URBACT LAB 3

Action Planning

URBACT LAB 1 SESSION 3 2

LAB 3• Feedback on ULSG at work• PART 1 -DESIGNING AN ACTION PLAN– Key principles– Ensuring participation

• PART 2 – RESOURCES• PART 3 – PREPARATION FOR ULSG AT WORK

URBACT LAB 1 SESSION 3 3

LAB 3• Feedback on ULSG at work• PART 1 -DESIGNING AN ACTION PLAN– Key principles– Ensuring participation

• PART 2 – RESOURCES• PART 3 – PREPARATION FOR ULSG AT WORK

URBACT LAB 1 SESSION 3 4

LAB 3• Feedback on ULSG at work• PART 1 -DESIGNING AN ACTION PLAN– Key principles– Ensuring participation

• PART 2 – RESOURCES• PART 3 – PREPARATION FOR ULSG AT WORK

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THE CONCEPT OF ‘ACTION PLANNING’• Moving from defining problems and expected results to

determining actions designed to achieve them and indicators to measure your success

• A critical stage - requires careful timing and management

• Local Support Group involvement vital • Co-creation delivers better action plans

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WHERE ARE WE IN PLANNING CYCLE MODEL?Problems

Stakeholders

Evidence

Results

Ideas

Actions

Resources

Check

Consultation

Launch ProblemsStakeholdersEvidenceResultsIdeasActionsResourcesCheckConsultationLaunch

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ACTION PLANS• Coherent set of tangible actions in response to the

expected results• Stakeholder involvement – roles and responsibilities• Clear timeline (1,3,5,10 year plan?)• Link to 2014-2020 results framework (results, actions,

outputs, indicators)• What-How-Who-When-Where?

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DEVELOPING AN ACTION TABLEACTION TABLE

Expected result Reduced motorised traffic in the city centre to 50% of 1990 figures

Action Title & Short Description

Lead Actor or Agency

Key Partners Intended Outputs

Timescale Resources per annum

1.1 Introduction of smart traffic charging scheme

Establishment of charging perimeter and installation smart control infrastructure

Municipality – TransportDept.

- Police - Private IT company- Parking Authority- Motorist organisations- Media

Lower % of daily commuter car journeys

December 2015 ?

1.2 Programme of pedestrianisation and redesign of public open space

1.3 Increase public transport offer

1.4 Extend and improve cycle network

1.5 Reorganise parking system (offer and access routes)

…

URBACT LAB 1 SESSION 3 9

THE ESIMeC EXPERIENCE – 1 SABADELLActions Objective 1, Action 1 Objective 1 Action 2 Description Effective use of the “one-stop window”

office: Increase collaboration between organisations that provide services to businesses in the city

Re draft the local agreement to enhance employment and competitiveness in Sabadell

Duration June 2012 - June 2013 December 2012

Resources Own resources Own resources

Actors Local Development AgencyCIESC, Chamber of commerce, ASCAMM, LEITAT, Secot

Local Development AgencyCIESC, Chamber of commerce, ASCAMM, LEITAT, Secot

Activities To update agreements with other entities in Sabadell city.To collect an updated list of contacts for local organizations collaborating with the officeTo join information already obtained by all the entities concerning skills needs by the business.

3 meetings with the members stating the agreement Include new relevant parties in the new economic framework of the city

Results Short term we expect greater flexibility in solving specific problems of the business sectorAlso is expected to increase confidence in the administration

Achieving a consensus position with the agreement of all organizations face new challenges. Emphasize demand led workforce development in a strategic document for the city

URBACT LAB 1 SESSION 3 10

LAB 3• Feedback on ULSG at work• PART 1 -DESIGNING AN ACTION PLAN– Key principles– Ensuring participation

• PART 2 – RESOURCES• PART 3 – PREPARATION FOR ULSG AT WORK

URBACT LAB 1 SESSION 3 11

GOOD PLANS AND DECISIONSContent (C)

People (P)motivationcommitmententhusiasm

Quality of a plan or decision =CxP

Source: GROUP EXPO by Veikko Mantere

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STRUCTURE AND PARTICIPATION

Consensus based methods

Conventional meeting led by a chairperson

Agora, meeting on equal terms, panel

Group meetings dominated by one or a

small number of participants

Clear meeting structure

No or poor structure

Strong participation

Weakparticipation

Joint view of the participants

The chairperson’s

view

The mostpowerful

participants’ view

Each participanthas his or her

own view

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SOME METHODS TO IDENTIFY ACTIONS

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THINKING“Did you ever stop to think, and never start again?”

"Think left and think right and think low and thinkhigh. Oh, the thinks you can think up if only youtry!"—Theodor Seuss Geisel

“Traditional thinking is all about "what is" Futurethinking will also need to be about what can be.”—Edward de Bono

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DE BONO THINKING HATS

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DE BONO THINKING HATS

http://www.youtube.com/watch?v=7T7KPVwzAoY

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DE BONO THINKING HATS

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OPERAwn suggestions

air discussions

xplanations

anking

rranging

OPER

A

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START – STOP - CONTINUE

START STOP continue

• …………• …...........• ………….• ………….• …………..

• …………• …...........• ………….• ………….• …………..

• …………• …...........• ………….• ………….• …………..

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IMPACT / EFFORT MATRIX

EFFORT

IMPA

CT

LOW

HIGH

HIGH

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USEFUL RESOURCES• URBACT Guide - GETTING RESULTS THROUGH ANIMATED MEETINGS: SEVEN TOP TIPS • Dave Gray – Sunni Brown – James Macafuno: GAMESTORMING – A Playbook for

Innovators, Rulebreakers, and Changemakers• Systemic Toolbook-• Mindtools- www.mindtools.com

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LAB 3• Feedback on ULSG at work• PART 1 -DESIGNING AN ACTION PLAN– Key principles– Ensuring participation

• PART 2 – RESOURCES• PART 3 – PREPARATION FOR ULSG AT WORK

URBACT LAB 1 SESSION 1 23

ACTION PLANNING MODELProblems

Stakeholders

Evidence

Results

Ideas

Actions

Resources

Check

Consultation

Launch ProblemsStakeholdersEvidenceResultsIdeasActionsResourcesCheckConsultationLaunch

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RESOURCES – KEY PRINCIPLES• Resources are the means to an end – not an end in

themselves• Funding is just one example of resources

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RESOURCES – KEY PRINCIPLES• Be clear about what you want to achieve and what you

need € for• Explore wide range of potential funding sources • Create a funding ‘cocktail’• Be creative but realistic• Consider monitoring requirements

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FUNDING – KEY SOURCES• European – CP 2014-2020

• Europe 2020• Innovation, Energy Efficiency,• SMEs

• National and Regional

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FUNDING – KEY SOURCES• ‘New’ instruments / methods

– Crowd funding– http://www.catapult.org/about/what-is-catapult– Kick starter– http://www.kickstarter.com/hello?ref=nav

– Revolving Funds- CSI Europe

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FUNDING – KEY SOURCES• ‘New’ instruments / methods

– Public private partnerships

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FUNDING – KEY SOURCES• ‘New’ instruments / methods

– Doing more with less – citizens, self organisation, egURBACT TOGETHER: Kavala Social Pharmacy, Botkyrka Neighbourhood Patrolshttp://urbact.eu/en/projects/quality-sustainable-living/together/our-outputs/

– Pop UP http://3space.org/about– http://www.wearepopup.com/

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LAB 3• Feedback on ULSG at work• PART 1 -DESIGNING AN ACTION PLAN– Key principles– Ensuring participation

• PART 2 – RESOURCES• PART 3 – PREPARATION FOR ULSG AT WORK

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ULSG@WORK 3• Objective: to develop a coherent set of actions• Tasks: to brainstorm ideas using De Bono Hats and to

record and structure the best using OPERA• Tools: Action table, De Bono Hats and OPERA• Deliverables: Action table filled in (poster)

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WHAT NEXT?• 15:30 to 17:30 ULSG@work-3• Free evening• Friday – 0900 URBACT Talk– LAB and ULSG@work 4 (Checking / assessment LAP) and

preparing for– LAB 5 (Dragons’ Den – The contest)– Awards Ceremony – PARTY!!