urbact ii-the local support group toolkit-ministry of regional development and tourism

The URBACT Local Support Group Toolkit

Bucharest 28th April 2009Philip Stein Pole Manager

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The URBACT Community

27 Projects

181 Cities

26 Member States

200 Managing Authorities

Around 3000 members of local support groups

A passive audience or a force for change?

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Local Support Groups – Guidelines but no single recipe

Nature of theme

City context

Who?

Size + composition

What?

Role + activities

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Anyone with a “stake”.

Allies required for implementation

Quality before quantity

Around 10 people (in fact 4-43)

Build on what exists

Core group + broader groups

End users?

MA’s

Animators

Local Support Groups – size and composition

Local Support Groups – objectives and tasks

Objectives• Identify needs• Identify + mobilise what the city has to offer • Project champion. From project to plan to action to project• Represent end-users• Communicate learning

Tasks• 2 way conveyor belt for project learning – exchanges….• Coproduction of outputs – LAP, case studies, reports……• Ownership + championship – decision makers, funders…• Dissemination – media, meetings……

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What happens in meetings is vital

Meetings of equals

Frequency + preparation

Draw on participative techniques - facilitation

Participation in exchanges, twinning, peer reviews, implementation labs

Phases:

trust + preparation, prioritisation + commitment, strategy, follow up

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Working together better

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Working apart better

What happens outside and between meetings is just as important.

Use the opportunities of IT and networking tools

• Online file + project management

• Skype

• Teleconferencing

• On-line training

• W2

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Local Action Plans

Concrete road map of solutions to tackle core problems identified

Local impact of transnational exchange. Transnational impact of local action.

Form depends on: nature of problem and context (what exists + what is possible)

Full blown independent plan or recommendations to an existing plan

National, regional, city, neighbourhood, sector, research…

Fundable projects, Implications for OP, for broader urban policy

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• Review evidence base

• Stakeholder analysis

• Problems analysis

• Goal to activities

• Logical framework

• Consultation on draft plan

• Launch

Making an action plan

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Review the evidence base

Review baseline and secondary sources

EAP comments

Policy mapping – what exists

Identify what is working and what is not

Make demands and draw on transnational exchange

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Stakeholder Analysis

Close to local support group

Primary stakeholders – those directly affected

Secondary – those with intermediary role – including delivery agencies

Interest v power to influence

Key (core) stakeholders - both

Presence of users, beneficiaries…

Absent friends

How far can one go – issue + context

Dealing with conflict. Building on success…

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Problem analysis

Brain storm all problems

Identify core problems (trunk) – can vote

Identify causes (roots) and effects (branches)

Visualise and validate.

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Goal to activities

Establish a goal related to the problem identified. Observable measurable end result at a deadline

Specific objectives

Outputs

Activities required for outputs

Who, when, with what?

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Logical Framework Analysis

Check of:

External consistency – relationship between problem and overall objectives (goal)

Internal consistency – do activities lead to outputs which fulfill specific objectives which meet the goal

Feasibility – financial and human resources

Assumptions. Risk. Political changes, economic crisis, etc.

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Consultation on draft plan

There is a world outside the local support group

Distinguish participation, consultation and communication

Peer review by stakeholders

Summary LAP

Allow time

Incorporate flexibility

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Launch

Identify target audience

Decide on timing – use other high profile events…

Communication strategy

Celebrate – make it fun.

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€7000 per LSG

Translations

Travel and accomodation

Meeting rooms

Resources

City of Venice

European Policies Directorate, Social Policies Directorate, Trade and Economic development Directorate

Veneto Region Public Security and Migration Flows Director

MILE First Presentation Workshop, Enterprise Development for Migrants and Ethnic MinoritiesBrussels, 16 June 2008

1. The reference context

2. Definition of the Local Action Plan Quantitative analysis Qualitative analysis Comparison and synthesis of the two phases

3. The local action plan for the promotion

of immigrant entrepreneurship

4.Planning of an experimental training course for entrepreneurs

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1.2 Problem Analysis

Project co-financed by ERDF within the URBACT Programme Brussels 16-17 June 2008

The quantitative analysis will be transferred in the territorial information system of the Venice City Council. The image of the distribution of the minorities in the community, can make easier the identification of public intervention areas.

Localisation of companies with a foreign owner in Mestre Localisation of companies with a foreign owner in Venice town centre

1. Venice: 2,318 enterprises with foreign owner (10.8% of the total enterprises) 2. In Venice 1,574 enterprises with foreign owner are individual entrepreneur or simple partnership (SAS and SNC) for a total of 1.737 locations 3. 92 % of these enterprises with foreign owner have been founded after 2005 4. Principal sectors: 31,3% commerce, 26,6% construction, 15,9% hotel & restaurant

MARGHERA

MESTRE

VENISE

LIDO

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2.0 Overall aim and Specific objectives


Overall aim:1. To develop an integrated business support system aiming to the social inclusion of disadvantaged and under represented people with specific regard to immigrants

Specific objectives:1. To promote business culture and self entrepreneurship as a resource for personal and social development2. To strengthen and to qualify non-financial support services for business start-up, growth and consolidation3. To extend financial-economic promotion measures for business development4. To foster networking of public and private resources for entrepreneurship promotion

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3.0 Main target groups


1. Italian and immigrant entrepreneurs and aspirant entrepreneurs2. Trainers, tutors, business advisors3. Chamber of Commerce, entrepreneurs associations, professional bodies, thirdsector organizations4. Middle and secondary schools students

"A me via Piave di più“ event, October 2007 "A me via Piave di più“ event, October 2007

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5.0 Main (governance) principles of the action plan and of its implementation


Entrepreneurship as an active tool for social inclusion of disadvantaged and under represented groups, with specific regard to immigrants

Equal opportunities for all citizens in the access to business support services; but:

1. Services and tools customization according to the specific needs of immigrant users

2. Integrated business support strategy: - it considers organically the different stages of enterprise support:

business culture promotion, support in the start-up phase, access to finance, consolidation and growth support;

- complementarities between financial and non-financial business support. 3. Inter-departmental coordination and inter-institutional cooperation with the Veneto Region and key stakeholders for business promotion: Chamber of Commerce, entrepreneurs associations, professional bodies, third sector organizations. Towards a “Local pact for inclusive entrepreneurship” funded on the participation in the planning, implementation, monitoring and evaluation phases of local stakeholders 4. Municipality of Venice: in charge of the coordination and promotion of the local action plan and pact

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4.0 Activities to be undertaken

Six areas of intervention:

1. Business culture promotion2. Information and guidance3. Training4. Economic promotion5. Knowledge of the social-economic situation6. Coordination and networking


2. Information and guidance:a. Strengthening of the existing municipal information and advice service for entrepreneursb. Customization of existing services to the needs of immigrant users; processing and spread of:

• multi-language information tools • multi-media package for intercultural training and advice related to business support

c. Improvement of on-line information for business development: increasing of cooperation with existing portals (www.venetoimmigrazione.it “)

1. Business culture promotion:a. Introduction of TAKTIX, the board game that learns how to run a successful business, in middle and secondary schools b. Radio programmes for the promotion of self-entrepreneurship through a multimedia platform managed by immigrants associations (to be created within FIVE Project)

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3. Training:a. Training programme for business start up and consolidation, targeting Italian and immigrant entrepreneurs (experimental training course project application for recent call for proposals within ESF ROP)b. Training programme for practitioners (trainers and tutors) and business advisors on intercultural training and cultural mediation methods

4. Economic promotion:a. Restoration of some spaces located at Forte Rossarol and their conversion into a business incubator for immigrant enterprisesb. Agreement with foundations and financial institutions for the increase of subsidised financing for entrepreneurs and micro-credit for starter entrepreneurs c. Promoting and giving visibility to successful experiences, specifically related to equal opportunities, through the foundation and/or participation in prizes for successful entrepreneurs d. Regular multilingual information on local, national and European funding opportunities for business development

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5. Knowledge of the social-economic situation:

a. Community involvement and mediation project (« via Piave » project);

b. Research on immigrant entrepreneurial strategies;

c. Identification, analysis and diffusion of good practices at European level on “immigrant entrepreneurship”;

d. Geomapping of of Italian and foreign local enterprises in the Municipality of Venice website.

6. Coordination and networking:

a. (Possible) Setting up of a City inter-departmental technical long-lasting working group with the participation of the Veneto Region

b. Creation and signing of a “Local pact for inclusive entrepreneurship” where activities and all signers’ commitments will be detailed c. Setting up of a mixed commission between the City and local socio-economic stakeholders to monitor the implementation of the local action plan and local pact

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6.0 Complementarities with other interventions


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Questions for workshops

WORKSHOP 1Composition of the Local Support Group• Are you sure you have the relevant stakeholders

in your Urbact local Support Group?• How balanced is the group? Is it mostly

municipality departments? What about other public agencies? Are NGOs involved? Is the private sector on board (where appropriate)?

• Are there missing voices? Are users, or residents adequately involved?

• Will the group be able to work effectively? • What barriers is the group likely to face in working

effectively

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WORKSHOP 1How will the group link to the URBACT

network meetings• Is the group meeting before and/or after

network exchange meetings? • Is the group making demands on the network

to help to solve its problems? E.g. In terms of issues to be discussed

• Does someone from the group attend the network meetings?

• What challenges does the group face in doing its work

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WORKSHOP 2Local Action Plans

• What kind of local action plan is foreseen?• What is the anticipated involvement of the LSG in the

production of the LAP• What are the steps towards the production of the Local

Action Plan?• Are there existing plans that the LAP needs to build on?• How will you consult with other local stakeholders• Who will write the plan? (e.g. co-production) who will

help them to write it?• Is the plan going to require funding for projects?• How will the Managing Authority be involved

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urbact ii-the local support group toolkit-ministry of regional development and tourism

Economy & Finance