URBACT LAB 1SESSION 1

Getting started

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WELCOME TO THE LAB!

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INTRODUCTIONS• Lab Manager • ULSG Coordinators:• Lab Managers to insert names and photos here

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TOOLS FOR ACTION PLANNING

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ACTION PLANNING MODELProblems

Stakeholders

Evidence

Results

Ideas

Actions

Resources

Check

Consultation

Launch ProblemsStakeholdersEvidenceResultsIdeasActionsResourcesCheckConsultationLaunch

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LAB AND ULSG@WORK4 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

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THE DRAGONS’ DEN• Lab 5 presentations (pitches) to peer panel (Dragons’

Den)• Winning ULSG gets award in USU plenary

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DRAGONS’ DEN CRITERIA FOR SUCCESS(SCORE EACH CRITERION FROM 1 TO 5)

Criteria1. Coherence between problem, actions and results

2. Addressing the deputy mayor’s challenge

3. Feasibility

4. Integrated approach

5. Quality of presentation

Total

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RESOURCES• ULSG Facilitators support• Handouts and briefings• URBACT Local Support Group Toolkit• Student volunteers

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LAB RULES

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LAB RULES• Timekeeping• Listening• Mobile phones on silent• Avoid jargon • Participate

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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

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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

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ACTION PLANNING MODELProblems

Stakeholders

Evidence

Results

Ideas

Actions

Resources

Check

Consultation

Launch ProblemsStakeholdersEvidenceResultsIdeasActionsResourcesCheckConsultationLaunch

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QUIZ ON CITY CASE (TO COME)1. How many cities are named after flowers ?

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CITY CASE OVERVIEW

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THE DEPUTY MAYOR’S CHALLENGE/ ADD DEP MAYOR’S PHOTO?

• Key points to be added here

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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

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ACTION PLANNING MODELProblems

Stakeholders

Evidence

Results

Ideas

Actions

Resources

Check

Consultation

Launch Look at city caseIdentify and engage stakeholdersGather evidenceAnalyse the problemMove from problems to solutionsTranslate solutions to goals and activitiesAssess and analyse riskConsult and launch

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DEFINING PROBLEMS

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“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

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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

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EFFECTS

PROBLEM

CAUSES

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Add example of completed tree from Toolkit

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STAKEHOLDERS – WHO ARE THEY?

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“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’.”

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CRITICAL FOR SUCCESS AND SUSTAINABILITY

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STAKEHOLDERS ARE CRITICAL FOR SUCCESS AND SUSTAINABILITY• Improve content and planned results• Motivate engagement of those that will benefit from the actions• Cross check relevance and need for the actions • Create consensus, support and build relationships around planned actions• Higher chance of successful results• Reduce risks

• NB This slide could also just be in notes page to talk to previous slide

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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

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ACHIEVING COMMITMENTCommitment 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

Participation• Involvement in

reflection

Insight• Background,

alternatives, views

Acceptance• Ownership, positive

feelings Commitment

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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

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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?

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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.

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ANALYSING AND PRIORITISING STAKEHOLDERS

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

Impo

rtan

ce

high

low

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SOCIAL NETWORK MAPPING• Identifying relevant stakeholders in the adaptation planning process;• Eliciting information from them;• Highlighting, in a qualitative manner, where adaptive capacity will need to be

built in relation to the problems analysed.

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COMBINATION OF THE TWO PREVIOUS METHODS

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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.

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URBACT EXAMPLES• Xx in lab gives 5 min story

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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.

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URBACT EXAMPLES• Xx in lab gives 5 min story

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LAB 1• PART 1 - INTRODUCTION TO THE CASE STUDY

• PART 2 - GETTING THE RIGHT PEOPLE IN THE LSG

• PART 3 – INTRODUCTION TO THE ULSG AT WORK SESSION

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ULSG@WORK 1• 000hrs- 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.

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IMPROVING STAKEHOLDER ENGAGEMENT

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

Impo

rtan

ce

high

low