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Ladies and gentlemen, dear colleagues,
when we began working with the idea of

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restorative city, it became clear to us
relatively quickly that perhaps the

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most important question is not what
additional restorative programs could be

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launched in page.

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The more important question is what
needs to be in place for Page to

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become not simply restorative projects,
but the general restorative project.

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This distinction runs throughout
our entire presentation.

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After all, a city may have mediation,
restorative circles, and schools,

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victim support,
well functioning civil society organization

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and committee profession professionals,
and yet these elements don't automatically

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add up a city wide system.

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So today

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Rather than focusing primarily on yet
another restorative method, we would

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like to discuss how the resources
that already exist can be

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connected.

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To do this, we examined how several
European cities operate and then

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asked which of these experiences are generally

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worth transferring to Page,
and which should not simply be.

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Copy that.

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That is also a very personal
starting point to this entire

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project.

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And perhaps this is a good point
to mention how delighted we are

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that so many people have joined
us in shared reflection,

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mostly online.

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For us, this is a particularly
important feedback because it shows

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that the idea of the restorative
cities attracting the interest of

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An increasing number of
professionals and institutions.

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It is a particular personal
pleasure for me that some of the

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professionals from whom I first
heard about how restorative

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cities work at the conference here in
Hungary and Budapest in the past.

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Are also with us today.

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Bruna Di Guerra from Italy.

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I was a co presenter of

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The previous presentation,
and I am also very ple pleased to

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welcome Ericomodja from the
Hungary Ministry of Justice.

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Which is uh not the case study for us.

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We live here, we work here, and we teach here.

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So when we examine restorative
practices in other European

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cities, we are not doing so
out of academic curiosity.

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The question is always there in the background.

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Background, what can we bring
home from these experiences?

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For exactly this reason,
we don't see these conferences the conclusion of

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research project either.

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We see it much more as one
working phase in PJ journey

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towards becoming a restorative city.

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We had three objects.

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First, to learn directly from those who
have already gone through the process

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of building, organizing,
and sustaining restorative work in their own

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cities.

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Second, to connect these European
experiences with the knowledge, institutions

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and professionals that already exist in Page.

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And third, which may be just as important,
we wanted to learn not only

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From the successes.

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We were also interested in why
promising initiative can be.

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Why does it become dependent
on particular individuals?

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What does volunteer energy
become become exhausted?

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And then can services remain
in place by the city,

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by the identity behind the anticipants.

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And uh this brings us to an
experience uh that may be the

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least measurable, uh,
yet for us was one of the strongest.

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During our uh

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During our study visits,
um the most important lesson uh was not

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necessarily an organizational
chart or a legal structure.

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It was the way we were working.

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The people we met gave us their time.

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They showed us how they work.

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They told us not only what had success,
but also what had.

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They shared their problems and dynamics with us,
and in many cases, they also

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said if the process starts in page,
you can count on us.

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This matters because the relationships

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In a sense, became a rest rest rest rest rest
rest rest rest rest rest restorative experience.

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Um

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Sorry.

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Uh.

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We experience the we experience
the openness, dialogue,

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trust, reciprocity, and knowledge sharing.

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In other words,
exactly the values that we otherwise

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describe as the core of restorative philosophy.

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This led us to idea highlighted on this slide.

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Ultimately,
restorative city is not only a structure.

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It is also a culture of relationships, sir.

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Because if we lose that, even the most
sophisticated organizational model remains

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only an organizational model.

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The map

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First, the map and the photo test
shows some of relationships

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that have developed over the past period.

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Bristol, Löwen, Komo, Laku,
Temple, Mozanian Sassari.

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These visits were especially valuable
to us because alongside the reading

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literature, the load as to different
organizational cultures from

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the day inside.

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We were able to speak with people who
created these networks, who ran them

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today, or who were involved
in running them in the past.

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For us, the process can be
described roughly like this.

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The process can be described roughly like this.

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Encounters create trust.

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Trust leads to knowledge sharing.

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And no sharing creates cooperation.

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In fact, this is the same logic we
would later like to activate among

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institutions in Pacha, not by starting
with the creation of a new organization,

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but by making relationships work.

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Of course, the purpose of study resists
was not to say this is how it works in

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Lewen, therefore we should do exactly the same.

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That would probably not work.

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Our question was instead what can
be generalized behind a particular

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institutional arrangement?

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What made these initiatives credible human level?

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What made them workable organizationally,
and what can generally be

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Translated into the page.

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Context.

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We identified six such elements.

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openness

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Knowledge sharing, relational trust,
coordination backbone, visible access, and

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finally local adoption.

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This is also the logic of our
approach from human experience

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to shared learning,
from shared learning to a page specific

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translation, and from there to
clearly define the pilot projects.

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So our aim is

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Not to copy but to lun and
other jungles after the

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institution and uh we are sorry
for the representatives of uh

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Sassar and Tempio Posania
that they went in the sea

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and Kumoleco went to Croatia it was a little
bit technical problem but maybe we know

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that uh is in Lombardia and uh
and Sassar in Sardinia not in the

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sea.

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So just

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So this is my yes, this is my

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presentation.

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So by rest at the city,
we do want to mean a new justice institution.

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Uh, nor do we suggest that every
urban uh conflict should be handled

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restoratively.

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We understand it as a city wide response
to harm conflict and loss of trust

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based on participation.

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Uh recognizing needs, uh responsibility,
dialogue, uh rep repair and

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restore relationships.

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It's especially very lies in the horizontal
connection of systems that usually operate

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alongside one another,
uh local government, justice, police,

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social services.

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Child protection, education,
civil society, and communities.

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Uh C West of the City is
therefore not one institution.

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It is the functioning relationship
between these institutions and

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communities.

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Um

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The compared five European
cases between the empirical

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basis came from earth study
visits and field experience.

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Uh the literature on restorative cities
and the page round table of the local

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institutions.

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We did not rank completely city models.

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Instead vi compared the
six functional dimensions.

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These are on the slide,
this is the political and the project

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organizational embedding, governance and
coordination, accessibility and case navigation

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methodological toolkit, interinstitutional
cooperation and community participation.

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This allows us to uh transfer useful
elements without claiming that

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any single foreign modern
should be reproduced in PH.

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Yeah, the comparison show is very
different for organization best ways.

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Uh L is a formalized autonomous
network with paid coordination.

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Uh, Como is embedded more strongly in
territorial and social policy cooperation.

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LECU is informal,
participatory and community liver.

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Tempio Pausania gives the university
particularly important research.

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And the intervention role.

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Bristol

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Uh, developed a broad umbrella of services,
but citywide coordination a little become

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valuable.

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It is still an emerging network with
a strong university background.

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And before formalization and pilot project,
the first major conclusion is therefore

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clear, there is no single restorative modal.

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Page should not choose one city to copy.

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It should combine transfer relations.

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Ludwig demonstrates the value of strong
governance and paid coordination.

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Co shows integration between justice,
social and community systems.

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Black co demonstrates low bureaucracy
participation,

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but also the risk of defendance of on

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individuals.

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Tempio pausani.

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Uh, shows the university as a methodology bridge.

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Wants the services may survive by shared
citywide identity and coordination weekend.

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For P, we therefore propose a
model that is municipal supported.

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Professionally autonomous.

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O organ is naturally light and formalized.

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Two requirements must be secure together,
public leg leg leg leg leg leg leg

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leg leg legitimacy and professional

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autonomy.

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Local government can provide public policy
support, basic resources and visibility.

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An autonomous professional network should protect
methods, standards, and professional content.

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The university can uh contribute research.

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Training

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Evolution and international links.

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International connections as well.

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Impage first afterward formalization
could be shared restorative chapter.

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The this would not create
a large new institution.

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But uh would establish common principles
and recognize framework for cooperation.

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Crucial distinction

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It's between strategic coordinates
and day to day coordination.

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Strategic speeding group should represent
the main sectors, set objectives, develop

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an annual action plan, and pilot projects.

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But someone must also maintain their
network every day, organize context,

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support reference, file locations through
the system, and provide feedbacks to

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partners.

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For this season,
we propose a paid network coordinator.

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The coordinator will not decide individual
cases or replace institutional competencies.

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The role is to make relationships.

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Bath is and continuity function.

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From the resident perspective,
the system must be simple.

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People in conflict.

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S should not be expected to understand
the city's institutional map or

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decide whether their problem belongs

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to child protection, criminal justice,
or social services.

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Access should therefore be
organized around life situation.

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There should be one clear entry point.

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In person, by phone, or digitally?

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Well the first question are what
happened and what do you need?

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The system should then provide needs assessment,
active case navigation, after that

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to do appropriate service.

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And or restorative process and PH or have useful

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experience with this logic,
through wic team suffer.

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Restative practice is not the same as mediation.

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Mediation is only one tool.

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Depending on the conflict, the toolkit may
include less circles, family group conferences,

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facilitated institutional or community dialogue,
narrative methods or community encounters such

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as cafes, forums and shared meals.

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At city level, this can also be complemented
by appropriate architectural, transport and

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landscape design solutions.

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The method should fit the conflict and the need.

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The safeguards, however, are not negative.

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Voluntary and informed participation,
seek guard and emotional safety, opportunities to

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express needs, and take responsibility,
jointly develop solutions, train in part of your

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facilities, and attention to dignity,
power imbalances, and so on.

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The toolkit can be flexible,
the principals can not.

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Page already has many professional relationships,
but they do not don't

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yet operate as one integrated system.

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School bullying shows by these matters.

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One conflict may involve education,
child protection, family, police, and criminal

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justice.

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The same is true of neighborhood
conflicts or integration after prison.

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Institutions therefore need to know one another
tools, contact one another in time, actively

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prefer cases, and where possible,
create joint solution.

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Page strength is the density of
its existing relationships.

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Next step is to map them, create a shared
chapter, establish a case navigation protocol,

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and operate automatic working groups.

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Competencies need to be matched.

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The language and pathways should be shared.

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Information necessary,
but is not yet participation.

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Participation can differ from information
to consultation, proposals, co design,

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connection to decision making,
and finally visible feedback.

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People must not only be able to express
their views, they should also see what

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happened to what they said.

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We therefore define game
participation through two elements.

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Meaningful influence and visible feedback.

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The surprise book at the micro
level where the people participate

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in resolving a concrete conflict and at
the macro level where residents have

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ship city priorities programs and evolution.

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The Bonokai legal example shows why
environment should begin with define defin

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defining the problem,
not only becoming on a re made solution.

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This is such a proposal.

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A life network with a strong
coordination backbone.

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At the top would be a shared restorative chapter
and an evaluation plan, supported by multi-sector

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strategic steering group.

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Bay to D continuity would be provided by a
Page Network coordinator responsible for

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relationships, case navigation, and follow up.

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The university of Page would function as a
methodological and knowledge hue through

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training, research, evaluation,
and international connections.

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Thematic working groups could focus on schools,
child protection, victim support, neighborhoods,

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and brain integration.

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Finally, the system must be publicly
accessible in person, by phone and digitally.

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It is not a new super institution.

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It's an infrastructure that connects and
makes existing capacities easier to navigate.

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From the resident perspective,
the model is even simpler.

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A person, family,
or community arrives with the question.

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Where can I turn?

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The access point listen identifies needs,
provides clear information, access is

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possible, that is, and as that is two capability,
and it consists connect the person

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to the appropriate service.

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That may be mediation, child and family support,
victim support, school support,

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police, justice system, or community deal.

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Follow up is that essential.

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The center does not solve every problem
itself and does not become a new

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authority.

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Its function is better navigation across
existing competencies, with voluntariness,

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consent, and protection built into the process.

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The system should be be graduated.

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We propose a step zero, shared learning among
local institutions, using rest relative logic to

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identify strength.

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Uh gaps and usually next gun
comes uh mapping the system,

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institutions, methods.

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The second stage is light formalization, charter,
governance, coordinator, and basic protocol.

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The third is clearly bounded pilot projects,
for example, in schools, victim support,

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neighborhoods, or integrity.

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The fourth is opening public access to in-person,
telephone and digital channels.

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Finally, comes learning and scaling everybody,
card what does not work, and

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explain what does.

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The model itself should develop
restoratively through feedback.

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Success cannot be measured only
by number of cases handled.

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Rest of the city must also ask whether people
can find and access the system, whether

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vulnerable participants are safe,
whether support is experienced as professional

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and person centered, whether case navigation
works across institutions, and whether the

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modern sanctions, trust,
and a sense of belonging.

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Cases and outcomes still matter,
but they must be understood

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together with who participated,

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what happened, and what follow up occurred.

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Evaluation should therefore not be
an inspection added at the end.

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It should be part of the development process
and the mechanism through which pilots become a

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sustainable city model.

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And this will be the last slide.

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If you then use the proposal to three ideas,
there are connect, me

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accessible, and first.

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Connect has already exists through a coordination
backbone, shared chapter and functioning.

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Interinstitutional case navigation.

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Second, make the system accessible through
a clear empty point, needs assessment, and

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several channels of access.

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Third, learn and adjust through participation,
evaluation, pilot projects,

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European experience, and local feedback.

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Page does not primarily need
a large new organization.

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It needs to connect existing knowledge,
institutions, professionals, and communities

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within a common visible
and functioning framework.

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If we can do that.

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Restorative city will become not a labor,
but a way of responding to conflict and

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harm.

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Thank you.