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URBACT Summer University 2013 - Labs - Attractive cities for young people - Session 3
The document outlines a session focused on action planning for local support groups (ULSG), emphasizing the importance of stakeholder participation and resource management in creating effective action plans. Key components include feedback sessions, defining actions for expected results, and utilizing tools like action tables and brainstorming techniques. The document also highlights the need for coherent strategies linking to broader frameworks and explores various funding sources for implementation.
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URBACT Summer University 2013 - Labs - Attractive cities for young people - Session 3
- 1. URBACT LAB 1 SESSION3 Action Planning
- 2. LAB 3 • Feedbackon ULSG at work • PART 1 -DESIGNING AN ACTION PLAN – Key principles – Ensuring participation • PART 2 – RESOURCES • PART 3 – PREPARATION FOR ULSG AT WORK URBACT LAB 1 SESSION 3 2
- 3. LAB 3 • Feedbackon ULSG at work • PART 1 -DESIGNING AN ACTION PLAN – Key principles – Ensuring participation • PART 2 – RESOURCES • PART 3 – PREPARATION FOR ULSG AT WORK URBACT LAB 1 SESSION 3 3
- 4. LAB 3 • Feedbackon ULSG at work • PART 1 -DESIGNING AN ACTION PLAN – Key principles – Ensuring participation • PART 2 – RESOURCES • PART 3 – PREPARATION FOR ULSG AT WORK URBACT LAB 1 SESSION 3 4
- 5. THE CONCEPT OF‘ACTION PLANNING’ • Moving from defining problems and expected results to determining actions designed to achieve them and indicators to measure your success • A critical stage - requires careful timing and management • Local Support Group involvement vital • Co-creation delivers better action plans URBACT LAB 1 SESSION 3 5
- 6. WHERE ARE WEIN PLANNING CYCLE MODEL? URBACT LAB 1 SESSION 1 6 Problems Stakeholders Evidence Results Ideas Actions Resources Check Consultation Launch Problems Stakeholders Evidence Results Ideas Actions Resources Check Consultation Launch
- 7. ACTION PLANS • Coherentset of tangible actions in response to the expected results • Stakeholder involvement – roles and responsibilities • Clear timeline (1,3,5,10 year plan?) • Link to 2014-2020 results framework (results, actions, outputs, indicators) • What-How-Who-When-Where? URBACT LAB 1 SESSION 3 7
- 8. DEVELOPING AN ACTIONTABLE URBACT LAB 1 SESSION 3 8 ACTION TABLE Expected result Reduced motorised traffic in the city centre to 50% of 1990 figures Action Title & Short Description Lead Actor or Agency Key Partners Intended Outputs Timescale Resources per annum 1.1 Introduction of smart traffic charging scheme Establishment of charging perimeter and installation smart control infrastructure Municipality – Transport Dept. - Police - Private IT company - Parking Authority - Motorist organisations - Media Lower % of daily commuter car journeys December 2015 ? 1.2 Programme of pedestrianisation and redesign of public open space 1.3 Increase public transport offer 1.4 Extend and improve cycle network 1.5 Reorganise parking system (offer and access routes) …
- 9. THE HerO EXPERIENCE URBACTLAB 1 SESSION 3 9
- 10. THE ESIMeC EXPERIENCE– 1 SABADELL URBACT LAB 1 SESSION 3 10 Actions Objective 1, Action 1 Objective 1 Action 2 Description Effective use of the “one-stop window” office: Increase collaboration between organisations that provide services to businesses in the city Re draft the local agreement to enhance employment and competitiveness in Sabadell Duration June 2012 - June 2013 December 2012 Resources Own resources Own resources Actors Local Development Agency CIESC, Chamber of commerce, ASCAMM, LEITAT, Secot Local Development Agency CIESC, Chamber of commerce, ASCAMM, LEITAT, Secot Activities To update agreements with other entities in Sabadell city. To collect an updated list of contacts for local organizations collaborating with the office To join information already obtained by all the entities concerning skills needs by the business. 3 meetings with the members stating the agreement Include new relevant parties in the new economic framework of the city Results Short term we expect greater flexibility in solving specific problems of the business sector Also is expected to increase confidence in the administration Achieving a consensus position with the agreement of all organizations face new challenges. Emphasize demand led workforce development in a strategic document for the city
- 11. LAB 3 • Feedbackon ULSG at work • PART 1 -DESIGNING AN ACTION PLAN – Key principles – Ensuring participation • PART 2 – RESOURCES • PART 3 – PREPARATION FOR ULSG AT WORK URBACT LAB 1 SESSION 3 11
- 12. GOOD PLANS ANDDECISIONS URBACT LAB 1 SESSION 3 12 Content (C) People (P) motivation commitment enthusiasm Quality of a plan or decision =CxP Source: GROUP EXPO by Veikko Mantere
- 13. STRUCTURE AND PARTICIPATION URBACTLAB 1 SESSION 3 13 Participative meeting methods Conventional meeting led by a chairperson Agora, meeting on equal terms, panel Group meetings dominated by one or a small number of participants Clear meeting structure No or poor structure Strong participation Weak participation Joint view of the participants The chairperson’s view The most powerful participants’ view Each participant has his or her own view
- 14. SOME METHODS TOIDENTIFY ACTIVITIES URBACT LAB 1 SESSION 3 14
- 15. DE BONO THINKINGHATS URBACT LAB 1 SESSION 3 15
- 16. DE BONO THINKINGHATS URBACT LAB 1 SESSION 3 16
- 17. OPERA URBACT LAB 1SESSION 3 17 wn suggestions air discussions xplanations anking rranging O P E R A
- 18. START – STOP- CONTINUE URBACT LAB 1 SESSION 3 18 START STOP continue • ………… • …........... • …………. • …………. • ………….. • ………… • …........... • …………. • …………. • ………….. • ………… • …........... • …………. • …………. • …………..
- 19. IMPACT / EFFORTMATRIX URBACT LAB 1 SESSION 3 19 EFFORT IMPACT LOW HIGH HIGH
- 20. USEFUL RESOURCES • URBACTGuide - GETTING RESULTS THROUGH ANIMATED MEETINGS: SEVEN TOP TIPS • Dave Gray – Sunni Brown – James Macafuno: GAMESTORMING – A Playbook for Innovators, Rulebreakers, and Changemakers URBACT LAB 1 SESSION 3 20
- 21. LAB 3 • Feedbackon ULSG at work • PART 1 -DESIGNING AN ACTION PLAN – Key principles – Ensuring participation • PART 2 – RESOURCES • PART 3 – PREPARATION FOR ULSG AT WORK URBACT LAB 1 SESSION 3 21
- 22. RESOURCES – KEYPRINCIPLES URBACT LAB 1 SESSION 3 22 Vision Strategy Expected Results Actions Projects RESOURCES
- 23. RESOURCES – KEYPRINCIPLES • Resources are the means to an end – not an end in themselves • Funding is just one example of resources URBACT LAB 1 SESSION 3 23
- 24. RESOURCES – KEYPRINCIPLES • Be clear about what you want to achieve and what you need € for • Explore wide range of potential funding sources • Create a funding ‘cocktail’ • Be creative but realistic • Consider monitoring requirements URBACT LAB 1 SESSION 3 24
- 25. FUNDING – KEYSOURCES • European – CP 2014-2020 • National and Regional • ‘New’ instruments / methods – Crowd funding – Public private partnerships – Doing more with less – citizens, self organisation URBACT LAB 1 SESSION 3 25
- 26. LAB 3 • Feedbackon ULSG at work • PART 1 -DESIGNING AN ACTION PLAN – Key principles – Ensuring participation • PART 2 – RESOURCES • PART 3 – PREPARATION FOR ULSG AT WORK URBACT LAB 1 SESSION 3 26
- 27. ULSG@WORK 3 • Objective:to develop a coherent set of actions • Tasks: to brainstorm ideas using De Bono Hats and to record and structure the best using OPERA • Tools: Action table, De Bono Hats and OPERA • Deliverables: Action chart filled in (poster) URBACT LAB 1 SESSION 3 27
- 28. WHAT NEXT? • 15:30to 17:30 ULSG@work-3 • Free evening • Friday – 0900 URBACT Talk – LAB and ULSG@work 4 (Checking / assessment LAP) and preparing for – LAB 5 (Dragons’ Den – The contest) – Awards Ceremony – PARTY!! URBACT LAB 1 SESSION 3 28