URBACT Summer University 2013 - Labs - Promoting Entrepreneurship - Session 1
Download as PPTX, PDF1 like575 views
The document outlines the structure and objectives of the Entrepreneurship Lab, focusing on action planning for promoting entrepreneurship while addressing limited city budget constraints. It emphasizes the importance of stakeholder engagement, problem definition, and collaboration among participants to create effective local action plans. The lab sessions include interactive exercises to identify problems, analyze stakeholders, and develop comprehensive solutions, culminating in a 'Dragons' Den' presentation for participants to pitch their plans.
URBACT Summer University 2013 - Labs - Promoting Entrepreneurship - Session 1
- 1. URBACT LAB 1 SESSION 1 Getting started
- 2. WELCOME TO THE ENTREPRENEURSHIP LAB! 2URBACT LAB 1 SESSION 1
- 3. INTRODUCTIONS ULSG Coordinators: RuiCoutinho FabrizioBarbiero Andrea MoreiraSantos / Peter Wolkowinski Icebreaking 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@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
- 10. LAB RULES URBACT LAB 1 SESSION 1 10
- 11. LAB RULES • Timekeeping • Listening • Mobile phones on silent • Avoid jargon • Participate 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. 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. CITY CASE OVERVIEW URBACT LAB 1 SESSION 1 14
- 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
- 17. Questions? URBACT LAB 1 SESSION 1 17
- 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
- 20. DEFINING PROBLEMS URBACT LAB 1 SESSION 1 20
- 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
- 25. Experiences, anyone? URBACT LAB 1 SESSION 1 25
- 26. URBACT LAB 1 SESSION 1 26
- 27. STAKEHOLDERS – WHO ARE THEY? URBACT LAB 1 SESSION 1 27
- 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
- 29. CRITICAL FOR SUCCESS AND SUSTAINABILITY URBACT LAB 1 SESSION 1 29
- 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
- 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. 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