URBACT Summer University 2013 - Labs - Open Innovation - Session 1

URBACT LAB 1SESSION 1

Getting started

WELCOME TO THE LAB!

2URBACT LAB 1 SESSION 1

GETTING TO KNOW YOU

URBACT LAB 1 SESSION 1 3

INTRODUCTIONS

• Lab Manager: Sally Kneeshaw

ULSG Coordinators:Patrick van Geel Des Gardner Miguel Sousa Joao Pedro Rosa


LAB AND ULSG@WORK4 LAB Sessions• conceptual framework, tools and techniques

Each LAB followed by a ULSG@work session• 3 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 3 groups to present an action plan



LABOpen

Innovation

USU

TOOLS FOR ACTION PLANNING


ACTION PLANNING MODEL


Problems

Stakeholders

Evidence

Results

Ideas

Actions

Resources

Check

Consultation

Launch ProblemsStakeholdersEvidenceResultsIdeasActionsResourcesCheckConsultationLaunch

THE DRAGONS’ DEN

• Lab 5 Each of the 3 ULSG makes a presentation (pitch) to peer panel (Dragons’ Den), based on portfolio building towards LAP for Allium

• Winning ULSG gets award in USU plenary


DRAGONS’ DEN CRITERIA FOR SUCCESS(SCORE EACH CRITERION FROM 1 TO 5)


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

RESOURCES

• ULSG Facilitators support

• Handouts and briefings

• URBACT Local Support Group Toolkit

• Student volunteers


LAB RULES


LAB RULES

• Timekeeping

• Listening

• Mobile phones on silent

• Avoid jargon

• Participate


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


LAB 1






CITY CASE OVERVIEW


QUIZ ON THE ALLIUM CITY CASE1. 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. Where is Allium University campus located?

6. Where was Allium ranked in the 2012 National Innovation scoreboard?


QUIZ ON THE ALLIUM CITY CASE1. Which industry sectors provided economic growth in the 1960s and 70s? 2. Metal and pharmaceutical3. What developments have reduced the medieval town centre’s role as a

gathering point?4. Non commercial and housing space changing to commercial/tourist use5. What steps have been taken to address the issues in Allium’s northern

suburb?6. Social programmes, (parenting, education, NGO activity) sports complex7. Specifically, where does the city’s money come from?8. 25% local tax (property 10% tourist 1E), national and EU funding.9. Where is Allium University campus located?10. 3km south of city centre11. Where was Allium ranked in the 2012 National Innovation scoreboard?12. Bottom third


THE DEPUTY MAYOR’S CHALLENGEOPEN INNOVATION FOR SUSTAINABILITY


THE DEPUTY MAYOR’S CHALLENGE

1 Involve actors in the Smart City Strategy

2 Take better advantage of the University

3 Chamber of Commerce ‘club’ needs fresh blood

4 Do more with less $ - citizen led ideas

5 Carbon targets: waste, recycling, energy efficiency

6 Better communication, less top down

Sustainable networks for innovation


LAB 1








Problems

Stakeholders

Evidence

Results

Ideas

Actions

Resources

Check

Consultation


DEFINING PROBLEMS


http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=izDrdrmifCikzM&tbnid=TcT6_HEET9GI7M:&ved=0CAUQjRw&url=http://facilityprogramming.publishpath.com/markets&ei=y_6IUfeeM6ed0wWR9ICoDg&bvm=bv.45960087,d.d2k&psig=AFQjCNH7VhJjrzoMr0mPytl5EvZChDY-2A&ust=1368019003783926


“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

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



EFFECTS

PROBLEM

CAUSES

LAB 1








Problems

Stakeholders

Evidence

Results

Ideas

Actions

Resources

Check

Consultation


STAKEHOLDERS – WHO ARE THEY?


“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’.”


CRITICAL FOR SUCCESS AND SUSTAINABILITY


STAKEHOLDERS ARE CRITICAL FOR SUCCESS AND SUSTAINABILITY

• Improve content and planned results

• Motivate engagement of those that will benefit from the actions

• Cross check relevance and need for the actions

• Create consensus, support and build relationships around planned actions

• Higher chance of successful results

• Reduce risks


WHY STAKEHOLDER 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


ACHIEVING COMMITMENTCommitment is not an action you can make an agreement on! Commitment is a process everyone has to go through!+ add a parallel path with the steps of planning


Participation

•Involvement in reflection

Insight

•Background, alternatives, views

Acceptance

•Ownership, positive feelings

Commitment

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?


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.


ANALYSING AND PRIORITISING STAKEHOLDERS


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

Imp

ort

ance

high

low

SOCIAL NETWORK MAPPING• A way of grouping stakeholders around topics/interests

• Shows relational ties


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 EXAMPLES


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.


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


LAB 1






ULSG@WORK 1• 1400hrs- After lunch meet your ULSG facilitator to 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: tomorrow at 0930• After ULSG: Masterclass, Talks and City Hall Reception


IMPROVING STAKEHOLDER ENGAGEMENT


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

Imp

ort

ance

high

low

URBACT Summer University 2013 - Labs - Open Innovation - Session 1

Business

Transcript of URBACT Summer University 2013 - Labs - Open Innovation - Session 1