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.

1. URBACT LAB 1
SESSION 1
Getting
started

2. WELCOME TO
THE LAB!
2URBACT LAB 1 SESSION 1

3. INTRODUCTIONS
• Lab Manager: Laura COLINI
• ULSG Coordinators: Marion CUGNET
Hen GERRITSE
Frédérique SONNET
URBACT LAB 1 SESSION 1 3

4. TOOLS FOR ACTION PLANNING
URBACT LAB 1 SESSION 1 4

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. 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. LAB AND ULSG@WORK
URBACT LAB 1 SESSION 1 7
LAB
Dragon’s den
@work
DELIVERIES
LAB
@work
DELIVERIES
LAB
@work
DELIVERIES
LAB
@work
DELIVERIES

8. THE DRAGONS’ DEN
• Lab 5 presentations (pitches) to peer panel (Dragons’
Den)
• Winning ULSG gets award in USU plenary
URBACT LAB 1 SESSION 1 8

9. DRAGONS’ DEN CRITERIA FOR SUCCESS
(SCORE EACH CRITERION FROM 1 TO 5)
URBACT LAB 1 SESSION 1 9
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

10. RESOURCES
• ULSG Facilitators support
• Handouts and briefings
• URBACT Local Support Group Toolkit
• Student volunteers
URBACT LAB 1 SESSION 1 10

11. LAB RULES
URBACT LAB 1 SESSION 1 11

12. LAB RULES
• Timekeeping
• Listening
• Mobile phones on silent
• Avoid jargon
• Participate
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

14. 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 14

15. ACTION PLANNING MODEL
URBACT LAB 1 SESSION 1 15
Problems
Stakeholders
Evidence
Results
Ideas
Actions
Resources
Check
Consultation
Launch
Problems
Stakeholders
Evidence
Results
Ideas
Actions
Resources
Check
Consultation
Launch

16. 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 is the future urban investment for the city?
URBACT LAB 1 SESSION 1 16

17. CITY CASE OVERVIEW
URBACT LAB 1 SESSION 1 17

18. THE DEPUTY MAYOR’S CHALLENGE
• REFURBISHMENT and
ENERGY POVERTY
• REDUCTION of LAND
CONSUMPTION
• RIGHT TO NATURE
URBACT LAB 1 SESSION 1 18

19. THE DEPUTY MAYOR’S CHALLENGE
• What are the conditions for a LAP to reduces land speculation
and consumption in the city strategy? What type of ecological
economies can be proposed by the LAP?
• How can the LAP deal with contrasting legitimate demands that
different (social) groups / stakeholders have over the
“sustainable development” of the city?
• How can the LAP in a situation of financial crisis respond to the
enticing promises of the private company for future jobs,
enhanced number of tourists in the city and reduction of CO2 in
the newly built premises while preserving the land and natural
resources as common good for all citizens?
URBACT LAB 1 SESSION 1 19

20. 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 20

21. ACTION PLANNING MODEL
URBACT LAB 1 SESSION 1 21
Problems
Stakeholders
Evidence
Results
Ideas
Actions
Resources
Check
Consultation
Launch
Problems
Stakeholders
Evidence
Results
Ideas
Actions
Resources
Check
Consultation
Launch

22. DEFINING PROBLEMS
URBACT LAB 1 SESSION 1 22

23. URBACT LAB 1 SESSION 1 23
“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

24. 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 24

25. URBACT LAB 1 SESSION 1 25
EFFECTS
PROBLEM
CAUSES

26. URBACT LAB 1 SESSION 1 26

27. URBACT LAB 1 SESSION 1 27

28. STAKEHOLDERS – WHO ARE THEY?
URBACT LAB 1 SESSION 1 28

29. “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 29

30. CRITICAL FOR SUCCESS AND SUSTAINABILITY
URBACT LAB 1 SESSION 1 30

31. 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 31

32. 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 32
Participation
• Involvement in
reflection
Insight
• Background,
alternatives, views
Acceptance
• Ownership,
positive feelings
Commitment

33. 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 33

34. 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 34

35. 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 35

36. ANALYSING AND PRIORITISING STAKEHOLDERS
URBACT LAB 1 SESSION 1 36
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

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

38. COMBINATION OF THE TWO PREVIOUS METHODS
URBACT LAB 1 SESSION 1 38

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. URBACT EXAMPLES
• Do you have a 5 min story???
URBACT LAB 1 SESSION 1 40

41. URBACT EXAMPLES
• Riga open call to reach out NGOs ( My Generation)
• Wrocklaw infobox (Urbameco)
• Liverpool building on an existing group such as world
heritage site steering group ( Hero)
• Questionnaire in relation to the topic (OP-ACT)
URBACT LAB 1 SESSION 1 41

42. 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 42

43. 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 43

44. 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 44

45. IMPROVING STAKEHOLDER ENGAGEMENT
URBACT LAB 1 SESSION 1 45
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