Designing Action Plans and Ensuring Participation in URBACT Labs

URBACT LAB 1
SESSION 3
Action
Planning

LAB 3
• Feedback on ULSG at work
• PART 1 -DESIGNING AN ACTION PLAN
– Key principles
– Ensuring participation
• PART 2 – RESOURCES
• PART 3 – PREPARATION FOR ULSG AT WORK
URBACT LAB 1 SESSION 3 2

LAB 3
– Key principles

THE CONCEPT OF ‘ACTION PLANNING’
• Moving from defining problems and expected results to
determining actions designed to achieve them and
indicators to measure your success
• A critical stage - requires careful timing and
management
• Local Support Group involvement vital
• Co-creation delivers better action plans

WHERE ARE WE IN PLANNING CYCLE MODEL?
Problems
Stakeholders
Evidence
Results
Ideas
Actions
Resources
Check
Consultation
Launch
Problems
Stakeholders
Evidence
Results
Ideas
Actions
Resources
Check
Consultation
Launch

ACTION PLANS
• Coherent set of tangible actions in response to the
expected results
• Stakeholder involvement – roles and responsibilities
• Clear timeline (1,3,5,10 year plan?)
• Link to 2014-2020 results framework
(results, actions, outputs, indicators)
• What-How-Who-When-Where?

DEVELOPING AN ACTION TABLE
ACTION TABLE
Expected result Reduced motorised traffic in the city centre to 50% of 1990 figures
Action Title & Short
Description
Lead Actor or
Agency
Key Partners Intended
Outputs
Timescale Resources per annum
1.1 Introduction of smart
traffic charging scheme
Establishment of charging
perimeter and installation
smart control infrastructure
Municipality –
Transport
Dept.
- Police
- Private IT
company
- Parking Authority
- Motorist
organisations
- Media
Lower % of
daily
commuter
car journeys
December 2015 ?
1.2 Programme of
pedestrianisation and redesign
of public open space
1.3 Increase public transport
offer
1.4 Extend and improve cycle
network
1.5 Reorganise parking system
(offer and access routes)
…

THE HerO EXPERIENCE

THE ESIMeC EXPERIENCE – 1 SABADELL
Actions Objective 1, Action 1 Objective 1 Action 2
Description Effective use of the “one-stop window”
office: Increase collaboration between
organisations that provide services to
businesses in the city
Re draft the local agreement to enhance
employment and competitiveness in Sabadell
Duration June 2012 - June 2013 December 2012
Resources Own resources Own resources
Actors Local Development Agency
CIESC, Chamber of commerce, ASCAMM,
LEITAT, Secot
Local Development Agency
CIESC, Chamber of commerce, ASCAMM,
LEITAT, Secot
Activities To update agreements with other entities
in Sabadell city.
To collect an updated list of contacts for
local organizations collaborating with the
office
To join information already obtained by all
the entities concerning skills needs by the
business.
3 meetings with the members stating the
agreement
Include new relevant parties in the new
economic framework of the city
Results Short term we expect greater flexibility in
solving specific problems of the business
sector
Also is expected to increase confidence in
the administration
Achieving a consensus position with the
agreement of all organizations face new
challenges.
Emphasize demand led workforce
development in a strategic document for the
city

LAB 3
– Key principles

GOOD PLANS AND DECISIONS
Content (C)
People (P)
motivation
commitment
enthusiasm
Quality of a plan
or decision =CxP
Source: GROUP EXPO by Veikko Mantere

STRUCTURE AND PARTICIPATION
Consensus-based
methods
Conventional meeting
led by a chairperson
Agora, meeting on equal
terms, panel
Group meetings
dominated by one or a
small number of
participants
Clear meeting structure
No or poor structure
Strong
participation
Weak
participation
Joint
view of the
participants
The
chairperson’s
view
The most
powerful
participants’ view
Each participant
has his or her
own view

SOME METHODS TO IDENTIFY
ACTIVITIES

DE BONO THINKING HATS

OPERA
wn suggestions
air discussions
xplanations
anking
rranging
O
P
E
R
A

START – STOP - CONTINUE
START STOP continue
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IMPACT / EFFORT MATRIX
EFFORT
IMPACT
LOW
HIGH
HIGH

USEFUL RESOURCES
• URBACT Guide - GETTING RESULTS THROUGH ANIMATED
MEETINGS: SEVEN TOP TIPS
• Dave Gray – Sunni Brown – James Macafuno: GAMESTORMING –
A Playbook for Innovators, Rulebreakers, and Changemakers
• http://www.mindtools.com/fulltoolkit.htm

LAB 3
– Key principles

RESOURCES – KEY PRINCIPLES
• Resources are the means to an end – not an end in
themselves
• Funding is just one example of resources

RESOURCES – KEY PRINCIPLES
• Be clear about what you want to achieve and what you
need € for
• Explore wide range of potential funding sources
• Create a funding ‘cocktail’
• Be creative but realistic
• Consider monitoring requirements

FUNDING – KEY SOURCES
• European – CP 2014-2020
• National and Regional
• ‘New’ instruments / methods
– Crowd funding
– Public private partnerships
– Doing more with less – citizens, self organisation

LAB 3
– Key principles

ULSG@WORK 3
• Objective: to develop a coherent set of actions
• Tasks: to brainstorm ideas using De Bono Hats and to
record and structure the best using OPERA
• Tools: Action table, De Bono Hats and OPERA
• Deliverables: Action table filled in (poster)

WHAT NEXT?
• 15:30 to 17:30 ULSG@work-3
• Free evening
• Friday
– 0900 URBACT Talk
– LAB and ULSG@work 4 (Checking / assessment LAP) and
preparing for
– LAB 5 (Dragons’ Den – The contest)
– Awards Ceremony
– PARTY!!

Designing Action Plans and Ensuring Participation in URBACT Labs

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