URBACT National Training Scheme - SEMINAR 1
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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.

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URBACT National Training Scheme - SEMINAR 1 Malmö, May 29-30

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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


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 policy-makers, 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)

  • 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


MainChallenges

  • How to organise transnational exchanges as a learningprocess in order to have a local impact on the partnercities

  • How to buildusefulknowledge for the outside world withexperiencesfrompartner-cities

    1. EXCHANGES

    2. CAPITALISATION

    3. COMMUNICATION-DISSEMINATION

    THE URBACT METHOD


Urbact video


1. Transnational exchanges

  • Transnational exchange and learningactivities

  • IntegratedApproach : social, economic, physical, environment

  • Participative Approach : URBACT Local Support Groups

  • Action-oriented : Local Action Plans

  • Support to networks

    • Expert support

    • Secretariat support

    • Capacity building

  • WorkingwithManagingAuthorities


  • 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 flagshipwebsitewww.urbact.eu

    • Each network in charge of theirown mini-site

    • National Dissemination Points

    • Using the social networks: blog, Facebook, Twitter

    • Events, publications

    • To promote and to disseminate

    • To reachpractionnersthroughout 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


    Title of presentation I Tuesday 26 March 2013 I Page 21

    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?


    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 youbuild trust?

    How do youdeliver effective meetings?

    Whatis 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


    25

    GETTING RESULTS – THE LOCAL ACTION PLAN

    Food for thought

    How do youmake sure your action plan takesintoaccount the initial policycontext (existingpolicies, strategies, etc.)?

    What are the key components of your Local Action Plan ?


    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

    • 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 electedrepresentatives (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:

    • 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?

    • Unusualsuspects?

    City strategy

    Policies

    Management

    3. Governance dimension

    > Primary, 2nd…

    LAP

    LSG

    Public partners

    Other Projects

    .

    Private partners

    Cocreation with experiments and prototypes (’old’ and ’new’)

    2. Horisontal partner dimension

    > Primary, 2nd…

    Working group

    Beneficiary dimension

    >Primary, 2nd..

    Customers/

    Beneficiaries

    Citizens


    Group exercise onstakeholder analysis


    Reality check

    • Are you sure to have all relevant stakeholders on board?

    • Have you properly identified the primary and secondary ones?

    • 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?

    http://www.youtube.com/watch?v=FQ3NIkfvpDw


    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


    Title of presentation I Tuesday 26 March 2013 I Page 46

    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

    • 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.)

    • 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


    • Setting up the local support group

    Title of presentation I Tuesday 26 March 2013 I Page 47


    • Running and participating in a local support group

    Title of presentation I Tuesday 26 March 2013 I Page 48


    • Getting results: The Local Action Plan

    Title of presentation I Tuesday 26 March 2013 I Page 49


    • How to make the most of transnational activities

    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


    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 March 2013 I Page 62


    Title of presentation I Tuesday 26 March 2013 I Page 63

    EFFECTS

    CAUSES


    Title of presentation I Tuesday 26 March 2013 I Page 64

    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 March 2013 I Page 65

    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


    Group exercise onproblem 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


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