4. LAB AND ULSG@WORK
4 LABS
• conceptual framework, tools and techniques
Each LAB followed by a ULSG@work session
• 4 small groups working on the city case
• Simulated ULSG
• Trying out/applying the tools together
• Deliverable (s) for each session
• Building a portfolio towards a LAP
• FINAL LAB Dragons Den for the 4 groups to present an action plan
URBACT LAB 1 SESSION 1 4
5. THE DRAGONS’ DEN
• Lab 5 presentations (pitches) to peer panel (Dragons’
Den)
• Winning ULSG gets award in USU plenary
URBACT LAB 1 SESSION 1 5
6. DRAGONS’ DEN CRITERIA FOR SUCCESS
(SCORE EACH CRITERION FROM 1 TO 5)
URBACT LAB 1 SESSION 1 6
Criteria
1. Coherence between problem, actions and results
2. Addressing the deputy mayor’s challenge
3. Feasibility
4. Integrated approach
5. Quality of presentation
Total
11. LAB 1
• PART 1 - INTRODUCTION TO THE CASE STUDY
• PART 2 -DEFINING THE PROBLEM
• PART 3 –MAPPING STAKEHOLDERS
• PART 4 – INTRODUCTION TO THE ULSG AT WORK
SESSION
URBACT LAB 1 SESSION 1 11
12. LAB 1
• PART 1 - INTRODUCTION TO THE CASE STUDY
• PART 2 -DEFINING THE PROBLEM
• PART 3 –MAPPING STAKEHOLDERS
• PART 4 – INTRODUCTION TO THE ULSG AT WORK
SESSION
URBACT LAB 1 SESSION 1 12
14. QUIZ ON THE ALLIUM CITY CASE
1. Which industry sectors provided economic growth in
the 1960s and 70s?
2. What developments have reduced the medieval town
centre’s role as a gathering point?
3. What steps have been taken to address the issues in
Allium’s northern suburb?
4. Specifically, where does the city’s money come from?
5. What do you think is the main challenge Allium faces
in terms of human capital, jobs and growth
URBACT LAB 1 SESSION 1 14
15. QUIZ ON THE ALLIUM CITY CASE
1. Which industry sectors provided economic growth in the 1960s
and 70s? Manufacturing – metal & pharmaceuticals
2. What developments have reduced the medieval town centre’s
role as a gathering point? Tourism leading to housing etc being
replaced by hotels etc
3. What steps have been taken to address the issues in Allium’s
northern suburb? Social programme, parenting, self help
groups, financial management support, sports centre
4. Specifically, where does the city’s money come from? Property
tax income & national govt
5. What do you think is the main challenge Allium faces in terms of
human capital, jobs and growth lots of answers!
URBACT LAB 1 SESSION 1 15
17. THE DEPUTY MAYOR’S CHALLENGE
• Labour market mismatch
• Increasing unemployment
• Lack of entrepreneurial culture
• Traditional governance mechanisms
• Lack of economic information and intelligence
• Ambitious development plans
• Some sectors showing signs of job potential
URBACT LAB 1 SESSION 1 17
18. THE DEPUTY MAYOR’S CHALLENGE
• How can we best grow jobs?
• How can we equip all our citizens to secure and retain
employment?
• How can we better understand the future skills needs
and economic potential of different emerging sectors?
• How can we best harness this potential to grow a strong
and resilient economy?
URBACT LAB 1 SESSION 1 18
19. LAB 1
• PART 1 - INTRODUCTION TO THE CASE STUDY
• PART 2 -DEFINING THE PROBLEM
• PART 3 –MAPPING STAKEHOLDERS
• PART 4 – INTRODUCTION TO THE ULSG AT WORK
SESSION
URBACT LAB 1 SESSION 1 19
22. URBACT LAB 1 SESSION 1 22
“If I had one hour to solve a
problem, I’d spend 55 minutes
thinking about the problem and 5
minutes thinking about solutions.”
Albert Einstein
23. WHY DOES IT MATTER?
• Most cities come into URBACT with a problem already defined…
• Often, this is a broadly stated problem…defined by a particular
stakeholder/s
• As natural ‘fixers’ we often jump to solutions too quickly
• Under scrutiny, the problem is often redefined – sometimes more
specific, other times transformed
• The process of defining and agreeing the problem fosters
openness, transparency and a shared approach
URBACT LAB 1 SESSION 1 23
24. URBACT LAB 1 SESSION 1 24
What tools have you used to identify and
solve problems and what are your
thoughts on their effectiveness?
30. “Any individual, groups of people, institutions or firms that
may have a significant interest in the success or failure of a
project / plan (either as
implementers, facilitators, beneficiaries or adversaries) are
defined as ‘stakeholders’.”
URBACT LAB 1 SESSION 1 30
32. WHY PARTICIPATION?
• More knowledge and information
• Better suited to change processes
• Co-creation brings about better quality results
• Increases motivation
• Ensures commitment for the implementation phase
URBACT LAB 1 SESSION 1 32
33. ACHIEVING COMMITMENT
Commitment is not an action you can make an agreement on!
Commitment is a process everyone has to go through!
+ add a parallel path with the steps of planning
URBACT LAB 1 SESSION 1 33
Participation
•Involvement in reflection
Insight
•Background, alternatives, views
Acceptance
•Ownership, positive feelings
Commitment
34. KEY INGREDIENTS OF GOOD MEETINGS
• Clear structure
• Efficient use of time
• All participants are active – all the time
• People enjoy the meeting and are motivated
• Leads to collective, structured views
• Leads to visible results, commitment
• People leave the meeting in good mood
URBACT LAB 1 SESSION 1 34
35. MAP AND KNOW YOUR STAKEHOLDERS
• Identify - who are they?
• Analyse– who is important, who is interested, who is not? Who
has power and influence?
• Engagement – what do the stakeholders want? What do you
want? How can you help them deliver what you want? How can
you shift their positions?
URBACT LAB 1 SESSION 1 35
36. A GOOD STARTING POINT IS TO CONSIDER THE
INDIVIDUALS AND ORGANISATIONS:
• You want/expect to benefit;
• Who complain that you’re not doing anything to resolve an issue;
• Who have similar issues to address;
• Who may already be rolling out a programme that may be working towards
common goals;
• Who may wish to fund or co-fund a project;
• Who don’t know about what you are trying to achieve but who are quick to
criticise;
• Who may be adversely affected by your project;
• The media.
URBACT LAB 1 SESSION 1 36
37. WORKING WITH STAKEHOLDERS
• Be clear about what you are seeking to achieve;
• Find out what makes key stakeholders tick;
• Understand your impact on others;
• Look for common ground;
• Be flexible and adapt your approach for different
audiences.
URBACT LAB 1 SESSION 1 37
38. GETTING THE BEST OUT OF STAKEHOLDERS
• Make sure a wide set of views and opinions can be
expressed;
• Create an inclusive and positive environment;
• Ensure that everyone (Community) gets a voice in the
most appropriate way;
• Presentations, workshops, focus groups; traditional and
social media can be used to encourage discussions and
agreement at different stages.
URBACT LAB 1 SESSION 1 38
39. ANALYSING AND PRIORITISING STAKEHOLDERS
URBACT LAB 1 SESSION 1 39
High Importance / Low influence
They require special attention if their interests
are to be protected.
High Importance / High Influence
Develop good working relationships with
these stakeholders to ensure support.
Keep informed throughout the process they
are unlikely to be the focus of the activity .
Low importance / Low Influence
These stakeholders may be ‘deal breakers’
and could constitute a serious risk.
Low importance / High Influence
Influence high
Importance
high
low
40. LAB 1
• PART 1 - INTRODUCTION TO THE CASE STUDY
• PART 2 -DEFINING THE PROBLEM
• PART 3 –MAPPING STAKEHOLDERS
• PART 4 – INTRODUCTION TO THE ULSG AT WORK
SESSION
URBACT LAB 1 SESSION 1 40
41. ULSG@WORK 1
• 14:00- Head to your ULSG rooms;
• Objective: to participate in some learning by doing exercises
relating to problem definition and stakeholder analysis;
• Tasks: to use a problem tree to define the core problems; to
review stakeholders on the list and assess importance and
influence using the carpet;
• Tool: Blank poster for tree and Stakeholder analysis carpet;
• Deliverables: Completed problem tree poster, Validated
stakeholder list;
• Report back to LAB2.
URBACT LAB 1 SESSION 1 41
42. IMPROVING STAKEHOLDER ENGAGEMENT
URBACT LAB 1 SESSION 1 42
Increase motivation
Consider ways to increase their interest
Connect to things they are interested in
Actively engage
Value as key stakeholders
Invest time and effort here crucial to success
Minimal effort but don’t invest inappropriate
effort
Keep informed
Limited means to influence, keep informed
but don’t invest inappropriate effort
Keep interested
Influence high
Importance
high
low
Notes de l'éditeur
11:00 til 13:00 – 2 hoursThis slide projects as people walk into the room
Speed networking using music and questionsParticipants move chairs to create some space to move aroundEach participant is given a card with 5 questionsLab manager plays music, people walk around & music stopsEach participant asks a question of person next to themMusic starts again etc etcLM picks our a few people to say who they met & what was interesting etcEnd by 11:15What do you like most about Dublin (so far…)?What’s one thing you want to get from this event?How did you get involved in URBACT?What can others learn from your city’s experience?Personally, what are you most proud of?Superman or Spiderman?In the movie of your life, which actor would play the part of you?Tent, farmhouse, villa or penthouse?What makes you laugh?
11:15 (5 minutes for this bit!)Explain format of USU:5 labs – quick run through 1- getting started – into to Allium, framing problems, engaging stakeholders2 – Preparing effective action planning (building evidence & defining results)3 – Action Planning (participative planning, resources, agreeing actions)4. – Checking – ready for launch?5. – Dragons Den – the ContextEach Lab followed by ULSG@work session – as per slide
Final lab is where each of the ULSG groups will present (pitch) their LAP to a panelIn each ULSG@work you will build a portfolio that will support the pitchAll addressing the city case & the deputy mayor’s challenge
You have the LAP toolkitWe aim to cover all of these different stages of the action planning modelCyclical and iterative process – not linear in reality
Transition slide
Informal in styleWant to create dialogue, creative space – interrupt, contribute, disagree!!BUT time is also quite tight and we have a lot to cover so part of my job - & that of the facilitators - is to keep us moving
11:20OK – time to get started
& hear more about the city of Allium15 minutes to introduce
City case is:Information tool setting out the strategic environmentSituation analysis for the topic – in our case human capitalA means to start identifying problemsIt is fictional case study – platform for collaborative learning & activityGood to start now thinking about priorities now – you will be working on this case in the next sessionsTake a few questions – resist pressure to ‘provide all the information’ – this is for the ULSG session
Work in pairs
Work in pairsFinish quiz by 11:35
Simina starts 11:35
SiminaAllow 3 questions max
11:45 – 12:15
This session focuses on problem definition – within the context of the planning cycle
Essential to have common understanding of problems at the outset =- and before considering potential solutions
What are some of the issues cities face in relation to defining problems?What do LSGs start with? – evidence baseExercise:Participants work in pairs / buzz groups on the following question:What tools have you used to identify and solve problems and what are your thoughts on their effectiveness?
Exercise: 10 minutesParticipants work in pairs / buzz groups on the following question:What tools have you used to identify and solve problems and what are your thoughts on their effectiveness?Quick review of responses then intro to problem tree
How many of you have worked with this already e.g. At NTS or in your own ULSG experiences?Ask someone to talk about their experience of using it (pref identify in advance)
An example of what a complete problem tree might look likeNo ‘right’ answer – that is the point really – it generates useful discussions, new approaches
12:15 Now moving on to consider stakeholders30 mins for this bit
Working with stakeholders is about:Involving a broad range of people listening and engaging – people who may benefit from planning actionImproving the content & planed results – cross checking the relevance / need for actionsDeveloping support, building relationships & sharing responsibilities around the planned actionsManaging risks and conflicts by engaging potential threats and sceptics
Stakeholders are critical for success and sustainabilityImprove content and planned resultsMotivate engagement of those that will benefit from the actionsCross check relevance and need for the actions Create consensus, support and build relationships around planned actionsHigher chance of successful resultsReduce risks
ListenCommunicateInclude
Introduce tool – Daniel?
12:50Long first session – thanks for your patience & contribution – the others are shorter and (a bit) less busy....Now going to finish by introducing the 1stULSG@work session which takes place after lunch
You have each been assigned a facilitator – Maybe do shout out? The objective of the session is to participate in some learning by doing exercises to identify your stakeholdersComplete a list of stakeholdersCarry out a stakeholder analysis & consider the problem to be addressed through the Action PlanningDeliverables:Complete problem treeComplete list of stakeholdersBefore going to lunch, check which ULSG you are in & which room you will meet in after lunch (14:00