Summary

Promotion by the Terrassa City Council of SDG implementation at a local level. The project unfolds on two levels. The first focuses on internal revitalization actions among municipal staff, so they can deepen the implementation of the Sustainable Development Goals (SDGs) in their daily public service activities. The aim is to link and understand the connections between ordinary activity and the SDGs within, for example, the Terrassa Smart City Project or the TEI Project (Terrassa Intelligent Energy).

At the same time, the 2030 Agenda, as an integrated and cross-cutting agenda, has also been actively brought to the public through various actions since 2016.

In fact, it is an extraordinary stimulus to convey the meaning and potential of the SDGs to local socio-economic and cultural stakeholders in particular, and to the rest of the population in general.

The project is part of the strategic axes of the Government Program of the current 2019-2023 Municipal Mandate Plan, in which the SDGs are already incorporated.

It is an integral project integrated into the various Urban Agendas, especially the European and Spanish ones, and into the policies it actively works on through a Municipal Strategy Commission, which spreads (internally and externally) all municipal action for the promotion and localization of the SDGs, primarily through the Research Service and the European and International Relations Service of the Terrassa City Council.

Project Classification

Alignment of existing plans with the SDGs of the 2030 Agenda.

SDG 1. End poverty in all its forms everywhere.

SDG 2. Zero Hunger.

SDG 3. Ensure healthy lives and promote well-being for all at all ages.

SDG 4. Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all.

SDG 5. Achieve gender equality and empower all women and girls.

SDG 6. Ensure availability and sustainable management of water and sanitation for all.

SDG 7. Affordable and clean energy.

SDG 8. Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all.

SDG 9. Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation.

SDG 10. Reduce inequality within and among countries.

SDG 11. Make cities and human settlements inclusive, safe, resilient and sustainable.

SDG 12. Ensure sustainable consumption and production patterns.

SDG 13. Take urgent action to combat climate change and its impacts.

SDG 16. Promote just, peaceful and inclusive societies.

SDG 17. Partnerships for the goals.

Timeline

2019-2023.

Self-assessment block

PLANNING. What were the objectives set for the project?

Integrate local policies through the 2030 Agenda by means of a new municipal diplomacy.

IMPACT. What are the positive impacts of the project?

Results are periodically evaluated in terms of effectiveness and efficiency, allowing for continuous improvement of the project’s positive impacts.

INNOVATION. What are the most innovative aspects? What challenge/problem is being addressed?

Social cohesion, education, gender equality, and climate action and sustainability.

METHODOLOGY. What methodology was followed for its implementation?

Own methodology with a highly participatory approach.

CONDITIONING FACTORS. What conditions must be met for the project to be successfully replicated (in a similar context)?

The need for and involvement of the parties involved to be committed to the project.

REPLICATE/SCALE/TRANSFER. What elements should be considered for the project to be replicated in another Local Entity? What resources are necessary?

We believe that conditions similar to those of a medium-sized town in terms of population and complexity like Terrassa are needed. At the current stage of execution, the human, technical, and economic resources are those of the municipal corporation itself.

STAKEHOLDER INVOLVEMENT. Which local stakeholders have been involved in the project (citizens, third-sector organizations, private sector, academic field, etc.)? How was this involvement achieved?

Public-private partnership. Economic, cultural, and university stakeholders, and the Social Economy Third Sector. And, of course, the public as the cross-cutting axis of the project.

INTERNAL COORDINATION. How has the project been coordinated internally within the Local Entity?

Through the aforementioned Municipal Strategy Commission with the support of the International Relations Service.

PARTNERSHIPS. Have other institutions been involved in achieving the set objectives?

Yes, various agents have been involved, such as the multi-sectoral employers’ association or, for example, the city’s own University Campus, led by the Polytechnic University of Catalonia.

RESULTS/MEASUREMENT. Have the project results been measured based on local indicators?

We are measuring the results of the project in progress, after defining different levels of indicators. The goal is to fine-tune the relevance and utility of each indicator as a lever for improvement.

RELEVANCE. How appropriate are the objectives and results? Is there consistency between the set objectives and the results obtained?

Constant evaluation allows us to confirm the consistency between the objectives we have set and the results we are obtaining. In this sense, we compare our results with Spanish and European cities, within the framework of the FEMP or, for example, the EUROCITIES network, of which we are an active member, or UCLG.

TRIPLE IMPACT: Is the project sustainable from an environmental, economic, and social point of view?

The triple impact at the social, environmental, and economic levels is ensured through the real integration of the 2030 Agenda into our municipal policies.

OBSTACLES: What have been the main obstacles encountered in all phases of the project?

In an initial phase, a lack of knowledge on the part of the stakeholders involved.

CONCLUSION. Project impact and utility.

Transforming municipal policy, resulting in an improvement in the living conditions of the population in general. Testing new local governance strategies. Positive impacts in the promotion of new local partnerships.

Information block

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