. There is alsoa continuing commitment to maintain a

high level of quality in both theeducational and architectural model.

• LLuunncchhrroooomm ggrraannttss:: There were 12,322new grants for providing school meals,which means that 31,610 children arenow being benefited.

• IImmpprroovviinngg tthhee ttrraannssiittiioonn pprroocceessssttoo eemmppllooyymmeenntt:: The first Innovation,Professional Training and CompanyConference was held.

• PPrroommoottiioonn ooff eennvviirroonnmmeenntt eedduuccaattiioonnppllaannss iinn nneeiigghhbboouurrhhooooddss:: Supportcontinued for district plans to obtainthe complicity of social and educationalagents in districts to continue the workdone in schools.

• CCiittyy ooff BBaarrcceelloonnaa EEdduuccaattiioonnaall PPrroojjeecctt::Under the theme “Democracy, Educationand Citizen Participation”, the 10th Cityof Barcelona Educational ProjectConference (PEC) was held in the city.[See graph 1]

Women

The following actions are beingundertaken to reach the goals establishedin the PAM:

• PPrroommoottiinngg ggeennddeerr eeqquuiittyy iinn aallll aarreeaass::The Gender Equity Plan was presentedat the plenary session in June, whichincluded the Equal Opportunities Planand the Interdepartmental Commissionon Gender Mainstreaming.

• IImmpprroovviinngg ssttrraatteeggiieess ffoorr tthheeppaarrttiicciippaattiioonn ooff wwoommeenn aanndd ttoo iinnccrreeaasseetthheeiirr vviissiibbiilliittyy:: The Second Congresson Women was held, in whichover 1,000 women participated inits preliminary process and more than2,000 people registered, with over500 contributions.

• SSttrreennggtthheenniinngg ccaarree,, pprrootteeccttiioonnaanndd rreeccoovveerryy ooff ffeemmaallee vviiccttiimmss ooff mmaalleevviioolleennccee:: Work began on the MunicipalEmergency Refuge Centre for womenand their children needing a placeto begin their recovery process.

A model of individual care is beingdeveloped that is able to cater to morewomen. The priority area of interventionis Ciutat Vella, but intervention actionshave already begun in the district of Sant

25

City of Barcelona2009 Activity Report Education, Culture and Social Welfare

Education,Culture andSocial Welfare

This Sector is the executive arm of theDepartment of Welfare and TerritorialCohesion. Both department andmanagement have been created duringthis mandate with the aim of promotingand making visible the municipalgovernment’s commitment towardssocial cohesion, coexistence andcreativity in our city.The Sector places equal emphasis onsocial care and promotion, and it doesso with the management ofinfrastructures and facilities and theorganisation of over 4,000 annual sportsor cultural events. Therefore, it hasa major impact on the services that theCity of Barcelona provides to citizens.It is in turn responsible for therevitalisation of the citizen associationnetwork through services and links withover 4,500 associations in the city.It administers the provision of annualgrants and promotes participatoryprocesses taking place in the city.It also manages 15% of the municipalbudget, with a workforce of about2,400 people, the equivalent of 18%of workers in the City Council.

First Deputy Mayor:Mr. Carles Martí i Jufresa

Education Councillor:Ms. Montserrat Ballarín i Espuña

Women and Youth Affairs Councillor:Ms. Elsa Blasco i Riera

Uses of Time Councillor:Ms. Inmaculada Moraleda i Pérez

Culture Delegate:Mr. Jordi Martí i Grau

Sports Delegate:Mr. Pere Alcober i Solanas

Manager:Mr. Marc Murtra i Millar

Registered bodies:

• Institute of Culture• Institute of Education • Barcelona Sports Institute

26


Marti, which borders the Eixample,and exploratory research will be madein the district of Les Corts.

• DDeevveelloopp aa mmooddeell ooff iinnddiivviidduuaall ccaarreeffoorr ffeemmaallee sseexx wwoorrkkeerrss:: The integral planwas strengthened to tackle sex workand the goals set were achieved or evenexceeded.

Youth

Access to information and increased nightstudy rooms were some of the prioritiesof this year.

• PPllaann ffoorr yyoouutthh ffaacciilliittiieess:: The FontanaYouth Space was opened in the districtof Gràcia and the Garcilaso YouthInformation Point in the district of SantAndreu.

• IInnffoorrmmaattiioonn aanndd ccoommmmuunniiccaattiioonn::Priority was given to new informationand communication technologies: • The audiovisual festival for young creators

VisualSound was held, as well as the 26thedition of the Youth Tourism Show.

• Improved youth website, with 186,431visits. The VisualSound Festival websitereceived 9,248 visits and the websitesof the Youth Information Point (PIJ)network and Youth Tourism Show 2009received 5,221 visits.

• 45 “Joven, Infórmate y Participa” (Young,Be Informed and Participate, JIP) pointswere opened in public secondary schools,under a collaboration agreement withthe Catalan Government.

• The “Infórmate” information campaignwas launched, with activities forchoosing the most suitable academicpath.

Number of participants in the School Activities Programme

Graph

1

2007

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

265,081

2008

333,130

2009

262,365

Use of night study rooms

Graph

2

2007

60,000

50,000

40,000

30,000

20,000

10,000

0

40,655

2008

50,768

2009

52,241

27


• YYoouutthh hhoouussiinngg ooffffiiccee:: The YouthHousing Service was incorporated intothe general network of the city’s housingoffices.

• ““GGoooodd EEvveenniinngg BBaarrcceelloonnaa””:: 12temporary night study rooms wereopened, in addition to the seven thatare open all year round. [See graph 2]

• EEmmppoowweerrmmeenntt ooff yyoouutthh aassssoocciiaattiioonnss::130 applications were dealt with in theannual call for grants, with a total 125,000euros: 14 agreements with entities, witha total of 308,900 euros, and 27 projectssupported by BCN Youth Exchanges, witha total of 37,540 euros.

Uses of Time

The objectives are being achievedon schedule.

• ““NNeeiigghhbboouurrhhoooodd ttiimmee,, sshhaarreeddeedduuccaattiioonnaall ttiimmee””:: Regardingthe social use of school playgrounds,18 new activity playgrounds were openedwith the collaboration of differenteducational and social agents in eachterritory.

• EExxtteennddiinngg tthhee EEnntteerrpprriissee NNeettwwoorrkkoonn NNeeww SSoocciiaall UUsseess ooff TTiimmee ((NNUUSSTT))::16 new companies joined the network,in which the pilot programme is beingintroduced to measure theimplementation of time policies.

• CCrreeaattiioonn ooff EEuurrooppeeaann CCiittiieess NNeettwwoorrkkoonn UUsseess ooff TTiimmee:: 51 representatives.

• LLooccaall aaggrreeeemmeenntt oonn ttiimmee:: Thecongress entitled “Where is our timegoing? Future scenarios” was held.

Sports

The organisation of world-class, popularevents was one of our priorities:

• CCoonnssoolliiddaattiioonn ooff BBaarrcceelloonnaa aassaa hhoosstt cciittyy ffoorr wwoorrlldd--ccllaassss eevveennttss::• Celebration of the 1st Global Sports

Forum, an international spacefor reflection on the dimensions ofthe sports world through conferencesand presentations.

28


• Final and start stages in the city ofBarcelona of the Tour de France 2009,with huge public participation andorganisation of a yellow “wave”that accompanied the cyclists alongthe route.

• Organisation of the Snow Showexhibition in Palau Sant Jordi.

• Celebration of 21 international Cityof Barcelona trophies.• PPooppuullaarr ssppoorrttss ccaalleennddaarr:: Participation

and presence in popular sports eventssignificantly increased – for example,in the athletic events held in the city,such as La Mercè and Nassos races orMarathon and Half Marathon. In all cases,expectations were greatly exceeded andregistration had to be closed before theofficial deadlines. Nearly 160,000 peopletook part in popular sports events.The increase in participation numbers alsomeant an increase in the quality of theorganisation of the events being offeredto the public.

• Grants were awarded to 24 entitiesfor city sports projects amountingto 646,921 euros and to 25 entities forthe organisation of international City ofBarcelona trophies amounting to a totalof 389,522 euros.

• AA ssppoorrttss cceennttrree aatt aa mmaaxxiimmuumm ooff 1100mmiinnuutteess ffrroomm hhoommee:: Work began on the

municipal sports centres BorbóCotxeres in the district of Horta-Guinardóand Via Favència in the Nou Barrisdistrict. Enlargement and improvementwork was completed at the CanToda Municipal Sports Centre. Theconstruction of two new municipalsports centres should also be mentioned:Putxet Centre in Sarrià-Sant Gervasiand Parc de la Ciutadella Centrein Ciutat Vella.

• PPrroommoottiioonn ooff ssppoorrtt iinn sscchhooooll:: Withrespect to activities in school time, workcontinued on the educational potentialof sports practice and the acquisitionof healthy habits in children and youngpeople through a plan supportingphysical education in schools, involvingmore than 27,000 students across thecity. Among the activities outside schoolhours, the plan emphasises sport inschool, with a coordination councilcomprising approximately 400organisations and schools. Moreover,another year of the Barcelona SchoolGames reached a record participation,and the Olympic Campus events againbecame one of the most popular summeractivities for the public. [See graph 3]

• ““DDaannccee NNooww””:: Campaign to promotedance in schools for children.

Number of participants in school and popular sports events

Graph

3

510,000

500,000

490,000

480,000

470,000

460,000

450,000

440,000

430,000

420,000

410,000

400,0002009

501,692

2008

440,002

30


Culture

Management continued to providesupport to cultural activities inaccordance with the objectives set:

• MMoorree ccuullttuurree,, cclloosseerr:: Work was carriedout on times, season tickets, prices andchannels to facilitate access to culture.Museums were opened on Sundayafternoons. The library card system wasset up, making it the first cultural discountcard in the city. The Culture Channel wasconsolidated and the cultural Widget wascreated. The 2nd edition of “The Nightof the Museums”, with 74,000 attendees,and the 2nd edition of “Montjuïc by Night”were some outstanding individual events.

• BBaarrcceelloonnaa,, mmoorree ccuullttuurraall llaabboorraattoorryy::Work began on factories for the creationof La Central del Circ, El Graner, L’Hangar,Fabra i Coats, La Escocesa, AteneuPopular de Nou Barris and La Seca.The work of cultural production anddissemination was provided with supportof 4.5 million euros. Live music waspromoted and new culture spaceswere created, such as Sala Paral·leland Canódromo Meridiana.

• CCiittyy ooff ppaarrttiieess aanndd ffeessttiivvaallss:: Supportwas given to arts and participativeprogrammes in the main celebrationsof the city with the following results:

• CCaarrnniivvaall:: The great carnival cavalcadein the city this year paraded along RamblaGuipuzcoa and involved 46 groups anda total of 2,640 people. Esbart Sant Martíwas the official specially designed groupto commemorate the 50th anniversaryof the Carnestoltes Giants, and rumbawas the official music for yet another year.Prizes were awarded to the eight winninggroups, with a total of 20,000 euros.

• GGrreecc FFeessttiivvaall:: The 33rd edition ofthe Grec, under the artistic directionof Ricardo Szwarcer, staged 60 shows,18 of which were original: 22 theatreproductions, 10 dance, 29 music anda circus show, as well as an installationin La Capella, Obrador d’Estiu in SalaBeckett and the Festival’s already classiccollaborations with libraries. In thisedition, 19 shows were sold out and60,923 tickets were sold out of a totalcapacity of 110,785 – i.e. 55% of all seats.

The Grec Theatre continued to be theepicentre of the festival, but this yearit was joined by the Mirador del Grec, anew small-format outdoor theatre space.The Festival was also active in other areasof Montjuïc, such as the Mercat de lesFlors, Lliure Theatre, CaixaForum and Miró

Foundation, as well as other culturalfacilities in the city such as MACBA, CCCBand Picasso Museum. The Grec alsocontinued to collaborate with the RomeaTheatre, TNC, Sala Muntaner, NationalLibrary of Catalunya, L’Auditori, Caldera,Borras Theatre, former Fabra i Coatsfactory and Plaça del Rei. New discountsand season tickets were also introduced.

• MMeerrccèè FFeessttiivvaall:: La Mercè 2009 filledthe streets of Barcelona with celebration.More than 600 activities were held overfive days, from 75 circus companies andstreet theatre troupes, in Montjuïc Castleand Ciutadella Park, to 100 concerts, AsiaFestival or more participatory activitiessuch as the Pyromusical, Parade andCorrefoc fireworks parade. The entirefestival attracted approximately 1,600,000people.

La Mercè 2009 offered a large andinternational programme in which Istanbulwas the invited city. This year’s event alsostrengthened our commitment to localartists participating in the festival.The poster for La Mercè 2009 wasdesigned by Pati Núñez and the openingspeech of the festival was givenby Montserrat Carulla and Vicky Peña.

Barcelona Acció Musical (BAM) isan independent music festival that is nowin its 17th edition, with 74 musical showsprogrammed on seven different stages.

The open day in most of the city’smuseums was also successfully heldfor yet another year.

• LLaa CCaassaa ddeellss EEnnttrreemmeessooss::This exhibition and information spaceof imagery and popular traditional cultureof the Ciutat Vella was opened.

• IImmpprroovveedd qquuaalliittyy ooff ccuullttuurraall ffaacciilliittiieess::Efforts were made in improvinginfrastructures and cultural projects ofthe Picasso Museum and Barcelona CityHistory Museum. Work began on thefuture site of the Barcelona Design Huband refitting of the Blue Space in theMuseum of Natural Sciences. Spaces wereremodelled in the Marès Museum.The Military Museum at Montjuïc Castlewas permanently closed with a popularfestive day. And support for the futurecultural project of consortium facilitieswas strengthened: MACBA, CCCB,Lliure Theatre, Tàpies Foundation, MiróFoundation, L’Auditori, Mercat de les Florsand Maritime Museum, with an investmentof 30 million euros.

• TThhee rreeaaddiinngg cciittyy:: New this year wasthe strengthening of literary festivals,with highlights also being the openingof the following libraries: Can Saladrigas

31


in the district of Sant Martí, La MarinaSagrera-Clotet in Sant Andreu and ZoneNord in Nou Barris, representing anincrease of 6,406m2 in terms of libraries.Work also began on seven new libraries.Lastly, the Millennium library managementsystem was promoted with improvementsin the loan service. [See graphs 4 and 5]

• CCrreeaattiioonn ooff BBaarrcceelloonnaa CCuullttuurree CCoouunncciill::The participatory body for cultural policyin the city was launched.

• Various actions continued to be carriedout, both in terms of natural andarchitectural elements, in GGüüeellll PPaarrkkso that it can be more faithful to AntoniGaudí’s original project, and work wasawarded and begun on the future BBoorrnnCCuullttuurraall CCeennttrree.

Citizen Participation

All these actions continued to bestrengthened to achieve the goalsestablish in the PAM:

• PPaarrttiicciippaattoorryy pprroocceesssseess:: A referendumwas carried out on the future Diagonalwith over 30,000 people participating.The process lasted out over three monthsand there were various ways to vote.

• TToorrrree JJuussssaannaa AAssssoocciiaattiioonn SSeerrvviicceeCCeennttrree:: With the creation of the FirstCouncil, this service opened its doorswith a new model of joint managementbetween the City of Barcelona andBarcelona Association Council.

• ““BBlloogg BBaarrcceelloonnaa””:: A space for virtualparticipation was created.

Users of municipal and council facilities

Graph

5

16,000,000

14,000,000

12,000,000

10,000,000

8,000,000

6,000,000

4,000,000

2,000,000

02007

11,998,303

2008

13,951,091

2009

14,780,205

Use of council libraries

Graph

4

2007

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

5,172,624

2008

5,758,946

2009

6,231,845

32


• Barcelona was the venue for themeeting of the OOrrggaanniissiinngg CCoommmmiitttteeeeooff tthhee IInntteerrnnaattiioonnaall OObbsseerrvvaattoorryyooff PPaarrttiicciippaattoorryy DDeemmooccrraaccyy.

• A pprraaccttiiccaall gguuiiddee ffoorr tthhee eessttaabblliisshhmmeennttooff DDiissttrriicctt CCoouunncciillss was created.

International Cooperation

International cooperation projectscontinued to mark much of the actiontaken:

• MMaasstteerr PPllaann ffoorr IInntteerrnnaattiioonnaallCCooooppeerraattiioonn aanndd SSoolliiddaarriittyy 22000099--22001122::Approved unanimously by the PlenarySession of the City Council. Commitmentis expected to reach 0.7% of the Councilbudget for cooperation in 2011.

• SSttrreennggtthheenniinngg ddiirreecctt ccooooppeerraattiioonnpprroojjeeccttss iinn tthhee MMeeddiitteerrrraanneeaann aarreeaa::In line with the nomination of Barcelonaas the headquarters of the Union forthe Mediterranean, rebuilding workwas completed in the Al-Nasserneighbourhood in the city of Gaza, wherethe Barcelona Peace Park was created,which was destroyed shortly afterits opening, although a study for itsreconstruction has already begun.Simultaneously, an institutional statementcondemning Israel’s attacks on the GazaStrip was made. There was alsoparticipation in the “Decolonisation”exhibition at the College of Architectsin Barcelona, which brought togethervarious collaboration projects.

•• CCaallllee ddee BBaarrcceelloonnaa iinn HHaavvaannaa:: Workwas completed and inaugurated of thereform of the first section of this street.Support was also given to the strategicreengineering plan of the city of SanSalvador.

• Promotion of direct cooperationprojects with preferred areas of Africa:

•• NN’’DDjjaammeennaa ((CChhaadd)):: Work began ona cooperation project on solid waste inthe city.

•• MMaappuuttoo ((MMoozzaammbbiiqquuee)):: Workcontinued on the planned construction

of a civic centre and the creation ofthe municipal archive for the city council.

•• EEssttaabblliisshhmmeenntt ooff sscchhoollaarrsshhiippss ffoorryyoouunngg vvoolluunntteeeerr wwoorrkkeerrss:: A governmentmeasure was approved determiningthe creation of scholarships for youngvolunteer workers, with a hundredscholarships in two years.

Immigration

New measures were applied to eachobjective:

• The IInntteerrnnaattiioonnaall YYeeaarr ooff IInntteerrccuullttuurraallDDiiaalloogguuee (2008), which hosted 105activities, ended, including the exhibition“Connected Barcelona, TransnationalCitizens” on migratory growth and urbanpractices.

• AAccccoommppaannyyiinngg pprrooggrraammmmee ffoorr ffaammiillyyrreeggrroouuppiinngg:: The accompanying projectfor regrouped families was introducedin six districts with a result of 1,443people contacted, 63 young newcomerswelcomed for summer Catalan classes,456 participants in initial meetingsto prepare for family reunions and420 family groups in process. Groupinformation sessions were expandedin the districts of Nou Barris, Horta-Guinardó, Sant Andreu and Sant Martí.And the programme entitled “Barcelonawelcomes you in summer” was created,aimed at children between 12 and 17arriving in the city for family regroupingwho are not at school. The service ofissuing housing reports for families whohave been reunited handled 6,237applications.

• WWoorrkk PPllaann ooff tthhee MMuunniicciippaallIImmmmiiggrraattiioonn CCoouunncciill ooff BBaarrcceelloonnaa::The IImmmmiiggrraattiioonn AAwwaarrdd was approvedand established, with over 40organisations and associations workingin this field applying.

• The New Citizenship website was setup as an instrument of social cohesion,integration and information portalfor newcomers.

33


Indicators

Culture 2009 2008 % variation

Users of municipal and council facilities 14,780,205 13,951,091 5.94Museums (municipal and council) 6,670,426 6,249,920 6.73Exhibition centres (municipal and council) 455,844 331,475 37.52Theatres (municipal and council) 140,471 129,593 8.39Archives (municipal) 11,529 13,487 -14.52Auditoriums (council) 1,157,913 1,259,014 -8.03Libraries (council) 6,231,845 5,758,946 8.21Information service (municipal) 112,177 208,655 -46.24

Sports

Number of participants in school and popular sports events 501,692 440,002 14.02Number of registered users in municipal sports facilities (annual) 178,915 183,413 -2.45Number of visitors to sports website 413,459 353,326 17.02

Youth

Number of visitors to youth website 436,481 415,492 5.05Number of users of night study rooms 52,241 50,768 2.90Number of signed rental contracts (Youth Housing Service) 159 233 -31.76

Women

Number of women attended 18,256 17,418 4.81

Immigration

Number of requests received in housing availability information 10,798 6,236 73.16Number of requests received in terms of information on social issues 4,865 9,100 -46.54

Uses of Time

Number of uses 35,479 19,994 77.45

Table

1

35

City of Barcelona2009 Activity Report Social Action and Citizenship

The Sector of Social Action andCitizenship is part of the six areasof the city’s field that, together withits ten districts, form the structure ofgovernment that the City of Barcelonahas provided to serve the city.

With current spending at 147,015,000euros, the Sector comprises theDirectorate of Social Action, whichis in turn structured by Executive andTechnical Directorates, the Directorateof Civil Rights, Health Directorate,Directorate of Social Participationand Municipal Institute of Peoplewith Disabilities.

This year has seen further progressin the commitment to social inclusion,welfare, health, the promotion ofcivil rights, opposition to all formsof discrimination and the promotionof solidarity.

Work was also carried out on definingand implementing models and procedureswith a clear focus on citizenship andservice positioning for the city’s 10districts and 73 neighbourhoods and asa guarantee to meet the needs of citizensin any area of the city.

It is worth highlighting the work aimedat improving the technical, organisationaland budgetary conditions to ensurethe deployment of the llaaww oonn ssoocciiaallsseerrvviicceess and the llaaww ttoo pprroommoottee ppeerrssoonnaalleemmppoowweerrmmeenntt aanndd ccaarree ffoorr ppeeoopplleeiinn aa ssiittuuaattiioonn ooff ddeeppeennddeennccyy.

This challenge can be seen in differentlines of action:

• NNeeggoottiiaattiinngg ffuunnddiinngg with the CatalanGovernment to reduce the gap betweenBarcelona and other Catalan cities.The contribution under the Basic SocialServices Agreement was 24,288,278 euros(in 2008 it was 22,017,113 euros).

• IInnccrreeaasseedd ssppeennddiinngg oonn ssoocciiaall aaccttiioonnto address current social needs,with a budget of 94,880,000 euros.

• MMaaiinnttaaiinniinngg tthhee lleevveell ooff iinnvveessttmmeennttrequired to introduce progressivelythe model of Basic Social Services.

• Final approval of the BBaarrcceelloonnaaMMuunniicciippaall IInnssttiittuuttee ooff SSoocciiaall SSeerrvviicceess(IMSSB) in the Municipal Plenum ofOctober, which from 2010 should allowfor more efficient management of basic

social services in the city, under thehighest quality criteria and ensuringequity.

• Policies should be also mentionedin matters of ssuuppppoorrtt aanndd nneettwwoorrkkiinnggwwiitthh ssoocciiaall oorrggaanniissaattiioonnss, embodied in amunicipal contribution of 2,463,743 eurosin accords, 3,715,584 euros in agreementsand 1,087,428 euros in grants to a totalof 273 entities.

Directorate of Social Action

This section includes the Executiveand Technical Directorates.

Work was carried out to increase humanresources for implementing the lawon social services and law to promotepersonal empowerment and care forpeople in a situation of dependencyand to rethink the actions for coveringthe needs of citizens and providing socialservices.

The objectives set were the following:

• To promote strategies to improvebasic social services and specialised careservices to meet social needs and ensurethe new legal framework

• To continue the deployment ofthe municipal framework for communityaction

• To consolidate the Social ServicesConsortium of Barcelona

• To cooperate with social actionnetworks

Basic social services:

• CCIINNTTRRAA pprroojjeecctt:: Developmentcontinued at a technical and operationallevel of the key priority elementsof the strategic design of the model ofbasic social services (internal catalogue,circuit and organisation of social servicecentres). All these elements wereimplemented within the frameworkof the project for experimental socialservice centres, which was developedin three centres in 2009: La Marina,Barceloneta and Fort Pienc. Mid-termevaluation of the project was carriedout in June and final assessment inDecember, which allowed for validation of

Social Actionand Citizenship

The mission of the Sector of SocialAction and Citizenship is to ensurethat all citizens of Barcelona are ableto live with dignity in our city; that is,independently and according to the lifeproject of each person in terms ofequality and social justice and the fullrecognition of civil rights. Moreover, withthe institutional guarantee of access tohealth and social resources facilitatinghuman development and a commitmentto cross-cutting actions to ensureinclusion in matters of employmentand housing, with the creation andmaintenance of solid social bonds(affective and community) providingthe foundations of lives and suitablecross-cutting actions in terms of housingto ensure inclusion and decentaccommodation in situationsthat require it.

Affiliated entities:

• Municipal Institute of Peoplewith Disabilities

• Public Health Agencyof Barcelona

Second Deputy Mayor: Mr. Ricard Gomá i Carmona

Health Delegate: Ms. Isabel Ribas i Seix

Civil Rights Councillor: Mr. Joaquim Mestre i Garrido

Manager: Ms. M. Glòria Figuerola i Anguera

what was undertaken, the identificationof areas for improvement and theincorporation of changes and appropriatecorrective measures before fullimplementation scheduled for 2010.

• IInnffoorrmmaattiioonn ssyysstteemmss ppllaann:: Apart fromapplications directly aimed at managingspecific services, we must highlightthe work done on priority projects forthe development of the model for basicsocial services: management agenda,previous appointment system and socialaction information system (SIAS)to replace the current one. These twoprojects will involve a substantial changeregarding the accessibility of centresand management of information serviceprocesses.

• The LLeeaaddeerrsshhiipp DDeevveellooppmmeenntt PPllaannffoorr SSoocciiaall SSeerrvviiccee CCeennttrree DDiirreeccttoorraatteess wascompleted in 2009 and the MMaannaaggeemmeennttDDeevveellooppmmeenntt PPllaann ffoorr TTeerrrriittoorriiaall SSoocciiaallSSeerrvviiccee DDiirreeccttoorraatteess was launched.This line of work with managementfigures is considered essentialin the process of managing change.

• CCoonnttrriibbuuttiioonnss:: 30 million euroswere assigned in order to progress duringthis mandate towards achieving the41 social service centres that Barcelonamust have once the new laws have beendeployed. Moreover, the allocationto develop the information systems planwas six million euros, mainly for havinginterconnected management computerapplications and updating computerequipment.

• HHoommee ccaarree sseerrvviicceess:: The new modelimplying three modes of care – welfare,preventative and socio-educational –began to be implemented in May, withthe clear aim of facilitating, underthe criteria of regional balance, a moreindependent daily life for people in asituation of dependency and familieswith children and teenagers at social risk. [See table 1]

36

Social Action and Citizenship

37

• LLaaww ttoo pprroommoottee ppeerrssoonnaalleemmppoowweerrmmeenntt aanndd ccaarree ffoorr ppeeooppllee iinn aassiittuuaattiioonn ooff ddeeppeennddeennccyy:: Assessment wascarried out on cases of high dependence(Grade III) and severe dependence(Grade II, Level 2 and Level 1), with 28,625applications considered eligible fromthe 54,303 received since the beginningof the law’s implementation. According tothe expected gradual increase until 2015,when deployment of the law will becompleted, and in order to ensure carein already assessed cases, the teams atsocial service centres were strengthenedwith over 31 more professionals.

• CCaarree ffoorr nneewwccoommeerrss:: The Servicefor Migrants, Foreigners and Refugees(SAIER) continued with its daily activity.17,889 people were served, of which12,823 were new registrations. The signingof a new agreement to increase thenumber of professionals in social careservice and the comprehensive reform

of the Paral·lel facility will enhance theability for care and improve accessibility.[See table 2]

• EEmmeerrggeennccyy aanndd ssoocciiaall eemmeerrggeennccyysseerrvviiccee:: Closely coordinated with thecity’s fire brigade and police services,a new service model was introduced inNovember establishing a single referencecentre in the city with the challenge ofhaving the services and resources to meetemergency situations and emergenciesthat occur. 1,481 people were servedin 2009, representing an increaseof 95.13% over 2008, when 722 peoplewere served.

Vulnerable PeopleIn caring for people in vulnerablesituations, the Network of SocialIntegration Services has beenconsolidated and there are plansto continue expanding its servicesand resources to include customised


Attention to social service centres (CSS)

People served 55,188Care units conducted 192,040Individual care programmes (PIA) conducted 10,004Households with homecare services 10,271People served by homecare services 12,465

Table

1

Intercultural social integration

People served in SAIER 17,889

Care units in SAIER 49,767

Intercultural mediation service

Interpersonal mediation interventions 2,341Neighbourhood and community mediation interventions 61

Host language services

Newcomers enrolled in Catalan courses 28,771Newcomers enrolled in Catalan courses from SAIER 1,097Phone translation interventions 697Face-to-face translation interventions n.d

Table

2

integration itineraries according to thesituation and needs that are presented:evening reception, daycare, soup kitchens,integration housing, etc. This year,the service for detecting and caringfor people at risk of social exclusiontreated 4,291 people. [See table 3]

Childhood and AdolescenceThe Care Team for Children andAdolescents (EAIA) of the Eixample-Gràcia district was divided in two, makingit now 12 facilities in the city addressingthe risk situations of children andadolescents that for specific reasonscannot be assumed by the family.Furthermore, a Core Team Specializingin Children and Adolescents (ECIS)was also established.

Also in 2009, the first family spacefor 0-3 year olds and the open centre

for children, located at Carrer Huelva36 and municipally owned, were set up.

In the summer vacation period,44,094 children participated in thevarious categories of summer casals(residences), camps, camping, hikingand stays outside Catalunya. [See table 4]

The ElderlyHome care service was providedto 10,524 households with older peopleand telephone assistance to 42,153people, representing a coverage of 12.69%of people over 65, and the numberof sheltered housing apartments roseby 157, making it now a total of 925and allowing older people to maintaintheir autonomy by ensuring they havethe necessary support services. [See table 5]

38


Care for vulnerable people

Places in shelters 738Places in inclusion housing 114Places in daycare centres 235People served by SIS teams 4,291People sheltered in nursing homes 3,566People served by inclusion housing 162People served by daycare centres 2,444

Table

3

Childhood

Children served by EAIA 3,361Consortium open centres 14Number of campaign enrolments 67,478

Table

4

Social care for the elderly

Older people served by telecare service 42,153Households with elderly people served by homecare service 10,524Older people served by “Respir” programme of temporary stays 517Older people receiving emergency care 490Older people in council housing with services 1,085

Table

5

Barcelona Municipal Instituteof Social Services (IMSSB)

The creation of the Barcelona MunicipalInstitute of Social Services is part of thepprroocceessss ooff ddeeeeppeenniinngg aanndd ccoonnttiinnuuoouussllyyiimmpprroovviinngg mmuunniicciippaall ssoocciiaall ppoolliiccyythat seeks to provide a more agile, flexibleand specialised response. Thus, the aaiimmooff IIMMSSSSBB is to promote, organise andarticulate, both internally and externally,the process of providing basic socialservices under municipal responsibilityand aimed at citizens, within theparameters of quality and equity thatshould continue to contribute to ensuringthe welfare of all people livingand coexisting in our city.

The IMSSB creation process beganin April and continued throughoutthe second half of the year with theimplementation process, which wasconducted without any deviations fromschedule. FFiinnaall aapppprroovvaall of the creationof the IMSSB took place in a MunicipalPlenum on 2 October.

The members of its Governing Councilwere appointed in November andDecember, represented by politicians,technicians, union members and peoplefrom the social fabric of the city (twopeople of recognised standing in the fieldof social action). The Executive andTechnical Directorates for Social Actionjointly developed their RReeggiioonnaall SSoocciiaallAAccttiioonn PPllaannss from May to December.

Social Services Consortium

The year 2009 saw the consolidationof the Social Services Consortium,an entity that includes the participation ofthe Catalan Government, as a ccoommmmuunniittyysseerrvviiccee and ssppaaccee ffoorr ttrraaiinniinngg aanndd tthheeccoooorrddiinnaattiioonn ooff rreessoouurrcceess and as a toolfor aaddmmiinniissttrraattiivvee ccooooppeerraattiioonn in thefields of both specialised social serviceppllaannnniinngg and social service mmaannaaggeemmeennttspecialised in housing matters.

The year also provided a major boostto the MMaasstteerr PPllaann 22000088--22001133 and initialassessment has already been madeof the forecast government actionsin the Plan.

The Consortium has significantlyincreased its budget over the past threeyears, moving from a budget of 300,000euros in 2006 to 4422..8899 mmiilllliioonn eeuurroossin 2009, a budget in which 98.88% wasspent.

In 2009, the Consortium also controlledthe management and directmanagement of 1122 cceennttrreess for the careof people with disabilities, 3300 cceennttrreessfor the care of children at risk andthe homeless, the CCaann PPuuiigg TThheerraappeeuuttiiccCCoommmmuunniittyy, a sshheelltteerr ffoorr ffeemmaallee victimsof male violence, and mmaannaaggeemmeennttccoonnttrrooll for assessing individualsin situations of ddeeppeennddeennccyy.

Directorate of Civil Rights

The aim of this Directorate is to extendthe effective and real exercise of all civilrights and to incorporate into the cityand in all areas of municipal activitya perspective of human rights and theculture of peace. In this regard, progresswas made in the consolidation andprojection of actions in both the areaof the city and at an international level inorder to position Barcelona as a pioneerin the development of local public policieson human rights.

A proposed CCiittiizzeennss CChhaarrtteerrooff BBaarrcceelloonnaa was drafted that willend up defining the rights of citizens,collective guarantee compliance.

The diagnostic phase of the MMuunniicciippaallPPllaann ffoorr LLeessbbiiaannss,, GGaayyss,, BBiisseexxuuaallss aannddTTrraannsssseexxuuaallss (LGBT) was also presented.Work has focused on the fight againsthomophobia, the care for dependentpeople in this group and the definitionof a public space without discriminationor violence.

Report 0 of the BBaarrcceelloonnaa HHuummaann RRiigghhttssWWaattcchh was presented as a significant stepforward in the perspective of seeing andunderstanding the city from the viewpointof human rights.

The first people in the “BBaarrcceelloonnaa CCiittyyRReettrreeaatt” programme were welcomed,providing temporary shelter to defendersof human rights who are persecutedin their respective countries becauseof their militancy.

39


The relationship with internationalinstitutions was consolidated and hasbecome part of the SSttaannddiinngg CCoommmmiitttteeeeooff tthhee EEuurrooppeeaann CCooaalliittiioonn ooff CCiittiieess aaggaaiinnssttRRaacciissmm of UNESCO. A series of actionswith the European Agency forFundamental Rights were also developed.

Quality responses to the publiccontinued to be provided by the NNoonn--DDiissccrriimmiinnaattiioonn OOffffiiccee (OND)and RReelliiggiioouuss AAffffaaiirrss OOffffiiccee (OAR)in defending fundamental rights andequality, and prevention and trainingactions in terms of rights were alsocreated. [See table 6]

Health Directorate

The Health Directorate was consolidatedwithin the Sector of Social Actionand Citizenship and carries out the ordersof the Health and Management Officeof the Sector.

• PPaarrttiicciippaattiioonn:: There was participationin the 10 District Councils and analysisbegan of self-help and support groupsin the city in order to structure theservices and place more importanceon civil organisations.

•• HHeeaalltthh PPrroommoottiioonn:: The “Health andSchool” programme continued and itscontent was updated. The governmentmeasure “Physical Activity and Health”was also promoted in collaboration withthe Barcelona Sports Institute andBarcelona Health Consortium.

• NNeeiigghhbboouurrhhoooodd AAcctt:: Specificprogrammes were developed in PobleSec, Roquetes, Santa Caterinaand Barceloneta to reduce inequalitiesin health matters.

• VVeennddiinngg HHeeaalltthhyy:: A programmepromoting vending machines with healthyfood was set up in municipal buildings.

• HHeeaalltthh PPrreevveennttiioonn:: The new DrugsAction Plan 2009-2012 was approved,placing considerable emphasis on care foralcohol dependence and young people.

• Strong impetus was given to thepprroocceessss ooff ccoonnttiinnuuoouuss iimmpprroovveemmeenntt,maintaining ISO 17025 accreditation inthe Laboratory and ISO 9000 certificationof Food Inspection Services.

40


• HHeeaalltthh CCaarree:: Monitoring is being madeon the agreement signed between Cityof Barcelona and the CatalanGovernment for the provision of facilitieswithin the city. Work has begun onprimary care centres, both in terms ofexpansion and new creation. Highlightsinclude work on the following primarycare centres: Carmelitana and Hortain the district of Horta-Guinardóand the foundation stone was laidfor enlargement work at the CiutatMeridiana and Borrell primary carecentres. [See table 7]

• MMuunniicciippaall HHeeaalltthhccaarree IInnssttiittuuttee ((IIMMAASS))::The process of converting the IMASwas finalised and its ownership has nowchanged, now becoming 60% ownedby the Catalan Government and 40%by the City of Barcelona.

Directorate of SocialParticipation

This Directorate proposes the followingobjectives:

• To strengthen the structure of the CivicAgreement for an Inclusive Barcelona

• To strengthen social action networksand create new ones

• To increase the visibility of theMunicipal Social Welfare Council, AdvisoryCouncil on the Elderly, Municipal Councilon the Roma People of Barcelonaand Municipal Council on Gays, Lesbiansand Transsexual Men and Women

• To enhance opportunitiesfor participation of the elderly

• To promote the international dimensionof social inclusion under the leadership

41


Civil rights

Non-Discrimination Office

Situations addressed 707

Cases filed for rights violations 291People receiving training 778

Religious Affairs Office

Dissemination and awareness events 27Information requests met 282Support and company actions 211

Table

6

Health

Baby vaccination cards 15,152Vaccination cards for children over one year 10,743Disease prevention, case studies of tuberculosis 704

Food inspections

Number of inspections 8,452Establishments inspected 4,087Resolution of proceedings 1,927

Drug addiction

New visits 2,947Treatments 216,059Visits to harm reduction places 233,890Syringes distributed 328,180

Table

7

and presence of the City of Barcelonain various European and global networks

The Barcelona Association for SocialAction (ABAS) was integrated intothe Civic Agreement for an InclusiveBarcelona (ACBI) during this year,thus making it a great tool for an inclusivecity and an expression of the participatorymodel of municipal government.The Governing Council of the ACBI setsthe strategic lines of social action.It is structured upon working committeesand reports on its work done withinthe framework of an annual meeting.Currently, it is composed of 420 entitiesand has six consolidated social actionnetworks: Sociowork Placement, Shelter,Care for the Homeless, Open Centres,Family Caregivers and B3 (Barcelona,Benefits and Welfare) and the processof forming new networks has already

begun: Culture for Social Inclusionand Housing and Inclusion. [See table 8]

Municipal Institute of Peoplewith Disabilities

The Municipal Institute of People withDisabilities, which this year celebrated its30th anniversary, works in a cross-cuttingmanner with the other directorates anddepartments with the following objectivesin mind:

• To promote personal autonomyand independent lives for people withdisabilities through services that enablethem to enjoy everyday life, accessto education, work and leisure

• To guarantee them physicalaccessibility, communication and mobility

42


Directorate of Social Participation

Number of Audience

support calls

Advisory Council on the Elderly 20 1,141Municipal Council on the Roma People of Barcelona 4 413Municipal Council on Gays, Lesbians and Transsexual Men and Women 6 163Municipal Social Welfare Council 75 2,372Barcelona Association for Social Action 2 32Civic Agreement for an Inclusive Barcelona 10 2,150

117 6,271

Table

8

Services of Municipal Institute of People with Disabilities (IMD)

People served by Public Service Care (SAP) 15,200People informed by IMD 25,097EAD employment contracts 182People attended in residence homes 38Children served by Early Childhood Interdisciplinary Team (EIPI) 451People with disabilities served by CSS 3,416People with disabilities served by SAD 903

Door-to-door transport service

Number of users 3,115Number of trips 292,495

Table

9

43

• To promote accessible and affordablehousing

• To promote citizen participation,support social, educationaland employment promotion and fosterassociations

• HHoouussiinngg PPrrooggrraammmmee ffoorr PPeeoopplleewwiitthh DDiissaabbiilliittiieess:: The programmewas developed for incorporation intothe Barcelona Housing Plan 2008-2016.

• IInnssttiittuuttee AAddvviissoorryy BBooaarrdd:: It is worthmentioning the role played in the Boardby people with disabilities, representing50% of its members.

• ““RReeccoommmmeennddaattiioonnss ffoorr iimmpprroovviinnggssoocciiaall ccaarree ffoorr ppeeooppllee wwiitthh mmeennttaallddiissoorrddeerrss iinn tthhee cciittyy ooff BBaarrcceelloonnaa””::The Barcelona Social Watchdog createdthis study, while at the same time a pilotproject began for the transfer of 10 plotsof land from the network of urbangardens in Barcelona to entities of peoplewith disabilities.

• SSuuppppoorrtt SSeerrvviicceess:: The beach servicebenefited 252 users and 174 children withdisabilities attended the activities of thesummer holiday campaign. [See table 9]

Support Departments

The Sector of Social Action andCitizenship has a series of techno-structure departments to achieve itsobjectives: administration and personnel,communication, research and knowledge,technical services and legal-technicalsecretariat.

Highlights of the activities of thesedepartments were:

• RReesseeaarrcchh aanndd KKnnoowwlleeddggee DDeeppaarrttmmeenntt::It edited two issues of the journalBarcelona Societat, with number16 dedicated to interculturalism andnumber 17 devoted to gender inequalities.It actively worked together with theDepartment of Vulnerable People inthe working group of homeless peoplein the Eurocities network, which held twomeetings this year, in Bergen in Marchand in Barcelona in September.And finally, cooperation with the restof the Sector was a highlight in defining


and supporting the new managementmodel by objectives within the Barcelona2.0 project.

• CCoommmmuunniiccaattiioonn DDeeppaarrttmmeenntt::Its mission is to increase knowledgeand awareness of the Sector’s services.Therefore, digital communication wasenhanced in two ways: on one hand,updating and maintaining existingwebsites, and secondly, the reformulationand creation of new websites relatedto specific projects. There was an increaseof more than 375,000 visits to websitesin the Sector over the previous year.

Archive and DocumentManagement This year, in order to meet futurechallenges, the City of Barcelonaredesigned its management model forthe Council. BBaarrcceelloonnaa 22..00 is the new formof providing municipal services and a newmodel for district archives and sectorshas been established within this context.

Therefore, we must particularlymention the archive that, underthe Directorate of Municipal ArchivesSystem, has the mission to developthe AArrcchhiivvee aanndd DDooccuummeenntt MMaannaaggeemmeennttPPrroojjeecctt, which comprises theimplementation of archive policiesto incorporate a document managementmethod for all active and semi-activedocuments generated by the Sectorof Social Action and Citizenship, and alsohandle, evaluate, preserve, make availableand disseminate the documentaryheritage it has custody over. [See table 10]

Broadly, the project’s objectives are: • To be familiar with the documentation

generated in the Sector as a resultof the functions entrusted to it.

• To implement a documentmanagement system.

• To create the Sector’s Main Archive(documentation of 5-15 years fromits creation).

44


Indicators of archive and document management

Number of ordinary documentation transfers 2Transfer volume (ml) 5Number of consultations in offices 6Number of training/information sessions 2Number of users of sessions and consultation offices 35Documentation described in archive management software (document units) 147Number of audit interviews 15Technical reports 2

Table

10

45


Indicators

Social action 2009 2008 % variation

Basic social services

Number of interviews in social service centres (1) 192,040 176,275 8.94Number of households with homecare service (2) 12,446 10,393 19.75% coverage of telecare service (> 65 years) (3) 12.56% 11.43% 9.89Number of people served in soup kitchens (4) 11,278 11,496 -1.90

Dependency law

% of requests for grade rating evaluation 100.00% 100.00% 0.00Individual care programmes (PIA) initiated 10,275 10,145 1.28Individual care programmes (PIA) completed 6,797 8,229 -17.40

Newcomers

Number of people served in SAIER (4) 17,889 21,103 -15.23

Childhood

Number of children at risk served by EAIA (4) 3,361 3,207 4.80

People with disabilities

Special transport service

Number of trips 292,495 253,750 15.27

Public health

Number of people served in addiction

treatment programmes (belonging to Barcelona

Public Health Agency) 6,121 –Number of plague control actions 2,623 2,627 -0.15

Civil rights

Number of cases opened for rights violations 1,027 1,182 -13.11

(1) Cases corresponding to the different months incorporated into the accumulated data are registered following the date of delivery

of the monthly piece of information.

(2) This indicator reflects the number of different households served.

(3) The same indicator is a cumulative value; therefore, the information to consider is from the month of December.

(4) This indicator reflects the total number of people served, but the same person may have been served in different months.

Table

11

Management of the current crisis andpreparation for recovery were the twomain vectors of economic developmentfor the City of Barcelona in 2009,a year of profound disruption in economicactivity, probably the greatest on record.Despite the intensity of the global crisis,the diversification of our business networkand foreign standing of our companieshave meant that most economicindicators have evolved more positivelythan in the rest of Spain.

The Economic Development Sector isstructured around the strategic prioritiesthat are described below and is thedriving force of programmes and policiesthrough the various instruments availableto the City of Barcelona (BarcelonaActiva, 22@Barcelona, Institute ofBarcelona Markets, Mercabarna and theDirectorates of Commerce and ConsumerAffairs, International Economic Relations,Strategic Coordination and Programmes,and Communication and Prospects).Moreover, participation by the Cityof Barcelona in a wide range of publicand private collaboration platforms,such as the Barcelona Tourism Board,Barcelona Design Centre, BarcelonaDigital, Barcelona Aeronautics and Space,Barcelona Logistics Centre, BioRegionof Catalunya or Barcelona Media,is also essential for fulfilling the strategicobjectives proposed in the MunicipalAction Plan (PAM).

In terms of activity in municipaleconomic development, the year 2009involved:

• Implementation of the roadmapassociated with the agreements for theQQuuaalliittyy EEmmppllooyymmeenntt PPaacctt ooff BBaarrcceelloonnaa,signed in 2008 with the UGT and CCOOtrade unions, Fomento and Pimecbusiness organisations and the CatalanGovernment’s Department of Labour,and renewed this year with the additionof the municipal political groups of ERC,ICV-EUiA and PSC, implying aninvestment in active employment policiesand the creation of companies of around23 million euros.

• Renovation of spaces for the creationof companies and employment at theGGllòòrriieess EEnnttrreepprreenneeuurrsshhiipp CCeennttrree and SSaanntt

AAgguussttíí CCoonnvveenntt and the streamlining ofprocedures through electronic processing.

• Support for over 2,100 businessprojects and the growth of 396 innovativecompanies, with particular emphasison the impetus for new initiatives,such as BBiiooEEmmpprreenneeddoorr XXXXII, whichhas created companies in strategicsectors such as the life sciences.

• Accelerating the deployment of theCCoonnssuullaaddooss ddee MMaarr, or Sea Consulates,to promote Barcelona at an internationallevel.

• Completion of a new dimension inthe international economic developmentof Barcelona provided by the momentumof the BBaarrcceelloonnaa EEccoonnoommiicc TTrriiaannggllee ((BBEETT)),which in its presentation at the Expo Realtrade fair in Munich also included the BaixLlobregat and Vallès areas and 22@.

• Implementation of an ambitiousoperation of urban and economicdevelopment in the Zona Franca areaof the city with the beginning of theBBaarrcceelloonnaa IInnnnoovvaattiioonn ZZoonnee on the formersite of the SEAT factory, now set aside forcultural, food and life sciences industries.

• Start of the ““DDoo IItt iinn BBaarrcceelloonnaa””initiative to attract entrepreneurial talentand researchers.

• Inauguration of the renovated LLlliibbeerrttaattMMaarrkkeett and beginning of renovationsat the Ninot, Sant Antoni, Encants, Santsand Bon Pastor Markets, representingthe largest investment in renovationof municipal markets in the city’s history.

• Start of a new vision of Christmas toenhance Barcelona’s own specific nature,develop its business potential and mmaakkeeBBaarrcceelloonnaa aa gglloobbaall ttoouurriisstt ddeessttiinnaattiioonn.

• Completion of the first stage of theSSttrraatteeggiicc TToouurriissmm PPllaann of Barcelona withthe identification of the main challengesfaced by tourism in the 21st century.

• Establishment of the TTeecchhnniiccaall TToouurriissmmCCoommmmiitttteeee of the City of Barcelona,led by the Economic Development Sector,to help improve managing the impactof tourism on the city by coordinatingthe various municipal bodies involved.

• CCoonnttiinnuuiinngg wwiitthh aallll tthhee ttrraaddee ffaaiirrssusually held in Barcelona, promotingsome, like the Motor Show, and creatingnew spaces for global businesses,such as The Brandery and The Hit.

47

City of Barcelona2009 Activity Report Economic Development

EconomicDevelopment


• Municipal Markets Institute • BCN Activa• 22@• Mercabarna

Management of Economic DevelopmentServices of the city in both external andinternal relations and municipal activitiesin the fields of Commerce, ConsumerAffairs and Tourism.

3rd Deputy Mayor:Mr. Jordi William Carnes i Ayats

Manager:Mr. Mateu Hernández i Maluquer

48

Economic Development

• Promoting new uurrbbaann cclluusstteerrss withthe beginning of Barcelona Media Parkand the opening of research and studycentres on media and communicationsat the Pompeu Fabra University,Media Pro offices and small businessesin the 22@Barcelona district.

• TTrraannssffoorrmmaattiioonn ooff MMeerrccaabbaarrnnaaas the city’s own means of managingthe most competitive food unitin southern Europe.

Developing QualityEmployment

The Economic Development Sector,through the local development agencyBBaarrcceelloonnaa AAccttiivvaa, this year unfurled a setof highly innovative and wide-ranginginstruments to address the economicsituation and rising unemployment.Therefore, short-term impact waspursued, but there was also work carriedout on structural areas to advancethe necessary change of the economicmodel.

Within the current economiccontext, the actions of the agencybecome highly relevant in the creationof employment and business fabricdevelopment. Consequently, the agencyis a promoter, coordinator and leadingexecutor of the Barcelona QualityEmployment Pact 2008-2011. Withinthe framework of the Pact, thedeployment of the AAccttiioonn PPllaann 22000099,with Barcelona Activa acting astechnical secretariat and with a budgetof 22.8 million euros, provided servicesto over 92,000 users, 27% more thanexpected.

• A score of programmes were initiatedfor the ccrreeaattiioonn ooff eemmppllooyymmeenntt, providingservices to 53,649 users.

• Around 18,000 jobless people haveparticipated in the ““AAccttiivvaattee YYoouurrsseellffffoorr WWoorrkk”” scheme since its inceptionin November 2008, aimed at guidingand training the unemployed.

• New innovative and globallyfocused jjoobb ppllaacceemmeenntt programmeswere launched for 235 unemployedpeople who had greater difficultiesin returning to the job market,

such as those over 45 and thosefrom industries undergoing processesof restructuring.

• 993300 uunneemmppllooyyeedd ppeeooppllee wwiitthhpprrooffeessssiioonnaall qquuaalliiffiiccaattiioonnss wweerree hhiirreeddto develop activities and servicesof general interest in growth sector areassuch as tourism, culture, environment,information or services to individualsand the community.

• With the provision of ggrreeaatteerr cchhooiicceeiinn tteerrmmss ooff ttrraaiinniinngg for jobless people,196 vocational training courses were givenand these trained 3,542 people.

• PPrrooffeessssiioonnaall qquuaalliiffiiccaattiioonn pprrooggrraammmmeesswere developed through training coursesfor 284 early school leavers, withthe aim of motivating these young peopleand improving them with skills in jobswith a future.

• Within the framework of the““NNeeiigghhbboouurrhhoooodd JJoobb”” programme,a socio-economic employmentregeneration strategy was launchedin neighbourhoods requiring specialattention. It provided services for 1,714users and specifically dealt with youngpeople with learning deficits, womenand other more vulnerable groups.

• The SSaanntt AAgguussttíí CCoonnvveenntt wasremodelled to host activities promotinginclusive employment andentrepreneurship that will serve 12,000people per year.

Developing HumanCapital

In order to boost human capital,Barcelona Activa was strengthenedby expanding its activities, with the latestgeneration of professional careerguidance and the promotion of cultureand work values in the city. It alsoconsolidated its professionaldevelopment programme and launchedthe New Careers Space as a meetingpoint between supply and demandfor labour.

Progress in this area can be summarisedas follows:

• 65,609 users were provided withservice in human capital ddeevveellooppmmeennttpprrooggrraammmmeess.

• The ggoovveerrnnmmeenntt mmeeaassuurreeffoorr ccaarreeeerr gguuiiddaannccee,, ppllaacceemmeennttaanndd ddeevveellooppmmeenntt ffoorr yyoouunngg ppeeoopplleeiinn BBaarrcceelloonnaa 22000099--22001111 was launched.Among other objectives, it will provideinitial academic and professionalguidance to all secondary schooland vocational training course studentsin the city’s educational centres(more than 22,000 students).

• In collaboration with the BarcelonaEducation Consortium, a pprrooggrraammmmeettoo pprroommoottee ssuucccceessss iinn sscchhooooll aannddwwoorrkk vvaalluueess among high schoolstudents was developed, with 909participants from secondary schoolsand vocational training courses.Over 10,000 students are expectedto be involved by 2011.

• The pprrooggrraammmmee ffoorr pprrooffeessssiioonnaallpprrooggrreessss aanndd sskkiillllss ddeevveellooppmmeenntt wasconsolidated with 744 activities and15,232 participants. Four sector days wereheld to provide in-depth informationabout the job market and careeropportunities in fields such as aeronautics,logistics, food and creative and culturalindustries.

• Deployment began of the projectentitled ““NNeexxtt GGeenneerraattiioonn CCaarreeeerrGGuuiiddaannccee AAnntteennnnaass”” with the launchof the first “Antenna” at the Universityof Barcelona.

• A nneeww ssyysstteemm ttoo aacccceessss oovveerr 55,,000000jjoobb ooffffeerrss in the city was launched,in collaboration with the Infojobs website.This job offer service will expand withthe addition of other websites suchas Manpower and Infofeina.

• Transfer was made of the NNeewwCCaarreeeerrss SSppaaccee content and careerguidance methodology platformto the National Public EmploymentService in order to extend it throughoutSpain.

Creating Companies

Support to entrepreneurial initiativewas characterised by a large increasein services and support to entrepreneurialpeople, made possible throughremodelling, increased capacity andlaunch of innovative new programmesin the GGllòòrriieess EEnnttrreepprreenneeuurriiaall IInniittiiaattiivvee

CCeennttrree. Likewise, the year was markedby significant progress in simplifyingadministrative procedures for boththe creation of new businessesand access to funding.

In this context, the most importantactivities of Barcelona Activa were:

• Agency programmes and activitiesaimed at pprroommoottiinngg tthhee ccrreeaattiioonnooff ccoommppaanniieess had 29,697 participantsand 2,132 new projects were providedwith support.

• The line of work for ccrreeaattiinnggccoommppaanniieess iinn ssttrraatteeggiicc sseeccttoorrssof the city, such as the media, ICTand biotechnology, was strengthenedwith programmes like the Microsoft Pre-Incubation Programme, CreaMediaand BioEmprenedor XXI, drivenin partnership with entities connectedto each sector. The programmeshad 50 participants.

• IInncclluussiivvee eennttrreepprreenneeuurrsshhiipppprrooggrraammmmeess were expandedto facilitate the creation of companiesamong groups with the greatestdifficulty or most vulnerable, suchas people older than 40, changingsectors such as trade or construction,and other specific groups, e.g.beneficiaries of microcredit projectsrequiring additional support forconsolidation. A total of 154 participantsaccessed these programmes.

• The SScchhooooll ffoorr WWoommeenn EEnnttrreepprreenneeuurrsswas launched in the Sant Agustí Convent,an ambitious programme that this yearprovided support to 279 women for theirbusiness ideas.

• There was significant progressin simplifying and ssttrreeaammlliinniinnggpprroocceedduurreess for the creationof new companies. This was donein collaboration with the Spanish Ministryof Industry, Trade and Tourism andCatalan Government, which meantthatBarcelona Activa’s pprroocceedduurraall aacccceessssaanndd ssttaarrttiinngg ppooiinntt ((PPAAIITT)) was the firstin Catalunya to deal telematically withthe creation of limited companiesin less than 10 days, thus reducingcreation times and costs. In total,124 new companies were set upthrough PAIT in 2009, 68 of which

49


were New Venture Limited Companiesand 56 in the form of LimitedCompanies. Moreover, BarcelonaActiva was recognised by the Ministryas best national PAIT.

• Progress was made in ffaacciilliittaattiinnggaacccceessss ffoorr ffuunnddiinngg viable businessprojects, with new agreements signedwith financial institutions such as Bancde Sabadell and Microbank.

• Work continued on the ttrraannssffeerrooff eexxppeerrttiissee in promoting the creationof companies to other environments.In this area, the agency collaboratedwith the provision of experienceand knowledge in the constructionof the Inicia website for the CatalanGovernment to support entrepreneurshipin Catalunya.

Business Growth

In order to boost business growth,Barcelona Activa expanded its rangeof programmes and activities throughcoordination and cooperation withall agents promoting business growth.It also became more involved with thespecialisation and sectorisation of offers,promoted through support for strategicmanagement growth, incubation ofinnovative companies, access to growthfunding, globalisation, expansion of salesability and business cooperation.

The actions of the agency weremanifested in various ways:

• Its set ooff pprrooggrraammmmeess ffoorr bbuussiinneessssggrroowwtthh had 13,089 participants from1,500 companies and support for businessgrowth was given to 398 companies(micro, small and medium) and incubationenvironments hosted 116 innovativecompanies.

• A wide range of activities was carriedout to promote bbuussiinneessss ccooooppeerraattiioonnand encourage networking betweencompanies and the emergence of newbusiness and collaborative opportunities.Highlights were meetings in major eventswith companies from sectors suchas aviation, fashion and design.

• EEnnttrreepprreenneeuurr DDaayy was consolidatedas a major platform for relationships,business opportunities and

entrepreneurial and business growth.This year’s edition was highlighted bythe success of the call: 6,525 participantsin more than 120 activities and theinvolvement of over 70 entities.

• The iinntteerrnnaattiioonnaalliissaattiioonn ooff ccoommppaanniieessin the city was promoted by twotechnology and innovation bridges,one in the USA (Silicon Valley andSeattle) and the other in Nordic countries(Sweden and Finland), as well as a trademission to Dubai, and two two-waytechnology bridges with Germanand Chinese companies. Likewise,an agreement signed with the Plug&Playincubator helped four young innovativecompanies from Barcelona travelto Silicon Valley.

• AAcccceessss ttoo ffuunnddiinngg was made easier,with preparation for investment throughintensive high-level programmes andinvestment forums with the broadparticipation of national andinternational investors and funders.Specific investment forums were alsoorganised in the mediatech, clean energyand health sectors, and a businessmeeting was held with internationalinvestors who were in the city for thefinal of the EEuurreeccaann EEuurrooppeeaann VVeennttuurreeCCoonntteesstt for innovative companies, whichthe city hosted for the third consecutiveyear. The Innoactiva programme wasalso designed to improve access ofcompanies to public funding for R&D&Iactivities, as well as the BarcelonaVenture Hub programme, which willbe launched in 2010 with the aimof promoting international investmentfor innovative projects in Barcelona,facilitating temporary installation inthe city and contact with high potentialprojects.

• SSuuppppoorrtt pprrooggrraammmmeess ffoorr ggrroowwtthhmanagement were expanded, withadvanced business training, counsellingand mentoring of integral projectsand programmes for promoting growth,such as the Growth Academy, SeedRocketor School of Women Entrepreneurs.

• The expansion of the sales abilityof companies was promoted as a drivingforce for growth, with the GGlloobbaall GGrroowwtthhPPrrooggrraammmmee high-level, internationalseminar.

50


51

Technological Disseminationand Training

Barcelona Activa extended andspecialised the choice of trainingon the Internet and new technologiesfrom CCiibbeerrnnààrriiuumm, a reference tool fortechnological dissemination and training,with 10 years of experience andcharacterised in 2009 by the followingactions:

• It provided services for 6622,,222277ppaarrttiicciippaannttss: 38,021 participated in 2,647short training capsules and workshops,2,565 followed 212 tailor-made groupitineraries and 21,641 used the resourcesindependently.

• HHoouurrss wweerree eexxtteennddeedd, which nowmeans that over 12,000 more participantscan be served per year.

• The Directorate General of theInformation Society for the CatalanGovernment rreeccooggnniisseedd CCiibbeerrnnààrriiuummaass aa ccoollllaabboorraattiinngg cceennttrree for theaccreditation of skills in informationand communication technologies (ACTIC).

• The project for deploying CCiibbeerrnnààrriiuummAAnntteennnnaass was launched, promoting digitaltraining and dissemination of proximityto various municipal facilities, suchas libraries or civic centres.

• The range of courses of the ““IInntteerrnneettSSuummmmeerr”” training programme wasexpanded, with 17 courses and 330participants. The programme is heldduring the month of July and is aimedat education professionals, SMEentrepreneurs and workers and webdesign professionals.

• The ““JJoo FFaaiigg CCiibbeerrnnààrriiuumm”” initiativewas launched, a public competitioninvolving the presentation of multimediaproposals for the new Cibernàriumcommunication campaign.

Trade Promotion

Barcelona supports local tradeas an element of social cohesion;therefore, it has improved shoppingchoices and has made these as accessibleas possible to consumers.

In 2009, it continued to strengthenits mmooddeell ooff uurrbbaann sshhooppppiinngg aarreeaass – there


are currently 24 – by promotingthe conditions for maintaining local,quality shopping choices that areconcentrated and diversified. It supportedassociations and worked on improvingthe urban environment by analysingand replacing shortcomings in the existingcommercial network. It also continuedto promote the participation of newbusinesses by providing them withaccess to ICTs.

The following factors were highlightswithin this field of action:

• Christmas and spring campaignspromoting llooccaall sshhooppppiinngg, with adson the major television and radiochannels, as well as in newspapersand specialist magazines. The Christmascampaign was revitalised by several jointprojects with the Barcelona trade sectorto transform the city into a world-classdestination also during this time of year.

• PPrroommoottiioonnaall pprroodduuccttss were distributedamong traders: 200,000 paper bags,400,000 tickets for Barcelona Zooand 350,000 bookmarks on the occasionof Sant Jordi’s Day, made by schoolsinvolved in the “Trade in Schools”initiative.

• The ““TTrraaddee iinn SScchhoooollss”” educationalprogramme was jointly launched with theDirectorate of Commerce and ConsumerAffairs and Institute of Education ofthe City of Barcelona, aimed at primaryschools and early years of secondaryschool in order to encourage knowledgeof the cultural, social and historicalenvironment through trade in theneighbourhood and city and educatestudents in terms of critical, responsibleconsumption.

• The 1122tthh eeddiittiioonn ooff tthhee ““BBaarrcceelloonnaa,,llaa mmiilllloorr bboottiiggaa ddeell mmóónn”” aawwaarrddss aimedto recognise the work of traders, businessinitiatives and commercial forces existingin the city.

• A new ccoonnttiinnuuoouuss mmuunniicciippaall cclleeaanniinnggpprrooggrraammmmee was launched to eradicategraffiti and stickers on shutters, windowsand shops doors.

• The MMuunniicciippaall CCoonnssuummeerrIInnffoorrmmaattiioonn OOffffiiccee (OMIC) served55,247 people (43,508 inquiriesand 11,739 complaints, mostly related

to telecommunications, urban leases,purchase of electrical householdappliances and air transport).Regarding the steps taken,73% were solved directly by theOMIC and approximately 20% werereferred to the Consumer ArbitrationBoard.

• Service was improved for new tradersand especially newly arrived traders, withspecial attention placed on iinntteeggrraattiinnggtthheemm iinnttoo tthhee aassssoocciiaattiivvee ffaabbrriiccof Barcelona.

• Projects were launched to ssuuppppoorrttuurrbbaann sshhooppss most affected by majorinfrastructure work.

• TThhee aassssoocciiaattiioonn nneettwwoorrkk ccoonnttiinnuueeddttoo bbee ssttrreennggtthheenneedd through fashionshows, trade fairs and other uniqueevents, as well as new commercialareas as the driving force of progressfor local trade.

• Work continued on bboooossttiinnggccoommppeettiittiivveenneessss through occupationaltraining, support for the creation of newbusinesses and international best practiceactions, such as Retail Tour or presencein MAPIC, Europe’s leading trade fair.

Municipal Markets

The BBaarrcceelloonnaa MMuunniicciippaall MMaarrkkeettss IInnssttiittuuttee((IIMMMMBB)) continued with the actionsit formulated in the Municipal Action Plan2008-2011 to improve, strengthen andmodernise municipal markets and convertthem into competitive commercialfacilities. In this regard, highlights includedthe following actions:

• RReennoovvaattiioonn ooff mmaarrkkeettss:: The Llibertatmarket was remodelled; the temporarymarkets of Sant Antoni, Encants, Ninot,Sants and Bon Pastor were built,and work began on Encants Vells-Firade Bellcaire. Afternoon opening hourswere also extended for the markets beingremodelled.

• The NNeeww MMaarrkkeett BByyllaaww came intoeffect to modify the market map throughthe introduction of new specialty groupslikely to bring more supply to currentdemand. In keeping with the newordinance, an agreement was alsoreached with traders who have stalls

52


selling animals on the Rambla in orderto convert these facilities.

• IImmpprroovveedd sseerrvviicceess:: Home deliverywas introduced in 13 markets,information stands in 11 and wirelessInternet in six.

• Over 8855 pprroommoottiioonnaall aaccttiioonnss pprroovviiddiinnggssuuppppoorrtt ttoo aassssoocciiaattiioonnss were carriedout for market stallholders, suchas Christmas, Sant Joan and Sant Jordicampaigns, as well as the Modernistaand medieval markets of Concepcióand Santa Caterina, the campaigncelebrating 40 years of Carmel Market,“Dijous groc” and other discount pricecampaigns and participationin the Degusta trade fair.

• CCiivviicc,, cchhaarriittyy aanndd ccuullttuurraall aaccttiivviittiieesswere launched, with approximately 60performances, such as participationin Food Bank collections and funds forUNICEF or participation in neighbourhoodfestivals and the TV3 Marathon.Thirty promotional health activitieswere also held, associated withthe consumption of market productsand environmental responsibility.

• RReeccyycclliinngg aanndd uussee ooff rreenneewwaabblleeeenneerrggiieess was promoted, withthe implementation in all marketsof the resources necessary for the propersegregation of waste (except thosein the process of being remodelled)and distribution of 200,000 reusablebags among consumers.

• Barcelona led a ccoollllaabboorraattiivvee pprroojjeeccttbbeettwweeeenn mmaarrkkeettss iinn tthhee MMeeddiitteerrrraanneeaannin which Marseilles, Genoa and Turinparticipated to promote the roleof markets as the driving forcesof local development.

• A television programme was jointlydeveloped with Mercabarna and TV3to promote the Barcelona municipalmarkets as ppooiinnttss ooff hheeaalltthhyy eeaattiinngg.

Mercabarna

Mercabarna carries out a dual function:first, as a City of Barcelona resourceit manages the public service ofthe city’s main fruit & vegetable andfish markets and, second, it promotesand manages a variety of services underits jurisdiction in the Complementary

Activities Zone of Mercabarna-Flowersand the Slaughterhouse.

The following actions were highlightsduring the year:

• A ssttrraatteeggiicc ppllaann ttoo bboooosstt BBaarrcceelloonnaa’’ssffoooodd cclluusstteerr was launched togetherwith 22@, Zona Franca Consortiumand Assocome (Mercabarna DealersAssociation).

• The mmaarrkkeettiinngg ooff pprroodduuccttss wasparticularly affected by the globaleconomic situation. Although activityat Mercabarna-Flowers and theSlaughterhouse was reduced, the mainfruit & vegetable and fish markets sawincreases of 1.7% and 3.8%, respectively,in terms of product volume sold.

• The mmooddeell ffoorr ssoolliidd wwaasstteemmaannaaggeemmeenntt was fully consolidated,allowing for recycling of 80% of wastegenerated by Mercabarna activity.A new bbiioollooggiiccaall ttrreeaattmmeenntt ppllaanntt was alsoopened, further enhancing the processof waste disposal.

• Scheduled actions in the iinntteerrnnaallaanndd eexxtteerrnnaall mmoobbiilliittyy ooff tthhee ffoooodd uunniittppllaann continued to be promoted.

• An audit was carried out that will resultin an eenneerrggyy ppllaann as a model for the useof alternative energy and energyefficiency.

• 523 unemployed people weretrained in various agribusiness tradesand ccoonnttiinnuuoouuss ttrraaiinniinngg was providedto 1,454 business professionals locatedin Mercabarna. As a reference centrefor training in this sector, there wascollaboration with the CatalanGovernment’s Education Departmentfor the development of vocationalteaching in the food industry sector.

• Agreements were signedwith institutions and universities,such as with the Zona Franca Consortiumto pprroommoottee rreesseeaarrcchh between Mercabarnacompanies.

InternationalDevelopment/Consuladosde MarWith a mission to promote increasedflows, exchanges and economic relationsabroad in order to boost the economy

53


and business leadership, the EconomicDevelopment Sector undertookthe following actions:

• PPaarrttiicciippaattiioonn iinn 3311 eevveennttss aabbrrooaaddttoo pprroommoottee BBaarrcceelloonnaa aanndd iittss ccoommppaanniieess,including Business Bridges in Istanbuland Singapore/Kuala Lumpur; economicsurvey missions in Paris, London,Alexandria, Cairo, Cape Town, Seattle,New York, Tripoli, Damascus and AbuDhabi; investment workshops in Zurichand Hamburg; the promotion of air routesto New York, and participation ininternational trade fairs and conferencesthat are global benchmarks in theirsectors, such as MIPIM in Cannes, Bio2009 in Atlanta, Innovation and DesignTech (IDT) in Hong Kong, Expo Realin Munich, Routes in Beijing and the WorldForum for Direct Investment in Vilnius,Lithuania.

• IInnccrreeaasseedd iinntteerrnnaattiioonnaall aaiirr ccoonnnneeccttiioonnsswith Barcelona, with the introductionof three new international destinations:Islamabad, Lahore and Vancouver,in collaboration with Barcelona’s Air RouteDevelopment Committee (CDRA).

• PPrroommoottiioonn ooff tthhee BBaarrcceelloonnaa EEccoonnoommiiccTTrriiaannggllee ((BBEETT)) to jointly promotethe major economic knowledge areacomprising 22@, Alba Park in Cerdanyoladel Vallès and Aerospace Park andMobilitat DeltaBCN in Viladecans.The Expo Real international trade fairin Munich hosted the first promotionalcampaign for investors of this powerfuleconomic area.

• SSuuppppoorrtt wwaass ggiivveenn ttoo 4411 iinntteerrnnaattiioonnaalliinnvveessttmmeenntt pprroojjeeccttss interested inintroducing themselves in Barcelona.

• WWoorrkk ccoonnttiinnuueedd oonn eennlliivveenniinngg tthheeffoorreeiiggnn bbuussiinneessss ccoommmmuunniittyy basedin Barcelona, with six specific actionswith consulates and foreign chambersof commerce (Barcelona Update),five networking activities with thebusiness community and professionalforeign residents, various actionsto welcome foreign students of theinternationally renowned businessschools IESE and ESADE, and 41 two-way bridges and business agendas forinstitutional and business delegationsfrom abroad.

54


• Within the framework of theCCoonnssuullaaddooss ddee MMaarr project, which beganin 2008 to aacchhiieevvee aa rreeaall pprreesseennccee iinncciittiieess tthhaatt aarree tthhee ddrriivviinngg ffoorrcceess of majoreconomic zones and to attract financialprojects and activities to Barcelona,the network was expanded to 14international cities. Offices were openedin Copenhagen, Los Angeles, Mexico,Cairo, Dubai, New Delhi and Hong Kongin 2009.

Promoting StrategicSectors

The Economic Development Sectorexpanded and launched new initiativesto promote competitive development tocreate quality employment in strategicinterest sectors for growth in Barcelona.Consequently, its most important pointsand actions were:

• The 2222@@ innovation district currentlyhas 1,463 companies.

• The 33rrdd UUrrbbaann CClluusstteerr CCoonnffeerreennccee washeld, with approximately 700 participantsand Paris and Israel as guests.

• CClluusstteerr bboooossttiinngg of media, ICTs,medical technology, energy and designwas promoted, initiating the strategicdesign cluster plan.

• The international innovation exhibitionHHiitt BBaarrcceelloonnaa 22000099 was attended by2,010 people (27% from abroad and 25%investors).

• Innovation was promoted with thelaunch of the 2222@@ UUrrbbaann LLaabb project,whereby the 22@ district becomesa research area of innovative solutionsfor companies in areas such as urbandevelopment, education and mobility.Pilot tests were held in 2009 of electriclighting with Endesa and electric vehicleswith Sunred.

• Cooperation between companiesand the research world wasstrengthened with the SSyynneerrggyyss project,through which three activities wereorganised involving 155 companiesand 825 researchers.

• The 2222@@CCrreeaaTTaalleenntt pilotprogramme was launched for thecreation of talent, including nine schoolsin Poblenou, 80 training workshops,

500 students, 200 parents, 150 teachersand 60 experts.

• Support was given to the 2nd editionof IINN2222@@ (22@ International Network),an initiative aimed at strengtheninglinks between local professionals andinternational community professionalspresent in or passing through the city,part of the ““GGoooodd WWiillll AAmmbbaassssaaddoorrss””programme, a network of professionalsfrom various countries working with22@Barcelona to connect with and retaininternational talent.

• The NNaattiioonnaall AAeerroonnaauuttiiccss aanndd SSppaacceeWWeeeekk was organised, which, as wellas including a comprehensive rangeof professional activities in the aviationand aeronautics sector in the yearin which Terminal 1 was inauguratedat the airport of Barcelona, also includedthe Red Bull Air Race, which attractedover 1.4 million people.

• The pprroommoottiioonn ooff ssttrraatteeggiicc sseeccttoorrss waslaunched in collaboration with 12 public-private platforms: Barcelona Aeronautics& Space Association (BAIE), BarcelonaDigital Foundation (FBD), BarcelonaUniversity Centre (BCU), BarcelonaDesign Centre (BCD), Barcelona LogisticsCentre (BCL), Barcelona Medical Centre(BCM), BioRegion of Catalunya (BioCat),Mediterranean Diet Foundation (FDM),Environmental Forum Foundation (FAMB),Barcelona Tourism Board (TB), BarcelonaEuropean Finance Centre (BCF)and Barcelona Media Innovation Centre.Highlights of the result of thesecollaborations were the BarcelonaInnovation Festival and Barcelona DesignTour, with BCD, the Aeronauticsand Space Week, with BAIE, andthe development of a strategic tourismplan 2015 for the city of Barcelona,with TB.

• New ccoorrppoorraattee hheeaaddqquuaarrtteerrss wereattracted to the city, including Prointec,Aggaron, Official Nursing College, CatalanAgency for Consumer Affairs, ICNETConsulting, Delaware, ESABE InformàticaDistribuïda SL, Mid Ocean Spain SL, HCCGlobal Financial Products, Zyland, VoxelGroup, Anfoss, Realtech, Neo Advertisingand UOC R&D.

• New bbuuiillddiinnggss were inaugurated:22@Interface Building, GAES, Catalan

55


Employment Service, Vila CasasFoundation, UPF-CDTI Tànger, MelonDistrict Residence and UPC Tech TalentCentre.

Promoting Events

The Economic Development Sectoralso promotes the staging of nationaland international events as a drivingforce for attracting economic activity,talent and international positioningof the city. Therefore, it gave support toinstitutions presenting bids for Barcelonaand facilitated the adaptation ofinstitutions organising events in the city.It also works closely with other operatorsin the city, including the BBaarrcceelloonnaaCCoonnvveennttiioonn BBuurreeaauu,, FFiirraa ddee BBaarrcceelloonnaa,,BBaarrcceelloonnaa CChhaammbbeerr ooff CCoommmmeerrccee,,PPoorrtt 22000000 or ZZoonnaa FFrraannccaa CCoonnssoorrttiiuumm.

The following actions undertaken duringthe year were highlights:

• TThhee BBrraannddeerryy was created, a newurban fashion show to which the cityis committed in order to boost a sectorfor which Barcelona should be a clearbenchmark. • HHiitt BBaarrcceelloonnaa 22000099 show, whichpromoted the placement of the cityon the international map of innovation. • SSuuppppoorrtt wwaass ggiivveenn ttoo ccoonnffeerreenncceess suchas the Mobile World Congress (55,000attendees), EIBTM, incentive businesstravel conferences (10,000 participants)and SIGCOMM, with a series ofconferences on communication networks.

• In collaboration with Fira deBarcelona, ssuuppppoorrtt wwaass ggiivveenn ttoo sshhoowwsssuch as the International Logistics Show,Meeting Point, International Motor Showor Bridal Week, all deeply rooted eventsin the city.

• The BBaarrcceelloonnaa bbrraanndd waspromoted, with support for eventssuch as 080 Barcelona Fashionand Barcelona Is Fashion and MangoBarcelona Awards.

Promoting Tourism

In collaboration with the BarcelonaTourism Board Consortium, comprisingthe City of Barcelona and BarcelonaChamber of Commerce, the ssttrraatteeggiicc

ttoouurriissmm ppllaann 22001155 ffoorr tthhee cciittyy ooffBBaarrcceelloonnaa was tackled, to be presentedand launched in the second quarter of2010. The plan will contain, as a resultof a long process of reflection, the kind ofgrowth and tourism management modelfor Barcelona, with particular attentionto the effects and impacts of this sectoron the city in different areas and formsof coexistence.

With over six million visitors generatingmore than 12 million overnight stays in thecity, tourist activity of Barcelona was verysignificant and positioned the city amongthe first in Europe in terms of city tourism.

Moreover, promoting tourism in the citythrough the BBaarrcceelloonnaa TToouurriissmm BBooaarrdd wascharacterised by:

• 446699 pprroommoottiioonnaall aaccttiioonnss were carriedout for Barcelona as a world-class touristresort and 93 were aimed at promotingholiday tourism, with trade missions andpresentations in Russia, United States,Germany, Switzerland, Austria, Sweden,Turkey and Dubai.

• With over two million cruise shipvisitors, Barcelona became the ffiirrsstt ccrruuiisseesshhiipp ppoorrtt iinn EEuurrooppee and the fourthworldwide.

• The city hosted 11,,885577 mmeeeettiinnggss,,ccoonnffeerreenncceess aanndd ccoonnvveennttiioonnss, with 576,157delegates.

• Promotion was boosted of theBBaarrcceelloonnaa SShhooppppiinngg LLiinnee, uniquein the world for its commercial contentand positive mix of culture, architecture,commerce, food and services.It comprises 167 shops, five departmentstores, seven shopping centres and15 commercial areas spread over fivekilometres.

• As part of the CChhrriissttmmaass SShhooppppiinnggiinn BBaarrcceelloonnaa campaign, a service waslaunched through Barcelona TourismBoard offices to refund Value Added Tax(VAT) to non-EU tourists.

• The ““BBaarrcceelloonnaa PPrreemmiiuumm”” programmewas launched to attract tourists with highpurchasing power and position Barcelonain the market segment of exclusive traveland luxury tourism.

• MMaannaaggeemmeenntt ooff ttoouurriissmm pprroodduuccttsscontinued, including the Barcelona TouristBus (with about two million users), Colón

56


Monument Vantage Point, Barcelona Card,Catalunya Tourist Bus, Barcelona Walks,Barcelona Pass, Night Tourist Bus,Barcelona Bici, Barcelona Mar, BarcelonaArqueoTicket and Barcelona Scooter.

Studies and Research

The DDiirreeccttoorraattee ooff EEmmppllooyymmeenntt SSttuuddiieessaanndd EEccoonnoommiicc AAccttiivviittyy completed variousreports and studies on economic researchthat helped to outline a detailedapproximation of the economic reality ofthe city and anticipate opportunities andchallenges from different perspectives.

The following reports were includedwithin this line of work: • ““TThhee BBaarrcceelloonnaa OObbsseerrvvaattoorryy”” and““BBaarrcceelloonnaa iinn FFiigguurreess 22000099””, extensivecollections of the potential and position ofBarcelona as a globally competitive city.

• ““SSoocciiooeeccoonnoommiicc DDyynnaammiiccss iinnBBaarrcceelloonnaa””, detailing the currentdistribution of activity in the city’s area.

• ““RReeppoorrtt oonn tthhee KKnnoowwlleeddggee EEccoonnoommyyaanndd CCrreeaattiivvee EEccoonnoommyy iinn BBaarrcceelloonnaa””.

• ““SSMMEEss iinn BBaarrcceelloonnaa””, a study onthe business structure of SMEs in the city.

• ““CCoommmmeerrccee iinn BBaarrcceelloonnaa 22000088””and ““CCoommppaannyy SSeerrvviicceess iinn BBaarrcceelloonnaa””,a thorough analysis of the situationand development in both sectors.

• ““SSttuuddyy oonn CCoommmmeerrcciiaall SSeeccttoorr TTrraaiinniinnggNNeeeeddss””, a study conducted incollaboration with the commercial fabricof the city to define a qualificationtraining plan for professionals thatis required by this sector.

• SSttuuddiieess oonn tthhee nneeeeddss ooff eemmppllooyymmeennttaanndd llooccaall ddeevveellooppmmeenntt were begunin the territorial units of Sants, Sagrera,Prim-Bon Pastor and Ciutat Vellaas a basis for developing new strategiesfor local development.

• The SSeeccoonndd IInntteerrnnaattiioonnaall CCoonnffeerreenncceeoonn BBeenncchhmmaarrkkiinngg for pioneering citiesaround the world was organised, dealingwith creative industries as an elementof competitiveness, the role of localstrategies in the development of creativecities and the generation, attractionand retention of talent.

58


59


Indicators

Tourist activity 2009 2008 % variation

Number of tourists in hotels 6,476,033 6,659,075 -2,75Number of overnight stays in hotels 12,817,170 12,485,198 2,66Hotel occupancy rates on rooms 72 76.3 -5,08International spending by credit card (in thousands of euros) 1,400,337 1,463,827.7 -4,34

Passenger and freight traffic

Number of airline passengers 27,311,765 30,208,134 -9.59Tons of goods in airport traffic 91,078 104,239.3 -12.63Number of cruise ship passengers 2,151,000 2,074,554 3.68Number of cargo containers in port traffic (TEU) 1,800,214 2,569,549 -29.94Tons of goods in port traffic 41,793,734 50,545,130 -17.31

Employment and business activity

Number of registered unemployed people (31 December) 101,069 74,304 36.02Number of contracts registered in employment offices (OTGs) 756,279 889,354 -14.96Number of people registered in Social Security 1,021,073 1,063,252 -3.97Number of participants in employment programmes 53,649 30,553 75.59Number of people trained 3,542 1,802 96.56Number of projects supported in company creation 2,132 1,379 54.60

Trade and consumption

Number of consultations in OMIC 55,247 60,176 -8.19Number of claims handled by OMIC 11,739 13,377 -12.24Number of visitors to remodelled markets 7,008,462 5,814,655 20.53Number of property transfers in markets 396 358 10.61

Table

1

61

City of Barcelona2009 Activity Report Urban Planning, Infrastructures and Housing

The objectives this year were tofacilitate, improve and ensure housingfor people; promote and develop urbanplanning in the city through the draftingof practices for planning, urbanmanagement and projects, buildingpermits and activities and otherprocedures; promote the urbanconversion of neighbourhoods; transformspaces in the city; rehabilitate historicquarters of the city; consider newproposals for neighbourhoods requiringspecial attention; enhance recoveryactions that bring personality toneighbourhoods; transform industrialspaces at a neighbourhood levelto maintain and improve public artin Barcelona; ensure the architecturalheritage of the city; incorporate newcomputer technologies; cooperate withother entities for urban development,and promote, develop and monitorthe infrastructures in the city.

Planning

A total of 112 plans were approvedthis year using our different planningtools and representing a total areaof 673,375m2.

• AAmmeennddmmeenntt ttoo GGeenneerraall MMeettrrooppoolliittaannPPllaann ((MMPPGGMM)) iinn tthhee aarreeaa ooff TTrreess TTuurroonnss::Initial approval of the MPGM in the areaof Tres Turons in order to:• Develop Tres Turons park as a strategic

green area in the city.• Establish a new park model in the

central spaces and a series of entrancesat the perimeter spaces of pedestriantraffic.

• Unencumber certain perimeterareas with existing buildingsin accordance with the proposedurban model.

• Build new housing to accommodateaffected residents.

• Adapt zoning category of facilities.• SSppeecciiaall UUrrbbaann PPllaann ((PPEEUU))

ttoo mmooddiiffyyppllaannnniinngg iinn tthhee cciittyy bblloocckkooff tthhee GGuuiinnaarrddóó MMaarrkkeett:: Final approvalto modify urban planning conditionsof the facilities provided with the newfunctional programme presented and

to include an underground publicparking area under a sectionof the green zone.

• PPEEUU ddeeffiinniinngg aanndd ssppeecciiffyyiinnggtthhee bbuuiillddiinngg ppaarraammeetteerrss ooff tthhee ffaacciilliittyyiinn tthhee cceennttrree ooff tthhee OOllyymmppiicc VViillllaaggeenneeiigghhbboouurrhhoooodd iinn LLaa FFaarriinneerraa ooff““CCaann GGiillii NNoouu””:: Final approval withthe aim of specifying the location,planning conditions and building scheduleof the 7@ facility in the UrbanImprovement Plan (PMU) for Taulat 5-11,Ciutat de Granada 1-5 and Doctor Trueta164: “Can Gili Nou”.

• PPMMUU ffoorr ssuubbsseeccttoorr 99 ooff tthhee PPMMUU ttoorreeffoorrmm tthhee iinntteerriioorr ooff tthhee LLlluullll--PPuujjaaddeess--PPoonneenntt sseeccttoorr:: Final approval in orderto finalise the general and specificguidelines established in the PMU,defining the planning of parcelscomprising the subsector.

• PPEEUU ffoorr VVaallll dd’’HHeebbrroonn HHoossppiittaall::Final approval of the proposal to definethe type of healthcare facility, publicownership of land and constructionplanning.

• PPEEUU ffoorr ffoorrmmeerr AAllcchheemmiikkaa ffaaccttoorryy::Final approval to define ownership, useand building conditions of all the facilitieson the site: residence and daycare centrefor the elderly, neighbourhood centre,library and kindergarten.

• PPEEUU ffoorr tthhee bblloocckk ccoommpprriissiinnggAAiigguuaabbllaavvaa,, MMaarriiaa ZZaammbbrraannoo aanndd PPaasssseeiiggddeell BBoosscc ddee RRooqquueetteess:: Initial approvalwith the aim of defining buildingconditions and assigned uses in bothnew and existing facilities, as well asreclassification of land zoned for streetsand facilities to provide a coherentsolution to system distribution in relationto the surroundings.

• MMPPGGMM ffoorr bbuuiillddiinnggss 1133bb--1177 aatt CCaarrrreerrSSaanntt PPeerree MMééss AAlltt 2288,, CCaarrrreerr AAmmaaddeeuuVViivveess 11 aanndd CCaarrrreerr CCiiuuttaatt:: Final approvalwith the aim of improving thesurroundings of the Palau de la MúsicaCatalana, creation of a hotel on the cornerof Sant Pere Més Alt-Amadeu Vives,remodelling the La Salle Comtal schooland classifying as a facility the parcelat Carrer Ciutat 1, which is ownedby the Catalan Government.

• PPEEUU ffoorr CCaarrrreerr NNaattzzaarreett 111199--112299::Final approval with the aim of defining

Urban Planning,Infrastructuresand Housing

The group that makes up the UrbanPlanning, Infrastructures and HousingSector covers planning, land management,projects, licensing and monitoring ofworks and infrastructures, all of whichlead to the great changes that transformBarcelona into a liveable city.Barcelona is committed to “variablegeography”, which ranges from relativelysmall realities – neighbourhoods – to itsmetropolitan area and region. Its urbanprojects combine specific and highlyvisible actions in local areas with largeurban transformations that can affectthe entire city and metropolitan area.The city has consolidated aninfrastructure development modeland has combined its requirementswith those of its inhabitants, combininghigh-quality public space and life qualitywith infrastructure development.


• Municipal Urban PlanningInstitute (IMU)

• Municipal Housing Board (PMH)• BAGUR, SA, Barcelona Gestió

Urbanística, SA• Municipal Urban Landscape

Institute (IMPU)• BIMSA, Barcelona

d’Infraestructures Municipals, SA• Mies van der Rohe Foundation

Fourth Deputy Mayor: Mr. Ramon Garcia-Bragado i Acín

Housing Delegate: Mr. Antoni Sorolla i Edo

Manager: Mr. Ramon Massaguer i Meléndez

the type of healthcare facility, publicownership of the land and constructionplanning.

• PPEEUU ffoorr nneeww BBaarrcceelloonnaa EEnnccaannttssMMaarrkkeett:: Final approval in order toestablish urban planning conditionsof the land for a community facility toenable the implementation and relocationof the Encants Market. Develop the sitefor the facility located near theNational Theatre in sector 1 of thePlaça de les Glòries MPGM and itssurroundings, without altering sectorborders or zoning and following thegeneral guidelines of the Amendmentregulations.

• MMPPGGMM ffoorr CCaarrrreerr JJuuaann ddee SSaaddaaaanndd ssuurrrroouunnddiinnggss:: Provisional approval,planning of site for greater environmentaland urban quality in the following aspects:• Expansion of green areas in the

consolidated dense urban fabric.• Planning of residential gross floor area

to resolve unfinished constructionnetworks.

• Locate new facilities that are provided.• Define a new civic space to complete

the pedestrian routes and create a newquality public space in theneighbourhood.

• Redefine the road network to achievea balance with existing streets.

• Protect the heritage elements of thespecial group of structures in CarrerSants.• PPEEUU aanndd MMUU llaanndd llooccaatteedd aatt CCaarrrreerr

RRooggeerr 4488--6644:: Final approval withthe following objectives:• To transform the land zoned as Code

17/7 to carry out the decisions inthe General Metropolitan Plan (PGM)and create a new public facility building.• To define building conditions anddefine assigned uses to the facilityto be located in the area.

• To incorporate a section classified asCode 6b to create a block interior thatis open to the public by allowing fora right of way through the facility.• PPEEUU ttoo eennllaarrggee FFaaccuullttyy ooff LLaaww:: Final

approval in order to determine theconstruction and conditions of useto enlarge the Faculty of Law and adjustthe urban classification of the sectoras a result of the proposal.

• MMPPGGMM ffoorr tthhee nnoorrtthh ooff RRoonnddaa ddeellaa GGuuiinneeuueettaa VVeellllaa: Provisional approvalin order to redevelop the north side ofthe Ronda, located in the neighbourhoodof Canyelles, to adapt its urbanqualification in accordance with existingapplications, improve links betweenthe open spaces of the neighbourhoodand Collserola forest areas and introducesubsidised housing.

• PPEEUU ffoorr bbeellooww ggrroouunndd ppllaannnniinnggooff tthhee ccoonnssttrruuccttiioonn ooff aa rraaiinnwwaatteerr ttaannkkrreegguullaattoorr uunnddeerr ppuubblliicc ssppaacceess iinn tthhee aarreeaaooff MMaarr BBeellllaa:: Final approval.

• PPEEUU ffoorr PPaasssseeiigg ddeell LLiittoorraall bbeettwweeeennCCaarrrreerr JJoosseepp PPllaa aanndd RRaammbbllaa PPrriimm::Final approval in order to adapt planningof the future transformation ofBarcelona’s seafront to extend RamblaPrim to the sea, adapting zoningin accordance with the pre-existingclassification to be maintained.

• PPMMUU ffoorr LLaa EEssccoocceessaa bblloocckk ((2222@@))::Initial approval, providing for theamendment of the regulatory profileof Parcel 11 to enable the integrationof the building across the street in CarrerPere IV into the new management plan.

• PPEEUU ffoorr ffaacciilliittyy llaanndd ppllaannnniinngg ooff tthheeppaarrcceellss aatt CCaarrrreerr DD 22--1144 ((ZZoonnaa FFrraannccaapprriissoonn)):: Final approval with the aimof volumetrically ordering the landto house the Zona Franca Jail.

• PPEEUU ttoo ddeeffiinnee oowwnneerrsshhiipp,, ttyyppeeaanndd ppllaannnniinngg ooff ssoollaarr ffaacciilliittyy iinn CCaarrrreerrNNaattzzaarreett wwiitthhiinn tthhee uunniivveerrssiittyy ccaammppuussooff VVaallll dd’’HHeebbrroonn:: Final approval in orderto permit construction of future cancerresearch building in Vall d’Hebron,defining its volume and floor areaaccording to its accompanying functionalprogramme and calculated within thecorresponding programme of the Valld’Hebron medical centre.

• MMPPEEUU ttoo mmaannaaggee tthhee llaanndd ooff tthheeffoorrmmeerr CCoottxxeerreess BBoorrbbóó,, wwiitthhiinn tthhee UUPP33aarreeaa,, ffoorr aa mmuunniicciippaall ssppoorrttss cceennttrree:: Finalapproval in order to define buildingconditions of the facility accordingto requirements of the functionalprogramme that extends existing planningprovisions.

• PPMMUU ooff UUAA22 MMPPGGMM iinn tthhee aarreeaa ooff PPllaaççaaddee lleess GGllòòrriieess--MMeerriiddiiaannaa SSuudd: Finalapproval with the following objectives:

62

Urban Planning, Infrastructures and Housing

63

• To define the land upon which to buildresidential blocks that benefit fromsome form of public protection scheme.

• To modify existing classifications inorder to adjust the volume to a moreappropriate building depth for housingand the land slopes.

• To create an underground sports facilityin the open area.• PPEEUU ffoorr eexxtteennddiinngg uunnddeerrggrroouunndd

ooccccuuppaattiioonn ooff tthhee ssyysstteemm ooff ooppeenn ssppaacceessiinn tthhee NNoorrdd--GGllòòrriieess sseeccttoorr:: Initial approvalin order to enable the implementationof technical spaces in the basementfor the installation of air conditioningand hot water production machinery.

• PPMMUU ffoorr tthhee ssoouutthheerrnn hhaallff ooff tthheebblloocckk bboouunnddeedd bbyy AAvviinngguuddaa DDiiaaggoonnaallaanndd CCaarrrreerrss BBaaddaajjoozz,, BBoolliivviiaa aannddCCiiuuttaatt ddee GGrraannaaddaa:: Final approval inorder to determine building conditionsfor the facility, delimitation of openspaces and basement planning.The programme includes a primaryhealthcare centre (CAP), mentalhealthcare centre, neighbourhoodcentre, subsidised housing and,in the basement, parking for residentsand municipal tow truck.

• PPMMUU ffoorr tthhee bblloocckk bboouunnddeedd bbyy CCaarrrreerrssBBoolliivviiaa,, BBaacc ddee RRooddaa aanndd PPeerrúú aanndd vviirrttuuaalleexxtteennssiioonn ooff CCaarrrreerr PPrroovveennççaallss:: Initialapproval with the aim of pedestrianisingCarrers Fluvià and Provençals andestablishing guidelines for the provisionof infrastructures in 22@.

• PPEEUU aanndd MMUU ttoo rreegguullaattee mmuunniicciippaallkkiinnddeerrggaarrtteennss:: Building useand management of the groupof 12 kindergartens located at:• Avinguda Roma 98-106• Carrer Melcior de Palau 134-436• Carrer Joan Güell 114-126• Carrer Reis Catòlics 38• Avinguda Vallcarca 227-229• Carrer Nou Barris 14• Carrer Vesuvi 35• Carrer Ciutat d’Elx 17• Carrer Fluvià 253• Carrer Perú 135• Rambla Prim 215• Carrer Concili de Trento 249

• PPEEUU ffoorr ppllaannnniinngg tthhee GGaauuddííCCeennttrree SShheelltteerr ffoorr cchhiillddrreenn aannddtteeeennaaggeerrss aatt CCaarrrreerr LLaarrrraarrdd 4455--5511::

Final approval in order to create a newcare facility by making use of an existingbuilding.

• SSppeecciiffiicc aammeennddmmeenntt ttoo PPGGMM iinn tthheeCCaarrmmeell nneeiigghhbboouurrhhoooodd aanndd ssuurrrroouunnddiinnggss::Provisional approval with the followingobjectives:• To improve general access to the city

and surrounding neighbourhoods,as well as within the Carmelneighbourhood.

• To increase urban facilities, open publicspace and parking spaces.

• To reduce the amount of substandardhousing and low-quality urbanaccommodation, as well as thehigh density housing in the area.

• To improve the quality of publicspaces and landscape areas,improving provisions in the streetsand gradually lessening negativeimpacts or accentuating new positiveeffects.

• To open the neighbourhood to urbanoperations taking place in adjacentareas, especially in Tres Turons parkand renewal of Clot neighbourhood.• PPEEUU ffoorr ppllaannnniinngg ooff ccoonnssttrruuccttiioonn

wwoorrkk aatt PPaasssseeiigg MMaarraaggaallll 2299--3355::The aim is to create an open space andpublic facility within the block, as wellas adjusting the volume and regulatingthe basement.

• PPEEUU ttoo ddeeffiinnee tthhee ggrroossss fflloooorr aarreeaa oofftteecchhnniiccaall sseerrvviicceess aatt CCaarrrreerr TTàànnggeerr 9999 ffoorrtthhee llooccaattiioonn ooff aa cceennttrraall aaiirr ccoonnddiittiioonniinnggssyysstteemm:: Initial approval in order to defineand plan the gross floor area of technicalservices, as well as defining surface areaand location of an underground elementin the adjacent green area.

• MMPPGGMM iinn tthhee aarreeaa ooff SSaaggrreerraa SSttaattiioonn::The objectives are:• To adjust planning. • To classify the railway system covered

by an open area on land located inthe vicinity of the Bac de Roda bridge,motivated by an increase in covered railsurface area.

• To modify the road network betweenSagrera Station and Rambla Prim inorder to adapt it to the Station project.

• To define building use and conditionsof the railway facilities both above andbelow ground.


• To plan a volume of 180,000m2

of additional buildings.• To transform 20,000m2 of hotel

and tertiary sector gross floor areainto officially subsidised housing.

• To transfer 15,000m2 of gross floorarea set aside for tertiary use tothe other side of the street, providingaccess to the station in order toreduce the concentration of grossfloor area. • SSppeecciiffiicc PPGGMM aammeennddmmeenntt iinn tthhee

aarreeaa ooff tthhee oolldd qquuaarrtteerr ooff PPoobblleennoouu((2222@@)):: The objective of this proposalis to preserve the historic fabric ofPoblenou by reviewing some aspectsof the PGM or non-executed measuresand adapt the urban generalplanning regulations coveringthe metropolitan area to the realityof the area in question.

• PPEEUU ttoo ddeeffiinnee aanndd ssppeecciiffyy tthhee bbuuiillddiinnggppaarraammeetteerrss ooff ddiiffffeerreenntt ffaacciilliittiieess iinn tthheeiinndduussttrriiaall aarreeaa ooff CCaann RRiiccaarrtt ((2222@@))::Final approval in order to determine theplanning conditions and building scheduleof the different elements comprising the7@ facility in the main sector of the CanRicart premises.

• PPEEUU aanndd MMUU ttoo ddeeffiinnee oowwnneerrsshhiipp,,ttyyppee aanndd bbaasseemmeenntt ppllaannnniinngg ooff tthhee ffaacciilliittyyllooccaatteedd iinn CCaarrrreerr PPrroovveennççaa:: Initialapproval, with the following objectives:• To adjust urban classification

of the corner at Carrers Provençaand Casanova.

• To increase the project by 9,047.70m2,of which 3,047.70m2 are above ground.

• To define the type of facility.• To establish planning of the building.• To create underground passageways

in Carrer Provença, between Villarroeland Casanova.

• To establish temporary economicconditions for development.• PPGGMM ppllaannnniinngg aammeennddmmeenntt ooff aa

ddiissccoonnttiinnuuoouuss aarreeaa:: AA)) PPaallaauu MMeeccaa ((CCaarrrreerrMMoonnttccaaddaa,, 1199)),, BB)) CCaassaa MMaaccaayyaa bblloocckk,,CC)) PPaassaattjjee CClliipp:: Provisional approval withthe aim of the City of Barcelona acquiringvarious spaces for public use, one asa facility (Palau Meca) and the othersas public gardens (interior of CasaMacaya block), within the collaborationframework between the City of Barcelona

and ”la Caixa” and according toan agreement signed on 16 May 2006.

• PPMMUU ttoo rreegguullaattee tthhee iinnssttaallllaattiioonnooff eexxtteerrnnaall eelleevvaattoorrss iinn hhoouussiinngg bblloocckkssiinn tthhee nneeiigghhbboouurrhhoooodd ooff CCiiuuttaatt MMeerriiddiiaannaa::Final approval in order to enablethe introduction of external elevatorsin housing blocks that lack them,with the urban and architecturalconditions to which the introductionof new vertical communication clustersmust be adjusted.

• PPMMUU ttoo rreegguullaattee tthhee iinnssttaallllaattiioonnooff eexxtteerrnnaall eelleevvaattoorrss iinn hhoouussiinngg bblloocckkssiinn tthhee nneeiigghhbboouurrhhoooodd ooff NNaavvaass:: Theobjective is to facilitate the introductionof external elevators in housing blocksthat lack them, with the urban andarchitectural conditions to whichthe introduction of new verticalcommunication clusters must be adjusted.

• PPMMUU ttoo rreegguullaattee tthhee iinnssttaallllaattiioonnooff eexxtteerrnnaall eelleevvaattoorrss iinn hhoouussiinngg bblloocckkssiinn tthhee nneeiigghhbboouurrhhoooodd ooff CCoonnggrrééss ii eellssIInnddiiaannss:: Final approval with the aim ofreordering the public use of private spaceat the intersection of Carrers Pardo andCan Ros and standardising subsequentactions that may be made to introduceelevator clusters.

• PPMMUU ffoorr ffaacciilliittyy ppllaannnniinngg ooff tthhee MMPPGGMM((PPaarrcceell FF)) ffoorr tthhee SSaanntt AAnnddrreeuu BBaarrrraacckksssseeccttoorr:: The objective is to definethe destination, planning conditions andbuilding schedule of the facility located inParcel F of the urban improvement sectorin the specific amendment to the PGMfor the Sant Andreu Barracks sector.

• PPEEUU aanndd MMUU ttoo ddeeffiinnee aanndd ssppeecciiffyy tthheebbuuiillddiinngg ppaarraammeetteerrss ooff tthhee ffaacciilliittyy llaannddllooccaatteedd iinn tthhee bblloocckk bboouunnddeedd bbyy CCaarrrreerrssSSaanncchhoo ddee ÁÁvviillaa,, ZZaammoorraa,, AAllmmooggààvveerrssaanndd JJooaann dd’’ÀÀuussttrriiaa ((2222@@)):: The objectiveis to define building conditions and useas a university residence, teaching facilityand funeral home on the land classifiedas 7a and 17/7 in the block boundedby Carrers Sancho de Ávila, Zamora,Pamplona and Almogàvers.

•• PPEEUU ffoorr bbeellooww ggrroouunndd ppllaannnniinngg aattRRoonnddaa GGeenneerraall MMiittrree aanndd CCaarrrreerr MMuunnttaanneerr::The objective is to plan the below groundarea that will remain after covering theintersection of Ronda del Mig and CarrerMuntaner.

64


65

• PPEEUU bbeellooww ggrroouunndd mmaannaaggeemmeenntt ooff tthheeMMeennéénnddeezz PPeellaayyoo ggaarrddeennss:: The objectiveis to build an underground public car parkwith a capacity of 300 places distributedover four floors.

• PPEEUU aanndd MMUU ffoorr bbeellooww ggrroouunnddmmaannaaggeemmeenntt ooff PPllaaççaa SSaallvvaaddoorr AAlllleennddeeiinn tthhee CCaarrmmeell nneeiigghhbboouurrhhoooodd:: Theobjective is to plan an underground carpark with an approximate capacity of 214spaces distributed over three floors.

• MMPPGGMM ttoo iinnccoorrppoorraattee tthhee ppaarrcceellaatt CCaarrrreerr EEssccoorriiaall 117777--117799 iinnttoo tthhee ssyysstteemmooff ssuubbssiiddiisseedd hhoouussiinngg:: The aim is toincorporate the parcel into the Code HD/7subsidised housing system and reorderthe land currently zoned as facility system7a to provide a coherent solution to thedistribution of both systems and areasrelated to their surroundings.

• PPEEUU ooff aarreeaa EE1133 ooff tthhee SSppeecciiaall PPllaann((PPEE)) ooff BBaarrcceelloonnaa’’ss sseeaaffrroonntt iinn tthhee CCaarrlleessII aanndd AAvviinngguuddaa IIccaarriiaa sseeccttoorr:: The objectiveis to define ownership, use and buildingconditions that should govern reservedland to help locate the Diàleg a la FoscaFoundation, headquarters of theBarcelona Tourism Board and HotelAssociation on a section of the E13 facilitysector.

• PPEEUU aanndd MMUU kkiinnddeerrggaarrtteennss:: The PEUaims to define the use and planning of theconstruction of a set of four kindergartenslocated at:• Carrer Sant Antoni Maria Claret 138-146• Carrer Provença 408-418• Carrer Olzinelles 73-79 • Carrer Europa 39-41

• PPEEUU aanndd MMUU ffoorr ffaacciilliittyy ppllaannnniinnggaanndd uussee iinn tthhee bblloocckk bboouunnddeedd bbyyEEnnrriicc GGrraannaaddooss--RRoosssseellllóó--AArriibbaauu--CCòòrrsseeggaa::The objective is to determine the typeof public ownership, educational facilityand building conditions of the parcelsfor the construction of a municipalkindergarten.

• PPEEUU ffoorr uunnddeerrggrroouunndd ssyysstteemm ooff ooppeennssppaacceess iinn NNoorrdd--GGllòòrriieess sseeccttoorr:: Theobjective is to enable the implementationof technical spaces in the basementfor the installation of air conditioningand hot water production machinery.

• PPEEUU ttoo ddeeffiinnee tthhee ttyyppee ooff ffaacciilliittyy aannddvvoolluummeettrriicc ppllaannnniinngg ooff aa bbuuiillddiinngg llooccaatteeddaatt SSaanntt GGeerrvvaassii ddee CCaassssoolleess 6600--6666 aanndd

TTeeooddoorraa LLaammaaddrriidd 77--1155:: The objectiveis to urbanise and transfer partof the parcel affected by the road, adjustthe buildings so that they officially alignand reorder the volumes, preserve thebuildings of greater interest and reducethe depth of buildings, relocate landclassified as 13a to have the entire frontof Teodora Lamadrid free for the creationof a nursing home.

•• PPMMUU ffoorr tthhee bblloocckk bboouunnddeedd bbyy CCaarrrreerrssPPeerree IIVV,, BBaaddaajjoozz,, AAllmmooggààvveerrss aanndd CCiiuuttaattddee GGrraannaaddaa ((2222@@)):: The objectiveis to transform the block.

• PPMMUU ffoorr tthhee bblloocckk bboouunnddeedd bbyy CCaarrrreerrssBBoollíívviiaa,, BBaacc ddee RRooddaa,, PPeerrúú aanndd vviirrttuuaalleexxtteennssiioonn ooff PPrroovveennççaallss ((2222@@))::The objective is to define the volumetricplanning of the block.

• AAmmeennddmmeenntt ttoo sseeccttoorr 88 PPMMUU oofftthhee MMPPGGMM ttoo ttrraannssffoorrmm tthhee ZZoonnaa FFrraannccaaMMaarriinnaa:: The objective is to specifythe zoning areas for subsidised housingand adjust the gross floor areas of usesand blocks and the economic study withthe subdivision studies.

Projects

• EExxeeccuuttiivvee uurrbbaanniissaattiioonn pprroojjeeccttffoorr tthhee UUAA22 aarreeaa ooff tthhee ffiirrsstt bbeellttiinn tthhee ddiissttrriicctt ooff HHoorrttaa--GGuuiinnaarrddóó::The objective is to redevelop CarrersVillar, Escornalbou and Vinya betweenRonda del Guinardó and CarrerRenaixença (BAGUR, SA).

• DDeevveellooppmmeenntt pprroojjeecctt ffoorr aa rraaiinnwwaatteerrttaannkk iinn tthhee aarreeaa ooff sseeccttoorr 11 ooff TToorrrree BBaarróó::The project includes defining theconstruction work in the new PlaçaEucaliptus of an underground repositoryfor collecting, processing and storingrainwater and phreatic water,in combination with a future carpark (BAGUR, SA).

• SSttaaggee DD ooff ddeevveellooppmmeenntt pprroojjeeccttffoorr tthhee nneeiigghhbboouurrhhoooodd ooff BBoonn PPaassttoorr::The objective is to redefine andimprove public space with the definitionof new road sections and theestablishment of new pedestrianareas (BAGUR, SA).

• DDeevveellooppmmeenntt pprroojjeecctt ffoorr tthheeAAuuddiioovviissuuaall PPaarrkk CCaammppuuss:: The works


include the urbanisation andinfrastructures of the Audiovisual ParkCampus, located between Carrers Tànger,Bolívia, Roc Boronat and Ciutat deGranada (22@).

• DDeevveellooppmmeenntt pprroojjeecctt ffoorr CCaarrrreerr MMeerrccèèRRooddoorreeddaa:: One stage is being developedof the Torre Vilana urban developmentproject, corresponding to 245m of CarrerMercè Rodoreda. The work includespaving, sewage systems, public lightingand configuring the slope that formsat the corner of Carrer Bellesguard withhydroseeding and the burying of electricaland telephone lines.

• EExxeeccuuttiivvee uurrbbaanniissaattiioonn pprroojjeeccttffoorr PPllaaççaass WWaaggnneerr aanndd LLlloonngguueerraass::The project includes constructionof an underground car park (REGESA)and the work necessary to carry outurban planning works, ensuring thestandardisation of materials to be usedin different work units to achieveoptimum results and combine technicaland economic aspects.

• UUrrbbaanniissaattiioonn aanndd iinnffrraassttrruuccttuurreepprroojjeecctt ffoorr CCaarrrreerr ZZaammoorraa,, bbeettwweeeenn

AAllmmooggààvveerrss aanndd LLlluullll ((2222@@)):: Includesadditional urbanisation and infrastructureworks for Carrer Zamora, with a widthof 20m to the street from existingand future façade alignments scheduledin the plan.

• UUrrbbaanniissaattiioonn aanndd iinnffrraassttrruuccttuurree pprroojjeeccttffoorr CCaarrrreerr ÀÀllaabbaa,, bbeettwweeeenn AAllmmooggààvveerrssaanndd TTàànnggeerr ((2222@@)):: Includes additionalurbanisation work in accordancewith Special Infrastructures Plan (PEI)guidelines for surfaces and the installationof new below ground services.

• UUAA DD3388 uurrbbaanniissaattiioonn pprroojjeecctt ffoorrtthhee aarreeaa ooff PPaasssseeiigg ddee llaa ZZoonnaa FFrraannccaa::The project involves urbanisation workon pavements and green areas aroundCarrers Cisell and Encuny and Passeigde la Zona Franca.

• UUrrbbaanniissaattiioonn pprroojjeecctt ffoorr CCaarrrreerr AAddrriiààGGuuaall,, bbeettwweeeenn SSaallvvaaddoorr AAllaarrmmaaaanndd JJoosseepp MMaarriiaa JJuujjooll:: Urbanisationof this section of the street, expansionof a section of Carrer Vallpar andconstruction of stairs between Adrià Gualand Vallpar, as well as planning of greenarea between zones.

66

67

• EExxeeccuuttiivvee pprroojjeecctt ooff sseeccttiioonn bbeettwweeeennVViiaa AAuugguussttaa aanndd MMaannddrrii:: Reducingthe area devoted to road trafficand circulation speed (BIMSA) in orderto minimise:• Excessive traffic noise• Very narrow width of pavements • Inadequate transverse permeability• Presence of architectural barriers

• PPrroojjeecctt ffoorr tthhee sseeccttiioonn bbeettwweeeennCCaarrrreerrss SSaarrddeennyyaa aanndd CCaarrttaaggeennaa::The objective is to define the remodellingof the urban area consisting of the sectionof Ronda del Guinardó betweenCartagena and Sardenya and the southentrance of the Rovira tunnel (BIMSA).

• UUAA44 ccoonnssttrruuccttiioonn pprroojjeecctt aanndd AAAA3388MMPPGGMM ffoorr tthhee sseeccttoorr ooff OOrreenneettaa PPaarrkk::(BAGUR, SA).

• CCoonnssttrruuccttiioonn aanndd rreehhaabbiilliittaattiioonnpprroojjeecctt ffoorr tthhee mmaarrkkeett bbuuiillddiinngg aannddssttrruuccttuurree ooff tthhee nneeww BBoorrnn CCuullttuurraallCCeennttrree pprroojjeecctt:: The project envisagesthe creation of platforms at streetlevel to preserve the archaeologicalsite. The objective is to carry out thework of restoration and rehabilitation

of all structural elements withpathological conditions and theconstruction of the new structurerequired to implement the CulturalCentre project on the ground floorof the market (BIMSA).

• SSeeggrreeggaatteedd uurrbbaanniissaattiioonn pprroojjeeccttffoorr tthhee bblloocckk iinntteerriioorr bboouunnddeedd bbyy CCaarrrreerrssPPaallaammóóss,, TTaammaarriiuu aanndd AAiigguuaabbllaavvaaaanndd AA aanndd BB bbuuiillddiinngg bblloocckkss iinn tthheenneeiigghhbboouurrhhoooodd ooff TTrriinniittaatt NNoovvaa,, SSttaaggee 11::The objective is to transform the spaceby adapting it to future buildingsand minimising maximum differences inslopes and existing architectural barriers(BAGUR, SA).

• TTaannkk aannnneexx ooff tthhee eexxeeccuuttiivveeuurrbbaanniissaattiioonn pprroojjeecctt ffoorr CCaann FFrraammiissggaarrddeennss:: Creation of a pump tankin Can Framis gardens (22@).

• BBaassiicc iimmpplleemmeennttaattiioonn pprroojjeeccttffoorr ssuuppppllyyiinngg mmeeddiiuumm vvoollttaaggee ppoowweerrttoo tthhee ffoorrmmeerr SSaanntt AAnnddrreeuu BBaarrrraacckkss::The objective is to define the basicproject and create a medium voltageelectrical network infrastructure on publicstreets to include FECSA electricity

supply studies for the future buildingson the land of the former Sant AndreuBarracks (BAGUR, SA).

• EExxeeccuuttiivvee uurrbbaanniissaattiioonn pprroojjeeccttffoorr UUAA44,, LLllaaccuunnaa aaxxiiss ((2222@@)):: The projectarises from the desire to unify the publicspace based on the existing bedsin the already created green zone outsidethe scope of the project.

• EExxeeccuuttiivvee pprroojjeecctt ffoorr SSòòccooll bbuuiillddiinngg::The project’s objective is to define theconstruction of a building with threeabove ground floors to act as a facilitycomprising a neighbourhood library,neighbourhood centre with multipurposehall and auditorium. At a later stage,an office building of eighteen aboveground and three underground floorswill be constructed (BIMSA).

• EExxeeccuuttiivvee pprroojjeecctt ffoorr nneeww EEnnccaannttssMMaarrkkeett iinn BBaarrcceelloonnaa:: The project’sobjective is to define the constructionof the future Encants Market in its newlocation, in the former Bosquet delsEncants, at the junction of Meridianaand Castillejos, with the aim of improvingthe current conditions of both marketworkers and users and maintaininga sense of outdoor shopping throughthe construction of a large 24m-hightriangular roof (BIMSA).

• EExxeeccuuttiivvee pprroojjeecctt ffoorr nneeww sseett ooffffaacciilliittiieess iinn ffoorrmmeerr AAllcchheemmiikkaa ffaaccttoorryy::The project’s objective is to define thefacility building located between CarrersSant Antoni Maria Claret in the districtof Horta-Guinardó and Indústriain the district of Sant Martí, to includea residence and daycare centre forthe elderly, neighbourhood centre, libraryand kindergarten (BIMSA).

• UUrrbbaanniissaattiioonn pprroojjeecctt wwiitthhiinn tthhee ssccooppeeooff tthhee MMPPGGMM iinn tthhee sseeccttoorr ooff tthhee aarreeaaaarroouunndd CCaarrrreerr EEsstteevvee TTeerrrraaddaass:: The mainobjective is to establish an integral pathin the large green area that definescurrent planning ahead of healthand hospital facilities.

•• CCoonnssttrruuccttiioonn pprroojjeecctt ttoo bbuuiillddaann uunnddeerrggrroouunndd ccaarr ppaarrkk aanndd nneewwuurrbbaanniissaattiioonn iinn CCaarrrreerr CCaannttààbbrriiaa::The aim of the project is to constructan underground car park and urbanisationin Carrer Cantàbria, between CarrersHuelva, Menorca and Pont del Treball.

• EExxeeccuuttiivvee pprroojjeecctt ffoorr tthhee sseeccttiioonnbbeettwweeeenn CCaarrrreerrss BBaallmmeess aanndd MMaannddrrii ffoorrtthhee rreemmooddeelllliinngg ooff RRoonnddaa ddeell MMiigg,, RRoonnddaaGGeenneerraall MMiittrree aanndd TTrraavveesssseerraa ddee DDaalltt::The project’s objective is to reducethe space devoted to road trafficand circulation speed and removearchitectural barriers by narrowingthe roadway, eliminating existing slopesand placing a median to separate thetwo directions of traffic (BIMSA).

•• PPrroojjeecctt ffoorr tthhee iinntteerriioorr ccoouurrttyyaarrddooff BBaayyeerr bblloocckk:: The project involvesthe urbanisation work for the Bayerinterior courtyard in the Eixample,between Carrers Calàbria, Parísand Viladomat.

• UUrrbbaanniissaattiioonn pprroojjeecctt ffoorr tthhee rrooooffaanndd aaddjjaacceenntt aarreeaass ooff rraaiillwwaayy aacccceessssaatt SSaannttss SSttaattiioonn:: The project providesfor the execution of a double-height roofto differentiate the area of Metro Line 1from the area corresponding to the fourADIF Iberian gauge tracks (BIMSA).

• EExxeeccuuttiivvee pprroojjeecctt ffoorr ccaarr ppaarrkkaanndd llooggiissttiiccss aaccttiivviittyy aarreeaa iinn SSaanntt JJoosseepp--LLaa BBooqquueerriiaa MMaarrkkeett bbeellooww PPllaaççaaGGaarrdduunnyyaa:: First of the interventionsplanned in the vicinity of Plaça Gardunya(UP0), foreseeing the construction of ahousing block (UP1), new Massana Schoolbuilding (UP2), enlargement of BoqueriaMarket and urbanisation of PlaçaGardunya.

• UUrrbbaanniissaattiioonn pprroojjeecctt ooff tthhee MMPPGGMMiinn tthhee aarreeaa ooff AAvviinngguuddaa HHoossppiittaall MMiilliittaarr--CCaarrrreerr FFaarriiggoollaa,, ccoorrrreessppoonnddiinnggttoo UUAA22--UUAA33--UUAA55--UUAA66,, SSttaaggeess 11 aanndd 22::The project involves the urbanisationof Carrer Farigola up to Mare de Déudel Coll and intersection with CarrerMedes. The urbanisation project includespaving, landscaping, services and lighting(BIMSA).

• RReeddeeffiinneedd uurrbbaanniissaattiioonn pprroojjeecctt ffoorrffoorrmmeerr SSaanntt AAnnddrreeuu BBaarrrraacckkss:: Includingnew topography and infrastructure ofthe open spaces for public use (BIMSA).

Urban Management

•• EExxpprroopprriiaattiioonn pprroojjeecctt vviiaa aa jjooiinnttaapppprraaiissaall pprroocceessss ccoorrrreessppoonnddiinngg ttootthhee iissoollaatteedd ““BB”” aaccttiioonn ooff tthhee

68


69


AAmmeennddmmeenntt ttoo tthhee SSppeecciiaall IInntteerriioorrRReennoovvaattiioonn PPllaann ((MMPPEERRII)) ffoorr tthhee RRaavvaalliinn PPllaaççaa GGaarrdduunnyyaa aanndd iittss ssuurrrroouunnddiinnggssaanndd tthhee aaddmmiinniissttrraattiivvee ccoonncceessssiioonn ffoorraa ccaarr ppaarrkk iinn tthhee ssqquuaarree:: Approval ofthe draft joint appraisal process impliesthe emergency declaration of occupyingthe affected property and rights.Payment or deposit of the assessedamount will lead to the procedureof occupying the building.

• SSuubbddiivviissiioonn pprroojjeecctt ffoorr tthheeppoollyyggoonn iinn aaccttiioonn ““AA”” ooff tthhee MMPPGGMMffoorr tthhee RRaavvaall SSppeecciiaall IInntteerriioorr RReennoovvaattiioonnPPllaann ((PPEERRII)):: The objective isto implement the requirementsof the Raval PERI.

•• SSuubbddiivviissiioonn pprroojjeecctt ffoorr tthhee UUAA33PPMMUU ooff tthhee RRoonnddaa ddee DDaalltt MMPPGGMM.

• SSuubbddiivviissiioonn pprroojjeecctt iinncclluuddiinngg bbaassiiccccoommppeennssaattiioonn ooff tthhee PPEE ffoorr tthhee bbuuiillddiinnggssaatt CCaarrrreerr MMoonntt dd’’OOrrssàà 5533,, 5533bb aanndd 5533cc::The objective is to regulate the physicalconfiguration of the buildings andtransfer cost and tax free the landset aside to become roads to the Cityof Barcelona in order to carry out itsurbanisation.

•• SSttaannddaarrddiissaattiioonn pprroojjeecctt ffoorr tthheepprrooppeerrttiieess llooccaatteedd iinn bblloocckk nnuummbbeerr22 ooff sseeccttoorr AA bboouunnddeedd bbyy CCaarrrreerrss 6600,,AA aanndd 11 ooff tthhee ZZoonnaa FFrraannccaa iinndduussttrriiaallzzoonnee:: The aim of the project is to adaptthe parcels within the area whilemaintaining their urban classification tosuit the physical configuration and currentcadastre. The cancellation of specificregistry taxes is also requested.

• SSuubbddiivviissiioonn pprroojjeecctt ffoorr tthhee ppoollyyggoonniinn tthhee uurrbbaann aaccttiioonn ooff aarreeaa 11 ooff tthhee MMPPGGMMffoorr CCaarrrreerr MMoottoorrss 22--4400:: The project’sobjective is to implement therequirements of the MPGM.The procedure is the resolution ofthe allegations made against the initialapproval of the project.

• SSuubbddiivviissiioonn pprroojjeecctt ffoorr tthhee ppoollyyggoonniinn aaccttiioonn ““AA”” ooff tthhee RRaavvaall MMPPEERRII iinnPPllaaççaa GGaarrdduunnyyaa:: The project’s objectiveis to guarantee the fair distribution ofbenefits and taxes between ownersof the properties included in the processof equal distribution and free andcompulsory transfer of land forincorporation into the public domain.

• SSuubbddiivviissiioonn pprroojjeecctt iinn tthhee ffoorrmm ooffbbaassiicc ccoommppeennssaattiioonn ffoorr tthhee ppoollyyggoonniinn tthhee uurrbbaann aaccttiioonn ooff tthhee MMPPGGMM ffoorr tthheeaarreeaa bboouunnddeedd bbyy CCaarrrreerr FFeeiixxaa LLllaarrggaa 1144--2200 aanndd CCaarrrreerrss KK aanndd 5500 iinn ZZoonnaa FFrraannccaa((AAkkzzoo NNoobbeell)):: The aim is to supply freeand free of tax to the City of Barcelonathe land set to become green area andcarry out its urbanisation.

• VVoolluunnttaarryy ssuubbddiivviissiioonn pprroojjeecctt iinntthhee ffoorrmm ooff ccooooppeerraattiioonn ooff tthhee PPEEUUffoorr tthhee ppllaannnniinngg ooff nneeww ffaacciilliittiieess iinn tthheeppaarrcceellss iinn CCaarrrreerrss PPrroovveennççaa,, CCaassaannoovvaass,,VViillllaarrrrooeell ((ccuurrrreenntt ffiirree bbrriiggaaddee bbuuiillddiinngg)),,CCoonnsseellll ddee CCeenntt aanndd CCoommttee BBoorrrreellll aannddPPaassaattjjee ddeell MMeerrccaatt ddeell NNiinnoott::A subdivision project in the formof cooperation of the PEU for theseproperties, formalised in a public deeddated 1 July 2009.

• MMuunniicciippaall iinniittiiaattiivvee ooff eeccoonnoommiiccssuubbddiivviissiioonn pprroojjeecctt ttoo aammeenndd tthhee PPGGMMffoorr tthhee uurrbbaann ttrraannssffoorrmmaattiioonn ooff tthhee ZZoonnaaFFrraannccaa MMaarriinnaa:: The objective of the landsubdivision project is to award eachof the fourteen development sectorsof the Marina’s MPGM participation inurbanisation costs resulting from the PEI,assuming that the distribution ofspending allocated among the ownersof each sectors will be defined andformalised in detail in the correspondingsubdivision projects of theaforementioned sectors.

• SSttaattuutteess aanndd gguuiiddeelliinneess ffoorr aaccttiioonnffoorr tthhee ccoonnssttiittuuttiioonn ooff aa ccoommppeennssaattiioonnbbooaarrdd ffoorr tthhee PPAAUU 22 MMPPGGMM iinn tthhee ffoorrmmeerrSSaanntt AAnnddrreeuu BBaarrrraacckkss.

• PPMMUU ssuubbddiivviissiioonn pprroojjeecctt ffoorr tthhee bblloocckkbboouunnddeedd bbyy CCrriissttóóbbaall ddee MMoouurraa,, MMaarreessmmee,,VVeenneeççuueellaa aanndd PPuuiiggcceerrddàà:: Approvalof mutually accorded extra-proceduralagreement in order to set a fair priceand payment terms for the expropriationof the property at Plaça Sarrià 2.Total amount of 3,241,177.18 euros,of which 1,295,704.26 has been assignedand 1,045,472.92 is still pending.

• SSuubbddiivviissiioonn pprroojjeecctt ffoorr tthhee ppoollyyggoonniinn tthhee uurrbbaann aaccttiioonn ooff ssuubb--aarreeaa ““AA”” iinn tthheeRReecc CCoommttaall sseeccttoorr,, aass ppaarrtt ooff tthhee MMPPEERRIIffoorr tthhee eeaasstteerrnn sseeccttoorr ooff tthhee hhiissttoorriiccqquuaarrtteerr ooff BBaarrcceelloonnaa.

•• SSuubbddiivviissiioonn pprroojjeecctt iinn tthhee ffoorrmm ooffccooooppeerraattiioonn bbeettwweeeenn tthhee PPAAUU ooff PPMMUU

ooff tthhee ppaarrcceellss llooccaatteedd iinn CCaarrrreerrss PPeeddrreerreessaanndd MMaarree ddee DDééuu ddeell CCoollll:: The plan isto award the sole property resulting fromprivate use to the owners of the landprovided in proportion to their rightsand the transfer of land set aside forroads to the City of Barcelona.

• DDiirreecctt ooccccuuppaattiioonn pprroocceedduurree ffoorr tthheepprrooppeerrttyy aatt CCaarrrreerr PPuujjaaddeess 9977,, ccllaassssiiffiieeddaass 77@@:: Early transfer of the property willallow for the rehabilitation of the buildinglocated at Carrer Pujades 97, includedin the PE for the protection ofhistorical/artistic architectural heritageof the city of Barcelona. [See Graph 1]

Participation

During the year, progress was made onthe participation mechanisms availableto the public to intervene in projectsfor urban development in the city ofBarcelona. Thus, the Urban PlanningDepartment identified and managedthe participatory processes relatedto the following actions:

• SSttrraatteeggiicc RReessiiddeennttiiaall AArreeaa ((AARREE))ooff VVaallllbboonnaa:: A monitoring committeewas formed consisting of municipaltechnicians and neighbourhood entities

70


Urban plans finally approved in 2009

ACCORDING TO MECHANISM ACCORDING TO INITIATIVEMPGM Agreements PMU PEU Other Total City of Barcelona Other Private

(with 22@) administrations

1st quarter 3 3 14 1 212nd quarter 1 4 22 1 283rd quarter 2 4 64th quarter 6 10 11 1 28

Totals 6 4 19 51 3 83 50 7 26

MPGM: Amendment to General Metropolitan Plan

PMU: Urban Improvement Plan

PEU: Special plans, interior renovation plans, special urban plans, amendments and others

Other: Housing plan, amendments to ordinances and statutes

Graph

1

By districts

• Ciutat Vella

• L’Eixample

• Sants-Montjuïc

• Les Corts

• Sarrià-Sant Gervasi

• Gràcia

• Horta-Guinardó

• Nou Barris

• Sant Andreu

• Sant Martí

4 2

7

8

8

3

9

5

11

24

in the area of Vallbona to define the basiccriteria that should guide the drafting ofthe Master Plan. With the completionof the committee’s work, the process wasclosed with a project presentation opento all citizens and a neighbourhoodmeeting in which members of thecommittee submitted the proposalto the residents of the neighbourhoodof Vallbona.

• MMeerriiddiiaannaa DDoogg TTrraacckk:: Work continuedfor the monitoring committee constitutedfor drafting the MPGM for the area of theMeridiana Dog Track. Monitoring was alsocarried out on provisional repair workin the area and intervention on thecentrepiece of the Dog Track, underthe national plan E for stimulating theeconomy and employment.

• NNaavvaass BBaarrrraacckkss:: Work continued forthe monitoring committee constitutedfor the development of the NavasBarracks project.

• TTrraannssffoorrmmaattiioonn ooff AAvviinngguuddaa DDiiaaggoonnaallbbeettwweeeenn PPllaaççaa FFrraanncceesscc MMaacciiàà aanndd PPllaaççaaddee lleess GGllòòrriieess:: A broad participatoryprocess was defined to allow all citizensto participate in the process of definingthe new Diagonal. The participatoryprocess includes several stages:

• Information stage, with informationsessions and the creation of a dedicatedwebsite for the project.

• Contribution stage, with theparticipation of various sectoral andregional councils of the city, individualcitizens through a specific documentand children and young people throughworkshops.

• Return stage, in which municipalofficials respond to all the submissionsreceived during the previous stage.

• Presentation stage and discussion ofalternatives, at which time the proposalscreated by the technical team from thestudies and public input are made public,explained in detail and discussed.

• Public consultation, with all citizensfinally being called to vote for theproposal they like the most to transformAvinguda Diagonal.

• SSaaggrreerraa SSuubbuurrbbaann RRaaiillwwaayy SSttaattiioonn::A committee was formed to monitorthe development of the project to buildthe new station.

• FFaabbrraa ii CCooaattss:: The monitoringcommittee is still working to developthe project of the former industrial areaof Fabra i Coats.

• PPllaaççaa ddee lleess GGllòòrriieess aanndd ssuurrrroouunnddiinnggss::The monitoring committee continueswith the development of the proposedamendment to the General MetropolitanPlan in the Glòries area throughits following working groups: mobility,investment monitoring, urban planningand facilities.

• TTrraannssffoorrmmaattiioonn ooff BBaarrcceelloonnaa FFCC llaanndd::The monitoring committee continueswork on defining the proposedamendment to the General MetropolitanPlan in the area of land belongingto Barcelona FC.

• PPrraatt VVeerrmmeellll MMaarriinnaa:: The monitoringcommittee continues to develop theproject in the area of the Prat VermellMarina.

• High-speed train in the cityof Barcelona: The following four areamonitoring committees continuedworking on the development of the high-speed rail (LAV) project in the city:by sections, Torrassa-Sants, Sants-Sagrera, Sagrera-Nus de la Trinitat andNus de la Trinitat-Montcada. Four specificmonitoring committees were also formedfor the Sants-Sagrera section (Mallorca-Trinxant, Mallorca-Padilla, Bruc-Provençaand Provença-Nicaragua) for aboveground work in the ventilation andsecurity shafts. And the following twosectoral working groups were formedfor the Sagrera-Nus de la Trinitat section:planning, facilities and future mobilityand monitoring of works, investmentand existing mobility.

• TTrreess TTuurroonnss:: The monitoringcommittee is still working on projectdevelopment in the area of Tres Turons.

• TTrraannssffoorrmmaattiioonn ooff tthhee aarreeaa ooff tthheeffoorrmmeerr TTrriinniittaatt VVeellllaa pprriissoonn:: A broadparticipatory process has been definedin order to carry out this transformation.The process includes an initial informationstage, with the creation of a dedicatedwebsite and call for an assembly opento all citizens, and a second stageof collecting proposals through aparticipation document and discussionsessions with citizens. A monitoring


72

committee was also formed to define thebasic criteria of the proposed amendmentto the General Metropolitan Plan that willguide the transformation.

Other

The book AArrtt ppúúbblliicc ddee BBaarrcceelloonnaa (PublicArt in Barcelona) was published a fewdays before Christmas by the UrbanPlanning and Infrastructures Sector,together with the City of Barcelona andits Publishing Services Department, withthe aim of disseminating this importanturban heritage. This reasoned catalogueis divided into nine chapters, ranging fromthe 1400s to the present, and includesa general bibliography and biographiesof various authors. The book’s texts werewritten by 268 specialists from differentareas of the world of culture. It containsa total of 1,800 entries, including groupsof monument and individual items,and offers an overview of the evolutionof Catalan sculpture and its presencein public spaces, a presence that rangesfrom a merely ornamental role to thatof defining new urban spaces. Art públicde Barcelona is a key tool in urbanand social cohesion in the area andan element of identity and the recoveryof collective memory.

• AAmmeennddmmeenntt ttoo tthhee oorrddiinnaannccee oonnppuubblliicc aatttteennddaannccee rreeffeerrrriinngg ttoo pprreemmiisseesswwhheerree pprroossttiittuuttiioonn iiss eexxeerrcciisseedd:: Initiallyadopted to amend the second transitionalprovision relating to premises whereprostitution takes place and to introduceother changes in the wording of certainitems to make them consistent withthe transitional provision that it modifies.

•• CCoommpplleettiioonn ooff tthhee ssttrraatteeggiicc mmaappooff tthhee sseeccttoorr.

•• AAnnaallyyssiiss ooff tthhee sseerrvviiccee ccaattaalloogguuee oofftthhee UUrrbbaann PPllaannnniinngg aanndd IInnffrraassttrruuccttuurreessDDeeppaarrttmmeenntt.

Housing

The Municipal Council Plenum approvedthe new BBaarrcceelloonnaa HHoouussiinngg PPllaann 22000088--22001166 in May 2009, a tool for planningand scheduling aimed at meeting housing

needs and promoting social coexistence,as well as standardising the urbanplanning, social and housing policiesof the Council. The three main objectivesof the Plan are:

• To improve access to housingfor people in need

• To assist people in maintainingtheir residence through processesof rehabilitation

• To provide timely financial assistanceto people at risk of losing their residence

The Plan is intended to be structuralrather than interim and aims to lay thegroundwork for action on housing policiestargeted at different segments of thepopulation. Therefore, it is addressedto people in general and givesprecedence to the right to housingover the right to property. The Plan is alsoone of the basic instruments of municipalsocial policy, while at the same timemaking comprehensive and crosscuttinghousing proposals (not just in termsof construction). Its development is basedon seven main points:

1. To increase land set aside for affordablehousing2. To meet social housing demandsby increasing and diversifying the supplyof affordable social housing3. To improve the conditions of housingstock built 4. To promote private housing rental5. To intervene in social dysfunctionsin the housing market 6. To innovate in terms of constructionand promote sustainability in buildingand eco-efficiency 7. Proximity, public servicesand participation

Planning and subdividingto promote social housing Work continued on the drafting andadoption of planning for reserved landaimed at social housing in order toincrease the area for affordable housingin Barcelona.

• Planning was initially and tentativelyapproved of a gross floor area of

73


660,183m2 for the construction of 3,365open market housing units and 4,845social housing units. Some of the plansare: ARE of Vallbona Master Plan; MPGMfor the neighbourhoods of Roquetes,Trinitat Nova, Canyelles and RamblaCaçador; PMU for sector 14 of the Marina;MPGM for Tres Turons Park; PMU forBolívia, Bac de Roda, Perú and the virtualextension of Carrer Provençals in 22@;PMU for sub-sector 4 of Llull-Pujades-Ponent PERI in 22@; MPGM for northpart of Guineueta Vella; MPGM for Juande Sada and surroundings, and MPGMfor Prim.

• Final approval of planning for a grossfloor area of 59,444m2 for developing 237open market housing units and 841 socialhousing units. Some of the plans are:UA2 PMU for Glòries-Meridiana Sur;PMU for UA2 planning of seafront; PEUand regulatory MU for Camp del Ferro,Berenguer de Palou and Pare Manyanetfacilities, and PMU for Avinguda Diagonaland Carrers Badajoz, Bolívia and Ciutatde Granada.

Subdivision was also carried outto obtain a gross floor area of 89,773m2,representing an area for 237 open markethousing units, 709 protected and 132social housing units.

Promoting social housing Regarding the creation of new socialhousing, actions were carried out inall areas of the promotion in accordancewith the provisions of the BarcelonaHousing Plan, requesting and grantinglicenses, starting some construction workand finishing other work. [See Table 1]

Social housing licenses The following licenses were granted: 16officially protected housing units at CarrerGeneral Vives 6 (BAGUR, SA); 13 at CarrerEstudiant 21-27 (Comapa Inmobiliaria,SLU); 50 at Plaça Gardunya 1-8 (Fomentde Ciutat Vella); 19 at Passeig de laExposició 34-38 (Fundació FomentHabitatge Social); 31 at Carrer Leiva85 (Fundació Família i Benestar);58 at Carrer Pujades 145-155 (HabitatgeEntorn); 214 housing units for relocatingpeople after remodelling at CarrersPalamós 54, Aiguablava 62, Plaça delCarme 1 and Entença 304 (INCASÒL);20 officially protected housing units atPasatje Calafell 6 (INCASÒL); 32 housingunits for the elderly at Carrer Còrsega 363(Municipal Housing Board); 15 protectedhousing units with officially approvedprices at Carrer Sant Pere Més Baix 67(POR FONT, SCCL); 64 officially protectedhousing units at Carrer Almogàvers199 (PROHA, SCCL); 55 housing unitsfor young people at Carrer Alí Bei 100(Proviure CZF, SL); 54 protected housingunits at Passeig de la Vall d’Hebron 120(Puigfel, SA); 78 housing units for peopleaffected by urban construction workat Carrers Garrotxa 40 and Segur 2(REGESA); 32 officially protected housingunits at Carrer Reina Amàlia 38(REGESA), and 12 at Escultor Ordóñez97 (Souca, SA).

Improving the conditionsof housing stock built Major work permits were granted torehabilitate 760 housing units and permitsfor minor work were granted torehabilitate 2,235. A total of 22,218

74


Table summarising social housing actions in 2009

Total New Social Relocation Area Gross Floorprotected protected housing housing (m2) Area

housing housing (m2)

Works completed 855 234 276 345 22,006 83,693Works begun 1,195 932 231 32 26,750 11,675Licenses awarded 763 384 87 292 15,313 75,368Licenses requested 777 331 218 228 15,280 72,150

Total 3,590 1881 812 897 79,349 347,969

Handover of keys 810Licenses pending at 31/12/09 1,157Works under construction at 31/12/09 2,428

Table

1

housing units in the city benefitedfrom the grand total of all rehabilitationprocesses, and work was carriedout at a cost of 106,435,064 euros,of which a total of 25,262,206 euroswas in the form of public subsidies.

The assistance programme to installelevators began in September and wasone of the new actions in the year interms of rehabilitation. Work was carriedout with a total investment of 13,831,719euros, of which a total of 6,674,112 euroswas in the form of public subsidies.There were 336 files created, representinga benefit for 3,936 housing units,and 181 files were completed in December.

Promoting rental housing The functions of the city’s Housing Officeshelped to strengthen and unify theactivities of rental housing stock andthe management and processing systemof aid for rental payment. The year’sactivity can be summarised as follows:

• 330 housing units added• 297 contracts signed • 215 ADIGSA housing transfers. • 45,207,266 euros in aid to pay rent,

corresponding to 22,844 grantsprocessed and 19,156 approved

Intervention in socialdysfunctions in the housingmarket There were 43 new cases of possiblereal estate mobbing detected andremain under investigation, while a totalof 48 are being processed. In addition,65 new cases were processedfor overcrowding and/or substandardhousing and 43 remain open and arebeing monitored.

Innovation in sustainableconstruction and promotion Various measures were carried out interms of sustainability, both in definingcriteria and the incorporation of actionsin new subsidised housing developments.

Highlights included:

• Initial approval of urban master planfor eco-neighbourhood of the AREof Vallbona.

• Completion of construction work forsocial housing units in Carrer Mare de Déudel Port, incorporating micro gas,integrated photovoltaic strips on façade,reusable construction systems, etc.

• Commencement of work by theMunicipal Housing Board of Barcelona(PMHB) for a building in Carrer Navasde Tolosa to house social housing units,kindergarten and civic centre. The projectincludes an air conditioning system thatprovides for the supply of heating andcooling through a cogeneration processand power saving measures in theelectricity network. These will also helpto reduce CO2 emissions and primaryenergy consumption, since their yieldis 216%.

Proximity and services to citizens Ten Housing Offices were opened,providing services to the 179,804 peoplewho visited the offices and 84,984 whomade phone enquiries, while the websitereceived 652,834 visits.

The dedicated register for peoplerequesting social housing in Barcelonabegan operating on 3 February and22,840 new applications were acceptedby the end of year, representinga registered total of 19,049.

The activity of the Social HousingCouncil can be summarised by twoplenary meetings, four meetings of theStanding Committee, three meetingsof the working group for drafting theBarcelona Housing Plan and a workshopon the draft plan for housing in Catalunya.In addition, a monitoring committeewas constituted to monitor the registerand its decisions, a monitoring committeeon the dignified use of housingand a working group on rehabilitation.Eleven informational newsletters werealso distributed.

ParticipationSpecial attention was given to publicparticipation in drafting new planningdocuments aimed at majortransformations in neighbourhoods andproposing a large number of new housingunits, as well as the monitoring ofdevelopment projects through specialcommittees formed by neighbourhood

75


associations in the corresponding areas,districts and representatives from theHousing Department. Special highlightswere the participatory processes ofthe ARE of Vallbona, the new divisionof land at the former Trinitat Vella prisonand development of the project andconstruction work at the former SantAndreu Barracks.

BIMSA

a) City-wide actions During 2009, BIMSA, as executor bodyof the main activities of investment andinfrastructure of the City of Barcelona,followed a programme of actionscommissioned by the City of Barcelonacorresponding to the development of theMunicipal Action Plan (PAM) 2008-2011.

The company achieved the objectivesthat were set, which were aimed atcarrying out the actions assigned withthe highest degree of efficiency in allthree aspects of guaranteeing compliancewith deadlines, ensuring economicand financial balance and ensuringthe architectural and functional qualityof the works.

Works completed • Remodelling of Ronda del Mig at

the southern opening of the RoviraTunnel: demolition of the Horta viaduct.

• Previous work for Mas Guinardófacilities.

• Fòrum-Sagrera connection. Section II:urbanisation of Carrer Sant Ramon dePenyafort at the section between CarrersLlull and Cristòfol de Moura.

• Besòs seafront: removal of pre-loadsoil from Litoral-Besòs platform.

• Plaça de les Glòries: ancillary actionsin the area of the Design Centre.

• Plaça de les Glòries: improvementsof roads with the provisional adjustmentof the interior area of the ring roadfor the circulation of buses.

• Born Market Cultural Centre:micropiling work.

• Sants MPGM: underpasses for RamblaBadal and Carrer Riera de Tena and glassenclosure of the seafront façade ofthe railway access roof at Sants Station(Badal area).

Works in progress• Urbanisation of Carrer Martí i Franquès.• Dolors Aleu socio-medical facilities

in the district of Sarrià-Sant Gervasi.

• Can Calopa Social Centre. • Plaça Lesseps surroundings. • Remodelling of Ronda del Mig at the

southern opening of the Rovira Tunnel:urbanisation of Ronda Guinardó betweenCarrers Sardenya and Cartagena.

• Remodelling of Avinguda Mare de Déude Montserrat with Carrer Cartagena.

• Mas Guinardó facilities. • Underground car park in Carrer Galícia

in Trinitat Vella and library structure. • Fòrum-Sagrera connection. Section I:

semi-roof in Gran Via and CarrersExtremadura, Sant Ramon de Penyafortand Cristòfor de Moura.

• Besòs seafront: urbanisation of theseafront between Rambla Prim and CarrerJosep Pla and conditioning of green area. • Besòs seafront: urbanisation ofDiagonal-Besòs Interuniversity Campus.

• Plaça de les Glòries: Design Centre(Stage I).

• Plaça de les Glòries: detour of accessroad and services affected by newEncants Market.

• Born Market Cultural Centre:rehabilitation of market buildingand construction of new structure.

• New fire station at the entranceto Porta Forestier de Montjuïc.

Works in project stage • Executive project work for

earthmoving and previous landconditioning to build the perimeterstructures forming the surroundingsof the Marine Zoo.

• Executive project work for the newgroup of facilities in the former Alchemikafactory: neighbourhood centre,kindergarten and library structure andenclosure corresponding to first stage.

• Executive project for the sectionbetween Carrers Balmes and Mandrifor remodelling Ronda del Mig, RondaGeneral Mitre-Travessera de Dalt(Via Augusta-Balmes).

• Executive project for Sòcol buildingin the area of Plaça de les Glòries.

• Urbanisation project for roof and annexspaces of railway access at Sants Station:façade and roof on mountain side.

• Executive project for undergroundcar park in Menéndez Pelayo gardens.

• Basic and executive project foran underground car park in CarrerThous and urbanisation of green area,roads and surroundings.

• Remodelling project for Carrer Pii Maragall.

• Executive project for Nova Mar BellaPark.

76


77


• Urbanisation project for railway roofbetween Carrer Riera Blanca and Plaçade Sants.

• Drafting of executive project for newunderground roads and draft project forabove ground roads in the area of Plaçade les Glòries.

Single actions: Social Service Centre PlanAs part of the investment programme2008-2011, the Social Action andCitizenship Sector plans to implementits Social Service Centre Plan in orderto introduce a new model of basic socialservices in Barcelona. The Sector hasexpressed its desire for BIMSA to managethe reform and construction of the newfacilities.

The roadmap of the future facilitiesthat will serve the 73 neighbourhoodsof Barcelona includes a total of 41actions, of which 36 will be directlymanaged by BIMSA and the remainingfive by other operators, althoughcoordinated by BIMSA, which will alsocarry out the installations. Thirteenactions were completed in 2009, whilesix are currently in progress, eight arein project stage and nine scheduledto begin.

b) Local area actions(implementation of DistrictInvestment Plan)On the occasion of the introductionof Barcelona 2.0, BIMSA has assumedmanagement since the year 2009 ofprojects and works within the DistrictInvestment Plan for those districts that donot have their own company mechanismsto carry them out, such as Sants-Montjuïc,Les Corts, Sarrià-Sant Gervasi, Gràcia,Horta-Guinardó, Sant Andreu and SantMartí.

Works completed• District of Les Corts: Urbanisation

of Carrers Taquígraf Martí, Jaume Roigand Regent Mendieta and PastatjeAmetllers and repair of Carrers BaldiriReixac and Pasqual Vila.

• District of Sarrià-Sant Gervasi:Urbanisation of Carrers Freixa, Modolell,Rector Ubach and Pàdua, Baixadade Blanes, Pasatje Blada and itineraryof Fuente de la Budellera.

• District of Gràcia: Urbanisationof Carrers Sant Josep Cottolengoand Ramiro de Maeztu, Pasatjes Alióand Amunt and the area around LlibertatMarket (Stages I, II and III).

• District of Horta-Guinardó: Slopesof Carretera del Carmel.

• District of Sant Andreu: Urbanisationof Carrers Vèlia, Bofarull, Matanzas,Vallès and Sant Sebastià-Sant Idelfons,and placement of noise barriers in CarrerBaró de Viver.

• District of Sant Martí: Urbanisationof Plaça Puigcerdà.

Works in progress • District of Sants-Montjuïc: La Bàscula

sports centre.• District of Les Corts: Urbanisation

of Carrer Caballero and Can Guitardchildren’s play centre

• District of Sarrià-Sant Gervasi:Urbanisation of Carrers Camp, Glevaand Bertran.

• District of Gràcia: Urbanisationof Esteve Terradas gardens.

• District of Horta-Guinardó:Urbanisation of Unitat Park and entrancesand renovation of Casal Fontd’en Fargues.

• District of Sant Martí: Taulatneighbourhood centre, Concili de Trentocentre for the elderly and officesfor TV Clot.

Work in project stage • District of Sants-Montjuïc: Urbanisation

of Carrers França Xica (Stage I), Melciorde Palau, Tirso de Molina, Blanco, Sant

Germà and Sant Ferriol, Plaças Boneti Muixí and Herenni and theirsurroundings. Urbanisation of entrancesto the neighbourhoods of Can Closand Verge de Núria (SEAT) and drain inCarrer Santa Dorotea. Sociocultural facilityin Carrer Albareda.

• District of Les Corts: New changingrooms in the Aristides Maillol sportscentre (Stage III). Enlargement of districtheadquarters. Urbanisation of PlaçaCan Rosés.

• District of Sarrià-Sant Gervasi:Urbanisation of Carrers Alfons XiIè, Majorde Sarrià (Plaça Sarrià-Ronda de Dalt)and Craywinkel and Plaças Cirici Pellicerand Germans Rubió Bellver. Urbanisationof the area around Plaça de la Torre andSarrià Market. Rectoret neighbourhoodcentre and Vila Florida library.

• District of Gràcia: La Violeta publicfacilities.

• District of Sant Andreu: Urbanisationof Plaças Baró de Viver and Orfila andSant Andreu stream. Vella Trinitat library.Can Portabella housing units. Fabrai Coats association centre (Building A).Fabra i Coats neighbourhood centre(Building C). Fabra i Coats multipurposecentre (Buildings I and J).

• District of Sant Martí: Changing roomsin Júpiter football ground. Roof forClot de la Mel sports ground. Rooffor La Palmera sports ground.

78


79


Indicators

Planning approved

Number of plans approved 112Surface area (m2) 673,375

Management approved

Number of urban actions approved 36Total surface area (m2) 1,651,390

Activity licenses

Number of licenses requested 604

Licenses for major works

Number of licenses requested 118

Housing

Total number of housing units 3,033

Table

2

The Environment Sector is the drivingforce of a clear commitment towardssustainability by the City of Barcelona.In terms of respecting the environmentand combating climate change,it is necessary to continuously improvethe services that are provided and thequality of public space, encouragingcitizen involvement and sharedresponsibility. This city model ofenvironmental quality is synonymouswith a quality of life and commitmentto the future.

In 2009, the Environment Sectorled the commitment towardssustainability with the introduction ofa new cleaning contract for 2009-2017;rehabilitation of the Espanya IndustrialPark; Green Decree for constructionworks; Energy, Climate Change andAir Quality Plan of Barcelona 2011-2020;inauguration of La Fàbrica del Sol(Sun Factory), or participation in theCopenhagen Summit, among many otheractions. All of these were framed withinfive specific lines of work:

• GGrreeeenn aanndd bbiiooddiivveerrssiittyy:: To increaseand improve the quality of green spaces,stricter policies on animals in respectto ownership, protection and coexistencewith people.

• AAggeennddaa 2211,, ccoommmmiittmmeenntt ttoossuussttaaiinnaabbiilliittyy:: Agenda 21 is a city projectopen to all and a driving force for changeand shared responsibility to promoteexemplary action by the City ofBarcelona. It is also a civic commitmentto sustainability.

• QQuuaalliittyy ppuubblliicc ssppaaccee wwiitthheennvviirroonnmmeennttaall ccrriitteerriiaa:: To intensifycleaning, management of public spaceand quality of urban services andimprove accessibility and mobilityfor pedestrians.

• EEnnvviirroonnmmeennttaall qquuaalliittyy ooff tthhee cciittyyaanndd eeffffiicciieenntt mmaannaaggeemmeenntt ooff nnaattuurraallrreessoouurrcceess:: To promote the useof renewable energy, reduce waterconsumption and light pollutionand improve air quality and noise comfort.

• RReedduuccttiioonn,, rreeccyycclliinngg aanndd rreeuusseeooff wwaassttee:: To improve waste collectionsystems and promote a plan of wasteprevention and recycling.

Developed actions

Green spaces and biodiversity We are developing a model in whichurban green areas (parks, gardensand trees) generate socio-environmentalbenefits. In this sense, the city ofBarcelona gained 3.5 hectares of greenspaces last year and planted 3,365 treesand 425,276 flowers.

Rehabilitation of parks and gardens The gardens of Portolà and JoanRaventós were incorporated as newpublic green spaces. The EspanyaIndustrial Park was also rehabilitated,as were the Tamarita and Grec Theatregardens, and two unique buildings,the Hivernacle and Umbracle in CiutadellaPark. Work also began on the channellingof water in the Costa i Llovera gardensand rehabilitation of the Mirador del PobleSec. Other actions related to improvingthe infrastructure of green spaces thatbegan in 2009 were in Francesc Alegre,Joan Maragall, Josep Goday, PabloNeruda, Josep M. Serra Martí Park, Rubiói Lluch Park and Taxonera Park (alreadycompleted).

Outstanding work at Park GüellA thousand trees in the forest zoneand 80 in the heritage zone weredestroyed after a wind storm inJanuary. In October and November,4,425 shrubs and perennials and 267trees were planted throughout the park.A comprehensive action plan for ParkGüell 2010-2020 was also presented,the result of a participatory processundertaken with all stakeholdersof the park during the year. Its aimis to manage use of the park to adjustthe spaces and services for all users(residents and visitors), improveknowledge and presentation from theperspective of sustainability and culture,and improve the overall management ofthe park and public. 7,600 Mediterraneanshrubs and 30 oaks were plantedin November as part of this projectand the “Plant for the Planet” campaignof the United Nations Programmefor the Environment.

81

City of Barcelona2009 Activity Report Environment

Environment

The mission of the group comprisingthis Sector is to use quality sustainablecriteria to manage the provision of urbanservices and preservation of theenvironment, lead the commitmentsto improve the environment and combatclimate change for a sustainable qualityof life for citizens.


• Municipal Institute of Parksand Gardens

• Barcelona Energy Agency

Fifth Deputy Mayor:Ms. Immaculada Mayol i Beltrán

Manager:Mr. Jordi Campillo i Gámez

Comprehensive rehabilitation of EspanyaIndustrial Park One of the most emblematic parks inthe district of Sants-Montjuïc, the EspanyaIndustrial Park was the object of oneof the most important urban renewalprojects during this term in the area.Its most characteristic areas wererenewed and enhanced: green areas,stands and stairs, light towers, pond,street furniture, children’s play areaand area for dogs. The intervention alsohelped improve the irrigation networkand extended the use of phreatic water.

International recognition for rose garden As part of the 15th Conventionof the World Federation of Rose Societies,the rose garden in Cervantes Park wasawarded the international GardenExcellence Prize, which recognisesthe most exceptional gardens from ahistorical, educational and/or visual pointof view. Rose experts from around theworld appreciated the beauty, historyand educational value of this green space,featuring over 2,000 roses spread acrossfour hectares.

Pet Plan (2009-2014) The plan covers the period 2009-2014and aims to ensure maximum protectionand wellbeing for pets, maximisingthe benefits they provide for people andminimising the problems of coexistencewith the public and conservationof biodiversity. The Pet Shelter Park willbe located on Montjuïc, on a site betweenthe Botanical Institute of Barcelonaand Montjuïc Cemetery.

82

Environment

83

Quality public space withenvironmental criteria The aim of ensuring the maintenanceand continuous improvementof public space and urban servicesusing quality sustainable criteriawas applied to extensive improvementworks in 86 streets. This included,for example, the redesign of streets,burial of power lines, improvementsin accessibility or sewage, lightingpoints, etc. A total of 598,688m2

of streets was also paved, somewith noise-reduction surfacing.

Escalators Improved access to certainneighbourhoods was reflected inthe construction of 11 new sectionsof escalators in four locations: JaumeCabrera, Móra la Nova, Vall d’Hebronand Beat Almató.

Commitment to greeningworksThe Environment Sector introduceda law to reduce the environmentaland social impact of public worksin progress with a budget of upto 450,000 euros. One line of actionof the greening works project lies inthe drafting stage of constructionprojects and affects the need to definea series of measures at this stage – some of them mandatory becauseof existing environmental regulations –aimed at reducing the environmentaland social impact that construction

works in the city may have onthe environment.

Environmental quality of thecity and efficient managementof natural resourcesThe Environment Sector encouragesconsumption patterns and performancesbased on savings and the efficient useof available resources.

Environmental commitment to publiclighting The award of the new contract for publiclighting maintenance in Barcelona 2010-2013 is important because ofits environmental commitment, reductionin light pollution in the city and increaseof the energy efficiency of facilities.The stock of light installationsin Barcelona has grown an averageof 1.5% per year since 2005.

Ten years of solar thermal ordinance Solar thermal energy in new constructionsand rehabilitation of buildings is alreadya reality representing 66,000m2

and has become another basic elementin buildings. Solar thermal systemshave gained credibility as an alternativeto conventional energy at a nationaland international level.

New energy road map for Barcelona The new Energy, Climate Change andAir Quality Plan for Barcelona 2011-2020intends to address the situation of energy


Lights (units)

2004 2005 2006 2007 2008 2009

Road lighting – Districts 139,261 139,639 140,681 143,239 145,330 145,767Road lighting – Forum 2,245 2,245 2,245 2,245 2,245 2,245Artistic Lighting 4,861 4,682 4,005 3,351 3,800 3,800Urban tunnel lighting 10,524 12,305 10,610 9,951 9,255 9,255Consumption in GWh 102,146 114,456 102,809 99,374 96,820 88,908

Table

1

matters, climate protection andenvironmental pollution, establishinga municipal strategy regarding theseissues and quantifiable and measurablegoals based on the definition of desirablefuture scenarios. It will also identifyactions and projects to be undertakento achieve its set objectives basedon different strategic approaches.

Alternative water resources The drought decree was repealed in mid-January, having been activated a yearearlier to address the exceptional situationcaused by a lack of rain and endingrestrictions on the use of drinking water.This exceptional situation, however,helped to acquire more sustainablepractices in the maintenance of the city,such as the use of phreatic water in streetcleaning and the watering of parksand gardens.

The Catalan Water Agency awardedthe City of Barcelona 1.81 hm3/year ofbelow ground water for use in municipalservices. The volume of water distributedin 2009 was over one million cubicmetres, a similar to that of 2008, butunder a normal hydrological situation.In addition, a technical plan was draftedfor the use of alternative water resourcesin Barcelona, which provides networkplanning for a total of 3.56 hm3/year,90% of the potential limit.

Rationalisation of public fountains A plan was developed to remove 10%of public fountains within five years.Twenty-seven fountains were removedin 2009 and 19 new fountains wereinstalled. In addition, 1,640 fountains inthe city were painted and three uniquefountains were restored, as wellas 12 typical Barcelona fountains.

Works for saving water were carried out(with resources from the Cohesion Fundof the European Union) on 42 ornamentalfountains, and waterproofing and repairwork was done on another 25 fountains(under the National Local InvestmentFund).

Improved sound quality The plan for the reduction of noisepollution in the city of Barcelona 2010-2020 is the culmination of a processbegun with a strategic noise map,and arises from a desire to makeall municipal policies tangible in regardsto noise pollution so that the strategicroad map can become a tool to putthem into practice.

The plan is a priority for the Cityof Barcelona to improve sound qualityin the city by developing and leadingprogrammes, priority actions andframeworks of cooperation, coordinationand information to help reduce overallnoise in the city, especially in areas that

84

Environment

Water consumption

Network water (m3) Phreatic water (m3) Sustainability index (1)

2008 2009 2008 2009 2008 2009

Irrigation of parks and gardens 1.176,488 1,593,026 327,398 357,027 21.77 18.31Ornamental fountains and sheets 284,603 340,780 177,708 225,037 38.44 39.77Street cleaning 30,820 57,760 306,319 272,554 90.86 82.51Sewer cleaning 11,668 2,672 131,890 91,333 91.87 97.16Public fountains 144,807 138,320 – – – –

Total urban services 1,648,386 2,132,558 943,315 945,952

(1) % phreatic water consumption out of total.

Table

2

exceed limit values, and protect quietareas against an increase in noisepollution.

Projects on the seafront Under the Stabilisation Plan forthe beaches of Barcelona, the Ministryof the Environment and Rural and MarineAffairs completed constructionof a submerged dam to preserve theMar Bella beach, whose aim is to protectthe city’s seafront and prevent the lossof sand that is triggered by storms.

Balance of the beach season The good weather and consequentincrease in the use of public spaceon the coast marked the summer season.The water quality of the city’s sevenbeaches and bathing areas remainedexcellent throughout the season at 99.5%.This year saw a decline of 7% ofthe waste collected from the sand(representing 30.2% of the total)and an increase of 21% of waste collectedfrom bins (52.8% of the total) overthe previous year. Regarding lifeguardservices, there was an increase of24% in terms of interventions madeby the Red Cross.

This season included 12,778informational actions and 30,750environmental awareness actions inthe remodelled Beach Centre by peopleproviding information and civic

promoters encouraging goodenvironmental practices amongusers and beach kiosks or deckchairlicense holders. This summer alsosaw the opening of a new facility atthe beach of Sant Sebastià, the Espaide Mar (Beach Space), a rentalservice that includes showersand lockers with multipurpose rooms,all adapted for people with disabilities.

Waste reduction, recycling and reuse The new cleaning 2009-2017contract, which came into operationin November, reflects the needto facilitate the disposal of wastegenerated by the public andencourage sustainable practicesto preserve the surroundingsand environment. Increased streetcleaning and the introductionof containers that are suitable forand closer to all citizens. Organiccollection was also extendedthroughout the city, selectivecollection was increased and vehicleemissions became more sustainableand less noisy.

The new contract has a budget of 1,994million euros and will directly employ4,061 workers throughout its term, andindirectly 1,248 workers (temporaryor during the entire period).

86

Environment

Cleaning and waste collection

2004 2005 2006 2007 2008 2009

Urban waste (tons) 848,771 858,868 849,332 865,095 894,657 864,188Selective collection (tons) 231,812 253,839 267,240 287,059 289,693 279,577

• Paper and cardboard 65,163 79,268 85,945 94,856 97,802 86,045• Glass 21,675 23,859 25,901 29,917 31,285 31,479• Packaging 11,696 12,661 14,086 17,053 18,462 18,749• Organic 86,269 86,296 86,210 86,915 85,320 83,925• Bulky 30,322 31,267 31,803 31,577 29,842 29,924• Other 16,688 20,487 23,295 26,741 26,982 27,273

Table

3

87

Social commitmentto sustainability The Environment Sector promotes localpolicies that incorporate principlesof sustainability, reduce environmentalimpact and extend the culture ofsustainability in the city, as well as actionsto promote the fight against globalwarming.

Opening of Sun Factory The Sun Factory is a new municipalfacility that is born of the commitmentto provide the public environmentaleducation necessary for a moresustainable city. This is one of the mostimportant commitments of theEnvironment Sector. The Sun Factory ishoused in the building of the city’s formerGas Plant, which has been restored withbio and eco-design criteria, making it anexample in the use of renewable energy.

Agenda 21A total of 325 organisations, companiesand institutions (25 more than 2008)and 326 schools (72 more than 2008) arethe signatories of Agenda 21, the “socialcommitment to sustainability” and thedefinitive tool for participation. Thereare 264 centres with action plans andongoing projects in Agenda 21 for schools,the programme to facilitatethe involvement of schools in buildinga better, more sustainable world.

Communication campaigns During the year, the Environment Sectorlaunched communication campaignsaimed at transmitting its values andseeking shared civic responsibility.One outstanding campaign was thedeployment of the new cleaning contract,which places considerable emphasis onthe implementation of the collection oforganic material. Work was also carriedout on the responsible ownership of pets,the importance of reconciling neighbours’rest with nightlife and on keeping beachesfree from litter.


New “Magic Fountain” show A total of 2.8 million visitors and 13,800coaches visited the Magic Fountain ofMontjuïc in 2009, the year in which a newshow was premiered with music from the1980s. More than 1,200 people also visitedthe interior of the facility.

Educational activities In the context of environmental educationactivities for schools during the academicyear 2008-2009, 395 parks activities weredeveloped in which schools extended theirknowledge of social and naturalenvironments and positive actions relatedto the environment of parks and gardenswere encouraged. The activity “How doesBarcelona work?” also increased awarenessin schools about the environment,introducing them to environmental facilitiesand providing resources to schools,while giving support to the Agenda 21 forschools. Some 4,000 children participatedin the Spring Festival that was held in tenparks in the city’s ten districts.

Barcelona present at Copenhagen Summit Barcelona hosted the Climate ChangeTalks 2009, which was attended by

more than 4,500 people, includingdelegation members from 181 statesparticipating in the conferenceand side events on topics relatedto the prevention of climate changeand adapting to its effects.

A delegation from the City of Barcelona,led by Fifth Deputy Mayor Imma Mayol,participated in the Summit of Mayors andLocal Government Climate Lounge of theCopenhagen Summit, where Barcelonawas one of the twelve cities selectedto present their solutions to tackle climatechange through the “Future City”exhibition on the use of solar energy.

Towards the Council+SustainableConvention On 18 March 2010, La Sedeta Civic Centrehosted the Council+SustainableConvention, a turning point for improvingthe internal greening of municipal servicesand offices. The goals and future actionsof the Internal Greening Plan for the Cityof Barcelona were defined after a lengthyparticipatory process with municipalworkers involved in the policy areasof the Council+Sustainable Programmein 2009.

88

Environment

89


Indicators

Public Space 2009 2008 % change

Number of actions to remove paint and graffiti 218,390 244,152 -10.55

Water

Phreatic water consumption out of total water used

% in street cleaning 82.51 % 90.86 % -9.19% in watering of parks 18.31 % 21.77 % -15.89

Energy

m2 of processed solar thermal plates 7,278 11,383 -36.06kWh of consumption in public lighting 101,749,591 104,846,557 -2.95

Green and biodiversity

Number of trees pruned 69,717 59,327 17.51Number of shrubs and flowers planted 531,369 305,328 74.03

Waste

Fraction of collected selective waste 33.60 % 33.70 % -0.30Number of users of green points 478,882 452,736 5.78

Table

4

Prevention and Safety

As regards Prevention and Safety,actions have followed a set of strategicguidelines:

Prevention

Map of actors in prevention andcoexistenceWork was carried out on identifyingactions developed in the city by bothpublic services and social initiativeorganisations on matters of conflictprevention and coexistence.

Thus, more than 480 servicesand organisations in the city wereinterviewed and 360 projects developedby 196 public services and entities wereidentified, almost 50% of them ofa social nature, which demonstratesthe importance of Barcelona’s communitynetwork.

The project is part of the modelfor creating governance networksin which the links between actorsgenerate interdependence dynamicswithin a horizontal relationship andin which each actor contributes resources,knowledge and skills to create addedvalue in one of the city’s key areas:coexistence.

Guardia Urbana Below is a list of the actions carried out bythe Guardia Urbana during the year withinthe framework of its objectives:

Implementation of Stage 3 of ProximityPlan The Proximity Plan, launched in 2007,was consolidated throughout the citywith the deployment in the districts ofEixample, Les Corts, Sarrià-Sant Gervasiand Horta-Guinardó. The Plan is basedon a deeper understanding of the realitiesof each area and in knowing whathappens in each district as a methodof planning and responding to citizens’needs. The Proximity Plan has helpedto improve the quality of care to citizensin terms of civic behaviour, coexistence,prevention and quality of public space.Work has been carried out in thefollowing areas to fulfil its objectives:

• PPrrooaaccttiivvee wwoorrkk to increase awarenessof any peculiarities and provide a deeperunderstanding of what happens in eachneighbourhood in order to be able to planand act proactively.

• LLooccaall ppaattrroollss oonn ffoooott,, bbyy bbiiccyycclleeoorr ssccooootteerr:: The presence of agentson the streets was increased to facilitatecontact with citizen, thus increasingthe sense of security and helpingto detect of various problems.

• DDeetteeccttiioonn ooff iinncciiddeennttss iinn ppuubblliicc ssppaacceess::The Guardia Urbana reported 6,625incidents on public thoroughfaresto various operators during the year.This in many cases implies a faster wayto resolving the problem.

• SSttrreennggtthheenniinngg rreellaattiioonnsshhiippss wwiitthhaassssoocciiaattiioonn nneettwwoorrkk iinn tthhee nneeiigghhbboouurrhhoooodd::The relations of the Guardia Urbanawith the community and associationnetwork helped to improve monitoringof complaints and suggestions fromcitizens, with 3,904 visits made duringthe year

• OOrrggaanniissaattiioonnaall iimmpprroovveemmeennttss::Each territorial unit was assignedan operational captain in charge ofthe neighbourhood, and communicationand knowledge about the area wasreinforced with local patrols to improvethe response to citizens’ demands.

• TTeecchhnnoollooggiiccaall iimmpprroovveemmeennttss::The incorporation of new PDA functions,with the possibility of includingphotographs, helped to improvethe handling of incidents on publicthoroughfares and the response inresolving them. On the other hand,PDA access to the databases of theMossos d’Esquadra (Catalan police)and Directorate General of Traffic (DGT),which allows immediate onlineinformation access, led to improvedprocedures for action on trafficand safety matters.

• CCaallll ffoorr nneeww aaggeennttss:: There wasa public call for 250 new agentsthis year, which helped to increase thenumber of agents working at a street levelin local areas.

Reducing accidents Work continued with the aim of reducingaccidents in the city and, to achieve this,

91

City of Barcelona2009 Activity Report Prevention, Safety and Mobility

Prevention,Safety andMobility

The group that makes up the Sectorof Prevention, Safety and Mobilityis responsible for managing municipalservices and activities related to publicroads, including the Guardia Urbana(city police) and Prevention, Firefightingand Rescue Services.

Prevention, Safety and MobilityCouncillor: Ms. M. Assumpta Escarp i Gibert

Mobility Councillor: Mr. Francesc Narváez i Pazos

Prevention, Safety and MobilityManager: Mr. Joan Albert Dalmau i Balagué

92

Prevention, Safety and Mobility

teams were strengthened to monitorviolations that caused the majorityof accidents and control of accidentpoints also increased. The accidentrate fell by 1.35% over the previousyear and 24.43% since the year 2000.In terms of fatalities, the numberfell by 25.93% compared to 2000.There were 9,760 traffic accidentsin Barcelona in 2009, 189 fewerthan in the previous year.

• SSppeecciiaall tteeaammss:: The number of specialcontrol teams at night was increasedin areas of highest concentration ofentertainment activities, including breathand drug tests. In total, there were 141,175breath tests, 8% more than in the previousyear (130,561 preventive controls).Of these, 11,974 tested positive, a figurehigher than 2008 (10,131 positive).Particular attention was paid tomotorcycles to help prevent accidentsof these more vulnerable vehicles,given that alcohol is a risk factorthat increases the possibility of havinga accident. The ratio of controls withpositive results rose from 7.8% in 2008 to8.5% in 2009, indicating some relaxationon the part of drivers about the dangersof combining alcohol and driving.

• IInnccrreeaasseedd ccoonnttrrooll oonn ooffffeennsseess tthhaattccaauussee mmoosstt aacccciiddeennttss:: Personal andtechnologically based controls wereincreased to help reduce risk behavioursuch as improper turns, negligentor reckless driving, disregard of trafficlights and pedestrian crossings and lackof attention when driving.

• AAwwaarreenneessss ccaammppaaiiggnnss:: Oneof the measures designed especiallyfor pedestrians in 2008 was paintedmessages on roads at certain pedestriancrossings informing the public thatone of every three accident deaths inBarcelona was a pedestrian. The result ofthe campaign was 54% less pedestriansrun over at these points. The experiencewas repeated in 2009, but withguardrails also introduced in specificareas to direct pedestrians to saferroutes. Actions were carried outat a total of 133 points.

In general, pedestrian accidents werereduced by 0.08%, while at the marked

crossings the reduction was 84.17%from the beginning of the measureto 31 December 2009.

Twenty-seven specific awarenesscampaigns were also created and, sinceJune, fines now incorporate messagesabout the risks of the conduct sanctioned:for example, in the case of a violation forignoring a red light, the offenderis informed of the number of accidents,injuries and deaths produced in the cityfor this reason and requested notto become part of these statistics.

• MMoorree ccoonnttrrooll aatt rriisskk ppooiinnttss::Special teams were establishedat crossings or in areas with more conflictpoints in terms of circulation at peaktraffic times to avoid accidents andimprove traffic flow. Work was carriedout in 51 areas that had accumulateda total of 710 accidents in 2008.The accident unit of the Guardia Urbanaand territorial units made proposalsfor improvements that reduced the rateof accidents in these areas. The effecton accidents was also assessed of theproposed improvements implementedin 2008, a total of 53 actions in differentparts of the city resulting in a reductionof 43.7%.

• SSppeecciiffiicc ssaaffeettyy pprreeccaauuttiioonnssffoorr mmoottoorrccyycclleess:: In line with accidentprevention among motorcyclists,measures such as the introductionof an advanced area for motorcycles(ZAM) at various intersections acrossthe city were effective in reducing risksituations. The main objective of theZAMs is to avoid, as far as possible,dangerous overtaking of cars bymotorcycles precisely at the momentwhen the light turns green.

Preventing risky behaviour involvingpedestrians and cyclists Work was carried out on bothmonitoring infringements by cyclistsand protecting cyclists against violationsby car drivers. Surveillance was increasedon the use of bike lanes on some citystreets where cyclist behaviour thatjeopardised the safety of pedestrianshad been noticed.

Informational actions were also carriedout to raise awareness among cyclists of

93


compliance with the ordinanceof pedestrian and vehicle circulationregarding the parking of bicyclesin areas that may hinder the mobilityof pedestrians.

There were specific campaignsto protect the most vulnerable users – pedestrians, cyclists and motorcyclists –and messages were posted oninformation panels of the road network toraise awareness among users of the needto respect the rules.

Tighter controls on activities generatingfeelings of insecurity There were tighter controls on activitiestaking place in public spaces, workingon the prevention of crimes and offencesby increasing officers on the streetand controlling the occupation of publicspaces and inconveniences resultingfrom this. Work was done on truancyprevention and detection and actionagainst drug use and trafficking, as wellas work on detecting and caring forhomeless people in collaboration withsocial service areas.

In the case of truancy, work was donein 21 schools, in which 26 truant childrenwere detected and 34 for consumingdrugs.

Part of the work done by the GuardiaUrbana also included actions on specificbehaviour that produced a subjectiveperception of insecurity among citizens,such as activities deriving fromprostitution in the streets, the presenceof con men and beer vendors or drugdealers.

In the case of prostitution, we musthighlight the work done mainlyat night in Ciutat Vella, with the resultof 253 complaints against clientsand 723 against those offering sexualservices.

Regarding unauthorised street vendors,a total of 54,012 interventions werecarried out, 45% more than in theprevious year.

As for drug trafficking, the settingup of the Public Health Task Forcein the district of Ciutat Vella in October,comprising four officers and a captain,led to a total of 113 arrests for crimesagainst public health.

94


Reducing violations of the ordinanceon coexistence and civic behaviour Work continued to ensure the coexistenceof citizens in public spaces. Control wasmaintained on all violations of thisordinance by placing special emphasison specific actions.

Three special operational teams wereset up in the city centre in order todetect and correct violations of theordinance: a weekend team to controlunlawful street vendors in central areasof the city and Port Vell-Maremàgnum;a second team to tackle violations relatedto alcohol or drugs and using publicstreets for physiological needs, especiallyduring the weekends in the Rambla area,and a third team working every dayof the week from 10pm to 2am to controlviolations related to street vendingin the Rambla area.

Over the summer months, work wasdone on avoiding trouble in public spaces– monitoring the use of beaches andsquares, ensuring that clubs and barscomply with maximum limits andpreventing the holding of unauthorisedparties – as well as on reducing noisepollution.

Throughout the year, monitoring wasdone on the consumption and sale ofdrugs to minors and special monitoringteams were set up to control areas inspecific city block interiors. Outstandingwere the teams in the Eixample districtto prevent alcohol and drug abuse amongminors. 712 areas were monitored,resulting in 504 complaints concerningdrugs, 213 for alcohol and a total of 306children returned to their parents.

The Guardia Urbana also made it easierfor children who requested it to becomeeligible for the psycho-educationalprogramme of the Public Health Agency.

With regard to other interventionsrelated with the ordinance, mentionshould be made of the 322 complaintsand 186 criminal proceedings for graffiti,with 54,012 interventions. There was alsoan increase in complaints against buyers.

Minimising the inconvenience of worksin public thoroughfares The 310 construction work actions inBarcelona during the summer generateda significant increase in inspections toidentify items that could pose a dangerto pedestrians and/or drivers. To unifycriteria and facilitate proper signallingin the works, a new signalling manualwas created to establish a qualitystandard for identifying works in publicspaces and unifying the criteria requiredfor all companies operating on publicthoroughfares. The new manual includesup to 230 files, depending on the typeof involvement.

Minimising the effects of largeconcentrations of people The Guardia Urbana participated inseveral operations aimed at minimisingthe effects of the concentration of a largenumber of people in public spaces,such as the evacuation of peoplegathered on the city’s beaches for thefestival of San Juan, operational controlof the festivals of Gràcia and Santsand the Mercè or New Year festivities.

Also noteworthy were the teamscreation for the passing of the Tourof France through the city, with over600 agents deployed, the celebrationof the Red Bull Air Race, differentoperational controls of football fans in thecity for the Champions League matchesand protection and support serviceof the parade celebrating the titleswon by FC Barcelona this season.

Increasing and strengtheningjoint operations with the Mossosd’EsquadraCoordination increased during the yearon joint operations between the GuardiaUrbana and Mossos d’Esquadra, whilecooperation continued with the SpanishNational Police, Civil Guard and variouslocal police forces. This coordinationimplies a key element in Barcelona’sPublic Security System, helping to

96


improve the levels and areas ofresponsibility of each police force.The increase in joint operations alsorose significantly. [See Graph 1]

Citizens who had a specific teamalso worked together with the Mossosd’Esquadra in major events, as wellas in territorial areas, coordinating actionsin trouble spots where there was a localdemand from residents.

In the month of March, a new statementwas issued that established the planningprocess for teams and determines thelevels and areas of responsibility of eachpolice force.

Fostering new partnerships withother services Work continued in the area of workcoordination, seeking the cooperationof other services and organisations,both municipal and other governmentadministrations.

Among the agreements andconventions established, it is worthmentioning the cooperation agreementbetween the City of Barcelona andGeneral Council of Judicial Power (CGPJ),which has courts with telematic accessto technical reports of traffic accidents.

This has led to procedural improvements,reducing processing times, optimisingresources and thus facilitatinga resolution.

Also noteworthy was the Protocolwith the License and Inspection ServicesDepartment to establish a procedurefor providing support to inspectorsin cases of conflict situations.

Prevention, Firefightingand Rescue Services (SPEIS)Below, we detail the actions takenby the fire brigade as part ofits objectives:

Design of new Master Plan The Prevention, Firefighting andRescue Services (SPEIS)-Barcelona FireBrigade celebrated 175 years of historyin 2009. Coinciding with this date,we have tried to adapt the serviceto the future of a dynamic and changingsociety like ours.

Great analytical effort was requiredto design this adaptation and achievean innovative model that could providethe Fire Brigade with the necessary toolsto face new challenges in the city withfull guarantees of success.

Joint operations

Graph

1

2006

2,000

1,500

1,000

500

0

141

2007

754

2008

1,536

2009

1,676

97


The result was the definition of a newmanagement model that advocatesthe maintenance of the basic indicatorsof effective interventions and an increasein security conditions for citizensand firefighters.

Prevention and self-protection Work continued on improving preventionmeasures in the city by following differentcourses of action, bringing preventioncloser to citizens, working on newplans to cover risks that had not beencontemplated and updating existingplans.

• SSppeecciiffiicc eemmeerrggeennccyy ppllaannss:: In linewith previous years, all the existingplans continued to be updated. TheMunicipal Civil Protection Commissionapproved the Municipal Action Planfor accidental marine pollution andMunicipal Emergency Basic Plan,which in addition to updating all its dataalso incorporated the action protocolfor windstorms and heatwaves.The Emergency Plan for Ronda delMig was also revised and expanded,becoming the Municipal EmergencySpecific Plan for serious accidentsin road tunnels.

Work continued on constantly updatingdata in all plans, reviewing the MunicipalEmergency Action Plan (PAEM) forseismic risk, including risk assessment,reviewing the Municipal EmergencySpecific Plan (PEEM) for accidentsin passenger transport by railand the development of a new PAEMfor radiological risk.

• PPrreevveennttiioonn ccaammppaaiiggnnss:: Work onprevention and self-protection campaignswith different groups in the city,aimed at offering advice to preventand deal with a fire.

• PPrreevveennttiioonn iinn sscchhoooollss:: Continuationof the educational line on preventioninitiated some years ago in schools. SPEISvisited schools and organised visits to firestations.

Improved services and facilities The following actions were carried outin terms of planning the park network inthe Master Plan:

• NNeeww PPoorrtt PPaarrkk:: Construction workbegan for this park, which will encompassCiutat Vella, Poble Sec and port area, andwill replace the existing park at Drassanes.

• NNeeww iinntteerriimm EEiixxaammppllee PPaarrkk:: An interimpark was constructed within the areaof the Joan Miró Park to incorporatethe operational services of the formerEixample Park, while at the same timeendorsing the project for the futureEixample Park at the same locationin Carrer Provença.

Increasing senior staff and employeesThe following actions were carried out:

• IInnccoorrppoorraattiioonn ooff nneeww ffiirreeffiigghhtteerrss::Thirty-five new firefighters wereincorporated to expand and rejuvenatethe workforce and thereby strengthenthe structure of SPEIS.

• CCaallll ffoorr iinntteerrnnaall pprroommoottiioonnccoommppeettiittiioonnss:: 19 new places for captainsand seven for sergeants wereincorporated to strengthen the internalstructure at an operational level. Moreover,17 new places for captains wereannounced.

• IInnccoorrppoorraattiioonn ooff nneeww tteecchhnniicciiaannss::Four technicians were incorporated,one of whom was for a training period,thus strengthening the internal structureof SPEIS at a technical level. In addition,six new interim technical posts were alsoadvertised.

98


Mobility

One of our primary objectives is to reduceenergy consumption and emissionsassociated with urban travel. Committedto innovation and efficiency of ourservices, we advocate mobility thatconsumes less and helps to achievegreater road safety and a better qualityof life for the citizens of Barcelona.

A city that moves on footand by bicycle

Actions favouring pedestrians: • 221155 kkmm ooff ZZoonnee 3300:: New areas to

reduce traffic, improve the environmentand increase safety for pedestrians andcyclists in Can Peguera, Horta, Poble Sec,Darró-Putxet, Sant Ramon, Camp del’Arpa, area around Gran Via-Guipúscoa,Raval, Gòtic, Casc Antic, Vila de Gràcia,Prosperitat, Sants-Montjuïc, Sant Andreuand Pedralbes (COFEB Plan).

• NNeeww iinnffoorrmmaattiioonnaall ssiiggnnaaggee forpedestrians at Portal del Coneixement(Diagonal South Campus), Horta, Vilade Gràcia, Sants-Hostafrancs,neighbourhoods of Clot and Gràcia(around Plaça Lesseps and Park Güell)(COFEB Plan).

• SScchhooooll rrooaaddss:: Implementation in fourschools in the district of Sant Martí, settingup of a committee to study six schoolsin Sants-Montjuïc and one in Gràcia,and under construction in one schoolin Nou Barris and another 11 in Sant Martí.

Actions to promote cycling: • 220000 kkmm ooff bbiiccyyccllee llaanneess by the end

of this term. • EEnnllaarrggeemmeenntt ooff bbiiccyyccllee llaannee nneettwwoorrkk::

6.6 km of new lanes, making a totalof 146.8 km of bicycle lanes.

• 110000,,000000 ddaaiillyy ttrriippss around townby bicycle.

• IImmpprroovveemmeennttss ttoo eexxiissttiinngg llaanneessand their connectivity.

• 2200,,440022 ddeeddiiccaatteedd ppaarrkkiinngg ssppaacceessfor bicycles at 1,770 points distributedthroughout the city (COFEB Plan).

• IInnaauugguurraattiioonn ooff tthhee BBiiccyyccllee OOffffiicceeand changes to the website:www.bcn.cat/bicicleta.

• NNeeww eeddiittiioonn ooff ““BBiiccyyccllee GGuuiiddee””.

Public transport To encourage and improve alternativemeans of transport to private vehiclesis one of our goals. Our main actions arelisted below:

Bicing • CCoonnssoolliiddaattiioonn ooff BBiicciinngg sseerrvviiccee, with

6,000 bicycles and 425 stations.• SSeerrvviiccee hhaass bbeeeenn ffuunnddeedd by revenues

received by the system of comprehensiveregulation of parking.

• AAddaappttaattiioonn aanndd ccoonnssttaannttiimmpprroovveemmeennttss in distribution logisticsand state and maintenance of bicycles,with new stations, strengthening of grabbars, improved mechanics (rotating bell,new light, brake pads), more staffin the Customer Service Office, newcommunication channels (iPhone, SMS)and redesigned website.

• ““TTwwoo yyeeaarrss mmoovviinngg wwiitthh yyoouu””ccaammppaaiiggnn:: Coinciding with the secondanniversary of the service in orderto explain its new benefits.

Metro • NNeeww ccoonnttrrooll cceennttrree at Sagrera Station.• AAddaapptteedd ssttaattiioonnss:: The metro has

84 stations equipped for people withreduced mobility – 70% of total stations –and the rest will be made accessible by2011.

• IImmpplleemmeennttaattiioonn ooff ddeevviicceess ttoo eennssuurreeaacccceessssiibbiilliittyy to people with visualand hearing disabilities to TMB servicesand information systems.

• NNeeww ssoouunndd ssiiggnnaalllliinngg aanndd gguuiiddaanncceeddeevviiccee (Avicus) to strengthen securityfor the blind.

Buses• AAcccceessssiibbllee ssttooppss:: All bus stops in the

city have been made accessible throughthe National Local Investment Fund,with 2,100 new stops being adapted(COFEB Plan).

• AAddaapptteedd fflleeeett:: 1,080 buses in the TMBfleet have been adapted for peoplewith reduced mobility, with an investmentof 130 million euros.

• DDeevveellooppmmeenntt ooff nneeww ddiiggiittaalliinnffoorrmmaattiioonn ssyysstteemm for bus users (PIU).

• IImmpplleemmeennttaattiioonn ooff nneeww eexxcclluussiivvee llaanneessfor public transport on the side lane of

99


Carrer Tarragona (COFEB Plan), in bothdirections, and under the roundaboutat Plaça de les Glòries.

• SSttrreennggtthheenniinngg ooff bbuuss sseerrvviicceesson weekends and in summer.

• UUssee ooff cclleeaanneerr ffuueellss in bus fleetto reduce pollution by 30%.

New boost for electric cars One of our goals is to encourage andpromote a mobility model that respectsthe environment. This dynamic hasstrengthened the development of electriccars with the following actions:

• CCrreeaattiioonn ooff LLIIVVEE OOffffiiccee (logistics forthe implementation of electric vehicles),an agreement with ICAEN and Endesa topromote the use of electric vehicles (EVs)in the city, a proposal for an electric pilotprogramme and submission to theEuropean Union’s FP7 contest, ProjectGreen Cars (partners include UPC, IDIADA,TMB – hybridisation of existing fleet).

• DDeeppllooyymmeenntt ooff MMOOVVEELLEE PPllaann with thecreation of 191 recharging points scatteredthroughout the city to offer a basicnetwork of public charging thatis uniformly distributed on the surfaceand below ground and in public car parks(with 18 public recharge points alreadyoperational).

• AAccccoommppaanniimmeenntt ppoolliicciieess:: New publiccar parks in the future will have 2% ofplaces reserved and installations preparedfor recharging EVs and there will be taxincentives of up to 75% in reducing carregistration (IVTM). At a national level, theright has been approved to have an outletin a community car park. Work is beingcarried out so that all new buildings haveEV recharging points and the possibilitythat residents of Barcelona can parktheir electric cars for free in “green areas”(a card is being prepared).

• TThhee iinnttrroodduuccttiioonn ooff eelleeccttrriicc ccaarrssiinn tthhee fflleeeett ooff mmuunniicciippaall sseerrvviicceess.

Motorcycles Efforts have been made to makemotorcycles a safer vehicle for bothdrivers and pedestrians.

• IInnssttaallllaattiioonn ooff ssaaffeerr gguuaarrddrraaiillss formotorcyclists: Dual-line linear barriers

100


to prevent slipping underneath the railsin case of an accident.

• IInnttrroodduuccttiioonn aanndd ssiiggnnaaggee ffoorr 3322aaddvvaanncceedd aarreeaass ffoorr mmoottoorrccyycclleess ((ZZAAMM))in several intersections, thus improvingthe safety of drivers and pedestrians.

• eeSSUUMM PPrroojjeecctt:: Participationas coordinators of the European eSUMproject for motorcycle road safetyin cities.

CarsRegarding these types of private vehicles,we took the following actions:

• IInnccrreeaassee iinn nnuummbbeerr ooff ssppaacceess iinn ggrreeeennaarreeaass:: Upon request and in agreementwith local residents, 16,142 new placesfor residents and 2,100 places in blue lineparking areas were created.

• 7722,,000000 ppaarrkkiinngg ssttiicckkeerrss were sentfor the enlargement of the third zone.

•• RReenneewwaall ooff 114400,,000000 ppaarrkkiinngg ssttiicckkeerrss,78,000 subsidised, 20,000 by 25%and 58,000 by 50%.

• RReeddeessiiggnn aanndd uuppddaattee ooffwwwwww..aarreeaavveerrddaabbssmmssaa..ccaatt wweebbssiittee.

• 5533 003322 ppaarrkkiinngg ssppaacceess oonn ppuubblliicc llaanndd,12,588 for residents and 40,444 mixed.

• 115522 mmuunniicciippaall ccaarr ppaarrkkss with 55,893spaces.

Implementation of technologicalmeasures The following actions were taken topromote and improve traffic managementand make it more sustainable:

• Control system for traffic lightsthrough video cameras to reduceaccidents at controlled points,thus reducing the number of accidentsby 12.17%.

• RReenneewwaall ooff nneettwwoorrkk ooff ttrraaffffiicc lliigghhttss inthe city with an investment of 40 millioneuros, to be gradually extendedthroughout the city until 2011. The newlights are safer, more sustainable, morevisible and provide significant energysavings thanks to LED technology.

Road safety Actions were carried out that reducedaccidents in the city by 1.35%. In 2009,9,760 traffic accidents were recorded in

the city, the lowest figure since 1989.Accidents with fatalities and injuries fell,but the number of motorcycles involvedin accidents increased, representing morethan a third of vehicles involved in trafficaccidents (36.5%). On the other hand, thepercentage of accidents with bicycles fell.

• BBrreeaatthh tteessttss increased by 8%.• TThhee iinnttrroodduuccttiioonn ooff aann aaddvvaanncceedd

aarreeaa ffoorr mmoottoorrccyycclleess ((ZZAAMM)) provedan effective measure to reduce the risksituations of motorcyclists atintersections. In 2010 they will begradually introduced in about 36 moreareas.

• DDeevveellooppmmeenntt ooff LLooccaall RRooaadd SSaaffeettyyPPllaann 22000088//22001122.

• AAPPRREESS aapppplliiccaattiioonn:: The new APRESsoftware application was introducedto manage risk areas, control proposedmeasures for improvement and carryout accident studies.

• SSiiggnnaaggee ffoorr ppeeddeessttrriiaannss:: To increasethe safety of pedestrians, 910 signagemodules were painted at zebra crossingswith the text: “In Barcelona, one in everythree deaths in traffic accidents werepedestrians. Pay attention! We are allpedestrians” (COFEB Plan).

• PPrrootteeccttiivvee rraaiilliinnggss:: 3,287.64mof protective railings were installed atpedestrian crossings with higher accidentrates (COFEB Plan).

Mobility Pact: consultationand participation The Pact was established as a toolof consultation and participation.

• Plenary sessions: The basic indicatorsand mobility report for 2008 waspresented in the Saló de Cent on 30 April,and the actions in terms of mobilityfor 2010-2011 were presented in theAuditorium of the Museum of the Historyof Catalunya on 10 December.

• IInnffoorrmmaattiioonnaall sseessssiioonnss:: Theinformational session entitled “Impacton mobility by construction works duringsummer” was held on 13 July with a visitto the TMB Traffic Regulation Centre.The session on 22 July was devotedto “Mobility and tourist activity in the cityof Barcelona”, under the framework of the

101


Strategic Tourism Plan of the City ofBarcelona and held in the headquartersof district of Ciutat Vella.

• TTrraannssffoorrmmaattiioonn PPrroojjeecctt ffoorr DDiiaaggoonnaall::Some work days were held to analysebasic data on mobility on AvingudaDiagonal, promote dialogue andconsultation and agree upon 20 proposalsin collaboration with the Diagonal Office.The closing session was held in Palaude la Virreina on 1 April.

• VVIIII CCoonnffeerreennccee SSeerriieess:: ““TThhee vveehhiicclleeooff tthhee ffuuttuurree””:: As part of this cycle,which took place in the Picasso Museumin Barcelona, the following conferencesessions were held: “Sustainability andAutomobiles” (12 May, by David Gallegos),“Individual Transport” (9 June, by Ot Piand Antoni Guerín, electric bicycles,Ricard Aguiló, Trikke, and Julià Santana,Segway), “The Electric Vehicle: Prospectsand Trends” (22 September, by VíctorM. Pérez) and “MOVELE Plan: ElectricMobility Pilot Project” (27 October,by Ángel Cediel, Manel Torrent and ÀngelLópez).

Training and informationalactivities The goal is to create a reference indiscussion spaces for issues on mobilityand road safety in urban environments,thus the following actions were carriedout:

• IInnffoorrmmaattiioonnaall aaccttss:: XVI BarcelonaForum on Road Safety, which, underthe title “Motorcycles and city: Risksand possibilities on two wheels”, helpedto spread Spanish and European policieson mobility and gathered together goodpractices to reduce motorcycle accidentsin cities. XIV edition of the BarcelonaM. Angels Jimenez Memorial Road SafetyAward.

• CCoonnffeerreenncceess aanndd mmeeeettiinnggss::Participation in the Second Conferenceof Public Bicycles in Sevilla and FirstNational Road Safety Cities Meeting,organised by the Directorate Generalfor Traffic (DGT) in Gijón.

• CCaammppaaiiggnnss:: “Barcelona PracticesEcodriving” campaign, in collaborationwith the RACC, to promote efficientdriving in big cities and raise public

awareness on this issue. “Two yearsmoving with you” campaign,communications strategy to explainto citizens the new benefits of Bicing,coinciding with the second anniversaryof its introduction (banners andilluminated signs, inserts in newspapersand magazines, informational flash pieceon Bicing and mobility websites).The monthly Bicing newsletter wasreintroduced as a tool for user loyalty andpublic opinions were encouraged throughparticipation in the mayor’s blog.A collaboration agreement was signedwith RAVALTEXT, a reintegrationcompany for people at risk of socialexclusion, to make T-shirts and bags withthe Bicing logo, which were distributedduring a charity Christmas event entitled“Caga Tió Solidari”. The campaignbenefited from the institutional visitsof municipal councillors and members ofthe Pact for Mobility in the Glòries Nave.

• CCiivviicc aaccttss aanndd cceelleebbrraattiioonnss::Participation in the 53rd Festival ofRoad Safety Education, Bike Week, BikeFestival, Sustainable and Safe MobilityWeek, and Mobility Game(www.bcn.cat/jocdelamobilitat).The 2009 edition of the “People’s City”in September included the children’s roadsafety educational game GUB and aninteractive computer game on mobilityand civic behaviour for schoolchildren,an exhibition of Guardia Urbana and FireBrigade vehicles and information boardswith updated maps of Zone 30 and Bicing

areas. The new model for traffic lightsin Barcelona was also promoted.

• PPaarrttiicciippaattiioonn iinn cciivviicc eevveennttss::Collaboration with the organisationand involvement in mobility for the Tourde France in the city, participation in the18th edition of the Sky Festival and withthe prevention and safety team at masscelebrations.

Outreach The main objective is to promoteBarcelona in international arenas as apioneer city in European mobility policies.The following actions were carried outin order to achieve this aim:

• PPoolliiss NNeettwwoorrkk:: Barcelona held thepresidency in 2009 of the Polis Network,which was joined by new Spanish cities.The advanced motorcycle area (ZAM)and MOVELE and LIVE programmes werepresented in Brussels in June. The RoadSafety Group met in Barcelona in October.In December, the councillor FrancescNarváez led the Polis Conference, whichended the Barcelona Presidency.

• EEuurrooppeeaann pprroojjeeccttss aanndd ccoonnffeerreenncceess::Participation in the EuropeanCommission’s Road Safety Programme2011-2020, annual IMPACTS conferencein Berlin, 2nd meeting of the Optimisingof Bike Sharing in European Cities Project(OBIS) and participation as a leading cityin the European SUGAR project onthe urban distribution of goods (meetingsin Bologna, Athens and Paris).

102


103


Indicators

Guàrdia Urbana 2009 2008 % change

Number of incidents managed by SCC-GUB 335,990 328,513 2Number of complaints for violations of ordinances 121,956 111,088 10Total number of traffic violations 592,559 664,702 -11Number of violations by technological means 259,455 273,708 -5Number of traffic accidents 9,762 9,893 -1Number of breath tests conducted 141,175 130,561 8Number of positive blood alcohol levels 11,974 10,131 18

Fire Brigade

Number of interventions 15,720 (1) 11,984 31.17Number of exits per station 18,409 (1) 16,909 8.87

Mobility

Number of incidents at traffic lights 26,067 24,553 6.17City speed (km/h) (annual average) 23.5 21.3 10.3Ring road speed (km/h) (annual average) 59.3 56.3 5.3

Public transport

Total number of passengers (in millions) 924.8 946.9 -2.3Bus 196.0 194.9 0.6Metro 361.6 376.4 -3.9FFGG 79.8 81.1 -1.6Renfe Cercanías 110.1 114.4 -3.8Tram 23.9 23.2 3.2Other buses 142.6 144.6 -1.4Bicing 10.8 12.3 -12.2

(1) The increase in exits and interventions was due to strong winds that occurred during the year.

Table

1

CentralServices

The following departments are containedwithin the Central Services Sector:General Services and TerritorialCoordination, Finance, Human Resourcesand Organisation and e-Governmentand Information Systems.

107

City of Barcelona2009 Activity ReportGeneral Services and Territorial Coordination

Municipal organisation is based on theeffective and efficient functioning of alarge entity, the City of Barcelona, whichhas to respond to all matters regardlessof their importance and relevance to lifein the city and the lives of the citizensof Barcelona. In this vein, the MunicipalAction Plan (PAM) establishes guidelinesfor common actions and objectives to beachieved by the City of Barcelona by eachof its corresponding areas, departmentsand districts. To achieve this, municipalorganisation is equipped with centralisedservices that by their nature and functionrequire single action and direction, as wellas all the services that are territoriallydecentralised for appropriateness,timeliness and proximity to citizens.

It is the responsibility of this departmentto exercise executive management of allcentral services, as well as coordinatingterritorially decentralised bodiesand services. Converging again inthe Department of General Servicesand Territorial Management are theadministrative actions that haveterritorially shifted in order to improvemanagement with the administrativeactivities of centralised bodies, resultingin the actions that the City of Barcelonacarries out to develop the PAM andimprove the city of Barcelona every day.

There were many projects in 2009.Some, initiated earlier, materialised thisyear, while others were activated and hadshort-term results this year, and yet othersarose in 2009 and continued this yearand into the next.

In terms of the work completed, mentioncan be made of what was designedoutside the City of Barcelona for thepublic, as well as internal work for theconstant improvement of processesand procedures so that the operationsof the City of Barcelona and responsesto citizens are becoming increasinglybetter, more effective and more efficient.

The first group includes projects fromthe Directorate of CorporateCommunication and Quality, in whichcampaigns and publications aimeddirectly at citizens, as well as thework of the Citizens Advice Bureau,are progressing towards the overallimprovement of services to citizens.

Also ratified was the project to convertthe city’s emblematic Montjuïc Castleinto a Centre for Peace.

Internally, there were a variety ofinterventions to improve the functioningand governance of the corporation, fromthe services carried out by the Directorateof Premise Planning, showing a clearcommitment to sustainability and energysavings, to the new organisationalDirectorate of Archives, to optimisethe City of Barcelona’s complete archivesystem. Also worth mentioning is the newTerritorial Coordination, the result andresponse by the Barcelona ofneighbourhoods with the creation ofthe figures of neighbourhood techniciansand territorial managers and the creationof neighbourhood councils.

Apart from the regular organisationof the City of Barcelona, and as a resultof the contributions made by the Spanishgovernment through its National LocalInvestment Fund (FEIL), the COFEBOffice (National Local Investment Fundworks in Barcelona) was set up duringthe year to take charge of any contracts.

Territorial CoordinationProject

In November 2008, the governmentpassed the measure “The Neighbourhoodsof Barcelona”, in which the neighbourhoodis conceived as a local urban living spacefor participation. This year, theparticipatory model of the districts wasadapted to this new reality and structureof neighbourhoods. In May, the tenterritorial service managers wereincorporated into the districts and twomonths later, the selection process endedfor the 65 neighbourhood technicians,who were incorporated institutionallyinto the districts on 1 September.

The maximum milestone in this newterritorial organisation was reached on 2October, when approval was given to theamendment of the rules governing publicparticipation and the rules governing theoperation of districts, in order to regulateneighbourhood councils as organsfor territorial participation in all mattersrelating to neighbourhoods, with

General Servicesand TerritorialCoordination

Municipal organisation is equipped witha set of centralised services that by theirnature and function require single actionand direction, as well as all the servicesthat are territorially decentralisedfor appropriateness, timelinessand proximity to citizens. It is the responsibility of this departmentto carry out the executive managementof all central services as well ascoordinating territorially decentralisedbodies and services. Converging withinthis management are the administrativeactions that have territorially shiftedin order to improve managementwith the administrative activitiesof centralised bodies.

First Deputy Mayor:Mr. Carles Martí i Jufresa

Fourth Deputy Mayor:Mr. Ramon Garcia-Bragado y Acín

Delegate of Presidency and InstitutionalRelations:Mr. Ignasi Cardelús i Fontdevila

Manager:Mr. Eduard Vicente i Gómez

a minimum call for two regular annualsessions. During the fourth quarter,73 neighbourhood councils were initiatedin the city and 46 were constitutedby the end of the year.

Responsible recruitment

The actions contained in the governmentmeasure for responsible recruitmentimplied a new boost for social andenvironmental recruitment, convertingit into a reality. In April, the ResponsibleRecruitment Commission was set upand officially meets every three months.As a result of the implementation of thismeasure, a total of 44 operators (amongareas, sectors, districts, institutesand companies) have billed a total of2,745,368.04 euros through negotiatedminor actions for socio-occupationalintegration companies whose socialpurpose is primarily socio-occupationalintegration of people at serious riskof social exclusion. In addition, socialreservation in municipal contracting

was also developed by open recruitmentprocedures, with a total contractedamount of 1,853,730.04 euros.

Communication

DDiirreeccttoorraattee ooff IImmaaggee aanndd PPuubblliisshhiinnggSSeerrvviicceess:: Under the impetus andmanagement of municipal co-publicationswith private publishing houses,53 commercial books were published(44 by the City of Barcelona and nine co-published with other privatepublishers) and 64 management books.

A total of 17,563,000 municipalmagazines were edited, producedand distributed within the frameworkof the project for general magazines.

All this accompanied by dissemination,marketing, logistics managementand distribution, with a resulting numberof sales of 10,600 books.

Mention must also be made ofthe corporate image project that aimsto create, standardise and implementmunicipal visual identity to all

108

08 Nou Barris07 Horta-Guinardó

01 Ciutat Vella 02 L’Eixample 04 Les Corts03 Sants-Montjuïc

109

09 Sant Andreu

06 Gràcia05 Sarrià-Sant Gervasi

10 Sant Martí

communication media for all municipalservices, allowing for the labellingof 550 municipal buildings.

DDiirreeccttoorraattee ooff MMaarrkkeettiinngg:: Through thecampaign “Fent Barcelona” (ConstructingBarcelona), work was carried out to conveyto citizens what has been done and whatwill be done, to inform them of the PAMand the work of the City of Barcelona. Withthe campaign “Works 2009”, citizens wereinformed of the implementation ofthe “Fent Barcelona” plan, which includesall the works being carried out in the city,in order to inform them of how these mayaffect their day-to-day lives.

Citizen care

During the year, work continuedto consolidate and improve servicesto people, increasing quality andaccessibility, especially throughinformation and citizen care services.

Along with the promotion of the citizenadvice bureaus (OACs) in the city’sdistricts, which represent personal local

services, construction and upgradingwork began on the new Citizen AdviceBureau Headquarters, integrated inthe administrative building of the Cityof Barcelona in Plaça Sant Miquel,to extend the range of services of thesebureaus.

Punt BCN information points weredeveloped, electronic self-serviceterminals providing information from theCity of Barcelona and city in general andalso including municipal procedures. Initialwork for their deployment was carriedout during the year, scheduled for the firstquarter of 2010, with the purchase of45 kiosks and the selection of locations(OACs, libraries, civic centres and otherfacilities). The services that willbe available from the day of theirdeployment were also developed, suchas census and tax procedures, cityagenda information, city map with searchoptions, location of facilities and transportnetwork. The incorporation of theseservices has also been coordinated withthe Cultural Institute of Barcelona (ICUB)and Library Services Consortium.

The “Welcome to Barcelona” programmewas also prepared, to begin in February2010, with the aim that citizens whoregister in the city census receivea welcome greeting from the mayorand district councillor, a dossier withuseful information of their neighbourhoodand the possibility of doing theprocedures they may need in onlyone step.

Maintenance and planningof premises

The three departments – Supplies,Maintenance and Premise Planning –that make up the Technical Directorate ofPremise Maintenance and Planning carriedout measures during the year to improveservice facilities and buildings, whileproviding technical support tomaintenance, cleaning, municipalworkshop and supply contracts.

Mention must be made of the upgradeand restoration of the old right gatebuilding of the Town Hall of the Cityof Barcelona to adapt it with separateentrances for the areas of the GuardiaUrbana and Administration. Regardingenergy consumption in municipalbuildings and facilities, government savingand energy efficiency was proposedfor municipal facilities and this will serveto implement the Energy Savings andImprovement Plan in Municipal Buildings(PEMEEM), which includes improvingefficiency and energy savings in buildingsand carrying out works to improve energy

efficiency and renewable energyinstallations.

In collaboration with the BarcelonaEnergy Agency, three lines of action wereinitially followed:

• CClliimmaavveenneettaass ((MMaaiinntteennaannccee))::Trigeneration system for town halls thatinvolves the application of cogenerationof electricity and hot water, which iscompounded by the generation of coldwater for cooling through absorption oradsorption processes. It is a system thatallows for centralised power generationin a highly efficient and sustainablemanner.

• CCoolllleeccttiioonn ooff ddaattaa oonn ccoonnssuummppttiioonniinn ddiiffffeerreenntt bbuuiillddiinnggss ((SSuupppplliieess)):: As apreliminary stage to monitoring facilities.

• MMeeaassuurreess ttoo iimmpprroovvee eenneerrggyy ssaavviinnggssaanndd iimmpprroovveemmeennttss iinn mmuunniicciippaall bbuuiillddiinnggss::Installation of toilets without waterconsumption, timer taps, dual flushmechanisms to save water anddistribution of a newsletter including bestpractices.

National Local InvestmentFund (COFEB)

With the approval of Royal Decree Law9/2008, dated 28 November, the Cityof Barcelona received 282,315,736 eurosfrom the FEIL, with special conditions forstrengthening employment, to contractwork on improving public spaces, facilitiesand infrastructures and for essentialservices, environmental protection

110

General Services and Territorial Coordination

National Local Investment Fund (COFEB)

Offers

Number of files 303Total bids received (evaluation analysis of 8,982 applications) 2,994 Bidding contest average (207) 207 (1)

Amounts awarded (in euros)

Total tenders 282,315,736Total awarded 247,664,657.3Difference 34,651,079

(12.2 % sobre licitat)

Variety of tenders

Works awarded 303Bidders (other companies) 120

(1) 13.5 offers/work (max 30/min 2)

Table

1

and conservation of municipal heritage[See Table 1].

303 projects were submitted forthe amount and divided as follows:

• Improvements in urban spaces:130 million euros

• Facilities and services for citizens:99.4 million euros

• Economic development: 14.6 millioneuros

• Improvement of infrastructures:20.3 million euros

• City area: 17.7 million euros

e-Register: [email protected]

The reality of the operation of the Registerof the City of Barcelona led to a change ofimplementation that was developed duringthe year to respond to needs andimplement improvements. The newapplication, called [email protected], providesthe following innovations, among others:

• Interoperability between governmentsand the gradual phasing out of paper

• Incorporating the possibility of recordinga bar code entry in the register,which facilitates work in some records

• High capacity of parameterisationand customisation

• Adaptation to the ElectronicGovernment Law (LAE)

• Use of digitally signed documents• Pre-starts• Detection and incorporation

of previously entered data • News management

Training was provided to 729 users ofthe different units for the launch of thenew application. Implementation begansimultaneously on 14 September in allregistration offices.

Executive Directorateof Archives

On 21 September, the mayoral decreewas approved structuring the ExecutiveDirectorate of the Municipal ArchiveSystem, involving the introduction of

111


a new district and sector archive modelto provide balance to archiveinterventions in the various fieldsof municipal administration.

The “Fem Dissabte” cleaningcampaign was also begun on 13 Julyto remove excess documents, optimisemunicipal areas and facilitatearchive work.

Under the AArrcchhiivvee MMaasstteerr PPllaann ((22000088--22001111)), the restructuring plans for archivecentres began. On 4 December,the technical monitoring day of the Planwas held, attended by 35 techniciansand professionals from the municipalarchives.

Highlights of the new managementmodel are participation in e-governmentprojects, digitisation and computerisationprocesses of archives, adapting newfacilities, work on a new plan ofcommunication and correspondingcultural dissemination activities. In termsof participation in e-government projects,the most relevant is the electronic archivein the City of Barcelona (roadmap),the regulations for managing documentsfor electronic records, electronic recordsof licenses (construction work, activitiesand public roads) for inspections,contracting, human resources, agreementsand government commissions.

Citizen and institutionalrelations

Highlights of the Directorate includea track record of consolidated actionsin the city, such as participation inorganising the Feria de Abril of Catalunya,Corpus Christi “Ou com balla”celebrations, awarding of the HonoraryMedal of Barcelona, annual meeting ofregional centre presidents in the city,Andalucía Day in Catalunya, presentationof Pilar Festival or the celebration ofthe Marinera Norteña contest-festival,which is now in its fifth edition.

It also assists in unique celebrationsin other cities, countries and cultures thataffect our city, such as the conferenceand exhibition opening of Carmen Amayaand “El Grito” celebrations for MexicanIndependence Day.

International relations

After its election on 4 November 2008in Marseille, Barcelona became theheadquarters of the General Secretariatof the Union for the Mediterranean.The Barcelona Process: Union for theMediterranean is a decisive step towardsthe consolidation of the Euro-Mediterranean Partnership launched inBarcelona in 1995. Its aim is to promotedialogue and cooperation between thetwo shores of the Mediterranean, withina stable framework of multilateralrelations and monitoring of projects andinitiatives for cooperation. The year 2009saw the launch of the Secretariat and theconsolidation of an appropriate structureto develop all projects that must derivefrom this Union.

Licenses and inspections

The new licensing and inspection modelof the City of Barcelona was consolidatedas a unique benchmark in the city.

Territorial Coordination Board meetingswere held monthly, with the participationof districts and the Sector of UrbanPlanning, Infrastructure and Housing andEnvironment Sector, in order to providesupport to the specialised referencesin construction work, environment andpublic space. The Administrative PoliceBoard of the City met every two months.

Also launched was an electroniclicensing system for the categories ofoccupying public space for film shoots(November 2009) and inspections(Autoritas) of districts, with a pilotscheme in the district of Les Corts.In addition, training days were held duringthe months of May and June for a totalof 487 workers in the 10 districts.

Montjuïc Castle, InternationalCentre for Peace

Montjuïc Castle is now a municipal facilityand this year received some 900,000visitors.

Following the closure of the MilitaryMuseum on 24 May, rehabilitation work

112


began to progressively convert it intoan open fortress surrounded by gardens,a space for training, socialising, leisureand culture that will also house threemajor facilities:

• IInntteerrnnaattiioonnaall CCeennttrree ffoorr PPeeaaccee:: A spacefor dialogue, training and research in theprevention, management and resolutionof conflicts and the promotion ofa culture of peace.

• SSppaaccee ooff MMeemmoorryy:: A space that willuse themed tours to show the historyof the Castle and its relationship withthe city of Barcelona.

• MMoonnttjjuuïïcc MMoouunnttaaiinn IInnffoorrmmaattiioonn CCeennttrree::This space will allow a thoroughunderstanding of Montjuïc, the historyof its surroundings and human activitysince its first settlers until today.

Throughout the year, associations,federations, consulates, private companiesand the City of Barcelona carried outactivities to show the public that MontjuïcCastle had been returned to the cityand is now a facility that offers manypossibilities.

The Military Museum inventory of pieces,more than 7,000, was monitored by thestaff of the Culture Institute of Barcelonaand reviewed and documented byheritage professionals. On 15 October,transfer of the pieces began totheir respective museum owners.

From April to November, the formerofficial residence underwent a majortransformation to adapt the old space tothe new offices for the Directorate of theCastle and Directorate of the InternationalCentre for Peace, as well as other entitiesinvolved in its activities.

Within the field of the InternationalCentre for Peace, it is worth mentioningthe meeting of more than 1,200 childrenin the courtyard of the Castle, organised

by the Escola Vincentian Foundation,the “Clam per la Pau” (Cry for Peace)activity during the Mercè Festival,organised by the Catalunya VoluntàriaFoundation, and the welcoming ofchildren to the Peace Camp, organisedby the Forum of Cultures. Two externalactivities held in the Centre were alsoimportant: the Experts Workshop onEnvironment-Security Linkages between25-27 March, organised by CIDOBand OSCE, and the Protection NetworkMeeting between 12-14 November, headedby the Organisation for the Prohibitionof Chemical Weapons (OPCW).

Some well-attended course werealso organised: Humanitarian Negotiators(19-25 April), Forced Migrations, Civil andMilitary Coordination (5-10 July),Transitional Justice (28 September – 9 October) and Disarmament,Demobilisation and Reintegration ofFormer Combatants (16-24 November).

Needless to say, free guided tours todifferent areas of the Castle are offeredon weekends from 11.30am to 12.30pm.

Heritage

A total of 15 property acquisitionoperations were carried out, with whichthe City of Barcelona incorporated17,387m2 of property (buildings andfacilities) and land with a gross floorbuilding area of 9,435m2. Almost halfthe area acquired (19,129 m2) is for socialhousing and offices. Also of note wasthe acquisition of four premises for socialservices (See Table 2).

As for transfers and surface rights,21 operations were carried out, which ledto the supply of land and gross floor areavalued at 107,231,456 for publicand private operators [See Table 3].

113


114


Indicators

Communication and quality 2008 2007 % change

Internet (in thousands)

Number of procedures in City of Barcelona

website (completed) 665.55 540.18 23.21Number of urban planning consultation procedures (PIC) 563.64 628.85 -10.37

Personal services (OAC)

Number of people served (in thousands) 1,237.39 1,223.24 1.16% of people seen in <10 minutes 73.00 79.00 -7.58

Phone services (in thousands)

Number of calls received at 010 1,820.34 2,101.50 -13,38Number of calls received at civic behaviour number 180.75 191.98 -5,85

Table

4

Transfers and surface rights (in euros)

m2 land m2 gross floor area Valuation

Housing 12,158 58,539 29,537,073 Social Action 1,752 6,054 4,333,690 Health 1,924 1,545,069 Other public sectors 9,413 42,650 44,003,325 Other private sectors 9,117 10,765 27,812,299 Total 32,440 119,932 107,231,456

Table

3

Acquisitions (in euros)

Multiyear acquisitions with 2009 budget 14,915,324.72Navas de Tolosa (2006 start) 3,788.809.00 Rivière. Passeig del Migdia 182 (2006 start) 2,438,053.72 Energia 23-35 (2006 start) 8,688,462.00

Acquisitions 30,909,672.70Bailèn-Quevedo 15,000,000.00 Hortal 12 480,000.00 Corunya 3-7 1,900,000.00 Luz Casanova 4 440,714.16 Benavent 20-22 1,545,000.00 Passatge Sant Pau 16 720,000.00 Parcel C 6,000.00 Mare de Déu del Port 179 568,589.52 Plaça Alfons Comin 11 820,000.00 Calàbria (Waldorf Cinemas) 4,377,319.90 ADIF-HOLSA Agreement 735,516.00 Rambla del Raval Rights 1,764,298.00 Sardenya 368-Indústria 820,000.00 Fastenranth 204 174,000.00 Selva 57 947,235.12 Sant Carles 6 611,000.00

Total 45,824,997.42

Table

2

Its main objectives are, on the onehand, to achieve ISO 9001: 2008certification in the period 2009-2011for all management processes undertakenby the Municipal Tax Institute (IMH)and, on the other, to obtain the financialresources required in accordance withthe implementation of the municipalbudget at an appropriate cost to thesituation of financial markets and solvencyof the City of Barcelona.

Liquidation and collectionof tax revenues

In 2009, the collection of tax revenuefell by 0.9% over the previous year. Taxes,on the whole, increased by 0.6%, finesdecreased by 14.6% and the rest of taxrevenues remained stable on the whole.Therefore, it follows that the declinewas due to the reduced number of fines,whether traffic fines or infractionsof other ordinances [See Table 1].

Real estate tax increased by 5.9%,due to the number of cadastral unitsand the calculation scheme itself, byapplying the 2002 official table of valuesto assess the rateable value of a property,involving an annual increase of the nettax base. The increase in this tax offset

the decline in payments of remainingtaxes, affected mainly by the situationof the construction sector and economicconditions. It is worth highlightingthat the tax on increased land valuedecreased by 4.2% because ofa reduction of 7.4% in the averageamount, while the number oftransactions increased by 1.7% comparedto 2008.

The reduction of taxes and publicfees was due to a reduction of 38%in planning permits, while other taxesand prices were maintained or increased,for example, 5.4% in the tax for theprivate use of municipal public domainfor companies supplying servicesof general interest.

The collection of tax revenue was 988million euros, representing 93% of taxrevenues collected, of which 911 millioncorrespond to claims collected duringthe year and 77 million for claimscollected in prior years.

On 1 January, the IMH assumed themanagement of the solid waste register,previously managed by the EnvironmentDepartment.

To meet the objectives of management,collection and inspection of taxes, publicfees, fines and other public law revenueof the City of Barcelona, its autonomous

115

City of Barcelona2009 Activity ReportFinance

Finance

Third Deputy Mayor:Mr. Jordi William Carnes i Ayats

Treasury Councillor:Ms. Montserrat Ballarín i Espuña

Manager:Ms. M. Pilar Solans i Huguet

The Finance Sector is the executiveauthority for integrating andcoordinating the management ofeconomic resources and financesof the City of Barcelona, its companies,consortiums and foundations.

Affiliated entity:

• Municipal Tax Institute (IMH)

Liquidation of tax revenues (millions of euros)

2009 2008 % Change

Taxation 743.0 738.2 0.6Real estate 454.0 428.5 5.9Economic activity 99.3 100.6 -1.2Motor vehicles 72.2 74.1 -2.5Increased land values 93.4 97.5 -4.2Construction, installations and works 24.1 37.6 -35.9

Fines 87.3 102.3 -14.6

Other income tax revenue 231.3 231.2 0.0Taxes and public fees 130.3 133.1 -2.1Surcharges and interest 19.5 17.9 8.9Administrative concessions 26.3 27.6 -4.9TAMGREM 55.2 52.6 5.0

Total 1,061.6 1,071.7 -0.9

Table

1

116

Finance

bodies and other entrusted public entities,the IMH generated the following activityvolumes within its different managementprocesses:

• Number of notices sent to taxpayers:5,234,963

• Number of embargo orders on bankaccounts: 362,962

• Number of embargo orders on taxreturns: 1,524,967

• Number of public service procedures:965,554

Municipal Tax InstituteQuality Plan

This year we obtained new certificationfor the following processes:

• Database management of taxpayers• Revenue management and control• Management of disputes• Taxpayer services

All the certifications obtained in previousyears were also renewed:

• Management of cadastral maintenanceand real estate tax

• Management of notifications• Management of complaints

and suggestions• Collection management• Management of registers: IBI, IAE,

IVTM, garages and solid waste• Management of liquidations and auto-

liquidations• Management of inspection and capital

gains taxes• Human resource management

Agreements with nationaland Catalan Governmenttax agencies

The collaboration that beganin recent years with the NationalTax Administration Agency (AEAT)and Taxation Agency of Catalunya (ATC)for the recovery of outstanding debtsto the City of Barcelona improved overprevious years.

• The City of Barcelona signedthe agreement between the SpanishFederation of Municipalities and AEATfor the collection of tax debtsand fines charged to tax refunds.This agreement led to the recoveryof 12.7 million euros.

• The ATC is working with the Cityof Barcelona, also through the signingof an agreement, on the embargo ofdebtor accounts for traffic violationsand violating municipal ordinances,at a non-tax level, imposed by the Cityof Barcelona and to be implementedoutside the municipality, providedit is within the territorial scopeof the Catalan Government.In this case, the amount recoveredwas 9.5 million euros.

Citizen services

• RReennoovvaattiioonn ooff ppuubblliicc sseerrvviicceessfflloooorr:: One of the projects fundedby the National Local Investment Fundwas the renovation of the publicservices floor in the IMH headquarters.The aim was to modernise the areaproviding services to taxpayers to makeit more accessible, convenientand easier for procedures, in order

to reduce waiting times, facilitateprevious appointments and, ultimately,make the service more accessibleto citizens.

• SSeerrvviiccee CChhaarrtteerr:: The IMH ServiceCharter was issued this year, clearlyillustrating the commitment and qualityservice that the Institute wants tomaintain in terms of providing servicesand information to citizens.

Financing

Financial markets The Spanish market for debt issuesslowed its growth in 2007 with theAmerican high-risk mortgage crisis(subprime). The distrust generatedbetween the operators in financialmarkets worsened in 2008 with thecollapse of Lehman Brothers Bank inAmerica, leading to the collapse of theamount of debt issues in the second halfof the year. The year 2009 began withdifficulties in funding Spain’s publicdeficit and renewals of the debt issuedby financial institutions. The marketbegan to normalise throughout theyear, but at very high financial costs[See Graph 1].

117


Net issues (billions of euros)

Graph

1

250

200

150

100

50

02005

Source: Banc d’Espanya, Butlletí estadístic.

180

2006

224

2007

222

2008

132

2009

196

In 2005-2007, financial institutions madevirtually all debt issues in the market ofSpanish capital. Subsequently, measuresto support financial institutions, and theeconomy in general, and declining taxrevenues as a result of the economic crisisled to a rapid increase in public deficit,which requires the financing ofgovernment administrations. In 2009,66% of net emissions correspondedto government administrations and34% to financial institutions.

The financial crisis and the increasein defaults slowed growth in creditin 2008 to residents in Spain and,

in November 2009, credit was reducedby another 2%. Since 2006, over 50%of credit has been earmarked to financeconstruction, real estate activities andhomeownership. Credit to governmentadministrations represents 3% of thetotal, a fact that particularly affectslocal corporations, with few exceptions,whose only source of financing iscredit with local financial institutions[See Graph 2].

Financing the City of Barcelona This year, the City of Barcelona wasfinanced through a loan from the

118

Finance

Credit for residents in Spain (billions of euros)

Graph

2

2,500

2,000

1,500

1,000

500

02005

Source: Banc d’Espanya, Butlletí estadístic.

1,454

2006

1,774

2007

2,049

2008

2,186

2009p

2,147

European Investment Bank (EIB)and private placement in the euro area(Schuldscheindarlehen). The EIB loanhas a limit of 100 million euros to financevarious investment projects relatedto drainage and sewerage, trafficmanagement, street lighting and socialservices and facilities. In 2009, a firsttranche of 50 million was approvedand 30 million euros within 12 yearswere prepared, tied to theimplementation of projects. The secondfinancial transaction was a privateplacement of 60 million euros within20 years [See Graph 3].

The debt of the City of Barcelonawas reduced from 770 million eurosin 2008 to 750 million in 2009.Consolidated debt increased by46 million euros, reaching a totalof 974 million as a result of increaseddebt of 40 million euros to the groupBarcelona de Serveis Municipals SA,and 30 million to the MunicipalHousing Board, which was offsetin part by a reduction of 20 million eurosof debt of the City of Barcelonaand 4 million euros of Informaciói Comunicació de Barcelona SA[See Graph 4].

120

Finance

City of Barcelona debt as % of current revenues

Graph

3

2005 2006 2007 2008 2009

70

60

50

40

30

20

10

0

60

52

42

34 32

Debt per capita at 30 September 2009 (euros)

Graph

4

2,500

2,000

1,500

1,000

500

0Madrid

Fonts: Banc d’Espanya, Butlletí estadístic, i Institut Nacional d’Estadística.

2,292

Màlaga

1,132

Saragossa

1,078

València

979

Sevilla

705

Barcelona

449

Mitjanad’España

613

Financial costs The financial costs of the Cityof Barcelona were reduced by 25.5%and went from 31 million euros in 2008to 23 million in 2009. The main causeof this was the reduction of 19% of theaverage cost of debt and, to a lesserextent, a decrease of 5.5% of the averagebalance of prepared debt. The averagecost of the City of Barcelona’s debtwas 3.3%, below the average yieldof the government debt over 10 yearsof the Spanish Government, whichwas 4%.

Financial information To be able to access the financial markets,it is necessary to have timely financialinformation, which is why the City ofBarcelona has credit ratings from Moody’sInvestor Service, Standard & Poor’s, Fitchand Rating and Investment Information.

In the first half of the year, the City ofBarcelona published its Annual Report,which included its Management Reportand audited and consolidated financialstatements, as well as offering its biannualeconomic and financial data.

121


122

Finance

Indicators

Debt (millions of euros) 2009 2008 % change

Consolidated debt 974.4 927.8 5.0City council 750.1 770.1 -2.6Administrative bodies 0.0 4.1 -100.0Commercial entities 224.3 153.6 46.0

Guarantees 3.9 6.4 -39.1City of Barcelona 1.1 2.2 -50.0Administrative bodies 0.5 0.6 -16.7Commercial entities 2.3 3.6 -36.1

Net financial costs 19.7 14.7 34.0Financial costs 23.5 31.0 -24.2Financial revenue 3.8 16.3 -76.7

Average cost of debt (%) 3.3 4.1 -19.5Euribor 3 months (%) 1.2 4.6 -73.9Public debt 10 years (%) 4.0 4.4 -9.1

Government tax revenues from the State (millions of euros)

State administration 116,773 138,932 -15.9Income Tax (IRPF) 63,857 71,341 -10.5VAT 33,567 48,021 -30.1Special taxes (IIEE) 19,349 19,570 -1.1

Barcelona Management Centre 20,394 25,563 -20.2Income tax (IRPF) 11,977 13,467 -11.1VAT 7,439 10,986 -32.3Special taxes (IIEE) 978 1,110 -11.7

Table

2

The mission of the Human Resourcesand Organisation policies of the Cityof Barcelona is to foster a model ofemployment and public services aimedat providing support to a form ofmanagement based on solvency,transparency, effectiveness and efficiency,key criteria in the daily exercising ofresponsibilities, and to promote a modelof human resource management whosefunctions are aimed at serving citizens,seeking excellence, assessing the qualityof services it produces and beingadaptable, flexible, dynamic andproactive.

The contribution of human resourcemanagement to organisation is based on:

• Providing the right number of staffaccording to the needs of the differentareas of action

• Maintaining a balance in termsof average age of the workforce

• Technically training people to providebetter services

• Renewing the model of occupationand management tools that are used• Redesigning the selection processesto fill various job posts

• Promoting and managing developmentplans

• Updating information systems • Improving internal communication

to maintain the highest individualand collective motivation

Assessment of actions taken

The performance of the Departmentcan be assessed from two perspectives:on the one hand, projects that achievemedium- and long-term objectives,and secondly, the results of dailymanagement.

Regarding the actions to implement inorder to make planned changes, assumedin 19 different projects, approximately50% were carried out by the end of theyear and only three projects were pendingcommencement. It is particularlyimportant to note the introductionof our territorial management model.

As regards staff, the following werehighlights:

• TTeecchhnniiccaall ttrraaiinniinngg ooff tthhee wwoorrkkffoorrcceeincreased by 3.4% (excluding the GuardiaUrbana and Fire Brigade)

• Two out of ten people are benefitingfrom some ffoorrmm ooff ffaammiillyy rreeccoonncciilliiaattiioonn.

• AAbbsseenntteeeeiissmm dropped by almosta percentage point, from 8% to 7.3%.

• Most eemmeerrggeennccyy ppllaannss wereintroduced in municipal buildingsand checks also began.

• RRiisskk aasssseessssmmeennttss of psychosocialfactors at the municipal level werecompleted.

• 86% of ppuubblliicc ppoosstt ooffffeerrss wereexecuted or are currently being managed.

• The TTrraaiinniinngg PPllaann 22000099--22001111 wasdesigned with the aim of aligning trainingto the organisational priorities identified inthe PAM, Plan Barcelona 2.0 and HumanResources Plan for the next three years.

Organisation

New territorial managementmodelThe development of the “BarcelonaNeighbourhoods” government measurewas one of the elements that gave rise tothe proposed new territorial managementmodel. The Department of HumanResource Management and Organisation,through the Directorate of OrganisationalManagement, launched this project,one of whose foundation for change isthe transformation of district organisationto strengthen and adapt it to the newmunicipal management model developedby Plan Barcelona 2.0. This change ofmodel has radically transformed municipalorganisational structure and, in particular,that of districts, which until now hadfollowed a pattern developed in the 1980s.

Structural consolidation of districts The foundations of the new structure arebased on: • PPrroovviiddiinngg ddiissttrriiccttss wwiitthh aa mmaannaaggeemmeenntt

ssttrruuccttuurree dependent on the Departmentto strengthen strategic planningfunctions in the territory and makemanagement teams more compact.

• TTeecchhnniiccaall ttrraaiinniinngg aanndd vveerrssaattiilliittyyof staff.

123

City of Barcelona2009 Activity ReportHuman Resources and Organisation

HumanResources andOrganisationCouncillor for Housing, Urbanismand Internal Regulations: Mr. Ramon Garcia-Bragado i Acín

Manager: Mr. Carles Arias i Casal

The work of Human Resourcesand Organisation is based on defining,with respect to the City of Barcelona,independent bodies, public entitybusinesses and municipal corporations,the policies of human resourcemanagement and organisationalstructures best suited to achievingset objectives and carrying out thenecessary changes and improvements.In addition to addressing issues relatedto human resource management of theCity of Barcelona, it is also responsiblefor designing and implementing projectsof organisational transformation andimprovement of management processes,in coordination with the Department ofe-Government and Information Systems,and for functionally directing the humanresource departments of sectormanagement, districts and public bodiesto ensure the overall coherence of theCity of Barcelona and, at the same time,the specificity of each of the bodieswhen it comes to directing policieson industrial relations, risk preventionand occupational health.

• Ensuring that full ccaarreeeerr ppaatthhss existfor different worker groups, from basicposts to management positions. • EExxeeccuuttiivvee DDiissttrriicctt CCoommmmiitttteeee:: Essential

in our new scenario of makingneighbourhoods more approachable andin greater coordination of political activityin the territory, together with thedefinition of nneeiigghhbboouurrhhoooodd ccoouunncciilllloorrssin each district of the city.

• The ttrraannssffoorrmmaattiioonn ooff jjoobb ppoossttss impliedby this new organisational structurehas meant more than 200 jobs created orcovered to be able to develop the model.Final deployment in the medium termwill significantly lead to technically trainingthe districts to develop their functionswith a smaller team.

• TThhee nneeww oorrggaanniissaattiioonnaall ssttrruuccttuurree ofthe districts is based on four directorates:DDiirreeccttoorraattee GGeenneerraall, DDiirreeccttoorraatteeooff TTeerrrriittoorryy, which will have entitiesas interlocutors, DDiirreeccttoorraattee ooff PPuubblliiccSSeerrvviicceess and DDiirreeccttoorraattee ooff LLiicceennsseessaanndd PPuubblliicc SSppaaccee, to manage territorialservices and act as an interlocutorwith the sectors that act in its fieldof jurisdiction.

Territorialisation of municipal services The directorates of services in theterritories are coordinated by sectorsby the Department of General Servicesand Territorial Coordination, which alsoheads the Board of Managers.

The DDiirreeccttoorraattee ooff TTeerrrriittoorriiaall SSeerrvviicceessadopted a newly created figureto enhance proximity and knowledgein neighbourhoods: the nneeiigghhbboouurrhhooooddtteecchhnniicciiaann, who must have acomprehensive view of the territoryand whose main functions are:

• TTeecchhnniiccaall iinntteerrllooccuuttoorr with the networkof associations

• TTeerrrriittoorriiaall pprroommoottiioonn of municipalservices and programmes

• TTeecchhnniiccaall ddyynnaammiiccss aannddeennccoouurraaggeemmeenntt of participationin neighbourhoods

• IInncciiddeenntt ddeetteeccttiioonn and evaluationof municipal plans, projects and servicesin neighbourhoods

Encouraging the relationship betweensectors and districts The new service delivery organisationalmodel means that ddiissttrriicctt ddeeppaarrttmmeennttssdevelop the functions related to proximityand knowledge of the territory andthat sseeccttoorr ddeeppaarrttmmeennttss carry out thefunctions of municipal service productionin the territory or centrally in orderto standardise city services.

Following this logic, several changeswere made to municipal organisation:

• The ccoommppaannyy BBIIMMSSAA assumed the roleof integral supplier of services in districtsthat do not have their own companyfor projects and works.

• The newly created BBaarrcceelloonnaa MMuunniicciippaallIInnssttiittuuttee ooff SSoocciiaall SSeerrvviicceess integratedthe management of the existing 34 socialservice centres distributed in the districts.

• TThhee DDiirreeccttoorraattee ooff PPuubblliicc SSeerrvviiccee,which functionally led the 11 citizen advicebureaus, is now managing them underits control, maintaining the territorialdistribution of the service.

• TThhee BBaarrcceelloonnaa SSppoorrttss IInnssttiittuuttee is nowresponsible for managing all sportsfacilities with members in the city.

• TThhee ffiigguurree ooff aarrcchhiivviisstt was extendedto the entire municipal organisation,coordinated by a head archivist.Thus, the archive advisory serviceto districts, sectors and other entities willbe provided centrally from the ExecutiveDirectorate of the Municipal ArchivesSystem.

• TThhee TTeecchhnniiccaall DDiirreeccttoorraattee ooff tthheePPrreessss extended its advisory model tothe activities under the jurisdiction ofthe mayor’s office and district councillors.

Apart from these organisationalchanges, sectors and districts aredeveloping two lines of coordination:

•• EEssttaabblliisshhmmeenntt ooff aaggrreeeemmeennttss onprogramming to plan the implementationof annual projects and operations.

• DDeeffiinniittiioonn ooff sseeccttoorriiaall rreeffeerreennttssoperating in the territory. These sectorialreferents are able to coordinate servicesin the territory or work in the same

124

Human Resources and Organisation

territory to provide services. They are,in turn, coordinated by districtdirectorates [See Table 1].

Human resourcemanagement

The management objectives of thedifferent departments involve constantefforts to achieve the best results inproviding suitable staff for each job postand in the right numbers [See Graph1 and Tables 2-4].

There was a significant increase thisyear in the number of people that had

to be managed to meet these needs.Mobility changed by 33.29% comparedto 2008, while the overall rotationrate hovered around 3.26% in termsof the monthly average [See Table 5].

Voluntary retirementincentive plan

This year saw a significant reductionin incentivised voluntary retirements,due to the exclusive managementof these that was legally possiblefor firefighters [See Table 6].

125


Types of action in organisational chart

2009 2008 % change

Creation of new job posts 39 82 -52.44Changes in job posts 13 11 18.18Creation/modification of organisational chart 36 28 28.57

Total 88 121 -27.27

Table

1

City of Barcelona staff (by areas of action)

• 2009

• 2008

Graph

1

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500

0

Municipal Management

10

241

2,781

302139

298

1,2821,134

3,536

529

247

1,524

34253

3,032

301128

335

1,3191,226

3,723

575

252

1,409

e-Government a

nd Inform

ation

Systems M

anagement

General Service M

anagement

Finance Management

Human Resources a

nd Organisa

tion

Management

Social Actio

n and Citiz

enship M

anagement

Education, C

ulture and W

elfare

Management

Urban Services and Enviro

nment

Management

Prevention, S

afety and Mobilty

Management

Urban Planning, Infra

structures a

nd

Housing M

anagement

Economic Development M

anagement

Distric

ts Management

126


Overall data of City of Barcelona group staff (31 December)

Details of municipal group staff 2009 2008 % variació

Guardia Urbana (GUB) 2,819 2,659 6.02Prevention, Firefighting and Rescue

Services (SPEIS) 704 668 5.39Other 3,741 3,652 2.44Total City of Barcelona 7,264 6,979 4.08

Autonomous bodies 3,079 2,938 4.80Municipal companies 2,244 2,106 6.55Total City of Barcelona group 12,587 12,023 4.69

Professional distribution (City of Barcelona)

Senior technicians 995 956 4.08Middle-level technicians 1,088 1,007 8.04Assistant administrative and technical staff 876 863 1.51Guardia Urbana (GUB), Prevention, Firefighting

and Rescue Services (SPEIS)

Assistants and skilled workers 4,179 4,014 4.11Auxiliary staff and similar 126 139 -9.35% of technicians out of total workforce 28.68 28.13 1.96

Breakdown by age groups (City of Barcelona)

65-69 94 71 32.3960-64 690 482 43.1555-59 1,031 919 12.1950-54 1,100 621 77.1345-49 1,115 907 22.9340-44 852 1,099 -22.4735-39 750 1,136 -33.9830-34 1.034 974 6.1625-29 529 673 -21.40Under 25 69 97 -28.87Average age 45.44 45.77 -0.72

Distribution by employment (City of Barcelona)

Casual 315 303 3.96Permanent 6,168 6,020 2.46Temporary 781 656 19.05

Distribution by gender (City of Barcelona)

Women 2,657 2,569 3.43% 37 36.81 0.52Men 4,607 4,410 4.47% 63 63.19 -0.30

Table

2

Changes in staff (31 December)

2005 2006 2007 2008 2009

City of Barcelona 6,578 6,755 6,891 6,979 7.264Municipal institutes and companies 5,897 6,104 6,145 5,044 5.323Total 12,475 12,859 13,036 12,023 12.587

Table

3

127


Sectorial distribution of City of Barcelona group workforce

Total City of Barcelona 34 22 1,147 26 128 268 106 168 3,723 165 68 1,409 7,264

Total autonomous bodies 231 275 67 1,213 1,058 162 73 3,079

Total municipal companies 1,885 248 111 2,244

Total City of Barcelona group 34 253 3,032 301 128 335 1,319 1,226 3,723 575 252 1,409 12,587

Breakdown of data

City of Barcelona 34 22 1,147 26 128 268 106 168 3,723 165 68 1,409 7,264

Total autonomous bodies 0 231 0 275 0 67 1,213 1,058 0 162 73 0 3,079Municipal Tax Institute 275Mpal. Information Systems Institute 231Municipal Market Institute 73People with Disabilities Mpal. Inst. 67Municipal Education Institute 718Barcelona Culture Institute 431Barcelona Sports Institute 47Mies Van Der Rohe Foundation Mpal. Inst. 17Parks and Gardens Municipal Institute 1,058Urban Planning Municipal Institute 9Urban Landscape Municipal Institute 50Municipal Housing Board 103

Total municipal companies 0 0 1,885 0 0 0 0 0 0 248 111 0 2,244SPM Barcelona Activa, SA 111Inform. i Comunicació

de Barcelona, SA, SPM 21Serveis Funeraris de Barcelona, SA 314Mercabarna 164Barcelona de Serveis Municipals, SA 1,300Foment de Ciutat Vella, SA 33Pro Nou Barris, SA 19SM Barcelona Gestió Urbanística, SA 82ProEixample, SA 29Barcelona d’Infraestructures

Municipals , SA 3222@Barcelona, SA 38Agència de Promoció del Carmel

i Entorns, SA 15Tractament i Selecció de Residus, SA 86

Total City of Barcelona group 34 253 3,032 301 128 335 1,319 1,226 3,723 575 252 1,409 12,587

Table

4

Mu

nic

ipal

Man

ag

em

en

t

e-G

ove

rnm

en

t an

d

Info

rmati

on

Syst

em

sM

an

ag

em

en

t

Ge

ne

ral

Se

rvic

eM

an

ag

em

en

t

Fin

an

ce

Man

ag

em

en

t

Hu

man

Re

sou

rce

s an

d O

rgan

isati

on

Man

ag

em

en

t

So

cia

l A

cti

on

an

d C

itiz

en

ship

M

an

ag

em

en

t

Ed

ucati

on

, C

ult

ure

an

dW

elf

are

Man

ag

em

en

t

Urb

an

Se

rvic

es

an

d E

nvir

on

me

nt

Man

ag

em

en

t

Pre

ve

nti

on

, S

afe

ty

an

d M

ob

ilit

y

Man

ag

em

en

t

Urb

an

Paln

nin

g,

Infr

ast

ructu

res

an

d

Ho

usi

ng

Man

ag

em

en

t

Eco

no

mic

Deve

lop

me

nt

Man

ag

em

en

t

Dis

tric

t M

an

ag

em

en

t

Tota

l

Internal communication

• We published seven issues ofLLaa MMuunniicciippaall during the year. One issuewas entirely dedicated to 30 years ofdemocratic rule in the City of Barcelonaand contained information about the historyof the City from an internal point of view.

• The ““LLeeaaddiinngg tthhee CCiittyy ooff BBaarrcceelloonnaa,,LLeeaaddiinngg BBaarrcceelloonnaa”” convention was heldand served to take stock of the year andestablish goals for the next. It benefitedfrom the presence of sector, district,institute and municipal company managers.During the event, special emphasis wasplaced on the concept of leadership andvalues of Plan Barcelona 2.0: efficiency,innovation, leadership and commitment.

• The ““MMyy TTuurrnn TToo SSppeeaakk”” survey wascarried out to ascertain internal publicopinion of the entire workforce in sectors,districts and institutes. Thirty-five percentof all staff participated. After assessingthe results, the commitment was made toestablish an improvement plan containingactions to improve the worst ratedaspects in the survey.

• The BBaarrcceelloonnaa 22..00 BBuulllleettiinn beganto be published in October, aimedat management staff and appearingon a monthly basis, reporting mainly onthe actions in previous month and thoseplanned for next month.

• TThhee nneeww iinnttrraanneett was deployed to1,700 users as a standardised work deskand with restructured content.

128


Resource Management

2009 2008 % change

External mobility 1,835 1,610 13.98• Joined 1,017 862 17.98• Left 818 748 9.36

Internal mobility 956 560 70.71• Competitions 151 91 65.93• Open appointments 74 19 289.47• Other reasons 731 450 62.44

Total mobility 2,791 2,170 28.62

Data on temporary work

City of Barcelona temporary workers 781 656 19.05Total City of Barcelona workers 7,264 6,979 4.08

Rotation data

Rotation rate 3.26 2.94

Table

5

Early retirement

2009 2008 % change

Guardia Urbana (GUB) – 36 –

Prevention, Firefighting and

Rescue Services (SPEIS) 35 2 1,650.00Other – 101 –

Total City of Barcelona 35 139 -74.82

Public bodies – 84 –

SPEIS Specific Plan – 17 –

Total municipal group 35 240 -85.42

Table

6

Industrial relations

Negotiations continued for theAAggrreeeemmeenntt oonn WWoorrkkiinngg CCoonnddiittiioonnss ffoorr22000088--22001111. On 28 April, the Agreement onCommon Conditions of Public Employeesof the City Barcelona was signed, as wasthe Annex on Specific WorkforceConditions, which was published on 21September 2009. Their signing meantadherence to the convention on behalfof autonomous bodies and work entitiesof the City of Barcelona.

The MMoonniittoorriinngg CCoommmmiissssiioonn ooff tthheeAAggrreeeemmeenntt dealt with regulating criteriain terms of general staff hours, rulesof procedure for the implementation ofthe retirement age and partial retirementof the workforce, permits and licenses,regulatory regime for holidays and rulesof procedure for the implementation ofextensions of active service or publicservant staff. All the conditions wereincluded in the relevant circulars.

In addition, negotiations were heldon the subject of night and holidayservices for LLiicceennsseess aanndd IInnssppeeccttiioonnand an agreement was signedby the General Negotiating Boardon 10 June 2009.

Finally, ssppeecciiffiicc wwoorrkkiinngg ccoonnddiittiioonnss wweerreenneeggoottiiaatteedd ffoorr ppeerrssoonnnneell aassssiiggnneedd ttoossoocciiaall sseerrvviiccee cceennttrreess and an agreementon the issue was signed by the GeneralNegotiating Board on 9 July 2009.

Information systems

The SSAAPP--HHRR pprroojjeecctt was begunand will be developed over two stages,with an expected duration of two years.Its objectives are ttoo ddeevveelloopp aa SSAAPPeennvviirroonnmmeenntt ffoorr aallll iinnffoorrmmaattiioonn ssyysstteemmssin the Human Resources Departmentof the City of Barcelona and some ofitsbodies, so as to have a single integratedinformation system.

• TThhee ffiirrsstt ssttaaggee of this system dealtwith the areas of human resources,organisation, administration, payroll,budgeting, time management, electronicrecords and portal services. The mainnovelty is the integration of all information

systems, thereby increasing efficiencyand consistency of information andmanagement. Another highlight wasthe incorporation of an electronic recordwith digital signature and new timemanagement services available to staff.

• TThhee sseeccoonndd ssttaaggee, starting in 2010,will include a SAP environment for theareas of selection, training and careerplans of the municipal group andincorporation of bodies.

Training, developmentand careers

Training and development The TTrraaiinniinngg PPllaann 22000099--22001111 was createdthis year, in which three new strategicareas of training were defined: adaptingto change and contributing to strategy,improving skills and updating andretraining. New lines of training were alsodefined according to the current contextof the organisation.

The VViirrttuuaall CCllaassssrroooomm learningenvironment was improved, increasingits capacity of actions and possibility ofgreater concurrence for access to providea more efficient response to identifiedtraining needs.

The MMaannaaggeemmeenntt DDeevveellooppmmeenntt PPllaannincluded skill assessment of the entiremanagement team of the Cityof Barcelona and opportunitiesfor improvement were identified.

Work continued on ttrraaiinniinngg ttoo iimmpprroovveeccrroossss--ccuuttttiinngg sskkiillllss and update thespecific knowledge of professionalgroups. A total of 2.25% of gross wageswas set aside for staff training.

The ttrraaiinniinngg tthhaatt aaccccoommppaanniieeddmanagement projects for changingto Barcelona 2.0, e-Government,management by objectives, territorialmodel, social services model, licensesand inspection model, etc, meanta considerable increase in the numberof training activities (41%), participants(21%) and hours of training activitiescarried out (81%).

GGrraanntt aassssiissttaannccee within the frameworkof the Agreement on Continuous Trainingfor Government Administrations (AFCAP)

129


helped finance 18% of training costsand led to the training of 6,690 workers[See Tables 7 and 8].

Access and promotion The planned processes in the fieldof rejuvenating and technically trainingthe workforce were carried outthroughout the year.

The project for redesigning selectionand provision processes is almost

complete and began to be implementedin the first quarter of 2010, althoughwith the technological limitationsof not yet having a SAP environmentsystem.

In the area of provisions, it is worthnoting that the deployment of the newdistrict organisational guidelines meantan overall call for a total of 153 job postsand the presentation of 497 applicants[See Table 9].

130


Training Plan

2009 2008 % change

Training activities 2,091 1,480 41.28Adapting to change and contribution to strategy 736 (35 %)Improving skills 630 (30 %)Career updating and retraining 725 (35 %)

Participants 21,399 17,661 21.17

People 6,404 5,798 10.45

Class hours 404,586 222,950 81.47

Table

7

Training plans (in euros)

Costs Other Hours

Staff Costs Working Hours Total

General Plan 434 668 902 2,004Guardia Urbana and Fire Brigade Plan 499 294 1067 1,860Autonomous bodies, districts

and sectors 290 327 497 1,114Hours outside working hours 784 784Total 1,223 2,073 2,466 5,762

Table

8

Access and promotion

2009 2008 % change

Processes Places Processes Places Processes Places

Competitions 57 204 95 94 -40.0 117.0Open appointments 48 80 38 37 26.3 116.2Internal promotion 5 33 13 166 -61.5 -80.1Public call 11 746 14 300 -21.4 148.7Total 121 1,063 160 597 -24.4 78.1

Table

9

132


Indicators

Staff (municipal group) 2009 2008 % change

City of Barcelona 6,623 6,659 -0.54Public bodies

Municipal companies 5,989 6,186 -3.18Total municipal group 12,702 12,799 -0.76

Personnel (municipal group, as of December 31)

City of Barcelona 7,264 6,979 4.08Public bodies 3,079 2,938 4.80Municipal companies 2,244 2,106 6.55Total municipal group 12,587 12,023 4.69

Index of temporality 12,63 11,95 5.69

Public call (City of Barcelona)

% executed 67.84 61.13 10.98

Mobility (City of Barcelona)

External 1,835 1,610 13.98Joined 1,017 862 17.98Left 818 748 9.36

Internal 956 560 70.71Competitions 151 91 65.93Open appointments 74 19 289.47Other reasons 731 450 62.44

Total mobility 2,791 2,170 28.62

Rotation rate 3.26 2.94 10.88

Absenteeism and accidents

Absenteeism rates 7.27 7,97 -8.78Accident rates 11,810.77 12,130.36 -2.63

Table

10

This year, the majority of projects in oure-Government and Information SystemsPlans were launched. These will bekey projects in the City of Barcelona’sstrategy to modernise and transformorganisation, based on streamliningprocesses and using the advantagesprovided by technology, with the ultimategoal being to provide suitable tools tothe municipal organisation to enable it toprovide a more simple and flexible serviceto citizens.

These are all long-term projects in allcases, culminating in the middle or endof this term, and they have already begunto be developed, with initial results beingprovided this year.

The City of Barcelona is committedto innovation and the intensive use of ICTsas a driving force for change is evidentin the fact that all the projects promotingchange in PPllaann BBaarrcceelloonnaa 22..00 require ICTsfor their deployment.

Processes and managementimprovement

The aim of the Executive Directorate forProcesses and Management Improvementis to design processes and procedures toimprove the effectiveness and efficiencyof municipal management, as well assupporting the organisation in managingchange. Its goal is to ensure theintegration of process reengineering andcivil views in the development of systemsand solutions by disseminating corporatetools and methodologies that encouragethe simplification of processes.

The actions that were undertaken duringthe year were:

• DDeeffiinniinngg tthhee pprroocceesssseess ffoorrmmaannaaggeemmeenntt aanndd aawwaarrddiinngg lliicceennssiinnggffoorr ffiillmm sshhoooottss associated with theimplementation of the electronicprocedure for filming.

• RReeeennggiinneeeerriinngg tthhee sseelleeccttiioonn pprroocceessssof the Human Resource Department,reducing the number of activities from148 to 40 and the volume of interactionsbetween actors from 168 to 74.

• PPaarrttiicciippaattiioonn iinn rreeddeeffiinniinngg tthheerreellaattiioonnsshhiipp bbeettwweeeenn sseeccttoorr aanndd ddiissttrriicctt,

according to the new territorialmanagement model defined in PlanBarcelona 2.0.

• IInntteeggrraattiioonn ooff PPrroocceedduurraall CCaattaalloogguuee inthe Process Map of the Municipal Group.

• DDeessiiggnn ooff pprroocceesssseess aanndd ooppeerraattiivveenneessssfor the National Local Investment FundOffice.

e-Government

The municipal e-Government strategyputs citizens and enterprise at the centreof municipal actions, with thecommitment to mmaakkee tthhee ggoovveerrnnmmeennttmmoorree aacccceessssiibbllee ttoo tthheemm and provideqquuaalliittyy sseerrvviicceess iinn aa fflleexxiibbllee,, eeaassyy aannddeeffffeeccttiivvee mmaannnneerr. The e-Government Planalso promotes the concept ooff pprrooaaccttiivveeaanndd ttrraannssppaarreenntt ggoovveerrnnmmeenntt,and facilitates cciittiizzeenn ppaarrttiicciippaattiioonn.

e-Government Plan of Barcelona2008-2011The e-Government Plan of Barcelona2008-2011 was presented in June 2008as a major tool in this mandate,establishing three main principles:personalisation, processes and ubiquity.Many of the projects began this year,particularly in the field of processes, andfinal impetus was also given to the Plan’smost emblematic initiative: eelleeccttrroonniicc ffiilleess,which will culminate in 2010:

• EElleeccttrroonniicc CCoonnttrraacctt FFiillee,, ““ee--CCoonnttrraacctt””::The information system to providecomprehensive cover to administrativerecruitment procedures through the useof electronic media. The system involvesremoving almost 100% of the need to usepaper by incorporating document andelectronic signatures and establishinga relationship with third parties throughelectronic means. More than 5,000contracts will be managed annually in acompletely electronic manner. The systemfor minor contracts was also designedand implementation of the six pilotsectors/districts was prepared, while at thesame time defining open procedures andnegotiating to implement these in 2010.

• EElleeccttrroonniicc lliicceennssee ffiilleess ffoorr ooccccuuppyyiinnggppuubblliicc ssppaaccee ffoorr ffiillmmiinngg ppuurrppoosseess:: This

133

City of Barcelona2009 Activity Reporte-Government and Information Systems

e-Governmentand InformationSystemsCouncillor: Mr. Ramon Garcia-Bragado i Acín

Assistant Manager of e-Governmentand Information Systems:Ms. Pilar Conesa i Santamaria

The aim of the Department of e-Government and Information Systemsis to lead and promote e-governmentas a driving force for changing municipalmanagement aimed at citizens, as wellas innovating and improving workprocesses to provide agile, efficientand quality services. It is also responsiblefor defining strategy, developing andmanaging municipal information systemsand telecommunications and theinfrastructures that support them.

Affiliated entity:

• Municipal Institute of InformationTechnology (IMI)

134

e-Government and Information Systems

electronic file was activated and about4,000 licenses have already beenprocessed in a completely electronicmanner through the Procedures andServices Portal of the City of Barcelona,which integrates the various agentsinvolved: districts, Guardia Urbana andBarcelona/Catalunya Film Commission.Additionally, work has continued duringthe first half of 2010 on implementing theremaining licenses for occupying publicspace and construction permits.

• EElleeccttrroonniicc iinnssppeeccttiioonn ffiillee,, ““AAuuttoorriittaass””::Work was carried out on designing thisfile system, which encompasses the entireprocess of inspections and incorporatesPDAs for actions at street level, whichwill imply a processing volume of some18,000 files per year. It is expectedto be deployed in January 2010.

To complement electronic files and e-Government strategy, the following ee--ggoovveerrnnmmeenntt ccaatteeggoorriieess were activatedand are commonly used for all municipalinformation systems:

• ee--DDooccuummeenntt:: Integrated into theProcedures Portal, to which the alreadyexisting e-documents were transferred.

• ee--RReeggiisstteerr aanndd nneeww iinnppuutt//oouuttppuuttrreeggiisstteerr ((AArriiaaddnn@@)):: Integrating the personaland telematic register and displayof electronic documents. The system ofmarking documents was changed, replacingstickers with printers that “number” thedocument that is presented. Installation ofmore than 300 devices in citizen advicebureaus and other registry offices.

• EElleeccttrroonniicc bbooaarrdd ffoorr eeddiiccttss:: Currentlyin operation in the districts of Sarrià-SantGervasi, Ciutat Vella, Nou Barris and Sant Andreu.

• ee--NNoottiiffiiccaattiioonn:: The introductionof certified SMS messages to givenotification of fines.

• ee--IInnvvooiiccee:: A pilot test was carriedout at the IMI.

• ee--SSiiggnnaattuurree and other electronicsignatures (“portafirmas”) for seniorofficials and managers.

• ee--PPrrooccuurreemmeenntt:: A unified view ofthe contractor’s profile was activatedfor innovative public procurement.

• ee--AAuuccttiioonn:: Currently functioning in theIMI. Acquisitions were made of machinery,

officially approved standard envelopes,medium voltage electricity consumptionand travel management services for a totalof over four million euros, resulting in atotal saving of more than one million euros.

• ee--PPaayymmeenntt:: Available for processingthrough the Internet and integrated intothe process of auto-payment of motorvehicle tax (IVTM). Also availablefor PDAs and the 010 number.

• GGaatteewwaayy iinntteerrooppeerraabbiilliittyy:: Severalservices were launched that are detailedbelow under “Interoperability”.

Progress was also made in the mmoobbiilliittyyssttrraatteeggyy ooff ddiiffffeerreenntt mmuunniicciippaall ssttaaffffggrroouuppss, for example, the year saw thebeginning of a PDA system for the localcensus, an information system on socialaction adapted to PDAs to provide carefor vulnerable people and a new improvedversion of Incidences, Complaints andSuggestions (IRIS) adapted to PDAs forthe Guardia Urbana. In addition, a pilotplan was carried out with the GuardiaUrbana incorporating mobile PCs linkedto the emergency system.

IInntteerrooppeerraabbiilliittyy:: With the aim ofimproving management and reducingthe use of paper, a total of 295,000 directrequests and data delivery betweendifferent administrations were carriedout during the year [See Table 1].

Some of the exchange services thatwere already in use in 2009 were: proofof payment to be up to date with SocialSecurity (TGSS) tax obligations, incomelevel certificate with the tax office (AEAT),consultation of vehicle information withthe Directorate General of Traffic (DGT)or emission of resident’s certificate ofthe City of Barcelona.

In the same vein, efforts were madeto request information and data fromcitizens and businesses that were strictlynecessary for the reengineeringcorresponding to the electronic files.

To adapt to the new legal frameworkderiving from Law 11/2007, the RegulatoryOrdinance on e-Government (ORAE)was approved at the beginning of the yearand work was done on its deployment.The necessary tasks were carried out tolaunch the municipal electronic office inJanuary 2010, which is the e-mail address

available to citizens, whose ownership,management and administrationcorrespond to the City of Barcelonain exercising its jurisdiction.

In December 2009, the PPrroocceedduurreessaanndd SSeerrvviicceess PPoorrttaall offered over 800choices between information on servicesand procedures in both municipal andnon-municipal areas. Up to 82 procedurescould be processed through the Internetand a further 26 could also be done inlarge part by electronic means. By theyear’s end, 43 procedures integrated intothe register had been introduced into thePortal, as well as electronic signatures,which allowed for the attachmentof electronic documents. The processof improving the Portal continuedin the following manner:

• Incorporation of new procedures asa result of an internal redesign process,such as appointments in territorialservices for licenses and inspections,grants for 2010, generic registrationprocedure, application for green area,presentation of claims or appeals on taxesor registration in the municipal census.

• Integration of the use of commonmodules (electronic ID, e-Document, e-Register and e-Payment with credit card).

• Ubiquity with the integrationof services on mobile phonesand improvements in accessibility

and usability with the addition of a virtualassistant in the Portal.

These improvements were recognisedwhen the Portal was selected as a finalistin the e-Europe Awards, the prestigiousEuropean electronic government awards.

The evolution of procedures carried outonline is clearly rising and, in absoluteterms, 1,242,511 procedures were carriedout this year [See Table 2].

Regarding the number of visits tothe Procedures and Services Portal,which became operational in April 2007,there was an increase of 27%, includingprocedures and information requests[See Table 3].

The average number of daily visitson municipal websites was 97,895,representing an increase of nearly 5,000more visitors in comparison to data from2008 [See Table 4].

In the ranking of websites carried outby the Alexa company, the domainbcn.cat experienced a slight setback andmoved from position 37,605 to 43,328;the domain bcn.es also fell back slightly,and went from 21,311 to 24,405, indicatingthat among the 82 cities in the worldwith which Barcelona is compared,they would occupy 34th and 23rdpositions respectively. On the other hand,in the Page Rank by Google, both wouldbe at 7th position.

135


Document Exchange

2009 2008 Change

On paper 162,900 228,600 -28.74 %Electronic 295,900 237,700 24.48 %

Table

1

Web Procedures

2009 2008 Change

Procedures 678,874 540,180 25.68 %Generation of urban cadastral maps 563,637 628,853 -10.37 %

Table

2

This year we launched a websiteon construction works, where the publiccan check the status of works and howthey are affected by them.

The basis of uubbiiqquuiittyy and reinforcingthe Internet channel is complementedby a commitment to offer increasinglymore sseerrvviicceess oonn mmoobbiillee pphhoonneess,so this year we launched:

• An information website with allthe services that the City of Barcelonaoffers on mobile phones.

• The subscription service for SMSalerts linked to the procedures carriedout on the website, such as noticesfor the return of undue payments,notices of appeal decisionsor statements on fines.

• Consultation system for checkingthe status of Bicing stations on mobilephones with the Symbian system.

• SMS queries on municipal towingand Wi-Fi Internet points in the city.

• Procedural system at Punt BCN self-service kiosks, with the contracting of 45to be installed during 2010, with servicesand procedures such as a guide, duplicatepayments and direct debit of propertytax (IBI) or IVTM and to include digitalidentification (ID card, CatCert, etc).

The number of visits to the mmuunniicciippaalliinnttrraanneett increased by 23%, with an averageof 14,538 visits per day. The number ofpages requested also increased by 5%,with an average of 423,123 page viewsper working day [See Table 5].

136


Procedures and Services Portal

2009 2008 Change

Visits 1,000,000 800,307 24.95 %Daily visits 2,800 2,187 28.03 %

Table

3

Web visits

2009 2008 Change

Visits received 35,731,768 34,079,179 4.85 %Daily average of visits 97,895 93,113 +4,782Pages served 433,034,784 348,823,254 24.14 %Daily average of pages served 1,186,397 953,069 +233,328

Table

4

Intranet

2009 2008 Change

Visits received 3,619,882 2,944,076 -18.67 %Daily average of visits 14,538 11,776 -2,762Average duration of visits 20’53’’ 17’25’’ -16.60 %

Pages requested 105,357,583 100,471,171 -4.64 %

Daily average of pages requested 423,123 401,885 -21,238

Table

5

Information systems

Systems Plan for the Cityof Barcelona 2008-2013The Plan is one of seven projectsto initiate changes towards the newmanagement model and gather togetherICT initiatives and projects to bringtechnology and computer systemsto the service of a new way of working,converting them into support toolsand instruments to change services.

Of the 2299 iinniittiiaattiivveess, which in turnare divided into more than 100 projectsto be developed between 2008 and 2013,a summary is provided below of the workcarried out during the year:

• Introduction of the SSoocciiaall AAccttiioonnSSyysstteemmss PPllaann began through: • A tool for managing appointments

and professional agenda and providingsupport to the new service model thathas been introduced in threeexperimental social service centres.

• A centralised telephone service team forusers of the three experimental socialservice centres, with the correspondingadaptation of the tool for managingappointments.

• A new application for managingthe dining rooms of basic social services.

• A new module in the managementapplication for Home Help Servicesfor the management of co-paymentsand other improvements that allowfor more control over the billingof the Services’ companies.

• After its application in 2008, the Lawon Dependent People helpedto promote improvements inthe monitoring of dependent people,enabling the recording of the resultsof their interviews. In addition,processes were automated, suchas the creation of files in the SocialWelfare Information System anduploading of economic data.

• Improvements in the Professional Portalwere aimed at the visualisation of tasksand reminders, customisation of theaccess bar for applications, managementof news read and new functionalityto generate census certificates fromthe same Portal.

137


• Closure of the functional requirementsof the first version of the new SocialAction Information System (SIAS).• EEnnvviirroonnmmeenntt SSyysstteemmss PPllaann:: The new

Management System for Cleaning andWaste Collection (NERU) was introduced;the functional designs of the managementsystems for green spaces, water cycleand investment and road space wereelaborated; the Environment Intranet wasbuilt; the ACEFAT electronic signaturewas launched and new polygons for roadpaving were established.

• SSyysstteemmss PPllaann ffoorr CCuullttuurree IInnssttiittuuttee((22000099--22001111)):: Analysis of its requirementsbegan; asset management tools (people,entities, directorates, posts...) weredeveloped and implemented, as wellas those for the management of museumcollections (Museum Plus), a new softwareversion (SAP_ICUB economicmanagement improvements) and thedissemination of library and museumcontent (Inmagic/WebPublisher).

• FFiinnaanncciiaall eeccoonnoommiicc ssyysstteemm::Established and implemented in all mainsectors and districts was the new EcoFinSAP, which provides budgetaryand financial accounting, treasury andthird parties, purchasing management,investment management andmanagement of recruitment, grant andconcession files.

• HHuummaann RReessoouurrccee PPllaann:: The first stageof the new SAP-integrated HR systemwas designed, including moduleson payroll, procedural management,organisation, administration, timemanagement, budgeting and self-servicesfor staff in the local intranet. The stage isexpected to be launched in the first halfof 2010.

• CCrroossss--ccuuttttiinngg ssyysstteemmss ffoorrnneeiigghhbboouurrhhoooodd pprrooxxiimmiittyy//tteecchhnniicciiaannss::New information systems to facilitatelocal activities carried out by the 65neighbourhood technicians andterritorial directors. The systems allowfor information management for lateruse and dissemination. The TdB wasadapted with the visualisation byneighbourhoods of ISIS, ACER, registerof entities and facilities (neighbourhoodobservatory) and constructionworks website.

• SSeeccuurriittyy aanndd MMoobbiilliittyy PPrroojjeeccttss• New municipal emergency management

system (New Mycelium) integrates theGuardia Urbana and SPEIS, developmentand implementation of Stage I,which provides the same functionalityas the previous system.

• The APRES system was developedand implemented to collect informationon accidents to identify accident blackspots and manage improvementsin signage and traffic control.

• The PDAs of the Guardia Urbanawere linked to databases of the Catalanpolice. Migration to the new operatingsystem for the PDAs was carried out,with 540 devices changed and thepayment of fines via credit cardconsolidated.

• The first modules of the DataWarehouse of the sector weredeveloped and introduced. A pilot testwas made with data from accidents. • SSyysstteemmss PPllaann ooff tthhee MMuunniicciippaall TTaaxx

IInnssttiittuuttee• Analysis was made of the current

situation and reference model,as well as a market study of taxsolutions and design of a high-levelimplementation plan.

• Work was done in the current systemon notifications (management ofthe application and post office boxas a notification address), fines (listingof devolved fines, reprocessing of fineprocedure and implementation offine notifications through the Internet),cadastre (co-owner IBI settlements andsending of co-owners to the DirectorateGeneral of Cadastral, DGC), waste(management change in the MunicipalTax Institute, IMH), collection (change inbudgetary items and procedure of fiscalregister calendar). • HHoouussiinngg OOffffiicceess:: Support was given

to applicant registration and the HousingOffice Management Portal was launched.

•• IInnffoorrmmaattiioonn oonn bbaacckkggrroouunndd,,ppooppuullaattiioonn,, tteerrrriittoorryy aanndd mmaappppiinngg• Geocoding was expanded with

the uploading and validation of homes(1,400,000 homes).

• The Geoportal Municipal Mappingservice was launched (OGC Serviceson the Internet and intranet).

138


• Beta version of the new online cityguide engine, which improvesmanagement, user interface anduse of specific projects such as thenew website of construction works,which uses the same engine.

• ASIA: information on works and civilentities was incorporated.

• Service infrastructure was launchedwith all core data loaded: peopleand territory.

• New municipal sectoring wasintroduced, adapting neighbourhoodsand drastically reducing the totalnumber of census sections, creatinga new electoral college map thatwas already applied in the EuropeanParliament elections in June 2009.

• The URBEX service (online Pictometry)was contracted.•• CCoommmmoonnllyy uusseedd bbaassee ppllaattffoorrmmss

aanndd sseerrvviicceess• The second Data Processing Centre

(CPD) was built to enable greater enginepower and increase the availabilityof systems to meet the changing needsof e-Government. New serverarchitecture (Virtualisation).

• Mobility services (CAM-PDA) wereextended for standard laptops with Wi-Fi Internet connection and the platformof remote development stations (EDR).

• New corporate intranet was launched.• SAP platform projects EcoFin,

e-Contract and HR projects wereextended and adapted and SAP serverswere transferred to the Casa Grantechnical room in the CPD2.

• User Customer Service (SAU) wasimproved with a new tools for incidents(Service Manager).

• The following products were alsolaunched: Vignette 7, scheduler forbatch chains (UC4), emulator screen(Host on Demand), configurationmanagement database (CMDB),Business Intelligence tool (COGNOS)and ETL data extraction, FTP encryptionprinters and library monitoring(Nimbus) and service (Unicorn).

• There was also migration to new backupversions (Legato), Web accesscertification (GetAccess)WebMessageBroker byintraoperativeness, Proxy services (3.9),

139


Web application servers (Web Sphere6.1), Microsoft Active Directory, JavaRuntime Client 1.5, Adobe Acrobat 8.0.

• The new management system of theCorporate Network (OES) was designedfor deployment in 2010.

• A pilot test for the new e-mail service(Exchange-Outlook) was launchedin the district of Les Corts with the OWAbrowser version, accessible to all usersthrough the Internet, as a prior stepto its introduction throughout the Cityof Barcelona in 2010.

• The first stage of the Municipal IdentityManagement System (GID) wasintroduced by integrating it with HRand the security validations inthe shared modules of e-government(electronic signatures, numbereddigitisation of documents). The backupstandards of the backup/restoreprocedure were also defined for themanagement of magnetic supports andtechnical guidelines for staff security.

Service and activity indicators The Municipal Computer TechnologyInstitute (IMI) provides a service toall users (SAU) of corporate applications.This year, there were a total of 34,110consultations, with an average resolutiontime of 4.9 hours.

As for the activity undertaken bythe IMI, 600,000 hours were dedicatedto software development, with all new

developed applications and maintenancerequests attended to, and the averagesatisfaction level regarding IMI serviceswas 7 out of 10 [See Table 6].

Telecommunications

The Telecommunications Office (OT)provides support to the organisation inmaking decisions on telecommunicationsmatters and leads the developmentof cross-cutting projects in this field.

The year 2009 was especially significantas regards the execution of investmentsin telecommunications infrastructure.Alongside the budget from the MunicipalInvestment Plan (PIM), a total of almostsix million euros was added to developtwo major projects: the expansionof municipal infrastructure and fibre opticcable deployment in the city as partof the first stage of the Wi-Fi PublicThoroughfare project, aimed at providingcorporate services.

Moreover, the Telecommunications Officeassumed the responsibility for managingmunicipal telephony and initiated thedevelopment of associated projects thatwill in future help to develop new servicesand features and provide smoothintegration with municipal informationsystems, the result of technologicalconvergence that the sector experiencedin 2009.

140


Infrastructure

2005 2006 2007 2008 2009 % change

2008-2009

Work stations 4,875 5,734 6,040 6,204 6,769 9Servers managed 182 265 278 372 285 -23 (1)Mailboxes and notes 7,885 8,767 9,411 9,847 10,662 8

(1) The modernisation of servers focused on virtualisation has reduced the number of physical servers.

Table

6

Thus, several high-impact projects werecarried out during the year that werecrucial for the strategy of the City ofBarcelona. Highlights of these included:

• BBaarrcceelloonnaa WWii--FFii:: Free internet accessservice offered by the Barcelona City Hallfor citizens and visitors through a networkof more than 200 Wi-Fi access pointslocated in different municipal facilities,entering into service in July. Since itsinauguration, it has had 29,000 serviceusers that have generated 55,000connections to over six million pageviews.

• EExxtteennssiioonn ooff mmuunniicciippaall ffiibbrree ooppttiicc mmaaiinnttrruunnkk lliinneess and new connections ofcentres with the following characteristics: • Installation of 128-fibre cable in the mainsections of the metro (50 km).

• Closure of fibre rings in Montjuïc. • Installation of fibre optic cable in Zona

Franca via the coastal ring road. • Installation of 128-fibre cable through

the Rovira tunnel.• Connection of 13 new social service

centres, eight schools and five culturalcentres to the municipal fibre opticnetwork.

• DDeeppllooyymmeenntt ooff tthhee ffiirrsstt ssttaaggee oofftthhee WWii--FFii PPuubblliicc TThhoorroouugghhffaarreess pprroojjeeccttfor the provision of corporate servicesin the urban environment. The projectconcluded on 31 March 2010 with theinstallation of 420 Wi-Fi access pointsdistributed in 30% of the city.

• TTeelleeccoommmmuunniiccaattiioonnss pprroojjeeccttss oofftthhee CCiittyy ooff BBaarrcceelloonnaa with the followingmost important characteristics:

• Deployment of the Office for TechnicalOperation and Implementation of VoIP(Voice over IP): integration ofmanagement processes of requestsand incidents with the SAU of the Cityof Barcelona that addresses computerincidents.

• ToIP deployment in the City ofBarcelona: beginning of migration to IPtelephony, with the incorporation of morethan 500 extensions, due to transfer oropening of new facilities.

• ADSL migration because of operatorchange: migration of 250 ADSL lines ofthe previous operator to the new supplier.

• Migration of the mobile telephonyand intelligent network services operator.

• CCoonnnneeccttiioonn ttoo tthhee CCoorrppoorraattee NNeettwwoorrkkooff tthhee sseeccoonndd DDaattaa PPrroocceessssiinngg CCeennttrreeooff tthhee CCiittyy ooff BBaarrcceelloonnaa, incorporatingthe new CISCO NEXUS technologyfor the first time in Spain, which enableshigh-speed connections (10Gbps),while integrating connections withstorage technologies (fibre-channel)on the same computer.

• AAddaappttiinngg wwiirriinngg iinn mmuunniicciippaall bbuuiillddiinnggss::Works were carried out in 28 municipalbuildings to adapt structured cablingsystems and incorporate uninterruptedpower supply systems in order to be ableto undertake widespread implementationof IP telephony with full guarantees.

141


143

City of Barcelona2009 Activity Report Plan Barcelona 2.0

The City of Barcelona launched the Planin 2008 to introduce a new managementmodel as an advanced evolution of themanagement of its services, technologicaltools and form of organisation.

The new management model is basedon the commitment of the governmentteam to provide better services tocitizens, not only from the perspectiveof direct services but also from thoseservices that are offered in a generaland unselective manner.

In short, the values promoting and, inturn, identifying Plan Barcelona 2.0 are:lleeaaddeerrsshhiipp,, ccoommmmiittmmeenntt,, eeffffiicciieennccyyand iinnnnoovvaattiioonn.

Driving force projects

Plan Barcelona 2.0 is made up of sevenprojects that we have called “driving forceprojects” and these will lead to changesin our management model.

In late 2009, the average levelof implementation of the Plan was

in the order of 70%, although in somespecific projects (or sub-projects)this level was even higher than 90%(in the case of the functions and servicescatalogue, for example.)

Table 1 shows in detail theevolution of these driving force projectsin 2009:

PlanBarcelona 2.0

Relations with

citizensHumanResourcePlan

Management by

objectives

Territorial Model

e-Government

SystemsPlan

Functionsandservicescatalogue

Progress level of driving force projects

Level

(in %)

1. Management by objectives

1.1. Programme budgets 1001.2. Progress by objectives 80

2. Functions and services catalogue

2.1. Services catalogue 902.2. Process map 100

3. New model of territorial management

3.1. Territorial organisation 1003.2. Sector/district relations 50

4. Relations with citizens

4.1. Corporate criteria 1004.2. Improvements in channels 60

5. e-Government

5.1. Electronic files 505.2. Common modules 805.3. Ubiquity: services and channels 705.4. Personalisation of tools 70

Table

1

ÜÜ

1. Management by objectivesThe main objective of this projectis to establish a municipal systemof management in accordance withspecific objectives that allow forthe efficient allocation of resourcesand assessment of the effectivenessof municipal actions.

Actions in 2009:• Construction of 2222 mmaappss with 228800

oobbjjeeccttiivveess.• Definition of 22,,442288 iinnddiiccaattoorrss

and targets feeding the 22 maps.• Definition of programme budget: 221155

pprrooggrraammmmeess consisting of 11,,558899 aaccttiivviittiieess.• Pilot test in the areas of Environment

and Housing.

The entire municipal executive structurewas incorporated into the assessmentsystem this year: nine sectors and 10districts, with 632 people involved inthe system.

2. Functions and servicescatalogueThe main objectives of this project is toclassify municipal functions and servicesto be able to objectify activities, designthe process map of the City of Barcelona

and define the system of sector/districtrelations.

Actions in 2009• Improvement of functions and services

catalogue from 2008.• All the programming agreements

between sectors and districts werecompleted within the framework ofthe new system of sector/district relations.

3. Territorial model The main objective of this project isto design the functions and servicesof districts, their organisation, allocationof resources and interaction modelwith sectors. District structure wasstrengthened through a new executiveline that is responsible to management,with the aim of strengthening strategicplanning functions of the territory, makingmanagement teams more compactand providing technical training to staff.

Actions in 2009• Approval of the “Barcelona

Neighbourhoods” government measure.• Selection and incorporation of 65

technicians/neighbourhood technicians.• Establishment of 10 district executive

committees.

144

Plan Barcelona 2.0

6. Systems Plan

6.1. Corporate systems 506.2. Sectoral systems 706.3. Infrastructures 506.4. Telecommunications 50

7. Human Resource Plan

7.1. Dimensioning of organisation 1007.2. Employment management system 807.3. SAP Human Resources 507.4. Career plan 507.5. Assessment of compliance 507.6. Skills management 807.7. Integral prevention plan 100

ÜÜ

145

4. Relations with citizens The project aims to lay thegroundwork for improved relationswith citizens.

Actions in 2009• Improvements in channels focused

on three main areas: to preparedeployment of the new Punt BCNinformation and procedure kiosks,prepare the deployment of the newServices and Information Office in Plaçade Sant Miquel and, after extending hoursof the 010 service, continue to incorporatenew services and procedures to thischannel.

5. e-Government The project’s objective is toimplement information technologyand communication in theadministrative processes of the Cityof Barcelona.

Actions in 2009 • Electronic license file: The electronic

license file for occupying public spacesfor filming purposes was launched, withabout 4,000 licenses a year currentlyprocessed in a completely electronicmanner.

• Autoritas: Electronic inspection file.To complement the electronic file and

strategy for e-Government, e-Governmentmodules were launched that arecommonly used for all municipalinformation systems:

• e-Document • e-Register and new input/output

register (Ariadn@) • Electronic board for edicts • e-Notification • e-Invoice • e-Signature and “portafirmas” • e-Procurement (innovative public

procurement) • e-Auction • e-Payment • Interoperability Gateway

6. Systems Plan The main objective of this Plan isto deploy new technologies and newsystems as tools to improve servicemanagement.

Actions in 2009 • Deployment of new systems of

performance through new technologiesfor different groups of municipal staff, forexample, the PDA system was launched


Graph

1

LegalServices

DistrictManagement

Directorateof Territorial

Services

Directorateof Licensesand Public

Space Services

Directorateof GeneralServices

Directorateof Servicesto People

InternalResources

CommunicationsWorks and

MaintenanceLicenses andInspections

ProjectManager

Neighbourhoodtechnician

Prevention andparticipation

technician

146

for the local census, social actioninformation system adapted to PDAs tocare for vulnerable people and a new IRISversion adapted to PDAs for the GuardiaUrbana. In short, more than 560 PDAsfor over 2,000 users. In addition, therewas a pilot plan with the Guardia Urbanato incorporate mobile PCs linked tothe emergency system.

• One highlight of the Proceduresand Services Portal is the incorporationof 43 integrated procedures with the useof the electronic register and signatures,thus allowing for the attachment ofelectronic documents.

• There was also a commitment to offermore services through mobile phones,such as a subscription to SMS alertsfor the return of undue payments, appealresolutions, statements on fines, etc,and SMS consultation on the municipaltowing service, state of Bicing stations,Barcelona Wi-Fi service points, etc.Similarly, an information portal was alsolaunched where all these services canbe viewed.

Important management systems werealso launched this year and implied aturning point in terms of organisationalculture:

• SSAAPP EEccooFFiinn:: Introduction andimplementation in all main sectorsand districts. Providing budgetary andfinancial accounting, treasury and thirdparties, purchasing management,investment management andmanagement of recruitment files,subsidies and concessions.

• CCooggnnooss:: The system thatsupports management by objectivesin which the corporate applications andplatforms of the City of Barcelona areintegrated (SAP, programme budgets,electronic files, etc) and also sectoralapplications (IRIS, GIPU, GesPre, etc),as well as allowing for the assessmentof compliance with the goalsand objectives set by all sectorsand districts.

• SSAAPP HHuummaann RReessoouurrcceess:: The firststage of the new Human ResourcesSystem was designed, with SAP

147

integration and including payrollmodules, file management,organisation, administration, timemanagement, budgeting and self-servicesfor staff in the local intranet. The stageis expected to be launched in the firsthalf of 2010.

Sector and municipal institute systems:

• SSoocciiaall AAccttiioonn aanndd CCiittiizzeennsshhiipp SSeeccttoorr::Launch of the management toolfor managing appointments andprofessional agenda and providingsupport to the new service model thathas been introduced in three experimentalsocial service centres. Launch of thecentralised telephone service team forusers of the three experimental socialservice centres, with the correspondingadaptation of the tool for managingappointments. Launch of the newapplication for managing the diningrooms of basic social services. Launchof a new module in the managementapplication for Home Help Services forthe management of co-payments and

other improvements that allow for morecontrol over the billing of the Services’companies

• PPrreevveennttiioonn,, SSaaffeettyy aanndd MMoobbiilliittyySSeeccttoorr:: Municipal emergencymanagement system (New Mycelium)integrating the Guardia Urbana andPrevention, Firefighting and RescueServices on a new platform that enablesmore efficient deployment of futurecapabilities.

• MMuunniicciippaall TTaaxx IInnssttiittuuttee:: FFiinneess::Listing of devolved fines, reprocessingof fine procedures and implementationof fine notifications through theInternet. Cadastre: Co-owner IBIsettlements and sending of co-ownersto DGC. Waste: Transfer of managementto IMH. Collection: Change in budgetaryitems and procedure of fiscal registercalendar.

• EEnnvviirroonnmmeenntt SSeeccttoorr:: The newManagement System for Cleaningand Waste Collection (NERU) wasintroduced with the entry of a newcleaning contract.

7. Human Resource PlanThe aims of the Human ResourcePlan are to modernise the managementtools for people and develop peopleskills by reinforcing the cultureof customer-based service. The newprofessional figure of the neighbourhoodtechnician, creation of a new formof territorial coordination attachedto the Department of General Servicesand Territorial Coordination,or preparation of new channels formanaging the most common procedures

(for example, self-service kiosksand ATMs) are key improvementsin the mission and commitmentto civil services of the City of Barcelona.

Actions in 2009• Introduction of new staff folder.• Introduction of new staff

procedures. • Introduction of new internal

communication plan. • Creation of new training plan.

148

Plan Barcelona 2.0

Most important results of driving force projects

Results

1. Management by objectives

Number of people with defined role in project 632Number of different programmes 215Number of budgeted programmes in 2010 188Number of Organic/Programme combinations in 2010 591Number of different budgeted activities 618Number of Organic/Programme/Activity combinations in 2010 1,589Number of defined objectives 280Number of total indicators 2,428Average of indicators by sector 125Number of indicators by district 117

2. Functions and services catalogue

Number of service types in catalogue 120Number of optimised processes 9Number of improved and implemented processes 5Number of monitored programming agreements 21

3. New territorial management model

Number of people affected 1,646Number of competition new positions 193% technical positions 68%% administrative positions 32% % people dedicated to neighbourhood unit 11.80%

Table

2

ÜÜ

149


4. Relations with citizens

% increase in service hours on 010 38% (5% of total)

Number of 010 hours 5,200% improved OACs 45%Number of OAC hours 25,000Number of new procedures covered 100,000Simplified procedures (requirements) Pink card (approx. 70%)

% implementation of new brand architecture 10%Procedures incorporated in 2009: T12

Capital gain

Housing info

Social Services info

Social Security switchboard

Enlargement of Green Area

5. e-Government

% preparation of Minor – e-Contracts 95%% introduction of e-License files 5%% preparation of Works e-Files 50%% preparation of Filming e-Files 100%% preparation of Inspection e-Files 95%Number of common modules in progress and implemented 10Number of new mobile phone services 9Number of new municipal services with mobility tools 3Quota of Internet use for procedures (in comparison to face-to-face) 23%Total number of procedures in Procedures Portal 1,242,511Change compared to 2008 +28.68%Number of electronic exchanges made 295,000Change compared to 2008 +24.48%Number of paper exchanges 162,900Change compared to 2008 -28.74%

6. Systems Plan

Number of initiatives already introduced in sectors 10Number of initiatives already introduced in districts 2Number of infrastructure initiatives already introduced 7Number of incidents attended to in SAU 34,110Average resolution time of incidents (in hours) 4.9

7. Human Resource Plan

% dimensioning organisation 47%Average time of agreed replacements 92%Simplification level of workplace model 100%% SAP HR modules introduced 100%Deployment of Executive Development Plan 90%

ÜÜ

Sectoral projects

The driving force projects were not theonly things driving the Plan Barcelona 2.0.Other projects aligned with or developingorganisational lines of the Plan were alsolaunched in the year:

New social services model On 2 October 2009, approval was givenfor the creation of the Municipal SocialService Institute of Barcelona (IMSSB)during a Plenary Session. The variousrepresentatives on the Governing Boardof IMSSB were appointed in Novemberand December: political, technical, unionand social network (two persons ofrecognised standing in the field of socialaction) representatives. The TerritorialSocial Action Plans (PAST) weredeveloped from May to December.

The basic functions of the IMSSB are:

• To promote, organise, manageand coordinate the production of socialservices of municipal responsibility aimedat citizens.

• To lead, manage and supervise human,financial, technical and infrastructureresources of social services centres.

• To assist in municipal strategicplanning of social services.

• To programme, implement andevaluate the Social Action Plan in eachterritory.

• To cooperate with other local servicesto improve the welfare of individuals andthe community throughout the city.

• To promote and articulate processes ofcitizen participation at all levels of socialaction through the creation of bodies inwhich the various sectors representingthe social community are present.

Three experimental basic social servicescentres were launched during the yearand already follow the new design modelthat will be implemented in the remaining

centres under the responsibilityof the Institute. One of the highlightsof the most important changesin the functions of these three centreswas telephone service appointmentmanagement.

The IMSSB is a key element and toolfor municipal management and hasto provide a global perspective and givecoherence to a system consisting of 41centres and a group of over 500professionals, with a catalogue of overfifty services and features to which allcitizens are entitled.

Opening of Housing Officesin each district The register of housing stock was unifiedand 10 Housing Offices were createdto serve districts.

New licensing and inspectionmodel for Barcelona The new model aims to create a singlereference point in the city for licenses andinspections and provide new protocols,processes and systems.

The year included the creationand launch of a support system forconducting inspections. This new systemis called AAuuttoorriittaass and it systematiseswork processes for inspectors and allowsthem to monitor more closely, thuscontributing to savings in processing time.Its implementation should allow for a 25%reduction in processing time.

Deployment of local policeagents The year saw the completion of thedeployment of local police agents in thedistricts of Les Corts, Sarrià-Sant Gervasi,Eixample and Horta-Guinardó.

Any discussion of the Plan Barcelona 2.0in the City of Barcelona is synonymouswith quality, proximity and modernisingorganisation and services that are offered.

151


153

City of Barcelona2009 Activity Report Corporate Social Responsibility

The European Commission (EuropeanSummit in Nice, 2000) defines CorporateSocial Responsibility (CSR) as a conceptwhereby companies integrate socialand environmental concerns in theirorganisation, business or administrationand in their interaction with theirstakeholders on a voluntary basis.Meaning that, beyond meeting legalobligations, a larger investment in humancapital, the environment andrelationships with partners mustbe made. In the COM (2002) 347communication, the Commissionsuggests the incorporation of CSR in allEuropean Union policies, including publicadministration, through the integrationof the principles of social responsibilityin management systems, interactionswith partners and public procurementprocedures.

Objectives to encourage socialresponsibility practices startingat the public administration level:

• Continuing education• Work organisation• Equal opportunities• Social integration• Sustainable development• Transparency

In public administrations, CSR can playa regulatory role and act as a stimulusand guidance to others by encouragingcompanies, providing research funds,creating public awareness campaigns,promoting education, sociallyresponsible consumption andtransparency, managing and propagatinga set of good practices, etc. It canalso play an exemplary role by directlyapplying the principles of socialresponsibility in their practices.The big challenge has always been toinvolve contributors, partners and activecity representatives (stakeholders)in the decision-making process.

Committed City of Barcelona

The 2008-2011 Municipal Action Plan(PAM) is a document that encapsulatesthe commitment the local government

has made to the people of Barcelonain terms of social responsibility inaccordance with its corporate values.It states and promotes a model of goodgovernance as a central axis in orderto achieve effectiveness and efficiency,leadership from social and economicrepresentatives, solvency andtransparency, modernisationand innovation, civic participationand proximity.

In addition to transparency,accountability and a sense of generalinterest, good governance requiresan ethical obligation, respect for diversity,a firm commitment to equalopportunities and a clear principleof sustainable development. CSR entailsa government model of externalities froman economic, social and environmentalperspective.

Good practices and majorresults in 2009

The policies of social responsibilitycommitment merge in a seriesof agreements, projects, programmesand specific plans, such as the Cityof Barcelona+Sustainable programme,responsible procurement, programmesabout new social uses of time, humanresource equality plan, work conditionsagreement, etc. A review of the mostimportant results achieved duringthe year is outlined below.

1. Sustainable development

1.1 Services in the public sphere• The greening of the street cclleeaanniinngg

sseerrvviiccee was achieved throughthe reduction of fossil fuel vehiclesand by upgrading up to 30% of the fleetto electric vehicles. Ergonomic containersaccessible to all are now in placeand there was a reduction in waterconsumption thanks to the use of phreaticwater for washing the streets.

• Since mid-2008, the City of Barcelonahas been engaged in the processof repairing and uuppggrraaddiinngg ddeeccoorraattiivveeffoouunnttaaiinnss around the city. Theconstruction works consist of improving

CorporateSocialResponsibility

154

Corporate Social Responsibility

water recycling and filtration systems,controlling water quality, sealing ducts,installing remote systems, improvingelectrical connections and installing LEDtechnology based energy efficient lights.The nearly 16 million euros investment inthese building works will ensure the latesttechnologies in water conservation,energy conservation, and efficiencyof all fountains in Barcelona.

• With regard to the ssuuppppllyy ooff pphhrreeaattiiccwwaatteerr ffoorr wwaatteerriinngg ggrreeeenn ssppaacceess,construction works took place tolink parks in Montjuïc larger than 1.7 hato the network. Phreatic water was alsofunnelled to sports facilities, such as thePérez de Rozas municipal baseball field,Pau Negre-Parc del Migdia municipalhockey field and Lluís Companysstadium.

• A ssttrreeeett lliigghhttiinngg iimmpprroovveemmeennttppllaann with an investment of more than60 million euros is taking place duringthis term, which means addressing about30,000 light points throughout the city.Comprehensive ffaacciilliittyy mmooddeerrnniissaattiioonnaanndd uuppggrraaddiinngg actions have been carriedout in more than 6,000 points aroundthe city, including main roads andemblematic streets. The aim is tocontinue incorporating conservation andenergy efficiency criteria and to furtherenhance the image of street lightingby increasingly incorporating LEDtechnology. The facilities to rreedduucceelliigghhtt ppoolllluuttiioonn were also adjusted withthe replacement of mercury vapourfor high pressure sodium vapour lamps

(HPS) at 23,000 lighting points(90% are expected to be replacedby the end of this term), the renewalor modification of upper hemisphericalluminous flux lamps not complyingwith regulations and the adaptationof facilities to reduce light intrusion[See Table 1].

1.2 Environmentally sustainableconstructionOn 14 October 2009, a decree wasapproved requiring an environmentalreport to be submitted in the draftingstage of construction projects promotedby local operators, autonomousorganisations and local companies withan estimated budget of 450,000 eurosor higher.

1.3 Public transportation and mobilityBarcelona, together with Madridand Sevilla, were chosen by the Spanishgovernment to promote theintroduction of electric vehicles underthe MOVELE Plan. The Directorateof Mobility Services will be responsiblefor developing the Plan to buildat least 191 filling stations for electricvehicles in the city and to coordinatethe general roadmap of Barcelonaon all matters regarding the useof these vehicles. Similarly, the Cityof Barcelona and Endesa signed anagreement and set up the LIVE Office(Logistics for the Implementationof Electric Vehicles).

Lighting

2009 2008 % change

Road lamps (units) 158,822 158,384 0.28Total GWH consumption 88,908 96,862 -8.2

Table

1

Sustainable mobility

2009 2008 % change

Car sharing (users) 3,432 2,504 37Zone 30 (km) 215 43.40 395Ecological buses (GNC units) 298 276 8Electric car charging points (units) 12 3 300

Table

2

155

The use of electric vehicles in municipalservices will also be encouragedand pilot projects will be deployedin the 22@ district and in service anddemonstration programmes for citizens[See Table 2].

1.4 “City of Barcelona+Sustainable”programmeAs a signatory to the civiccommitment to sustainability,the City of Barcelona is devoted todeveloping its own Action Plan, whichwill be put into practice as a coherentoperation led by example by reducingenvironmental impact andincorporating its variables to publicprocurement. This brings two typesof benefits: first, it promotes recyclingand selective garbage collection; andsecond, it creates added social valueby introducing groups at risk of socialexclusion into the workforce.

• Annually, the City of Barcelonapurchases nearly 7,000 ink cartridgesfor printers, photocopiers and faxmachines and, once used, they becomewaste. To help in the environmentalimprovement effort, used toners from144 municipal centres are now pickedup in containers that can also be used

by City of Barcelona staff to discardused ink cartridges from their ownhomes.

• Paper and paper products (binders,notebooks, datebooks, etc) amountto nearly 40% of all office equipmentexpenses and 60% of all wastegenerated. The introduction ofsustainability criteria both for paperpurchases and consumption was oneof the first actions taken in theframework of the City ofBarcelona+Sustainable programme(formerly the Green Office programme)[See Tables 3 and 4 and Graphs 1 and 2].

• The cleaning and selective wastecollection service is especially importantto minimise environmental impactand earn consistency. According tostudies conducted in three municipalbuildings, the waste generated per yearper employee weighs over 100 kg,of which approximately 70%, mainlypaper, goes to selective garbagecollection. The municipal buildingcleaning service is carried out byan already green outsourcer that usesenvironmentally friendly cleaningproducts and is required to practiceselective garbage collection.


Recycling

2009 2008 % change

Paper used (kg) 247,893 250,433 -1.01Toner used (cartridges) 6,833 5,214 31.05

Table

3

Progress in the use of paper in City of Barcelona (in 500 sheet packs)

• Total A4 • A4 recycled • A4 not recycled

Graph

1

2002

100,000

80,000

60,000

40,000

20,000

0

2003 2004 2005 2006 2007 2008 2009

1.5 Energy conservationEnergy conservation, energy efficiency,the integration of renewable energiesand a 10% reduction in energyconsumption in municipal facilitiesare the main objectives of the EEnneerrggyyccoonnsseerrvvaattiioonn aanndd iimmpprroovveemmeenntt ppllaannffoorr mmuunniicciippaall bbuuiillddiinnggss (PEMEEM).

The gradual introduction ofdifferent measures should reduceelectricity and gas consumption by10.4% by 2020, which means using13,300 MWh less/year. In 2008, allmunicipal real estate properties, 1,640of them, reported 127.67 GWh/year inenergy consumption (58.27 GWh/yearin electricity and 69.40 GWh/yr in gas).

The energy saved equals the yearlyenergy consumption of 6,120 80square metre houses, or 15,220 100 Wbulbs switched on continuously for 24hours. The total CO2 that was preventedfrom being released into the atmospherewas 2,355 tons (an area of theMediterranean forest equivalent to 250blocks of the Eixample would be neededto absorb this much in emissions)[See Table 5].

1.6 Proximity and public awarenessThis year, the educational programmereceived a major boost with theinauguration of the first building entirelydevoted to promoting environmental

156


Recycled paper

100 % recycled paper Offices

2002 02005 22009 8 General Services

Environmental Department

Sants-Montjuïc District

Les Corts District

Municipal Institute for People with Disabilities

Mpal Institute for Urban Landscape and Quality of Life

City Historical Archive

Municipal Tax Institute

Table

4

Progress in the percentage of recycled paper (%)

Graph

2

80

70

60

50

40

30

20

10

0

50

2002 2003 2004 2005 2006 2007 2008 2009

5056

5155

52

70 70

education and sustainability.The SSuunn FFaaccttoorryy opened its doorsin October at Barceloneta to leadthe city towards a more sustainablemodel. These installations, sponsoredby the Environment Department,in collaboration with the SustainableFuture organisation, are an exampleof sustainable construction thatuses renewable energy, re-usesrainwater in toilets, has a green roofand offers a detailed exhibition aboutenergy. The centre is responsiblefor providing information onenvironmental vectors (water, greenspaces, energy, environmental qualityand waste management) throughthe programming of activities intendedto raise awareness in areas suchas responsible use. Some highlightsamong the educational activitiesavailable are the environmentalinformation point designed foroffering advice, theoretical andpractical workshops that promotesustainable behaviour and exhibitions[See Table 6].

2. Responsibility to peoplein the organisation

2.1 Human resource policyThis year’s most important milestone inthis area was the signing on 29 April, bythe municipality and the two major unions– the General Worker’s Union (UGT) andLabour Commissions (CCOO) – of theAAggrreeeemmeenntt oonn WWoorrkk CCoonnddiittiioonnss. It wasalso joined by autonomous organisationsand the municipality’s instrumentalauthorities. The specific conditions of theGuardia Urbana and Prevention,Firefighting and Rescue Services (SPEIS)was also agreed upon by the City ofBarcelona and the two unions,representing over 85% of the overall scale.

In addition, the City of Barcelona,two unions and the Association ofIndependents signed an agreement onthe specific conditions of the workforce.The new terms will apply to more than10,000 City of Barcelona workers, as wellas municipal institutions and organisationworkers, once institutes and municipalorganisations adhere to the Agreement

157


Energy conservation

2009 2008 % change

Municipal facilities with

photovoltaics 39 39 0Facilities with solar thermal energy 129 114 13

Table

5

Proximity

2009

Activities at Sun Factory 142Participants in Sun Factory activities 2,137Schools that joined “Agenda 21 School” programme 240Participants in “Green Spaces” educational programme 13,521Participants in “How BCN Works” programme 19,077Documentation service: Consultation/advice about

the environment 2,392“Agenda 21” programme: Advice to organisations and companies 3,538

Table

6

with regard to their workforce.The Agreement, which stems fromthe responsibility of all parties, providesa stable framework that will facilitateadministrative modernisation in termsof municipal scope and progress inthe changes that are being promoted[See Tables 7 and 8].

2.2 Equal opportunitiesWithin the framework of Plan Barcelona2.0 and Gender Equality Programme, theCity Of Barcelona’s human resource policyprovides for the development andintroduction of an EEqquuaalliittyy PPllaann thataims to detect, bring to the surface andintervene in areas of improvement from a

gender perspective in order to achievetotal equal opportunity among all menand women in the municipal organisation.The Best Practices Group – the agencydedicated to social representativeparticipation, consultation and adviceon policies, strategies and measuresof the Plan – and Joint Committee –meant for the interaction of municipalsocial representatives under theAgreement on work conditions signed bythe City of Barcelona and trade unions –were created to implement the plan[See Table 9].

The development process of the GenderEquity Programme consisted of threestages: information gathering, diagnosis

158


Employment Stability (%)

2009 2008 % change

People with stable positions 87.1 89.4 -2.6People with temporary positions 12.9 10.6 17.8

Table

8

Work conditions

Key elements Relevant elements

Employees covered by the agreement More than 10,000 people

Conciliation Schedule, permissions and leaves

Modernisation of management system Horizontal career path

Ordering of job posts

Access to public duties

Internal promotions Reservation of 280 positions

Public activity (2008-2011) More than 1,500 new positions

Table

7

Gender parity

Women Men

2009 2008 % change 2009 2008 % change

Leadership 59 51 13.6 99 92 7.1

Upper level 124 159 -28.2 503 538 -7.0

Total 183 210 -14.8 602 630 -4.7

Table

9

and development of the Equality Plan.In terms of information gathering,contributions were extracted from dataon municipal staff and management,from work sessions and interviews with47 experts from various fields and fromthe results of an internal public opinionpoll [See Table 10].

As regards the balance between workand personal life, this year there wasan increase in the number of peoplewho took some conciliation measure,with about 2 out of 10 people using them[See Table 11].

2.3 Prevention and work safety The preventive model designed inthe past term, whose main objectivesare integration within the variousmanagement processes and

decentralisation of preventiveactivity, is now under way. Its mainactions were:

• Approval and publicationof the Mayor’s Office Decree onoccupational risk prevention, whichstates the City of Barcelona’s policyfor occupational health and safety,organisational structure and roles andresponsibilities of all hierarchical levelsregarding prevention.

• Appointment and training ofdesignated staff, enabling a networkof 40 workers with basic training inprevention to help with basic preventiveactivities from the field.

• Appointment of two technical expertsin prevention resources to the Prevention,Safety and Mobility Sector.

160


Protocols for non-discrimination, by way of entry

2009 2008 % change

The worker him/herself 7 14 -50.0Health surveillance 2 – –Delegates/from prevention 1 7 -85.7

Table

10

Family conciliation measures

Nº Nº %

Accepted Accepted change

2009 2008

Conciliation leave 618 494 25.1

Benefits (total) 147 213 44.9Maternity leave 84 53 58.5Maternity permission 129 94 37.2Leave of absence 5 7 -28.6

Reduced workday (total) 141 142 0.7Reduced workdays for childcare 134 139 -3.6Reduced workday for reduction 8 2 300.0

Flexible hours (60h regime) 359 228 57.5

Total leave 2009 1,337 1,017 31.5

% total staff 18.4 14.6 20.8

Table

11

• Distribution of an information videoon the new prevention organisationalstructure, which is accessible via theInternet.

Similarly, a preventive managementdaily planner was also developed.It includes risk assessments, healthsurveillance, training and information,emergency plans, pest control, etc,as well as in view of the work authoritywhen required [See Tables 12, 13 and 14].In this regard, it is important toemphasise:

• The completion of psychosocialrisk assessments and beginningof the implementation of preventivemeasures.

• There were 32 meetings of the varioussafety and health committees of the Cityof Barcelona.

• There were 48 full risk assessmentsof various types (initial, ongoing, specificreports, etc). There were also 161preventive management reports/visitsmade and nine emergency plansimplemented in and/or revised in severalmunicipal centres.

• In order for City of Barcelona staffto be informed about how occupationalrisk prevention is now organised, thePrevention Service designed a sort of“training capsule” that, in a brief andentertaining manner, attempts to provideinformation about the policy, organisation,functions and responsibilities of allworkers in terms of preventive measures.

161


Preventive management

2009 2008 % change

Risk assessment 48 293 -83.6Meetings of health and safety committees 32 7 357.1Medical examinations 2,297 2,857 -19.6Work injuries 900 903 -0.3

Table

12

Absenteeism and occupational injuries

2009 2008 % change

Number of accidents with leave 900 903 -0.3Occupational injury rate (%) 11.81 12.1 -2.64Absenteeism rate due to occupational injuries (%) 1.46 1.69 -15.75Absenteeism rate due to common illnesses (%) 5.81 6.29 -8.26Absenteeism rate (%) 7.27 7.97 -9.63

Table

13

Health surveillance

2009 2008 % change

Medical examinations 2,297 2,857 -19.60Vaccinations 559 486 15.02Medical reports 143 106 35

Table

14

2.4 TrainingThe TTrraaiinniinngg PPllaann 22000099--22001111 wascreated to adapt to changes in linewith the new strategy and to improvecompetence and professionaldevelopment. A total of 2.25% of all grosswages was assigned to training peoplewithin the organisation, and theenvironment of the online classroom wasimproved, now offering a greater range ofoperations and the possibility to welcomemore students in terms of access[See Table 15].

2.5 Internal communicationsand work environmentThe “My Turn To Speak” surveygauged the views of workers in orderto undertake any appropriateimprovements. The results showed

that the satisfaction of peoplein some areas is high, although thereare some others who demand changes.In a couple of years, there willbea second internal opinion poll thatwill reveal whether there have beenany improvements. Two out ofthree workers are proud to belong tothe institution and 62% recommended“highly” or “very highly” the City ofBarcelona as a good place to work[See Table 16].

3. Responsible relationshipwith public service providers

3.1 Responsible procurementThe government measure “NNeeww bboooossttttoo ssoocciiaall aanndd eennvviirroonnmmeennttaallpprrooccuurreemmeenntt””, which can be applied

162


Training plan

2009 2008 % change

Gross wage sum assigned

to training (%) 2.25 2.24 0.44Training activities 2,091 1,480 29.2People attending 6,404 5,798 9.5Attendance 21,399 17,661 17.5Teaching hours 404,586 222,950 44.9Training hours per year per

employee (average) 55.5 31.45 43.3Scope of training

(% attendees/staff) 88 82 7

Table

15

People care and participation

2009 2008 % change

Work environment satisfaction surveys conducted 1 0 100Participation in the surveys (%) 35 0 100Publications (products) 3 2 33.33Coverage of publications (% staff) 100 100 0Conventions conducted 1 1 0Participants in conventions 390 465 -19.23Participatory conferences conducted 15 3 80Participants in participatory conferences 2,260 800 64.60

Table

16

transversally, was put into practicewith the establishment of theResponsible Procurement Commission[See Table 17].

The social reserve for socio-workintegration of people at risk or serious riskof social exclusion from local procurementprocedures through minor and negotiatedprocedures was 2,745,368.04 euros. It wasalso promoted from open procedures,with a total amount of 1,853,730.04 euros.

In the contract documents from theNational Local Investment Fund (FEIL),a “special enforcement condition” clausewas set forth stating that in order to carry

out construction work, the contractawardees must hire unemployed peopleand preferably through the Catalanemployment service. With this clause,the contract awardees were obliged tohire more than 5,700 people. If we addthe 3,980 people already working forcontract awardee businesses to thisfigure, the total number of peopleemployed in building works promotedby the City of Barcelona was 9,685.

There have been detection efforts inbidding condition documents issued bythe City of Barcelona containing elementsand writings (optional, in principle) of

164


Social and environmental procurement 2009 (in euros)

Billing with Billing with Responsible

social reserve social reserve procurement

(minor and negotiated (open billing

records) records)

General Services 139,024.32 63,116.39 202,140.7Social Action and Citizenship 213,018.36 0 213,018.4Environment 15,248.17 0 15,248.17Prevention, Safety and Mobility 92,683.31 0 92,683.31Urban Development 48,668.23 0 48,668.23Economic Development 11,063.96 0 11,063.96Education, Culture and Welfare 29,053.87 32,171 6.5 350,770.4Ciutat Vella District 17,8948.7 0 178,948.7Eixample District 76,175.69 60,334 136,509.7Sants-Montjuïc District 48,028.98 32,173 1 369,759,9Les Corts District 32,508 149,144.1 181,652.1Sarrià-Sant Gervasi District 74,696.62 0 74,696.62Gràcia District 43,786.61 0 43,786.61Horta-Guinardó District 43,181.06 191,478 234,659.1Nou Barris District 10,4989.7 0 104,989.7Sant Andreu District 66,000 0 66,000Sant Martí District 41,892.89 0 41,892.89

Barcelona Activa 204,023.38 0 204,023.38Barcelona Municipal Services 691,112.33 0 691,112.33Mercabarna 144,385.55 0 144,385.55Municipal Housing Board 164,884 0 164,884Parks and Gardens 9,039.43 558,983.38 568,022.81Waste Treatment and Separation 30,924 187,226.7 218,150.7Other entities and municipal

agencies 242,030.86 0 242,030.86

Total 2,745,368.04 1,853,730.04 4,599,098.08

Table

17

involvement in corporate socialresponsibility, occupational risk preventionand environmental friendliness, performedfrom the Human Resource andOrganisation Department and within theframework of the “Outsourcing CCrriitteerriiaa”project. These were the first results fromthe first sampling, focusing on bid

evaluation criteria, contractor’s obligationsand documentation to be submittedby the bidders.

165


Sampling Results (%)

Bid Contractor Documentation

assessment obligations to be submitted

criteria by bidder

Environmental care 9 9 23Placement of workers with disabilities 41 - 55Job placement of people in social

exclusion 9 14 0Occupational hazard prevention 5 41 5Provision of equality plan 18 - 23

Table

18

Published by: Ajuntament de Barcelona

Management: Gerència Municipal

Direcció de comunicació corporativa

Publishing: Serveis Editorials Estudi Balmes, SL

Publishing co-ordination: Xavier Vila

Cover photo: © Vicente Zambrano

Photos: © The authors

Printing: Departament d’Imatge

i producció editorial

© Ajuntament de Barcelona

www.bcn.cat

Environmentally-friendly paper

2009 2009

Mem

òri

ad

eG

est

ióTe

rrit

ori

al

200

9

Ajuntament de BarcelonaMemòria de Gestió Territorial

Documents

City of Barcelona Activity Report