Transcript URBACT - Malm&#246

URBACT National Training Scheme - SEMINAR 1
Malmö, May 29-30
Trainers: Robert Arnkil (Fi) & Ulf Hägglund (Swe)
Coordinator: Bertil Nilsson, NDP Sweden (Malmö)
OPENING
Welcome by the host institution
Get to know each other
Objectives for the seminar
› To build a common and shared understanding of the URBACT
objectives and method
› To strengthen URBACT partners’ capacity to develop a participative
action-planning process, involving all relevant stakeholders
› To provide URBACT partners and LSGs coordinators with tools and
methods to successfully run their ULSG throughout the network life
cycle and co-produce a good Local Action Plan
› To allow URBACT partners to exchange and learn from their peers’
and to network at national level
Agenda for the seminar
DAY 1
09.30 – 10.00
10.00 – 11.00
11.00 – 11.20
11.20 – 13.00
13.00 – 14.00
14.00 – 15.00
15.00 – 15.20
15.20 – 17.30
17.30 – 18.00
18.00 – 18.30
20.00 – 22.00
DAY 2
Opening
URBACT Method
Coffee Break
ULSG Roadmap
Lunch Break
Projects Marketplace
Coffee Break
Stakeholder Analysis
Reflection time
ULSGs coordinators
Networking dinner
09.00 – 10.30
10.50 – 13.00
14.00 – 15.00
15.00 – 15.30
15.30 – 16.00
Local input
Defining problems
Give & take
Reflection time
Closing
URBACT PROGRAMME
URBACT II - Objectives
 European Programme of Territorial Cooperation 2007-2013
(jointly financed by ERDF and the Member States – budget 69 M€ )
 Main objective
To promote integrated & sustainable urban development in EU cities
 Specific objectives
- To facilitate exchange and learning activities among urban policymakers, decision-makers, practitioners (Exchange & Learning)
- To draw lessons and build knowledge based on ground realities
(Capitalisation)
- To support local policy-makers and practitioners to develop
integrated action plans for sustainable urban development
(Capacity building)
- To disseminate good practices and lessons drawn from the
transnational exchanges (Communication & Dissemination)
Title of presentation I Wednesday 27 March 2013 I Page 8
State of play

3 calls for proposals
2008: 19 thematic networks & 7 working groups (completed)
2010: 9 thematic networks (completed)
2013: 15 thematic networks (starting implementation phase)
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511 partners from 28 MS/ PS
87% cities
20 metropolitan areas but predominance of small/medium size
15 regional authorities
13 Universities/ research centers

3800 persons involved in Local Support Groups
(calls 1 & 2)
URBACT programme Wednesday 27 March 2013 I Page 9
URBACT METHOD
Main Challenges
› How to organise transnational exchanges as a
learning process in order to have a local impact on the
partner cities
› How to build useful knowledge for the outside world
with experiences from partner-cities
1. EXCHANGES
2. CAPITALISATION
3. COMMUNICATION-DISSEMINATION
THE URBACT METHOD
Urbact video
1. Transnational exchanges

Transnational exchange and learning activities
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Integrated Approach : social, economic, physical, environment
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Participative Approach : URBACT Local Support Groups
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Action-oriented : Local Action Plans

Support to networks
» Expert support
» Secretariat support
» Capacity building

Working with Managing Authorities
2. Building knowledge – Capitalisation
 Thematic poles clustering networks along cross-cutting
themes
 Synthesis publications building on networks’ results
(URBACT TRIBUNE, URBACT Results, etc.)
 Seminars, conferences
3. Communication and Dissemination
› A flagship website www.urbact.eu
› Each network in charge of their own mini-site
› National Dissemination Points
› Using the social networks: blog, Facebook, Twitter
› Events, publications
To promote and to disseminate
To reach practionners throughout Europe
Group discussion
› What will be the added value of applying the
URBACT Method to address local problems/ policy
challenges?
› What are the main challenges you see in applying
the URBACT Method in your city?
ULSG ROADMAP
ULSG Roadmap puzzle
The core components of the ULSG Roadmap
SETTING UP YOUR ULSG
› No “one size fits all” format/ composition
› Composition depends on policy challenge you intend to address, on
local realities and “history”
› ULSG should be fit for co-production of an integrated action plan,
with no secured funding for implementation
 need to be clear on the roadmap and expected roles & outcomes
› Setting up your ULSG is the first step, but not a one-step process 
iterative process along the way
› In any case, build on your local assets!
 build on what is already in place – avoid redundancy
SETTING UP YOUR ULSG – Food for thought
› What is your experience of participative processes at
local level?
› Have you already set up your ULSG? Have you built on
an existing body?
› Do you think this process is completed?
Title of presentation I Tuesday 26
RUNNING YOUR ULSG
› Leadership
› Trust
› A shared roadmap (objectives, activities, time frame,
›
›
resources, expected outputs/ outcomes, etc.)
Support function
Communications (internal and external)
RUNNING YOUR ULSG – Food for thought
How do you build trust?
How do you deliver effective meetings?
What is in your communication plan ?
GETTING RESULTS – THE LOCAL ACTION PLAN
› No URBACT template: should be a useful tool for you to
address your policy challenge/ pbm, tailored to your local
situation
• existing strategy?
• existing action plan?
• none of the above?
› But key principles
- integrated action plan
- reflect the transnational learning
- evidence of participative process
GETTING RESULTS – THE LOCAL ACTION PLAN
Food for thought
How do you make sure your action plan takes into account
the initial policy context (existing policies, strategies,
etc.)?
What are the key components of your Local Action Plan ?
25
TRANSNATIONAL ACTIVITIES
You are here because you are partner in an URBACT
transnational network
ULSG and LAP should be integrated in the transnational exchange
and learning activities
- ULSG members should benefit from these
- ULSG members should contribute to these
Learning/ sharing good practices, innovative solutions, etc. takes
place through:
- Taking part in transnational meetings (peer reviews, site visits,
workshops… including your network final conference!)
- Hosting transnational meetings
TRANSNATIONAL ACTIVITIES – Food for
thought
How to maximize the transnational opportunity?
How to ensure appropriate involvement of elected officials?
Title of presentation I Tuesday 26 March 2013 I Page 27
CAPACITY-BUILDING
› National training for ULSG members
› Pilot Training for elected representatives
› URBACT Summer University (28-30 August 2013, Dublin)
› And… consider your own ULSG as a capacity-building
opportunity for persons involved
Title of presentation I Tuesday 26 March 2013 I Page 28
PROJECTS MARKETPLACE
PROJECTS MARKETPLACE
› Purpose
To provide participants with the opportunity to learn about each
others’ projects
› Poster
Present your network and local challenge on a poster
› Gallery walk
Time to take a look at all posters and learn about other networks!
PROJECTS MARKETPLACE
Working with your ULSG colleagues, prepare a
poster describing your URBACT network
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Topic addressed by the network
Project partners
Your local challenge
First ideas for LAP goals
Keywords for your network
How does success look like?
Main challenges you face/ Interesting solutions you
have developed and would like to share
STAKEHOLDER ANALYSIS
????? Stakeholders ??????
Stakeholders are people or
organizations, with a vested interest in
the policy challenge/ problem to be
addressed & in the policy/ action plan to
be developed and implemented
Group discussion
Why do we need stakeholders?
Stakeholder involvement – Why ?
› To get relevant inputs (on causes/consequences
and needs) for
analysing and defining problems and priorities
› To get relevant inputs for problem solving and action-planning
› To ensure implementation of the LAP
› To ensure financial support
› To develop ownership of actions defined to ensure support for an
effective implementation
Stakeholder involvement – Who?
› Target beneficiaries/ end users (incl. representatives of civil
society, private sector/ businesses, other public institutions
concerned e.g. education)
› Different departments/ services within the local administration
(working across sectors to foster the integrated approach)
› Different territorial levels concerned (district, city, metrop area,
region?)
› Key local decision-makers, including local elected
representatives (mayor, councillors, etc.)
› Potential funders including Managing Authority of Operational
Programmes (ERDF or ESF)
› Key players in the delivery of your Local Action Plan
Engaging with stakeholders
› Engage with stakeholders in an open process
› Ensure inclusiveness and equal treatment for all
› Provide information that is readily understandable
› Present clear outline of:
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framework and purpose of the participative process (incl. URBACT network)
Timeframe
resources available
expected outcomes and outputs
expected contributions from the different players and what they can get out
of it (incl. taking part to transnational exchange and learning activities,
receiving training through the National Training Seminar, the URBACT
Summer University, etc.)
› Incorporate stakeholder feedback and finalise ULSG roadmap !
Engaging with stakeholders – Food for thought
Start from what already exists, building outwards
Customise invitations
Use both online and face to face means
Pay attention to the interests at stake
What are the main issues around stakeholders
engagement?
Have you developed efficient ways to address
them when setting up your ULSG?
Stakeholder analysis - Tools
› Stakeholder analysis table
Primary/Secondary: whether the stakeholder is directly
affected or not by the policy
› Interest/ Influence matrix
Interest/Influence: the stakeholder’s stake in the policy issue,
and their actual power to affect policy making/ implementation
Stakeholders, network, Local Support Group and LAP
- Contact?
- Offer/win-win?
- Unusual
suspects?
City strategy
Policies
Management
3.
Governance
dimension
> Primary,
2nd…
LAP
Private
partners
2. Horisontal
partner
dimension
> Primary,
2nd…
Public partners
LSG
Other Projects
Working group
.
Cocreation with experiments
and prototypes (’old’ and
’new’)
Customers/
Beneficiaries
Citizens
1. Beneficiary
dimension
>Primary, 2nd..
Group exercise on
stakeholder analysis
Reality check
› Are you sure to have all relevant stakeholders on board?
› Have you properly identified the primary and secondary
ones?
›
http://www.youtube.com/watch?
v=FQ3NIkfvpDw
Were you
able to define their level of influence to the
concerned problem?
› Were you able to define mechanisms for addressing their
interests? Which ones?
REFLECTION TIME
ULSG COORDINATORS ROLE
Introduction
The purpose of the session is to provide ULSG coordinators
with the opportunity to:
- exchange on their role/ experience so far
- build up a network for further cooperation and sharing of
good practices at national level
ULSG coordinator – Key principles
•
ULSG coordinator as a key player in the delivery of Work Package
“Impact on local practices and local policies”
 in charge of running ULSG and drive co-production of Local Action Plan
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ULSG coordinator as a new official player in the URBACT landscape
 ULSG coordinator as main contact point between partner city and URBACT
programme for ULSG activities (ULSG database, participation in programme
level activities, etc.)
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ULSG coordinator to perform in the framework of a transnational
network
 “terms of reference” for ULSG to be defined and agreed among partners at
network level
 Lead partner and Lead expert responsible of supporting partners and ULSG
coordinators (guidance, tools, etc.) and reporting to URBACT on partners’
ULSG related activities
ULSG coordinator as 2-way bridge between the local and transnational levels
Title of presentation I Tuesday 26
› Setting up the local support group
WHAT NEEDS TO HAPPEN
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WHO/WHAT
Stakeholder mapping, analysis,
selection and engagement
LP/LE
Provides guidance on stakeholders to
engage according to a shared network
Identifying the proper organizational level strategy
structure
ULSG coordinator supported by PP
Promotion of active participation of
•Identifies relevant stakeholders
all members
according to LP/LE guidance and
network level “terms of reference”
Designing and agreeing on local
•Performs the stakeholder analysis
ULSG roadmap
•Decides how to engage all relevant
stakeholders
•Defines the organizational structure,
sets up and animates it
•Leads the group to agree on local
ULSG roadmap
Title of presentation I Tuesday 26 March 2013 I Page 47
› Running and participating in a local support group
WHAT NEEDS TO HAPPEN
WHO/ WHAT
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Management and administrative
duties
•
LP/LE
Monitor the general process and make sure
that things are on track
Collaboration and communication
inside and outside the ULSG
(including at the level of the
URBACT programme)
•
Sustainability
•
Make the most of Programme
level support (e.g. National
Training Seminars for ULSG,
URBACT Summer University for
ULSG)
ULSG coordinator supported by PP
•Organises regular ULSG meetings
•Reports at local level
•Facilitates collaboration and ensures
continuous communication inside the
ULSG
•Plans, organizes and manages
communication activities addressed to
external parties
•“Keeps people together” in the long run
•Reports at network level as defined in
network terms of reference for ULSG”
•Reports to URBACT (esp. updating
database on ULSG members)
•Organises participation in Programme
level activities (National training seminars,
Summer university, etc.)
Title of presentation I Tuesday 26 March 2013 I Page 48
› Getting results: The Local Action Plan
WHAT
WHO
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LP/LE
Provide methodological support and facilitate
the transnational exchange
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Collect and revisit the
Baseline study
Build evidence base
Reality check on the
Stakeholder analysis
Problem analysis
Goal to activities
Logical framework analysis
Self-assessing the LAP
Consultation on Draft plan
Launch of the LAP
PP
Provides the base line studies and any
additional information
Leads the process of policy formulation (goal to
activity)
ULSG coordinator
• Guides the overall process
• Assigns roles for the implementation of tasks
• Facilitates cooperation among all
stakeholders and organises consultation on
Draft LAP
• Organises and manages the launch of the
LAP (comm. & celebration)
Title of presentation I Tuesday 26 March 2013 I Page 49
› How to make the most of transnational activities
WHAT
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WHO
LP/LE
Participation of ULSG members in
transnational network seminars
Ensures LSG involvement in network
activities
Involvement of ULSG in preparation
and delivery of network seminars
ULSG coordinator supported by PP
when city hosts a seminar
•Carefully plans/ coordinates the LSG
Use learning, good practices, policy members participation and
instruments, findings from
contributions to network activities
transnational exchange in local
policy making
•Ensures active participation of ULSG
members, preparation of contributions,
Use Programme level opportunities reporting back to the rest of the group
for transnational activities such as
URBACT annual conference,
•Ensures learning from transnational
URBACT Summer University for
exchange activities is embedded in
ULSG…
local actions (esp in LAP)
Title of presentation I Tuesday 26 March 2013 I Page 50
ULSG Coordinator role
Group discussion
› Comfortable about the role of ULSG coordinator as
presented? If not why?
› Any specific concern/ doubt related to your role?
› Any specific operational problem you would like to share with
other ULSG coordinators?
Title of presentation I Tuesday 26 March 2013 I Page 51
Day 2
Agenda for the seminar
DAY 1
09.30 – 10.00
10.00 – 11.00
11.00 – 11.20
11.20 – 13.00
13.00 – 14.00
14.00 – 15.00
15.00 – 15.20
15.20 – 17.30
17.30 – 18.00
18.00 – 18.30
20.00 – 22.00
DAY 2
Opening
URBACT Method
Coffee Break
USGL Roadmap
Lunch Break
Projects Marketplace
Coffee Break
Stakeholder Analysis
Reflection time
ULSGs coordinators
Networking dinner
09.00 – 10.30
10.50 – 13.00
14.00 – 15.00
15.00 – 15.30
15.30 – 16.00
Local input
Defining problems
Give & take
Reflection time
Closing
LOCAL INPUT by Host institution
DEFINING PROBLEMS
Defining problems
› People have a powerful desire to perceive the reality as they
think they perceive it
› Breaking free of a definition of reality accepted and expected
by people is extremely difficult
› First stage of a policy process is to reach an agreed and
shared definition of the problem to be addressed
Problem definition is a key step in the process
… and should be achieved through a participative approach in
your ULSG
› Identify causes of the problem
› Help to bond ULSG members together
› Build stakeholder consensus on problem to be tackled
› Identify potential constraints and possible lines of action
Defining problems
›Start with reviewing the problem in its complexity
›Address and integrate stakeholders’ diversity of perceptions and
interpretation
›Review the evidence base and check if further evidence is needed
Define a shared problem statement
›
Problem analysis – Tool “problem tree”
Identifying causes and effects to frame the problem
› Identify immediate and direct causes of the problem
› Identify immediate and direct effects of the problem
› Show the cause and effect relationships
› Review the tree, verify its validity and completeness
Title of presentation I Tuesday 26
EFFECTS
CAUSES
Title of presentation I Tuesday 26
Future Dialogue – Good Future process
”Now that we are here in year 20xx…”
- What are you happy about with this project’s
achievements?
- What did you do – and with whom – that had some
impact on the development process?
- Where you worried about something when we met
back in 20xx, and what leased your worries?
Title of presentation I Tuesday 26
Bono’s hats – a tool to improve creativity
Yellow hat = optimism
Black hat = failure
Green hat = creative’
White hat = facts
Red hat = feelings
Blue hat = management
Title of presentation I Tuesday 26
Group exercise on
problem tree
GIVE & TAKE
Introduction
› Purpose of this session is to exchange experiences,
methodologies and tools around specific challenges
concerning the work of a ULSG
› Based on input you have provided on DAY 1, we have a
selected list of topics for you to discuss in small groups
› Each group to designate a moderator to facilitate the
discussion
Possible conversation sparks
› What are the main perceived problems in the group
discussion?
› Have you already faced the same problems in other contexts?
› Which strategy/ method/ tool did you adopt to tackle the
problems? Were they successful? If not why?
› What did you learn from this experience?
› What would you suggest to others facing similar problems?
REFLECTION TIME
Group discussion
What are the 3 main operational steps
you will undertake in your project when
going back home?
CLOSING
[email protected]
www.urbact.eu