urbact summer university 2013 - labs - mixed use of city centers - session 3

URBACT LABMixed Use of City Center SESSION 3

Action Planning

2

ACTION PLANNING MODEL

URBACT LAB 1 SESSION 1 2

Problems

Stakeholders

Evidence

Results

Ideas

Actions

Resources

Check

Consultation

Launch

ProblemsStakeholdersEvidenceResultsIdeasActionsResourcesCheckConsultationLaunch

Lab 1: Getting started

Lab 2: Preparing well

Lab 3: Action planning

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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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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ACTION PLAN• 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 TABLE

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ACTION 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)

…

THE HerO EXPERIENCE

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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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GOOD PLANS AND DECISIONS

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Content (C)

People (P)motivationcommitmententhusiasm

Quality of a plan or decision =CxP

Source: GROUP EXPO by Veikko Mantere

STRUCTURE AND PARTICIPATION

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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 participation 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

SOME METHODS TO IDENTIFY ACTIONS

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DE BONO SIX THINKING HATS

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OPERA

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wn suggestions

air discussions

xplanations

anking

rranging

OPER

A

STOP – START - CONTINUE

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STOP START CONTINUE

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IMPACT / EFFORT MATRIX

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EFFORT

IMPA

CT

Fill ins Thankless tasks

Quick wins Major project

LOW

HIGH

HIGH

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

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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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Examples:-Training courses for employment

-Business start-up advice

-Collaboration workshops and networking

-Refurbishing city spaces

Action = an operation to

deliver results

ACTION > INPUT > OUTPUT > RESULT

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Input = resources put into the action

Output = tangible product

of the activity

Result = what is achieved as good for the recipient

Examples:-Sustained employment

-Survival of new business

-Better cross-cutting collaboration

- Increased well-being and satisfaction of citizens, attracting investment

Examples:-Number of completed courses

-Advice process model

-Workshop curriculums

-City model for space use

Examples:

-Resources required for an activity (money, time, manpower, know-how, knowledge)

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• National and Regional• ‘New’ instruments / methods

– Crowd funding– Public private partnerships– Doing more with less – citizens, self organisation– Revolving funds

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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!!

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