urbact summer university 2013 - labs - promoting entrepreneurship - session 1

URBACT LAB 1 SESSION 1

Getting started

URBACT LAB 1 SESSION 1 2

WELCOME TO THE ENTREPRENEURSHIP LAB!


INTRODUCTIONSULSG Coordinators:Rui CoutinhoFabrizio BarbieroAndrea Moreira Santos / Peter Wolkowinski

Icebreaking


TOOLS FOR ACTION PLANNING


ACTION PLANNING MODELProblemsStakeholdersEvidenceResultsIdeasActionsResourcesCheckConsultationLaunch


LAB AND ULSG@WORK4 LABS • conceptual framework, tools and techniques

Each LAB followed by a ULSG@work session:

• 3 smaller subgroups working on the city case• 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


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

Den)• Winning group gets award in USU plenary


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


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


CITY CASE OVERVIEW


THE DEPUTY MAYOR, STASA BORNEKAR, IS HERE!

Produce a Local Action Plan to promote entrepreneurship in Allium.

• But: City budget is very limited; no big subsidies or other funding instruments are available.


POINTS OF ATTENTION• Unleash untapped entrepreneurial talent at university. • Reduce the gap between academia and business world• Activate young unemployed to start their own business • Build on growth potential in the creative sector, and in the sustainable energy

industry.• Find new ways to improve the local capital market, especially risk capital. • Nurture an entrepreneurial culture• Lack of affordable, flex office space • Engage startups in large projects in our city• Reduce “bureaucracy”?• Entrepreneurship as part of the solution in our problematic neighbourhoods in

the Northern part of the city? • Consider linkages, opportunities and synergies with other policy fields such as

labour market policy, education policy, spatial planning.


Questions?


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


DEFINING PROBLEMS

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


“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


BUZZ GROUPS (5M)

Which problem identification and solving tools have you used

….and what are your thoughts on their effectiveness


WHY DOES IT MATTER?• Most cities come into URBACT with a problem already

defined…

• Broadly stated, defined by a particular stakeholder/s

• We jump to solutions too quickly

• Under scrutiny, the problem is often redefined

• Defining and agreeing the problem fosters openness, transparency and a shared approach


EFFECTS

PROBLEM

CAUSES


Experiences, anyone?


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


WHY PARTICIPATION?• More knowledge and information• Ensures commitment for the implementation phase• Motivate engagement of those that will benefit from

the actions• Create consensus, support and build relationships

around planned actions• Higher chance of successful results


ACHIEVING COMMITMENTCommitment is not an action you can make an agreement on! Commitment is a process everyone has to go through!


ANYONE ?

How have you worked with stakeholders setting up your ULSG,

Which methods did you use?

Which problems did you face?


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

Impo

rtan

ce

high

low


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

Impo

rtan

ce

high

low


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.


COMBINATION OF THE TWO PREVIOUS METHODS


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.


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.


Draft stakeholders list: • Chamber of Commerce • University Board• City Dept. of Economic development, education &

science• Real estate developer, bank (local branch)



• PART 2 - GETTING THE RIGHT PEOPLE IN THE LSG



ULSG@WORK 1Learning by doing exercises relating to problem definition

and stakeholder analysis;• Use a problem tree to define the core problems; • 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.

urbact summer university 2013 - labs - promoting entrepreneurship - session 1

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