LAB AND ULSG@WORK
• 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 ULSG groups to present an action
URBACT LAB 1 SESSION 1 6
THE DRAGONS’ DEN
• Lab 5 presentations (pitches) to peer panel (Dragons’
• Winning ULSG gets award in USU plenary
URBACT LAB 1 SESSION 1 7
DRAGONS’ DEN CRITERIA FOR SUCCESS
(SCORE EACH CRITERION FROM 1 TO 5)
URBACT LAB 1 SESSION 1 8
1. Coherence between problem, actions and results
2. Addressing the deputy mayor’s challenge
4. Integrated approach
5. Quality of presentation
• ULSG Facilitators support
• Handouts and briefings
• URBACT Local Support Group Toolkit
• Student volunteers
URBACT LAB 1 SESSION 1 9
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. Why have municipality income levels dropped?
6. What social policy pressures are increasing?
URBACT LAB 1 SESSION 1 15
THE DEPUTY MAYOR’S CHALLENGE
• Demographic changes
• Rising (youth) unemployment
• Financial reductions
• Public sector structural issues
• How can we make better use of our resources?
• How can municipality collaborate more effectively?
• How can it better engage with hard to reach groups?
• What does success look like?
URBACT LAB 1 SESSION 1 17
• PART 1 - INTRODUCTION TO THE CASE STUDY
• PART 2 -DEFINING THE PROBLEM
• PART 3 –MAPPING STAKEHOLDERS
• PART 4 – INTRODUCTION TO THE ULSG AT WORK
URBACT LAB 1 SESSION 1 18
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.”
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
• 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
URBACT LAB 1 SESSION 1 23
STAKEHOLDERS – WHO ARE THEY?
URBACT LAB 1 SESSION 1 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 27
CRITICAL FOR SUCCESS AND SUSTAINABILITY
URBACT LAB 1 SESSION 1 28
STAKEHOLDERS ARE CRITICAL FOR SUCCESS AND
• Improve content and planned results
• Motivate engagement of those that will benefit from
• Cross check relevance and need for the actions
• Create consensus, support and build relationships
around planned actions
• Higher chance of successful results
• Reduce risks
URBACT LAB 1 SESSION 1 29
• 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 30
Commitment is not an action you can make an agreement on!
Commitment is a process everyone has to go through!
URBACT LAB 1 SESSION 1 31
•Involvement in reflection
•Background, alternatives, views
•Ownership, positive feelings
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 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 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
• 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
• Who may be adversely affected by your project;
• The media.
URBACT LAB 1 SESSION 1 34
ANALYSING AND PRIORITISING STAKEHOLDERS
URBACT LAB 1 SESSION 1 35
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
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
URBACT LAB 1 SESSION 1 36
GETTING THE BEST OUT OF STAKEHOLDERS
• Make sure a wide set of views and opinions can be
• 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 37
• PART 1 - INTRODUCTION TO THE CASE STUDY
• PART 2 - GETTING THE RIGHT PEOPLE IN THE LSG
• PART 3 – INTRODUCTION TO THE ULSG AT WORK
URBACT LAB 1 SESSION 1 38
• 1400hrs- 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
• Report back to LAB2.
URBACT LAB 1 SESSION 1 39