URBACT Summer University 2013 - Labs - Human Capital - Session 1URBACT
The document provides an overview of Lab 1 of the URBACT training program which focuses on defining problems, mapping stakeholders, and introducing the ULSG (Urban Local Support Group) work session process. Lab 1 is divided into four parts: an introduction to the case study of Allium city, defining the key problems, mapping stakeholders, and an introduction to applying the tools in breakout groups. The groups will work to create a problem tree and stakeholder map to analyze the deputy mayor's challenge of growing jobs and skills in Allium city.
URBACT Summer University 2013 - Labs - 21st Century Public Services - Session 1URBACT
This document summarizes the first session of the URBACT Lab 1. It introduces the team, covers tools for action planning including the action planning model. It discusses the structure of the labs and ULSGs working on a city case, criteria for the final dragons' den presentation. The session defines problems, maps stakeholders, introduces the deputy mayor's challenge for the city case, and previews the ULSG working session to define problems and map stakeholders.
This document summarizes Session 1 of URBACT Lab 1. The session introduced the Allium City case study and covered defining problems, mapping stakeholders, and an introduction to working with the Local Support Group. Participants broke into small groups called ULSGs to use problem tree and stakeholder analysis tools to define key problems and assess stakeholder importance and influence for the city case. The session aimed to provide conceptual frameworks, tools, and techniques to support action planning work over four labs and ULSG sessions.
The document discusses building an innovation ecosystem within the public sector. It describes Christian Bason's framework of the 4Cs - Co-creation, Consciousness, Courage, and Capability. For each C, it asks questions organizations should consider to develop their innovation culture and processes. It also outlines Deloitte's three horizons framework to align innovation challenges and strategies over different time periods. Finally, it examines internal elements organizations can focus on to strengthen the four aspects of an innovation ecosystem.
Zen and the Art of the Hackathon: Organizing Hackathons in the Philippines. My presentation at Geeks on a Beach, Sept 27, 2013, Boracay Island, Philippines.
The document provides summaries of several literature sources on innovation:
1) Literature discusses defining different types of innovation like revolutionary, evolutionary, and specialized. It also outlines splitting the innovation process into conceptualization, development, and dissemination stages.
2) Another source discusses common strategy mistakes like narrowly focusing on existing services rather than new concepts. It recommends funding a range of idea sizes from small to large-scale.
3) A third literature source discusses organizing innovation by creating an environment that motivates innovators and allowing them flexibility in projects. It stresses the importance of learning from failures.
URBACT Summer University 2013 - Labs - Human Capital - Session 1URBACT
The document provides an overview of Lab 1 of the URBACT training program which focuses on defining problems, mapping stakeholders, and introducing the ULSG (Urban Local Support Group) work session process. Lab 1 is divided into four parts: an introduction to the case study of Allium city, defining the key problems, mapping stakeholders, and an introduction to applying the tools in breakout groups. The groups will work to create a problem tree and stakeholder map to analyze the deputy mayor's challenge of growing jobs and skills in Allium city.
URBACT Summer University 2013 - Labs - 21st Century Public Services - Session 1URBACT
This document summarizes the first session of the URBACT Lab 1. It introduces the team, covers tools for action planning including the action planning model. It discusses the structure of the labs and ULSGs working on a city case, criteria for the final dragons' den presentation. The session defines problems, maps stakeholders, introduces the deputy mayor's challenge for the city case, and previews the ULSG working session to define problems and map stakeholders.
This document summarizes Session 1 of URBACT Lab 1. The session introduced the Allium City case study and covered defining problems, mapping stakeholders, and an introduction to working with the Local Support Group. Participants broke into small groups called ULSGs to use problem tree and stakeholder analysis tools to define key problems and assess stakeholder importance and influence for the city case. The session aimed to provide conceptual frameworks, tools, and techniques to support action planning work over four labs and ULSG sessions.
The document discusses building an innovation ecosystem within the public sector. It describes Christian Bason's framework of the 4Cs - Co-creation, Consciousness, Courage, and Capability. For each C, it asks questions organizations should consider to develop their innovation culture and processes. It also outlines Deloitte's three horizons framework to align innovation challenges and strategies over different time periods. Finally, it examines internal elements organizations can focus on to strengthen the four aspects of an innovation ecosystem.
Zen and the Art of the Hackathon: Organizing Hackathons in the Philippines. My presentation at Geeks on a Beach, Sept 27, 2013, Boracay Island, Philippines.
The document provides summaries of several literature sources on innovation:
1) Literature discusses defining different types of innovation like revolutionary, evolutionary, and specialized. It also outlines splitting the innovation process into conceptualization, development, and dissemination stages.
2) Another source discusses common strategy mistakes like narrowly focusing on existing services rather than new concepts. It recommends funding a range of idea sizes from small to large-scale.
3) A third literature source discusses organizing innovation by creating an environment that motivates innovators and allowing them flexibility in projects. It stresses the importance of learning from failures.
Hacking is creative problem solving. (It does not have to be about technology.)
A hackathon is any event of any duration where people come together to solve problems.
Participants form groups of about 5-10 individuals dive into problems.
Improve your learning environments today wip revisedmelindakendall
This document discusses ways to improve conference learning environments and session formats. It provides examples of innovative session formats like panels, interviews, lightning talks and Pecha Kucha that engage audiences. It also discusses room set options like theater-in-the-round and non-traditional spaces. The Greenbuild conference is highlighted for taking risks with "special sets" like a charrette room and straight stage. While new brands and technical issues were challenges, special sets increased engagement and benefited speakers and attendees. The document advocates using volunteers and partnerships to offset costs and gain experience with new formats and spaces over time.
How to do open and front end innovation. 5 Principles. Insights & experience...Martin Malthe Borch
This document provides principles and examples for open innovation from experiences in biohacking and management consulting. It discusses 5 principles to accelerate open innovation: having integrity and passion for a vision, co-creating with humans at the center, transparency by sharing work, differentiating with unique designs, and maintaining agility. Examples discussed include biohacking, DIY science, citizen science projects, bio art, and using science fiction to envision the future. The goal is to influence culture and design the future through open participation and sharing ideas.
The document summarizes key aspects and outcomes of a hackathon event focused on improving organizational adaptability. Over 1700 HR and business leaders participated in the online event. Through collaborative problem solving, they identified the top barriers to adaptability, designed principles of adaptable organizations, and developed "hacks" or solutions to overcome the barriers in real workplaces. The hackathon provided a unique approach to address the challenge of helping companies change as fast as the changing world.
There are many approaches to innovation that sound good but are challenging to implement. In this workshop we will be looking at some simple yet effective approaches that you and your teams can use to come up with creative ideas, solutions and breakthroughs that will inspire your staff and positively impact your communities.
This document summarizes key points from the book "The 4 Lenses of Innovation" by Rowan Gibson. It discusses the four lenses of innovation: 1) challenging orthodoxies, 2) harnessing trends, 3) leveraging resources, and 4) understanding customer needs. It emphasizes that developing skills in these four areas through deliberate practice can help stimulate innovation. Some suggested exercises are asking "why" questions, researching industry trends, identifying underutilized resources, and focusing on customer frustrations. The overall message is that applying the four lenses framework can help improve an organization's innovative capacity.
URBACT Summer University 2013 - Labs - Shared Public Space - Session 3URBACT
This document outlines the agenda for Session 3 of Lab 1 in the URBACT program. It covers designing an action plan, ensuring participation, resources, and preparation for the Urban Local Support Group. The key topics include:
- Feedback on the work of the Urban Local Support Group
- Designing an action plan through key principles and participation
- Identifying resources and funding sources
- Preparation for the next Urban Local Support Group meeting
Methods for developing an action plan like De Bono's Thinking Hats and OPERA are also introduced.
URBACT Summer University 2013 - Labs - Shared Public Space - Session 4URBACT
This document summarizes Session 4 of the URBACT Lab. It includes:
1. Groups will provide feedback on working on their Local Action Plans.
2. Groups will check the coherence of their Local Action Plans, ensuring the problems, actions, and expected results align.
3. An introduction to monitoring the Local Action Plans after implementation.
4. An overview of the URBACT self-assessment tools to evaluate different aspects of the plans.
5. An explanation of the "Dragons' Den" activity, where each group will pitch their Local Action Plan to receive feedback.
URBACT Summer University 2013 - Labs - Shared Public Space - Session 1URBACT
This document summarizes the first session of the URBACT Lab 1. It introduces the team, covers tools for action planning including the action planning model. It discusses the structure of the labs and ULSG work sessions. The document outlines the case study on the city of Allium, defines problems and stakeholders. It provides guidance on stakeholder analysis and engagement. The session aims to introduce the case study, define problems, map stakeholders, and introduce the first ULSG working session to apply these tools.
URBACT Summer University 2013 - Labs - Human Capital - Session 2URBACT
This document provides an overview of Lab 2 from the URBACT program. It has three parts:
1. Translating problems identified in Lab 1 into results by developing a "Solutions Tree" showing actions and expected results.
2. Reviewing and enhancing the evidence base to support the identified solutions by exploring different sources of evidence and how to improve knowledge.
3. Introducing the ULSG@Work Session 2 task of preparing a plan to translate problems into results and fill out an "Evidence Enhancement Table" to identify priorities for strengthening the evidence base. The deliverables are a list of expected results and a completed Evidence Enhancement Table.
URBACT Summer University 2013 - Labs - Attractive cities for young people - S...URBACT
This document provides an overview of URBACT Lab 1 Session 1. It introduces the lab and its tools for action planning. The session will include introductions, an overview of the action planning model, and an introduction to the case study city. Participants will work in small groups to define problems, map stakeholders, and get an introduction to working as a ULSG. The session aims to get participants started on problem definition and stakeholder analysis for the case study city.
Pmiuk feb 2020 webinar stakeholder engagement for infrastructure projectsPMIUKChapter
Stakeholder Engagement (not management) is one of the factors considered to be critical for project success, yet it is under-represented in the bodies of knowledge and other “best practice” standards and methodologies.
As one of the “soft skills” it is often left to be implemented at the discretion of the Project Manager and their team, and therefore is under-resourced. It is often responsive, rather than pro-active.
Based upon current research and recent case studies, this webinar will provide an overview of the International Association for Public Participation spectrum (IAP2) and discuss when each element of the spectrum could and should be applied.
URBACT Summer University 2013 - Labs - Human Capital - Session 3URBACT
This document outlines an action planning lab focused on designing coherent action plans. It discusses key principles of action planning like ensuring stakeholder participation. It also provides tools and methods for identifying activities, including thinking hats, OPERA, and impact/effort matrices. Participants will work in small groups to brainstorm ideas and structure them into an action table to outline the actions, timelines, responsibilities and resources needed. The overall goal is to develop a set of tangible actions in response to the expected results of the action planning process.
This document provides guidance on developing a project plan. It discusses defining the problem, setting goals and objectives, identifying target groups and stakeholders, creating a work plan and timeline, allocating resources and budgets, assessing risks, and documenting the project process. The plan should clearly outline why the project is being implemented, what it aims to achieve, how it will be carried out, and how progress will be evaluated to help ensure the project's success.
Hacking is creative problem solving. (It does not have to be about technology.)
A hackathon is any event of any duration where people come together to solve problems.
Participants form groups of about 5-10 individuals dive into problems.
Improve your learning environments today wip revisedmelindakendall
This document discusses ways to improve conference learning environments and session formats. It provides examples of innovative session formats like panels, interviews, lightning talks and Pecha Kucha that engage audiences. It also discusses room set options like theater-in-the-round and non-traditional spaces. The Greenbuild conference is highlighted for taking risks with "special sets" like a charrette room and straight stage. While new brands and technical issues were challenges, special sets increased engagement and benefited speakers and attendees. The document advocates using volunteers and partnerships to offset costs and gain experience with new formats and spaces over time.
How to do open and front end innovation. 5 Principles. Insights & experience...Martin Malthe Borch
This document provides principles and examples for open innovation from experiences in biohacking and management consulting. It discusses 5 principles to accelerate open innovation: having integrity and passion for a vision, co-creating with humans at the center, transparency by sharing work, differentiating with unique designs, and maintaining agility. Examples discussed include biohacking, DIY science, citizen science projects, bio art, and using science fiction to envision the future. The goal is to influence culture and design the future through open participation and sharing ideas.
The document summarizes key aspects and outcomes of a hackathon event focused on improving organizational adaptability. Over 1700 HR and business leaders participated in the online event. Through collaborative problem solving, they identified the top barriers to adaptability, designed principles of adaptable organizations, and developed "hacks" or solutions to overcome the barriers in real workplaces. The hackathon provided a unique approach to address the challenge of helping companies change as fast as the changing world.
There are many approaches to innovation that sound good but are challenging to implement. In this workshop we will be looking at some simple yet effective approaches that you and your teams can use to come up with creative ideas, solutions and breakthroughs that will inspire your staff and positively impact your communities.
This document summarizes key points from the book "The 4 Lenses of Innovation" by Rowan Gibson. It discusses the four lenses of innovation: 1) challenging orthodoxies, 2) harnessing trends, 3) leveraging resources, and 4) understanding customer needs. It emphasizes that developing skills in these four areas through deliberate practice can help stimulate innovation. Some suggested exercises are asking "why" questions, researching industry trends, identifying underutilized resources, and focusing on customer frustrations. The overall message is that applying the four lenses framework can help improve an organization's innovative capacity.
URBACT Summer University 2013 - Labs - Shared Public Space - Session 3URBACT
This document outlines the agenda for Session 3 of Lab 1 in the URBACT program. It covers designing an action plan, ensuring participation, resources, and preparation for the Urban Local Support Group. The key topics include:
- Feedback on the work of the Urban Local Support Group
- Designing an action plan through key principles and participation
- Identifying resources and funding sources
- Preparation for the next Urban Local Support Group meeting
Methods for developing an action plan like De Bono's Thinking Hats and OPERA are also introduced.
URBACT Summer University 2013 - Labs - Shared Public Space - Session 4URBACT
This document summarizes Session 4 of the URBACT Lab. It includes:
1. Groups will provide feedback on working on their Local Action Plans.
2. Groups will check the coherence of their Local Action Plans, ensuring the problems, actions, and expected results align.
3. An introduction to monitoring the Local Action Plans after implementation.
4. An overview of the URBACT self-assessment tools to evaluate different aspects of the plans.
5. An explanation of the "Dragons' Den" activity, where each group will pitch their Local Action Plan to receive feedback.
URBACT Summer University 2013 - Labs - Shared Public Space - Session 1URBACT
This document summarizes the first session of the URBACT Lab 1. It introduces the team, covers tools for action planning including the action planning model. It discusses the structure of the labs and ULSG work sessions. The document outlines the case study on the city of Allium, defines problems and stakeholders. It provides guidance on stakeholder analysis and engagement. The session aims to introduce the case study, define problems, map stakeholders, and introduce the first ULSG working session to apply these tools.
URBACT Summer University 2013 - Labs - Human Capital - Session 2URBACT
This document provides an overview of Lab 2 from the URBACT program. It has three parts:
1. Translating problems identified in Lab 1 into results by developing a "Solutions Tree" showing actions and expected results.
2. Reviewing and enhancing the evidence base to support the identified solutions by exploring different sources of evidence and how to improve knowledge.
3. Introducing the ULSG@Work Session 2 task of preparing a plan to translate problems into results and fill out an "Evidence Enhancement Table" to identify priorities for strengthening the evidence base. The deliverables are a list of expected results and a completed Evidence Enhancement Table.
URBACT Summer University 2013 - Labs - Attractive cities for young people - S...URBACT
This document provides an overview of URBACT Lab 1 Session 1. It introduces the lab and its tools for action planning. The session will include introductions, an overview of the action planning model, and an introduction to the case study city. Participants will work in small groups to define problems, map stakeholders, and get an introduction to working as a ULSG. The session aims to get participants started on problem definition and stakeholder analysis for the case study city.
Pmiuk feb 2020 webinar stakeholder engagement for infrastructure projectsPMIUKChapter
Stakeholder Engagement (not management) is one of the factors considered to be critical for project success, yet it is under-represented in the bodies of knowledge and other “best practice” standards and methodologies.
As one of the “soft skills” it is often left to be implemented at the discretion of the Project Manager and their team, and therefore is under-resourced. It is often responsive, rather than pro-active.
Based upon current research and recent case studies, this webinar will provide an overview of the International Association for Public Participation spectrum (IAP2) and discuss when each element of the spectrum could and should be applied.
URBACT Summer University 2013 - Labs - Human Capital - Session 3URBACT
This document outlines an action planning lab focused on designing coherent action plans. It discusses key principles of action planning like ensuring stakeholder participation. It also provides tools and methods for identifying activities, including thinking hats, OPERA, and impact/effort matrices. Participants will work in small groups to brainstorm ideas and structure them into an action table to outline the actions, timelines, responsibilities and resources needed. The overall goal is to develop a set of tangible actions in response to the expected results of the action planning process.
This document provides guidance on developing a project plan. It discusses defining the problem, setting goals and objectives, identifying target groups and stakeholders, creating a work plan and timeline, allocating resources and budgets, assessing risks, and documenting the project process. The plan should clearly outline why the project is being implemented, what it aims to achieve, how it will be carried out, and how progress will be evaluated to help ensure the project's success.
This document summarizes the key points from Session 3 of URBACT Lab 1 on action planning. It discusses designing action plans, ensuring participation, identifying resources, and preparing local support groups. The session covers principles for action planning like co-creation and stakeholder involvement. Methods for identifying activities like De Bono Thinking Hats and OPERA are presented. Case studies of action plans from HerO and ESIMeC projects are reviewed. The session aims to have local support groups work in developing an action table to structure ideas into a coherent set of actions.
Template presentation used for the consultation workshops carried out by the RRI Hub members accross Europe on stakeholders' obstacles, opportunities and ideas for RRI in October-November 2014.
The document summarizes key lessons from Day 1 of a conference on building impact and partnerships in South Asia. It discusses the importance of: focusing more on user demand; developing effective multi-stakeholder partnerships; understanding political economies; finding windows of opportunity through civil society and social movements; communicating results simply and engaging hearts and minds; assessing long-term impact beyond projects; and developing impact pathways through stakeholder analysis and engagement. Conference participants then broke into groups by project to discuss impact strategies and pathways.
Social Innovation & Open Innovation - Coaching Material for Social Entrepreneursikosom GmbH
Definition of Social Innovation, Open Innovation and Co-Design in Social Business contexts. This slide is part of the project "CE-RESPONSIBLE " by Interreg Central Europe. Hear the presentation at www.net4socialimpact.eu
IxDA Sydney UX Research Mentoring Circle - 2. Planning ResearchJieyun Yang
The document discusses UX research planning and methods. It defines what UX research is, including listening to and observing users to understand needs, confirm hypotheses, and inform products. It also defines what UX research is not, such as confirming biases. The document provides guidance on planning UX research, including determining purpose, available resources, stakeholders, and selecting appropriate methods like interviews, surveys and usability testing. It discusses challenges of UX research like competing priorities, tight deadlines and budget constraints.
05 23-2018 - succeeding in the world of special librarianship finalStephen Abram
The document summarizes a webinar on developing a strategy for special librarians. It discusses doing environmental scans and SWOT analyses to understand the internal and external context. Key aspects of strategy discussed include collaboration, cooperation, teamwork and focusing on social needs. The webinar emphasizes keeping goals in mind when adapting to changes and asking questions to focus efforts. It provides guidance on developing a strategic plan through assessing the environment, identifying strengths, weaknesses, opportunities and threats, and reflecting on trends and priorities.
URBACT Summer University 2013 - Labs - Shared Public Space - Session 2URBACT
This document outlines Session 2 of Urbact Lab 1, which focuses on translating problems identified in the previous session into results, and reviewing and enhancing the evidence base to support future actions. Participants are tasked with using a solutions tree to identify expected results from proposed solutions, and filling out an evidence enhancement table to indicate how different sources of evidence could be used to improve knowledge on their theme. The deliverables are a results report and an evidence enhancement table poster.
CLICKNL DRIVE 2018 | 24 OCT | Dream Team: Maximising the role of Design for I...CLICKNL
This document outlines a workshop on maximizing the role of design for innovation. The workshop will help attendees deal with roadblocks from multi-stakeholder projects by identifying key decision makers, recognizing conflicts of interests, and finding shared benefits. Participants will explore the roles of designers as thinkers, creatives, collaborators, and potential decision makers. Activities will involve creating an innovation dream team, mapping stakeholders, and identifying challenges and solutions. The workshop aims to provide tools for configuring effective teams to innovate on medical devices as lines blur between medical and consumer products.
How to Use the Research Translation Toolkit’s Stakeholder Analysis SectionFrancois Stepman
23 February 2023 Reaching the Right People at the Right Time: How to Use the Stakeholder Analysis Section
Guest Speaker: Dr. Jose Rodriguez, International Consultant, Philippines
This webinar introduced the Stakeholder Analysis Section to identify influential individuals or groups who might use your research, and plan effective engagement with them to increase the impact of your research insights or technical innovations.
UNDP Design Thinking Toolkit for Country Country LearningTaimur Khilji
This document provides a toolkit for facilitating South-South learning exchanges using a design thinking approach. The toolkit outlines a four phase process: Align, Understand, Translate, and Develop. The Align phase involves getting buy-in from key stakeholders, articulating motivations, and agreeing on a challenge. It also involves creating a working group and changemaker team. The goal is to identify a problem area and get agreement on a challenge to focus the project.
Walter Deffaa Mumbai World Cities Presentation 25-05-15URBACT
- Over the past 200 years, the world has rapidly urbanized, with over 50% of the population now living in urban areas, projected to rise to 70% by 2050, with most growth occurring in emerging countries.
- Cities are the main drivers of economic development and innovation but also pose challenges to sustainable development if not properly managed, as they are major sources of pollution and CO2 emissions.
- The EU Cohesion Policy supports urban development and aims to address issues facing deprived urban neighborhoods through programs like URBACT, which fosters transnational exchange and cooperation among cities.
Presentation for EU-level consultation meeting with institutional stakeholders about URBACT III Programme; delivered by Emmanuel Moulin, Head of URBACT II Secretariat.
Read more about URBACT III preparation process here: http://urbact.eu/en/about-urbact/urbact-2014-2020/
This document provides information about a URBACT II training session on finance and the PRESAGE-CTE system. It introduces the URBACT finance team and structure of the session. It then discusses eligibility of costs, rules, requirements for record keeping, the PRESAGE-CTE financial management and monitoring system, accounting and validation of expenditure, certification of expenditure, and the role of the first level controller. The training aims to explain financial procedures and provide practical exercises for participants.
Transfer Pilots Plenary - Transnational Exchanges (30.01)URBACT
Presentation delivered for URBACT Pilots Kick-Off Meeting (29-31 january 2014, Paris, France): tips and tools for delivering excellent transnational meetings in support of transfer activities.
Read more: http://urbact.eu/en/news-and-events/view-one/urbact-events/?entryId=4918
This document summarizes a training session on project management for the URBACT II program. It discusses the key actors involved in projects, including the managing authority, lead partner, and project partners. It also outlines the main contractual documents for projects, including the subsidy contract, joint convention, and audit trail. Finally, it reviews administrative procedures for projects like reporting, reprogramming, and the financial management and monitoring system called Presage-CTE.
Delivery Pilots Plenary - Objectives, Measuring Impact (29.01)URBACT
Presentation delivered for URBACT Pilots Kick-Off Meeting (29-31 january 2014, Paris, France): 1.The 3 Delivery Networks : Network theme and partnership; Main results from the first URBACT network; Progress since the end of the first network (Feb 2013); Summary of the work plan for delivery pilot. 2. Measuring Impact. 3. Communications and Capitalisation.
Read more: http://urbact.eu/en/news-and-events/view-one/urbact-events/?entryId=4918
Transfer Pilots Plenary - Baseline Presentation (29.01)URBACT
This document provides guidance for partners involved in a project to transfer good practices between cities. It outlines the expected contents of the baseline study report, including a description of the original good practice, the current situation in receiving cities, and the expected results. It also describes the methodological framework for the transfer process, which will involve exchange between partners, local adaptation activities, and communication. An evaluation framework is also required to measure the accomplishments of the transfer after 12 months.
Presentation delivered for URBACT Pilots Kick-Off Meeting (29-31 January 2014, Paris, France): Programme Structure and Objectives; Why the Pilot Networks; Who's Who.
Read more: http://urbact.eu/en/news-and-events/view-one/urbact-events/?entryId=4918
Structural Youth Unemployment and Local Development Strategies URBACT
Presentation delivered by Matteo Marchi (Councillor for Employment, youth Policies and Land Development Municipality of Cesena) for URBACT Training for Elected Representatives on Integrated and Sustainable Urban Development.
Seminar 3 (2-4 December 2013, Brussels, Belgium): Sustainability and change. How can cities tackle the challenges of climate change and assess their progress? And how to intervene in complex energy transitions while improving a city's quality of life?
Read more: http://urbact.eu/en/news-and-events/urbact-events/training-for-elected-representatives/
Presentation delivered by Willem van Winden (UrbanIQ)
for URBACT Training for Elected Representatives on Integrated and Sustainable Urban Development.
Seminar 3 (2-4 December 2013, Brussels, Belgium): Sustainability and change. How can cities tackle the challenges of climate change and assess their progress? And how to intervene in complex energy transitions while improving a city's quality of life?
Read more: http://urbact.eu/en/news-and-events/urbact-events/training-for-elected-representatives/
Presentation delivered by Vita Jermoloviča (Councillor
Vice Chairman of the City Development Committee / Riga City Council) for URBACT Training for Elected Representatives on Integrated and Sustainable Urban Development.
Seminar 3 (2-4 December 2013, Brussels, Belgium): Sustainability and change. How can cities tackle the challenges of climate change and assess their progress? And how to intervene in complex energy transitions while improving a city's quality of life?
Read more: http://urbact.eu/en/news-and-events/urbact-events/training-for-elected-representatives/
Cities as Arenas of Low-Carbon Transition? Analysing the Cases of Graz and Fr...URBACT
Presentation delivered by Harald Rohracher (Professor, Dept. of Thematic Studies – Technology and Social Change, Linköping University, Sweden) for URBACT Training for Elected Representatives on Integrated and Sustainable Urban Development.
Seminar 3 (2-4 December 2013, Brussels, Belgium): Sustainability and change. How can cities tackle the challenges of climate change and assess their progress? And how to intervene in complex energy transitions while improving a city's quality of life?
Read more: http://urbact.eu/en/news-and-events/urbact-events/training-for-elected-representatives/
Presentation for URBACT Training for Elected Representatives on Integrated and Sustainable Urban Development.
Seminar 3 (2-4 December 2013, Brussels, Belgium): Sustainability and change. How can cities tackle the challenges of climate change and assess their progress? And how to intervene in complex energy transitions while improving a city's quality of life?
Read more: http://urbact.eu/en/news-and-events/urbact-events/training-for-elected-representatives/
Peer Review Session: Municipality of SuceavaURBACT
Presentation delivered by Ovidiu Doroftei (Vice-Mayor, Municipality of Suceava) for URBACT Training for Elected Representatives on Integrated and Sustainable Urban Development.
Seminar 3 (2-4 December 2013, Brussels, Belgium): Sustainability and change. How can cities tackle the challenges of climate change and assess their progress? And how to intervene in complex energy transitions while improving a city's quality of life?
Read more: http://urbact.eu/en/news-and-events/urbact-events/training-for-elected-representatives/
Sustainable Urban Markets: Municipality of Suceava, RomaniaURBACT
Presentation delivered by Ovidiu Doroftei (Vice-Mayor of Suceava) for URBACT Training for Elected Representatives on Integrated and Sustainable Urban Development.
Seminar 3 (2-4 December 2013, Brussels, Belgium): Sustainability and change. How can cities tackle the challenges of climate change and assess their progress? And how to intervene in complex energy transitions while improving a city's quality of life?
Read more: http://urbact.eu/en/news-and-events/urbact-events/training-for-elected-representatives/
Presentation delivered by Elena Marchigiani, Deputy Mayor for Town Planning, Mobility and Traffic, Housing, Trieste, for URBACT Training for Elected Representatives on Integrated and Sustainable Urban Development.
Seminar 3 (2-4 December 2013, Brussels, Belgium): Sustainability and change. How can cities tackle the challenges of climate change and assess their progress? And how to intervene in complex energy transitions while improving a city's quality of life?
Read more: http://urbact.eu/en/news-and-events/urbact-events/training-for-elected-representatives/
Transitions to Sustainability and the Role of PolicyURBACT
Presentation delivered by Prof. Dr. Derk Loorbach for URBACT Training for Elected Representatives on Integrated and Sustainable Urban Development.
Seminar 3 (2-4 December 2013, Brussels, Belgium): Sustainability and change. How can cities tackle the challenges of climate change and assess their progress? And how to intervene in complex energy transitions while improving a city's quality of life?
Read more: http://urbact.eu/en/news-and-events/urbact-events/training-for-elected-representatives/
Presentation for URBACT Training for Elected Representatives on Integrated and Sustainable Urban Development.
Seminar 3 (2-4 December 2013, Brussels, Belgium): Sustainability and change. How can cities tackle the challenges of climate change and assess their progress? And how to intervene in complex energy transitions while improving a city's quality of life?
Read more: http://urbact.eu/en/news-and-events/urbact-events/training-for-elected-representatives/
Presentation delivered by Susana Bayo for URBACT Training for Elected Representatives on Integrated and Sustainable Urban Development.
Seminar 3 (2-4 December 2013, Brussels, Belgium): Sustainability and change. How can cities tackle the challenges of climate change and assess their progress? And how to intervene in complex energy transitions while improving a city's quality of life?
Read more: http://urbact.eu/en/news-and-events/urbact-events/training-for-elected-representatives/
Dpboss Satta Matta Matka Kalyan Chart Indian MatkaDpboss Matka
dpboss,Sattamatka,satta,matka,satta matka,kalyan weekly chart.kalyan chart. Kalyan jodi chart.kalyan penal chart.kalyan today.kalyan open.fix satta, fix fix fix Satta matka nambar,Sattamatka Win Provide The Best strategy to win a lot of money and Get Best Satta Matka Tips On Every Market & Fix Fix Fix Satta Namber, Satta Matka, Kalyan Matka, Matka Guessing, Satta Matka Result, and Matka Bazar. Satta Bazar, Matka Game, Kalyan Panel Chart, Sattaking143 Number Weekly Jodi, Matka Guessing Final Ank Open Close. Fix Fix FixSatta Nambar prabhat satta. Kalyan panel chart 2020–2010 Kalyan Night Chart, Indian Satta King Satta. Matka Result, Fix Matka, Satta Market, Matka Market, Matka, sattamatka, main ratan panel chart, mumbai panel chart. Milan panel chart, Matka one, simple matka guessing, param matka guessing trick 143 surya alex, satta, Dpboss, sattamatka, boss matka, matka boss,Satta Boss Tara Matka, Rajdhani Night Chart, and Golden Dubai Matka.Sattamatka Madhur Satta, Fastest Matka Satka Batta. Matka 420 Matka Boss, Kalyan Wapka Mobi Site 100 Tricks,Kalyan Night Panel Chart. Milan night panel chart, time bazar khiladi 420. Sona matka 111 420, boss 440, matka india net, weekly Indian Satta fix ank otg. Satta Matka Cool Tag- matka result, matka guessing, satta matta matka 143, dpboss, matka guessing fix Jodi, matka guessing 143, matka guessing dpboss, kalyan chart, Fix fix 3 ank today, Fix fix 3 ank 143, kalyan chart, kalyan final, kalyan open fix pana, fix fix 3 ank 4 ank, fix fix 3 ank time bazar, kalyan chart fix open to close Fix fix 3 ank kalyan, Fix fix 3 ank chart, fix fix fix open, 100 fix ank, , kalyan fix open 143, kalyan fix open guessing, kalyan open, kalyan 100 fix open today,
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
The Enigmatic Gemini: Unveiling the Dual Personalitiesmy Pandit
Explore the fascinating world of the Gemini Zodiac Sign, where duality reigns supreme. Discover the personality traits, important dates, and horoscope insights that define the ever-curious and communicative Gemini.
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions. 𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢2024 GROUNDBREAKING CEREMONY OF SK LEAVEO PLANT
➢2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢2024 CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
➢ Daewon Pharm Year End Party
➢ Giant Lantern Festival in Ha Noi with Gamuda Land
➢ Light Festival 2019 in HCMC with Phu My Hung Corp
(etc)
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
6. LAB AND ULSG@WORK
4 LABS
• 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
7. THE DRAGONS’ DEN
• Lab 5 presentations (pitches) to peer panel (Dragons’
Den)
• Winning group gets award in USU plenary
URBACT LAB 1 SESSION 1 7
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. RESOURCES
• ULSG Facilitators support
• Handouts and briefings
• URBACT Local Support Group Toolkit
• Student volunteers
URBACT LAB 1 SESSION 1 9
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. 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
15. THE DEPUTY
MAYOR, STASABORNEKAR, IS HERE!
Produce a Local Action Plan to promote entrepreneurship
in Allium.
• But: City budget is very limited; no big subsidies or
other funding instruments are available.
URBACT LAB 1 SESSION 1 15
16. 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
industry.
• 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
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. 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
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. BUZZ GROUPS (5M)
Which problem identification and solving tools have you
used
….and what are your thoughts on their effectiveness
URBACT LAB 1 SESSION 1 22
23. WHY DOES IT MATTER?
• Most cities come into URBACT with a problem already
defined…
• 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
24. URBACT LAB 1 SESSION 1 24
EFFECTS
PROBLEM
CAUSES
28. “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
30. WHY PARTICIPATION?
• More knowledge and information
• Ensures commitment for the implementation phase
• Motivate engagement of those that will benefit from
the actions
• Create consensus, support and build relationships
around planned actions
• Higher chance of successful results
URBACT LAB 1 SESSION 1 30
31. ACHIEVING COMMITMENT
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
Participation
•Involvement in reflection
Insight
•Background, alternatives, vie
ws
Acceptance
•Ownership, positive feelings
Commitment
32. ANYONE ?
How have you worked with stakeholders setting up your
ULSG,
Which methods did you use?
Which problems did you face?
URBACT LAB 1 SESSION 1 32
33. 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
34. 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 34
35. 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
Influence high
Importance
high
low
36. IMPROVING STAKEHOLDER ENGAGEMENT
URBACT LAB 1 SESSION 1 36
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
37. 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
39. 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 39
40. 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 40
41. Draft stakeholders list:
• Chamber of Commerce
• University Board
• City Dept. of Economic development, education
&science
• Real estate developer, bank (local branch)
URBACT LAB 1 SESSION 1 41
42. 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 42
43. ULSG@WORK 1
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
carpet;
• Deliverables: Completed problem tree poster, Validated
stakeholder list;
• Report back to LAB2.
URBACT LAB 1 SESSION 1 43