URBACT Summer University 2013 - Labs - Attractive cities for young people - Session 1

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Materials from the URBACT Summer University Lab "Attractive cities for young people to live and work" managed by Robert Arknil

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URBACT Summer University 2013 - Labs - Attractive cities for young people - Session 1

  1. 1. URBACT LAB 1 SESSION 1 Getting started
  2. 2. WELCOME TO THE LAB! 2URBACT LAB 1 SESSION 1
  3. 3. INTRODUCTIONS • Lab Manager • ULSG Coordinators: • Lab Managers to insert names and photos here URBACT LAB 1 SESSION 1 3
  4. 4. TOOLS FOR ACTION PLANNING URBACT LAB 1 SESSION 1 4
  5. 5. ACTION PLANNING MODEL URBACT LAB 1 SESSION 1 5 Problems Stakeholders Evidence Results Ideas Actions Resources Check Consultation Launch Problems Stakeholders Evidence Results Ideas Actions Resources Check Consultation Launch
  6. 6. 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 6
  7. 7. THE DRAGONS’ DEN • Lab 5 presentations (pitches) to peer panel (Dragons’ Den) • Winning ULSG gets award in USU plenary URBACT LAB 1 SESSION 1 7
  8. 8. DRAGONS’ DEN CRITERIA FOR SUCCESS (SCORE EACH CRITERION FROM 1 TO 5) URBACT LAB 1 SESSION 1 8 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
  9. 9. RESOURCES • ULSG Facilitators support • Handouts and briefings • URBACT Local Support Group Toolkit • Student volunteers URBACT LAB 1 SESSION 1 9
  10. 10. LAB RULES URBACT LAB 1 SESSION 1 10
  11. 11. LAB RULES • Timekeeping • Listening • Mobile phones on silent • Avoid jargon • Participate URBACT LAB 1 SESSION 1 11
  12. 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
  13. 13. 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 13
  14. 14. ACTION PLANNING MODEL URBACT LAB 1 SESSION 1 14 Problems Stakeholders Evidence Results Ideas Actions Resources Check Consultation Launch Problems Stakeholders Evidence Results Ideas Actions Resources Check Consultation Launch
  15. 15. QUIZ ON CITY CASE (TO COME) 1. How many cities are named after flowers ? URBACT LAB 1 SESSION 1 15
  16. 16. CITY CASE OVERVIEW URBACT LAB 1 SESSION 1 16
  17. 17. THE DEPUTY MAYOR’S CHALLENGE / ADD DEP MAYOR’S PHOTO? • Key points to be added here URBACT LAB 1 SESSION 1 17
  18. 18. 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 18
  19. 19. ACTION PLANNING MODEL URBACT LAB 1 SESSION 1 19 Problems Stakeholders Evidence Results Ideas Actions Resources Check Consultation Launch Look at city case Identify and engage stakeholders Gather evidence Analyse the problem Move from problems to solutions Translate solutions to goals and activities Assess and analyse risk Consult and launch
  20. 20. DEFINING PROBLEMS URBACT LAB 1 SESSION 1 20
  21. 21. URBACT LAB 1 SESSION 1 21 “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
  22. 22. 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 22
  23. 23. URBACT LAB 1 SESSION 1 23 EFFECTS PROBLEM CAUSES
  24. 24. Add example of completed tree from Toolkit URBACT LAB 1 SESSION 1 24
  25. 25. STAKEHOLDERS – WHO ARE THEY? URBACT LAB 1 SESSION 1 25
  26. 26. “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 26
  27. 27. CRITICAL FOR SUCCESS AND SUSTAINABILITY URBACT LAB 1 SESSION 1 27
  28. 28. 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 URBACT LAB 1 SESSION 1 28
  29. 29. 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 29
  30. 30. 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 30 Participation •Involvement in reflection Insight •Background, alternativ es, views Acceptance •Ownership, positive feelings Commitment
  31. 31. 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 31
  32. 32. 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 32
  33. 33. 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 33
  34. 34. ANALYSING AND PRIORITISING STAKEHOLDERS URBACT LAB 1 SESSION 1 34 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
  35. 35. 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. URBACT LAB 1 SESSION 1 35
  36. 36. COMBINATION OF THE TWO PREVIOUS METHODS URBACT LAB 1 SESSION 1 36
  37. 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. 38. URBACT EXAMPLES • Xx in lab gives 5 min story URBACT LAB 1 SESSION 1 38
  39. 39. 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 39
  40. 40. URBACT EXAMPLES • Xx in lab gives 5 min story URBACT LAB 1 SESSION 1 40
  41. 41. 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 URBACT LAB 1 SESSION 1 41
  42. 42. 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. URBACT LAB 1 SESSION 1 42
  43. 43. IMPROVING STAKEHOLDER ENGAGEMENT URBACT LAB 1 SESSION 1 43 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

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