URBACT National Training Scheme - SEMINAR 1 Malmö, May Trainers: Robert Arnkil (Fi) & Ulf Hägglund (Swe) Coordinator: Bertil Nilsson, NDP Sweden (Malmö)

OPENING

Welcome by the host institution

Get to know each other

Objectives for the seminar › To build a common and shared understanding of the URBACT objectives and method › To strengthen URBACT partners’ capacity to develop a participative action-planning process, involving all relevant stakeholders › To provide URBACT partners and LSGs coordinators with tools and methods to successfully run their ULSG throughout the network life cycle and co-produce a good Local Action Plan › To allow URBACT partners to exchange and learn from their peers’ and to network at national level

Agenda for the seminar DAY 1DAY – Opening – URBACT Method – Coffee Break – ULSG Roadmap – Lunch Break – Projects Marketplace – Coffee Break – Stakeholder Analysis – Reflection time – ULSGs coordinators – Networking dinner – Local input – Defining problems – Give & take – Reflection time – Closing

URBACT PROGRAMME

Title of presentation I Wednesday 27 March 2013 I Page 8 URBACT II - Objectives  European Programme of Territorial Cooperation ( jointly financed by ERDF and the Member States – budget 69 M€ )  Main objective To promote integrated & sustainable urban development in EU cities  Specific objectives - To facilitate exchange and learning activities among urban policy- makers, decision-makers, practitioners (Exchange & Learning) - To draw lessons and build knowledge based on ground realities (Capitalisation) - To support local policy-makers and practitioners to develop integrated action plans for sustainable urban development (Capacity building) - To disseminate good practices and lessons drawn from the transnational exchanges (Communication & Dissemination)

State of play  3 calls for proposals 2008: 19 thematic networks & 7 working groups (completed) 2010: 9 thematic networks (completed) 2013: 15 thematic networks (starting implementation phase)  511 partners from 28 MS/ PS 87% cities 20 metropolitan areas but predominance of small/medium size 15 regional authorities 13 Universities/ research centers  3800 persons involved in Local Support Groups (calls 1 & 2) URBACT programme Wednesday 27 March 2013 I Page 9

URBACT METHOD

Main Challenges › How to organise transnational exchanges as a learning process in order to have a local impact on the partner cities › How to build useful knowledge for the outside world with experiences from partner-cities 1. EXCHANGES 2. CAPITALISATION 3. COMMUNICATION-DISSEMINATION  THE URBACT METHOD

Urbact video

Transnational exchange and learning activities Integrated Approach : social, economic, physical, environment Participative Approach : URBACT Local Support Groups Action-oriented : Local Action Plans Support to networks »Expert support »Secretariat support »Capacity building Working with Managing Authorities 1. Transnational exchanges

 Thematic poles clustering networks along cross-cutting themes  Synthesis publications building on networks’ results (URBACT TRIBUNE, URBACT Results, etc.)  Seminars, conferences 2. Building knowledge – Capitalisation

3. Communication and Dissemination › A flagship website › Each network in charge of their own mini-site › National Dissemination Points › Using the social networks: blog, Facebook, Twitter › Events, publications To promote and to disseminate To reach practionners throughout Europe

Group discussion › What will be the added value of applying the URBACT Method to address local problems/ policy challenges? › What are the main challenges you see in applying the URBACT Method in your city?

ULSG ROADMAP

ULSG Roadmap puzzle

The core components of the ULSG Roadmap

SETTING UP YOUR ULSG › No “one size fits all” format/ composition › Composition depends on policy challenge you intend to address, on local realities and “history” › ULSG should be fit for co-production of an integrated action plan, with no secured funding for implementation  need to be clear on the roadmap and expected roles & outcomes › Setting up your ULSG is the first step, but not a one-step process  iterative process along the way › In any case, build on your local assets!  build on what is already in place – avoid redundancy

Title of presentation I Tuesday 26 March 2013 I Page 21 SETTING UP YOUR ULSG – Food for thought › What is your experience of participative processes at local level? › Have you already set up your ULSG? Have you built on an existing body? › Do you think this process is completed?

RUNNING YOUR ULSG › Leadership › Trust › A shared roadmap (objectives, activities, time frame, resources, expected outputs/ outcomes, etc.) › Support function › Communications (internal and external)

How do you build trust? How do you deliver effective meetings? What is in your communication plan ? RUNNING YOUR ULSG – Food for thought

GETTING RESULTS – THE LOCAL ACTION PLAN › No URBACT template: should be a useful tool for you to address your policy challenge/ pbm, tailored to your local situation existing strategy? existing action plan? none of the above? › But key principles - integrated action plan - reflect the transnational learning - evidence of participative process

25 How do you make sure your action plan takes into account the initial policy context (existing policies, strategies, etc.)? What are the key components of your Local Action Plan ? GETTING RESULTS – THE LOCAL ACTION PLAN Food for thought

TRANSNATIONAL ACTIVITIES You are here because you are partner in an URBACT transnational network ULSG and LAP should be integrated in the transnational exchange and learning activities - ULSG members should benefit from these - ULSG members should contribute to these Learning/ sharing good practices, innovative solutions, etc. takes place through: - Taking part in transnational meetings (peer reviews, site visits, workshops… including your network final conference!) - Hosting transnational meetings

How to maximize the transnational opportunity? How to ensure appropriate involvement of elected officials? Title of presentation I Tuesday 26 March 2013 I Page 27 TRANSNATIONAL ACTIVITIES – Food for thought

CAPACITY-BUILDING › National training for ULSG members › Pilot Training for elected representatives › URBACT Summer University (28-30 August 2013, Dublin) › And… consider your own ULSG as a capacity-building opportunity for persons involved Title of presentation I Tuesday 26 March 2013 I Page 28

PROJECTS MARKETPLACE

› Purpose To provide participants with the opportunity to learn about each others’ projects › Poster Present your network and local challenge on a poster › Gallery walk Time to take a look at all posters and learn about other networks! PROJECTS MARKETPLACE

Working with your ULSG colleagues, prepare a poster describing your URBACT network Topic addressed by the network Project partners Your local challenge First ideas for LAP goals Keywords for your network How does success look like? Main challenges you face/ Interesting solutions you have developed and would like to share PROJECTS MARKETPLACE

STAKEHOLDER ANALYSIS

????? Stakeholders ?????? Stakeholders are people or organizations, with a vested interest in the policy challenge/ problem to be addressed & in the policy/ action plan to be developed and implemented

Group discussion Why do we need stakeholders?

› To get relevant inputs (on causes/consequences and needs) for analysing and defining problems and priorities › To get relevant inputs for problem solving and action-planning › To ensure implementation of the LAP › To ensure financial support › To develop ownership of actions defined to ensure support for an effective implementation Stakeholder involvement – Why ?

Stakeholder involvement – Who? › Target beneficiaries/ end users (incl. representatives of civil society, private sector/ businesses, other public institutions concerned e.g. education) › Different departments/ services within the local administration (working across sectors to foster the integrated approach) › Different territorial levels concerned (district, city, metrop area, region?) › Key local decision-makers, including local elected representatives (mayor, councillors, etc.) › Potential funders including Managing Authority of Operational Programmes (ERDF or ESF) › Key players in the delivery of your Local Action Plan

Engaging with stakeholders › Engage with stakeholders in an open process › Ensure inclusiveness and equal treatment for all › Provide information that is readily understandable › Present clear outline of: - framework and purpose of the participative process (incl. URBACT network) - Timeframe - resources available - expected outcomes and outputs - expected contributions from the different players and what they can get out of it (incl. taking part to transnational exchange and learning activities, receiving training through the National Training Seminar, the URBACT Summer University, etc.) › Incorporate stakeholder feedback and finalise ULSG roadmap !

Start from what already exists, building outwards Customise invitations Use both online and face to face means Pay attention to the interests at stake What are the main issues around stakeholders engagement? Have you developed efficient ways to address them when setting up your ULSG? Engaging with stakeholders – Food for thought

Stakeholder analysis - Tools › Stakeholder analysis table Primary/Secondary: whether the stakeholder is directly affected or not by the policy › Interest/ Influence matrix Interest/Influence: the stakeholder’s stake in the policy issue, and their actual power to affect policy making/ implementation

Public partners Other Projects. Private partners Customers/ Beneficiaries Citizens City strategy Policies Management LSG Stakeholders, network, Local Support Group and LAP 1.Beneficiary dimension >Primary, 2nd.. 1.Beneficiary dimension >Primary, 2nd.. 2. Horisontal partner dimension > Primary, 2nd… 2. Horisontal partner dimension > Primary, 2nd… 3. Governance dimension > Primary, 2nd… 3. Governance dimension > Primary, 2nd… LAP Working group Cocreation with experiments and prototypes (’old’ and ’new’) - Contact? -Offer/win-win? -Unusual suspects?

Group exercise on stakeholder analysis

Reality check › Are you sure to have all relevant stakeholders on board? › Have you properly identified the primary and secondary ones? › Were you able to define their level of influence to the concerned problem? › Were you able to define mechanisms for addressing their interests? Which ones? v=FQ3NIkfvpDw

REFLECTION TIME

ULSG COORDINATORS ROLE

The purpose of the session is to provide ULSG coordinators with the opportunity to: - exchange on their role/ experience so far - build up a network for further cooperation and sharing of good practices at national level Introduction

Title of presentation I Tuesday 26 March 2013 I Page 46 ULSG coordinator – Key principles ULSG coordinator as a key player in the delivery of Work Package “Impact on local practices and local policies”  in charge of running ULSG and drive co-production of Local Action Plan ULSG coordinator as a new official player in the URBACT landscape  ULSG coordinator as main contact point between partner city and URBACT programme for ULSG activities (ULSG database, participation in programme level activities, etc.) ULSG coordinator to perform in the framework of a transnational network  “terms of reference” for ULSG to be defined and agreed among partners at network level  Lead partner and Lead expert responsible of supporting partners and ULSG coordinators (guidance, tools, etc.) and reporting to URBACT on partners’ ULSG related activities  ULSG coordinator as 2-way bridge between the local and transnational levels

› Setting up the local support group Title of presentation I Tuesday 26 March 2013 I Page 47 WHAT NEEDS TO HAPPENWHO/WHAT Stakeholder mapping, analysis, selection and engagement Identifying the proper organizational structure Promotion of active participation of all members Designing and agreeing on local ULSG roadmap LP/LE Provides guidance on stakeholders to engage according to a shared network level strategy ULSG coordinator supported by PP Identifies relevant stakeholders according to LP/LE guidance and network level “terms of reference” Performs the stakeholder analysis Decides how to engage all relevant stakeholders Defines the organizational structure, sets up and animates it Leads the group to agree on local ULSG roadmap

› Running and participating in a local support group Title of presentation I Tuesday 26 March 2013 I Page 48 WHAT NEEDS TO HAPPENWHO/ WHAT Management and administrative duties Collaboration and communication inside and outside the ULSG (including at the level of the URBACT programme) Sustainability Make the most of Programme level support (e.g. National Training Seminars for ULSG, URBACT Summer University for ULSG) LP/LE Monitor the general process and make sure that things are on track ULSG coordinator supported by PP Organises regular ULSG meetings Reports at local level Facilitates collaboration and ensures continuous communication inside the ULSG Plans, organizes and manages communication activities addressed to external parties “Keeps people together” in the long run Reports at network level as defined in network terms of reference for ULSG” Reports to URBACT (esp. updating database on ULSG members) Organises participation in Programme level activities (National training seminars, Summer university, etc.)

› Getting results: The Local Action Plan Title of presentation I Tuesday 26 March 2013 I Page 49 WHATWHO Collect and revisit the Baseline study Build evidence base Reality check on the Stakeholder analysis Problem analysis Goal to activities Logical framework analysis Self-assessing the LAP Consultation on Draft plan Launch of the LAP LP/LE Provide methodological support and facilitate the transnational exchange PP Provides the base line studies and any additional information Leads the process of policy formulation (goal to activity) ULSG coordinator Guides the overall process Assigns roles for the implementation of tasks Facilitates cooperation among all stakeholders and organises consultation on Draft LAP Organises and manages the launch of the LAP (comm. & celebration)

› How to make the most of transnational activities Title of presentation I Tuesday 26 March 2013 I Page 50 WHATWHO Participation of ULSG members in transnational network seminars Involvement of ULSG in preparation and delivery of network seminars when city hosts a seminar Use learning, good practices, policy instruments, findings from transnational exchange in local policy making Use Programme level opportunities for transnational activities such as URBACT annual conference, URBACT Summer University for ULSG… LP/LE Ensures LSG involvement in network activities ULSG coordinator supported by PP Carefully plans/ coordinates the LSG members participation and contributions to network activities Ensures active participation of ULSG members, preparation of contributions, reporting back to the rest of the group Ensures learning from transnational exchange activities is embedded in local actions (esp in LAP)

ULSG Coordinator role Group discussion › Comfortable about the role of ULSG coordinator as presented? If not why? › Any specific concern/ doubt related to your role? › Any specific operational problem you would like to share with other ULSG coordinators? Title of presentation I Tuesday 26 March 2013 I Page 51

Day 2

Agenda for the seminar DAY 1DAY – Opening – URBACT Method – Coffee Break – USGL Roadmap – Lunch Break – Projects Marketplace – Coffee Break – Stakeholder Analysis – Reflection time – ULSGs coordinators – Networking dinner – Local input – Defining problems – Give & take – Reflection time – Closing

LOCAL INPUT by Host institution

DEFINING PROBLEMS

Defining problems › People have a powerful desire to perceive the reality as they think they perceive it › Breaking free of a definition of reality accepted and expected by people is extremely difficult › First stage of a policy process is to reach an agreed and shared definition of the problem to be addressed

Problem definition is a key step in the process … and should be achieved through a participative approach in your ULSG › Identify causes of the problem › Help to bond ULSG members together › Build stakeholder consensus on problem to be tackled › Identify potential constraints and possible lines of action

› Start with reviewing the problem in its complexity › Address and integrate stakeholders’ diversity of perceptions and interpretation › Review the evidence base and check if further evidence is needed › Define a shared problem statement Defining problems

Problem analysis – Tool “problem tree” Identifying causes and effects to frame the problem › Identify immediate and direct causes of the problem › Identify immediate and direct effects of the problem › Show the cause and effect relationships › Review the tree, verify its validity and completeness

Underlying causes › Problems must be defined in terms of underlying causes Congestion !!! Not the problem/ challenge but a symptom of it. Travel demand that exceeds capacity framed in a way that can lead to a solution

Title of presentation I Tuesday 26 March 2013 I Page 62

Title of presentation I Tuesday 26 March 2013 I Page 63 CAUSES EFFECTS

Future Dialogue – Good Future process ”Now that we are here in year 20xx…” -What are you happy about with this project’s achievements? -What did you do – and with whom – that had some impact on the development process? -Where you worried about something when we met back in 20xx, and what leased your worries? Title of presentation I Tuesday 26 March 2013 I Page 64

Bono’s hats – a tool to improve creativity Yellow hat = optimism Black hat = failure Green hat = creative’ White hat = facts Red hat = feelings Blue hat = management Title of presentation I Tuesday 26 March 2013 I Page 65

Group exercise on problem tree

GIVE & TAKE

› Purpose of this session is to exchange experiences, methodologies and tools around specific challenges concerning the work of a ULSG › Based on input you have provided on DAY 1, we have a selected list of topics for you to discuss in small groups › Each group to designate a moderator to facilitate the discussion Introduction

Possible conversation sparks › What are the main perceived problems in the group discussion? › Have you already faced the same problems in other contexts? › Which strategy/ method/ tool did you adopt to tackle the problems? Were they successful? If not why? › What did you learn from this experience? › What would you suggest to others facing similar problems?

REFLECTION TIME

Group discussion What are the 3 main operational steps you will undertake in your project when going back home?

CLOSING