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

URBACT LAB 1
SESSION 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@WORK
4 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

LAB
Open
Innovation
USU

TOOLS FOR ACTION PLANNING

ACTION PLANNING MODEL
Problems
Stakeholders
Evidence
Results
Ideas
Actions
Resources
Check
Consultation
Launch
Problems
Stakeholders
Evidence
Results
Ideas
Actions
Resources
Check
Consultation
Launch

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
SESSION

CITY CASE OVERVIEW

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. Where is Allium University campus located?
6. Where was Allium ranked in the 2012 National
Innovation scoreboard?

QUIZ ON THE ALLIUM CITY CASE
1. Which industry sectors provided economic growth in the 1960s and 70s?
2. Metal and pharmaceutical
3. What developments have reduced the medieval town centre’s role as a
gathering point?
4. Non commercial and housing space changing to commercial/tourist use
5. What steps have been taken to address the issues in Allium’s northern
suburb?
6. Social programmes, (parenting, education, NGO activity) sports complex
7. 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 centre
11. Where was Allium ranked in the 2012 National Innovation scoreboard?
12. Bottom third

THE DEPUTY MAYOR’S CHALLENGE
OPEN 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
SESSION

Problems
Stakeholders
Evidence
Results
Ideas
Actions
Resources
Check
Consultation
Launch
Problems
Stakeholders
Evidence
Results
Ideas
Actions
Resources
Check
Consultation
Launch

DEFINING PROBLEMS

“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
SESSION

Problems
Stakeholders
Evidence
Results
Ideas
Actions
Resources
Check
Consultation
Launch
Problems
Stakeholders
Evidence
Results
Ideas
Actions
Resources
Check
Consultation
Launch

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 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
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
Importance
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
SESSION

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
Importance
high
low

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

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