LAB AND ULSG@WORK
• conceptual framework, tools and techniques
Each LAB followed by a ULSG@worksession:
• 3 smaller subgroups working on the city case
• Trying out/applying the tools together
• Deliverable (s) for each session
• Building a portfolio towards a LAP
• FINAL LAB Dragons Den for the 3 groups to present an action plan
URBACT LAB 1 SESSION 1 6
THE DRAGONS’ DEN
• Lab 5 presentations (pitches) to peer panel (Dragons’
• Winning group 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
MAYOR, STASABORNEKAR, IS HERE!
Produce a Local Action Plan to promote entrepreneurship
• But: City budget is very limited; no big subsidies or
other funding instruments are available.
URBACT LAB 1 SESSION 1 15
POINTS OF ATTENTION
• Unleash untapped entrepreneurial talent at university.
• Reduce the gap between academia and business world
• Activate young unemployed to start their own business
• Build on growth potential in the creative sector, and in the sustainable energy
• Find new ways to improve the local capital market, especially risk capital.
• Nurture an entrepreneurial culture
• Lack of affordable, flex office space
• Engage startups in large projects in our city
• Reduce “bureaucracy”?
• Entrepreneurship as part of the solution in our problematic neighbourhoods in
the Northern part of the city?
• Consider linkages, opportunities and synergies with other policy fields such as
labour market policy, education policy, spatial planning.
URBACT LAB 1 SESSION 1 16
• 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
ACTION PLANNING MODEL
URBACT LAB 1 SESSION 1 19
Look at city case
Identify and engage
Analyse the problem
Move from problems to
Translate solutions to goals
Assess and analyse risk
Consult and launch
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.”
BUZZ GROUPS (5M)
Which problem identification and solving tools have you
….and what are your thoughts on their effectiveness
URBACT LAB 1 SESSION 1 22
WHY DOES IT MATTER?
• Most cities come into URBACT with a problem already
• Broadly stated, defined by a particular stakeholder/s
• We jump to solutions too quickly
• Under scrutiny, the problem is often redefined
• Defining and agreeing the problem fosters openness,
transparency and a shared approach
URBACT LAB 1 SESSION 1 23
URBACT LAB 1 SESSION 1 24
STAKEHOLDERS – WHO ARE THEY?
URBACT LAB 1 SESSION 1 27
“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 28
CRITICAL FOR SUCCESS AND SUSTAINABILITY
URBACT LAB 1 SESSION 1 29
• More knowledge and information
• Ensures commitment for the implementation phase
• Motivate engagement of those that will benefit from
• Create consensus, support and build relationships
around planned actions
• Higher chance of successful results
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, vie
•Ownership, positive feelings
How have you worked with stakeholders setting up your
Which methods did you use?
Which problems did you face?
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
IMPROVING STAKEHOLDER ENGAGEMENT
URBACT LAB 1 SESSION 1 36
Consider ways to increase their interest
Connect to things they are interested in
Value as key stakeholders
Invest time and effort here crucial to success
Minimal effort but don’t invest inappropriate
Limited means to influence, keep informed
but don’t invest inappropriate effort
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 37
COMBINATION OF THE TWO PREVIOUS METHODS
URBACT LAB 1 SESSION 1 38
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 39
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 40
Draft stakeholders list:
• Chamber of Commerce
• University Board
• City Dept. of Economic development, education
• Real estate developer, bank (local branch)
URBACT LAB 1 SESSION 1 41
• 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 42
Learning by doing exercises relating to problem definition
and stakeholder analysis;
• Use a problem tree to define the core problems;
• Review stakeholders on the list and assess importance
and influence using the carpet;
• Tool: Blank poster for tree and Stakeholder analysis
• Deliverables: Completed problem tree poster, Validated
• Report back to LAB2.
URBACT LAB 1 SESSION 1 43