urbact summer university 2013 - labs - mixed use of city centers - session 1

URBACT LAB Mixed Use of City Centers SESSION 1

Getting started

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INTRODUCTIONS• Lab Manager

Nils Scheffler

• ULSG FacilitatorsFrancois Jegou, Lead Expert of SUST FOODHaye Folkertsma, Lead Partner of CITYLOGOPauline Geoghegan, Thematic Expert of Use-Act

URBACT LAB 1 SESSION 1 3

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SPEED NETWORKINGQuestions• 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?


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TOOLS FOR ACTION PLANNINGto make a better world


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ACTION PLANNING MODEL


Problems

Stakeholders

Evidence

Results

Ideas

Actions

Resources

Check

Consultation

Launch

ProblemsStakeholdersEvidenceResultsIdeasActionsResourcesCheckConsultationLaunch

Lab 1: Getting started

Lab 2: Preparing well

Lab 3: Action planning

Lab 4: Final check

Lab 5: Dragons Den

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LAB AND ULSG@WORK4 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


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THE DRAGONS’ DEN• Lab 5 presentations (pitches) to peer panel (Dragons’

Den)• Winning ULSG gets award in USU plenary


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DRAGONS’ DEN CRITERIA FOR SUCCESS(SCORE EACH CRITERION FROM 1 TO 5)


Criteria1. Coherence between problem, actions and results

2. Addressing the deputy mayor’s challenge

3. Feasibility

4. Integrated approach

5. Quality of presentation

Total

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


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LAB RULES


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


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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


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CITY CASE OVERVIEW


Medieval city centreSize: 150 ha / 1,5 km²Inhabitants: 15.000Tourist arriving per year: 300.000Events in public space per year: 15Buildings under monument protection: 800

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THE DEPUTY MAYOR’S CHALLENGEThe Medieval centreBackground• 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


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THE DEPUTY MAYOR’S CHALLENGEThe Medieval centreCall 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.


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• PART 2 -DEFINING THE PROBLEM

• PART 3 –MAPPING STAKEHOLDERS



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Problems

Stakeholders

Evidence

Results

Ideas

Actions

Resources

Check

Consultation

Launch

Look at city caseIdentify and engage stakeholdersGather evidenceAnalyse the problemMove from problems to solutionsTranslate solutions to goals and activitiesAssess and analyse riskConsult and launch

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DEFINING PROBLEMSand OPPORTUNITIES


http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=izDrdrmifCikzM&tbnid=TcT6_HEET9GI7M:&ved=0CAUQjRw&url=http://facilityprogramming.publishpath.com/markets&ei=y_6IUfeeM6ed0wWR9ICoDg&bvm=bv.45960087,d.d2k&psig=AFQjCNH7VhJjrzoMr0mPytl5EvZChDY-2A&ust=1368019003783926

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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


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EFFECTS

PROBLEM

CAUSES

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PROBLEM TREE EXAMPLE

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STAKEHOLDERS – WHO ARE THEY?


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“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’.”


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CRITICAL FOR SUCCESS AND SUSTAINABILITY


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STAKEHOLDERS ARE CRITICAL FOR SUCCESS AND SUSTAINABILITY

For city administration and involved stakeholdersCoordination 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


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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


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ACHIEVING COMMITMENTCommitment 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

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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


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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.


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MAP AND KNOW YOUR STAKEHOLDERS1. 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 heardConnect 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

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ANALYSING AND PRIORITISING STAKEHOLDERS


Influence high

Impo

rtan

ce

high

low

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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.


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COMBINATION OF THE TWO PREVIOUS METHODS


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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.


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Problems

Stakeholders

Evidence

Results

Ideas

Actions

Resources

Check

Consultation

Launch

Look at city caseIdentify and engage stakeholdersGather evidenceAnalyse the problemMove from problems to solutionsTranslate solutions to goals and activitiesAssess and analyse riskConsult and launch

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• PART 2 - GETTING THE RIGHT PEOPLE IN THE LSG



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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

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