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URBACT Summer University 2013 - Labs - Human Capital - Session 1

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Materials from the URBACT Summer University Lab "Human Capital", managed by Alison Partridge

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URBACT Summer University 2013 - Labs - Human Capital - Session 1

  1. 1. URBACT LAB 1 – GETTING STARTED Getting started
  2. 2. INTRODUCTIONS URBACT LAB 1 SESSION 1 2 Alison Chantal Jean Jacques Daniel
  3. 3. WELCOME TO THE LAB! 3URBACT LAB 1 SESSION 1
  4. 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. 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. 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
  7. 7. ACTION PLANNING MODEL URBACT LAB 1 SESSION 1 7 Problems Stakeholders Evidence Results Ideas Actions Resources Check Consultation Launch Problems Stakeholders Evidence Results Ideas Actions Resources Check Consultation Launch
  8. 8. RESOURCES • ULSG Facilitators support • Handouts and briefings • URBACT Local Support Group Toolkit • Student volunteers URBACT LAB 1 SESSION 1 8
  9. 9. LAB RULES URBACT LAB 1 SESSION 1 9
  10. 10. LAB RULES • Timekeeping • Listening • Mobile phones on silent • Avoid jargon • Participate URBACT LAB 1 SESSION 1 10
  11. 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. 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. CITY CASE OVERVIEW URBACT LAB 1 SESSION 1 13
  14. 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. 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
  16. 16. THE DEPUTY MAYOR’S CHALLENGE URBACT LAB 1 SESSION 1 16
  17. 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. 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. 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
  20. 20. ACTION PLANNING MODEL URBACT LAB 1 SESSION 1 20 Problems Stakeholders Evidence Results Ideas Actions Resources Check Consultation Launch Problems Stakeholders Evidence Results Ideas Actions Resources Check Consultation Launch
  21. 21. DEFINING PROBLEMS URBACT LAB 1 SESSION 1 21
  22. 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. 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. 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?
  25. 25. URBACT LAB 1 SESSION 1 25
  26. 26. URBACT LAB 1 SESSION 1 26
  27. 27. URBACT LAB 1 SESSION 1 27
  28. 28. ACTION PLANNING MODEL URBACT LAB 1 SESSION 1 28 Problems Stakeholders Evidence Results Ideas Actions Resources Check Consultation Launch Problems Stakeholders Evidence Results Ideas Actions Resources Check Consultation Launch
  29. 29. STAKEHOLDERS – WHO ARE THEY? URBACT LAB 1 SESSION 1 29
  30. 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
  31. 31. CRITICAL FOR SUCCESS AND SUSTAINABILITY URBACT LAB 1 SESSION 1 31
  32. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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

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