URBACT Summer University 2013 - Labs - Human Capital - Session 1
Download as PPTX, PDF0 likes377 views
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 - Human Capital - Session 1
- 1. URBACT LAB 1 – GETTING STARTED Getting started
- 2. INTRODUCTIONS URBACT LAB 1 SESSION 1 2 Alison Chantal Jean Jacques Daniel
- 3. WELCOME TO THE LAB! 3URBACT LAB 1 SESSION 1
- 4. 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 4
- 5. THE DRAGONS’ DEN • Lab 5 presentations (pitches) to peer panel (Dragons’ Den) • Winning ULSG gets award in USU plenary URBACT LAB 1 SESSION 1 5
- 6. DRAGONS’ DEN CRITERIA FOR SUCCESS (SCORE EACH CRITERION FROM 1 TO 5) URBACT LAB 1 SESSION 1 6 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
- 7. ACTION PLANNING MODEL URBACT LAB 1 SESSION 1 7 Problems Stakeholders Evidence Results Ideas Actions Resources Check Consultation Launch Problems Stakeholders Evidence Results Ideas Actions Resources Check Consultation Launch
- 8. RESOURCES • ULSG Facilitators support • Handouts and briefings • URBACT Local Support Group Toolkit • Student volunteers URBACT LAB 1 SESSION 1 8
- 9. LAB RULES URBACT LAB 1 SESSION 1 9
- 10. LAB RULES • Timekeeping • Listening • Mobile phones on silent • Avoid jargon • Participate URBACT LAB 1 SESSION 1 10
- 11. 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 11
- 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. CITY CASE OVERVIEW URBACT LAB 1 SESSION 1 13
- 14. 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 do you think is the main challenge Allium faces in terms of human capital, jobs and growth URBACT LAB 1 SESSION 1 14
- 15. QUIZ ON THE ALLIUM CITY CASE 1. Which industry sectors provided economic growth in the 1960s and 70s? Manufacturing – metal & pharmaceuticals 2. What developments have reduced the medieval town centre’s role as a gathering point? Tourism leading to housing etc being replaced by hotels etc 3. What steps have been taken to address the issues in Allium’s northern suburb? Social programme, parenting, self help groups, financial management support, sports centre 4. Specifically, where does the city’s money come from? Property tax income & national govt 5. What do you think is the main challenge Allium faces in terms of human capital, jobs and growth lots of answers! URBACT LAB 1 SESSION 1 15
- 16. THE DEPUTY MAYOR’S CHALLENGE URBACT LAB 1 SESSION 1 16
- 17. THE DEPUTY MAYOR’S CHALLENGE • Labour market mismatch • Increasing unemployment • Lack of entrepreneurial culture • Traditional governance mechanisms • Lack of economic information and intelligence • Ambitious development plans • Some sectors showing signs of job potential URBACT LAB 1 SESSION 1 17
- 18. THE DEPUTY MAYOR’S CHALLENGE • How can we best grow jobs? • How can we equip all our citizens to secure and retain employment? • How can we better understand the future skills needs and economic potential of different emerging sectors? • How can we best harness this potential to grow a strong and resilient economy? URBACT LAB 1 SESSION 1 18
- 19. 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 19
- 20. ACTION PLANNING MODEL URBACT LAB 1 SESSION 1 20 Problems Stakeholders Evidence Results Ideas Actions Resources Check Consultation Launch Problems Stakeholders Evidence Results Ideas Actions Resources Check Consultation Launch
- 21. DEFINING PROBLEMS URBACT LAB 1 SESSION 1 21
- 22. URBACT LAB 1 SESSION 1 22 “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
- 23. 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 23
- 24. URBACT LAB 1 SESSION 1 24 What tools have you used to identify and solve problems and what are your thoughts on their effectiveness?
- 25. URBACT LAB 1 SESSION 1 25
- 26. URBACT LAB 1 SESSION 1 26
- 27. URBACT LAB 1 SESSION 1 27
- 28. ACTION PLANNING MODEL URBACT LAB 1 SESSION 1 28 Problems Stakeholders Evidence Results Ideas Actions Resources Check Consultation Launch Problems Stakeholders Evidence Results Ideas Actions Resources Check Consultation Launch
- 29. STAKEHOLDERS – WHO ARE THEY? URBACT LAB 1 SESSION 1 29
- 30. “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 30
- 31. CRITICAL FOR SUCCESS AND SUSTAINABILITY URBACT LAB 1 SESSION 1 31
- 32. 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 32
- 33. ACHIEVING COMMITMENT Commitment 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 URBACT LAB 1 SESSION 1 33 Participation •Involvement in reflection Insight •Background, alternatives, views Acceptance •Ownership, positive feelings Commitment
- 34. 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 34
- 35. 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 35
- 36. 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 36
- 37. 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 37
- 38. 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 38
- 39. ANALYSING AND PRIORITISING STAKEHOLDERS URBACT LAB 1 SESSION 1 39 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
- 40. 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 40
- 41. ULSG@WORK 1 • 14:00- 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 41
- 42. IMPROVING STAKEHOLDER ENGAGEMENT URBACT LAB 1 SESSION 1 42 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
Editor's Notes
- #2: 11:00 til 13:00 – 2 hoursThis slide projects as people walk into the room
- #4: Speed networking using music and questionsParticipants move chairs to create some space to move aroundEach participant is given a card with 5 questionsLab manager plays music, people walk around & music stopsEach participant asks a question of person next to themMusic starts again etc etcLM picks our a few people to say who they met & what was interesting etcEnd by 11:15What do you like most about Dublin (so far…)?What’s one thing you want to get from this event?How did you get involved in URBACT?What can others learn from your city’s experience?Personally, what are you most proud of?Superman or Spiderman?In the movie of your life, which actor would play the part of you?Tent, farmhouse, villa or penthouse?What makes you laugh?
- #5: 11:15 (5 minutes for this bit!)Explain format of USU:5 labs – quick run through 1- getting started – into to Allium, framing problems, engaging stakeholders2 – Preparing effective action planning (building evidence & defining results)3 – Action Planning (participative planning, resources, agreeing actions)4. – Checking – ready for launch?5. – Dragons Den – the ContextEach Lab followed by ULSG@work session – as per slide
- #6: Final lab is where each of the ULSG groups will present (pitch) their LAP to a panelIn each ULSG@work you will build a portfolio that will support the pitchAll addressing the city case & the deputy mayor’s challenge
- #8: You have the LAP toolkitWe aim to cover all of these different stages of the action planning modelCyclical and iterative process – not linear in reality
- #10: Transition slide
- #11: Informal in styleWant to create dialogue, creative space – interrupt, contribute, disagree!!BUT time is also quite tight and we have a lot to cover so part of my job - & that of the facilitators - is to keep us moving
- #12: 11:20OK – time to get started
- #13: & hear more about the city of Allium15 minutes to introduce
- #14: City case is:Information tool setting out the strategic environmentSituation analysis for the topic – in our case human capitalA means to start identifying problemsIt is fictional case study – platform for collaborative learning & activityGood to start now thinking about priorities now – you will be working on this case in the next sessionsTake a few questions – resist pressure to ‘provide all the information’ – this is for the ULSG session
- #15: Work in pairs
- #16: Work in pairsFinish quiz by 11:35
- #17: Simina starts 11:35
- #19: SiminaAllow 3 questions max
- #20: 11:45 – 12:15
- #21: This session focuses on problem definition – within the context of the planning cycle
- #22: Essential to have common understanding of problems at the outset =- and before considering potential solutions
- #24: What are some of the issues cities face in relation to defining problems?What do LSGs start with? – evidence baseExercise:Participants work in pairs / buzz groups on the following question:What tools have you used to identify and solve problems and what are your thoughts on their effectiveness?
- #25: Exercise: 10 minutesParticipants work in pairs / buzz groups on the following question:What tools have you used to identify and solve problems and what are your thoughts on their effectiveness?Quick review of responses then intro to problem tree
- #26: How many of you have worked with this already e.g. At NTS or in your own ULSG experiences?Ask someone to talk about their experience of using it (pref identify in advance)
- #27: An example of what a complete problem tree might look likeNo ‘right’ answer – that is the point really – it generates useful discussions, new approaches
- #29: 12:15 Now moving on to consider stakeholders30 mins for this bit
- #31: Working with stakeholders is about:Involving a broad range of people listening and engaging – people who may benefit from planning actionImproving the content & planed results – cross checking the relevance / need for actionsDeveloping support, building relationships & sharing responsibilities around the planned actionsManaging risks and conflicts by engaging potential threats and sceptics
- #32: Stakeholders are critical for success and sustainabilityImprove content and planned resultsMotivate engagement of those that will benefit from the actionsCross check relevance and need for the actions Create consensus, support and build relationships around planned actionsHigher chance of successful resultsReduce risks
- #38: ListenCommunicateInclude
- #40: Introduce tool – Daniel?
- #41: 12:50Long first session – thanks for your patience & contribution – the others are shorter and (a bit) less busy....Now going to finish by introducing the 1stULSG@work session which takes place after lunch
- #42: You have each been assigned a facilitator – Maybe do shout out? The objective of the session is to participate in some learning by doing exercises to identify your stakeholdersComplete a list of stakeholdersCarry out a stakeholder analysis & consider the problem to be addressed through the Action PlanningDeliverables:Complete problem treeComplete list of stakeholdersBefore going to lunch, check which ULSG you are in & which room you will meet in after lunch (14:00