URBACT Summer University 2013 - Labs - Mixed Use of City Centers - Session 1

URBACT LAB
Mixed Use of City Centers SESSION 1
Getting
started

3
INTRODUCTIONS
• Lab Manager
Nils Scheffler
• ULSG Facilitators
Francois Jegou, Lead Expert of SUST FOOD
Haye Folkertsma, Lead Partner of CITYLOGO
Pauline Geoghegan, Thematic Expert of Use-Act
URBACT LAB 1 SESSION 1 3

4
SPEED NETWORKING
Questions
• What 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?
• In the movie of your life, which actor would play the part of you?
• Tent, farmhouse, villa or penthouse?
• What makes you laugh?

5
TOOLS FOR ACTION PLANNING
to make a better world

6
ACTION PLANNING MODEL
Problems
Stakeholders
Evidence
Results
Ideas
Actions
Resources
Check
Consultation
Launch
Problems
Stakeholders
Evidence
Results
Ideas
Actions
Resources
Check
Consultation
Launch
Lab 1: Getting started
Lab 2: Preparing well
Lab 3: Action planning
Lab 4: Final check
Lab 5: Dragons Den

7
LAB AND ULSG@WORK
4 LABS
• conceptual framework, tools and techniques
Each LAB followed by a ULSG@work session
• 3 small groups working on the city case,
supported by personal ULSG facilitator
• 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

8
THE DRAGONS’ DEN
• Lab 5 presentations (pitches) to peer panel (Dragons’
Den)
• Winning ULSG gets award in USU plenary

9
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

10
RESOURCES
• ULSG Facilitators support
• Handouts and briefings
• URBACT Local Support Group Toolkit
• Student volunteers

11
LAB RULES

12
LAB RULES
• Timekeeping
• Listening
• Mobile phones on silent
• Avoid jargon
• Participate

14
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

16
CITY CASE OVERVIEW
Medieval city centre
Size: 150 ha / 1,5 km²
Inhabitants: 15.000
Tourist arriving per year: 300.000
Events in public space per year: 15
Buildings under monument protection: 800

17
THE DEPUTY MAYOR’S CHALLENGE
The Medieval centre
Background
• Focal point of daily life (work, trade, social life, housing, consumption),
• Offering multifunctional economic, social and cultural facilities
• Unique atmosphere conditioned by medieval buildings and public places
Challenges
• Increasing numbers of tourists provoke replacement of inhabitant functions;
conversion of non-commercial public space into commercial leisure areas.
• Property/capital market: pressure to introduce large-scale floor space, neglect
of historic buildings, housing market just for higher income classes.
• Traditional retail and small scale economy at threat through the emergence of
chain stores and shopping area at the urban fringe.
• Increasing number of outdoor events contributes to the noise pollution

18
THE DEPUTY MAYOR’S CHALLENGE
The Medieval centre
Call for action
• Prepare local action plan to maintain/recover the mixed use of the medieval
centre as an attractive place for all our: citizens, entrepreneurs and guests!
• Deal with ky questions as:
– Which functions should medieval centre provide in the context of the overall city?
– Which legitimate demands have the different (social) groups / stakeholders on the
use of the medieval centre?
– Which priority has the safeguarding of the historic environment, keeping the
identity of the place?
– What are solutions and actions to reduce the conflicts between functions and
legitimate demands?
• Consider linkages, opportunities and synergies which might be provided by the
cluster of “creative” industries next to the medieval centre.

20
LAB 1
• PART 2 -DEFINING THE PROBLEM
• PART 3 –MAPPING STAKEHOLDERS
SESSION

21
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

22
DEFINING PROBLEMS
and OPPORTUNITIES

24
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

25URBACT LAB 1 SESSION 1 25
EFFECTS
PROBLEM
CAUSES

26URBACT LAB 1 SESSION 1 26
PROBLEM TREE EXAMPLE

29
STAKEHOLDERS – WHO ARE THEY?

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’.”

31
CRITICAL FOR SUCCESS AND SUSTAINABILITY

33
STAKEHOLDERS ARE CRITICAL FOR SUCCESS AND
SUSTAINABILITY
For city administration and involved stakeholders
Coordination of use and development interests/ conflicts
• to identify, define, communicate problems, opportunities, benefits
• to recognise and understand the manifold demands
• to coordinate the demands among stakeholders and bring them in line with
solving the problems
• to develop a strategy which addresses the problems, opportunities, demands
of stakeholders

34
WHY PARTICIPATION?
• More knowledge and information
• Increase of stakeholder‘s understanding, better suited to change processes
• Co-creation brings about better quality results
• Increases motivation
• Ensures commitment for the implementation phase through stronger
identification with the LAP
• Tapping further resources for the implementation of the strategy

35
ACHIEVING COMMITMENT
Commitment is not an action you can make an agreement on!
Commitment is a process everyone has to go through!
Participation
• Involvement in
reflection
Insight
• Background,
alternatives, views
Acceptance
• Ownership,
positive feelings
Commitment

36
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

37
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.

38
MAP AND KNOW YOUR STAKEHOLDERS
1. Identify - who are they?
2. Analyse – who is important, who is interested, who is not? Who
has power and influence?
3. 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?

Increase motivation
Consider ways to increase their influence
Make their voices heard
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
40
ANALYSING AND PRIORITISING STAKEHOLDERS
Influence high
Importance
high
low

41
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.

42
COMBINATION OF THE TWO PREVIOUS METHODS

43
WORKING WITH STAKEHOLDERS
• Involve public and private stakeholders from the very beginning;
• Involvement must bring a benefit for the stakeholder,
find out what makes key stakeholders tick;
• Do not raise infeasible expectations,
be clear about what you are seeking to achieve;
• Address interests and concerns of the stakeholders,
look for common ground;
• Assure sufficient time and personnel resources for the involvement process;
• Neutral and professional support;
• Be flexible and adapt your approach for different audiences.

44
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

45
LAB 1
• PART 2 - GETTING THE RIGHT PEOPLE IN THE LSG
SESSION

46
ULSG@WORK 1
• 14:00 hrs- 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;
• Basis for the Dragons Den.

URBACT Summer University 2013 - Labs - Mixed Use of City Centers - Session 1

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (6)

Andere mochten auch

Andere mochten auch (20)

Ähnlich wie URBACT Summer University 2013 - Labs - Mixed Use of City Centers - Session 1

Ähnlich wie URBACT Summer University 2013 - Labs - Mixed Use of City Centers - Session 1 (20)

Mehr von URBACT

Mehr von URBACT (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

URBACT Summer University 2013 - Labs - Mixed Use of City Centers - Session 1