The URBACT II Local Support Group Toolkit

European Programmefor urban sustainabledevelopmentThe URBACT IILocal SupportGroup ToolkitEuropean UnionEuropean Regional Development Funda guide on creatingLocal Action Plans

The URBACT IILocal SupportGroup Toolkita guide on creatingLocal Action Plans

INTRODUCTIONPublishersURBACT194, av. du Président Wilson93217 Saint-Denis La Plaine Cedex,FranceTel: 00 33 1 49 17 47 09Fax: 00 33 1 49 17 45 55www.urbact.euContributorPeter RamsdenEditorial Advisory GroupJean-Loup Drubigny, Melody Houk, Shandi Miller, Paul Soto, Philip SteinEditing and layoutNick Wates and Keith GilliesNick Wates Associates, Hastings UKwww.nickwates.co.uk2009© URBACT and Nick Wates AssociatesAll rights reserved.Individual pages may be freely copied providing the source is visibleContentsForeword 2Using this toolkit 4The URBACT Programme 7Learning with others 8Local Support Groups 10Working together better 12Working apart better 14The Local Action Plan 16Making an action plan 19Review evidence base 20Stakeholder analysis 22Problems analysis 24Goal to activities 26Logical framework 28Consultation on draft plan 30Launch 32Resources 35Glossary 36Websites and publications 38Photo credits 40This document will be translated into the local language of all URBACT II Local SupportGroups in early 2009Downloadable as a Pdf file from:http://urbact.eu/footer/documentation/projects-documents/local-support-groups.htmlPhotographs courtesy of John Thompson & Partners, Nick Wates Associates, URBACT andVon Zadow. Please note that images are indicative only and do not all show URBACT projects.See page 40 for locations and sources.the urbaCT II LOCAL SUPPORT GROUP toolkit - 20091

ForewordINTRODUCTIONby Dirk AhnerDirector-Generalfor Regional Policy,European UnionCities are everywhere in Europe, andthe vast majority of Europeans liveand work in urban areas. Today, over70% of the European citizens live inurban areas. 1 From big metropoliseslike London and Paris to small markettowns in rural areas, the continenthas a significantly high share of citydwellers. The recently publishedGreen Paper on Territorial Cohesion 2underlines the fact that Europe ischaracterized by remarkable urbanstructure, comprising cities of allsizes and types.Most jobs, businesses and highereducation institutions are to befound in urban areas. Cities arekey locations in which to achievegreater competitiveness and createmore and better jobs. At the sametime, they not only concentrateMaking meetings betterPost-it board at a workshop to produce anaction plan helps make the process moreinteresting, inclusive and productive.INTRODUCTIONopportunities but also challenges,such as social exclusion andenvironmental degradation.Complex challenges in urbanareas require versatile crosssectoralsolutions. Integrated urbandevelopment seeks to coordinate thedifferent sectoral policies having animpact on cities and on city dwellers.The European Union’s URBANCommunity Initiative Programmesfrom the years 1994 to 2006 clearlyillustrate that the integration andcombination of many different butcomplementary actions can resultin more than just the sum of singlepieces. Designed and implementedbeyond sectoral thinking andtraditional administrative schemes,integrated operations signify a realEuropean added value – for thebenefit of our regions, cities andtheir inhabitants.It is one of EU Cohesion Policy’smain challenges to activate the fullpotential of European regions andcities – and to bring Europe to itscitizens. I am convinced that onlythose strategies which show stronglocal involvement and sufficientpublic participation in their designand delivery will be sustainable,effective and supported by society atlarge. Citizens need to play an activerole in shaping their immediate livingenvironment.The URBACT II Programme confirmsthis important idea on differentlevels. Not only by creating strongties between cities and theirManaging Authorities, but also byintroducing Local Support Groups asimportant elements in all ThematicNetworks and Working Groups.Within these partnerships, local,regional and national stakeholdersas well as the European Commissionare joining forces in developingEuropean cities in an integrated andsustainable way.Cooperation in, among and forour cities can be an effective toolto move towards the ambitiousgoals we have set ourselves. Iam convinced that the URBACTII Programme and all the citiesinvolved will make a valuablecontribution to this.1. According to DG REGIO calculations based onthe Urban Audit and the urban morphologicalzones of the EEA, 71% of the EU population livesin urban agglomerations, cities or towns of morethan 5 000 inhabitants. www.urbanaudit.org.2. Green Paper on Territorial Cohesion: Turningterritorial diversity into strength. Communicationfrom the Commission to the Council, theParliament, the Committee of the Regions andthe European Economic and Social Committee of6 October 2008 {SEC(2008) 2550}.2 the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009the urbaCT II LOCAL SUPPORT GROUP toolkit - 20093

Using this toolkitINTRODUCTIONINTRODUCTIONThis toolkit has been produced mainly to help those involved with theURBACT II projects to produce the Local Action Plans which are a key part ofthe Programme. It is aimed at:• Members of URBACT Local Support Groups throughout Europe• Others interested in the URBACT ProgrammeIt will also be useful to anyone wanting to produce an action plan.There are three main sections:Book featuresStructured pages main pagesPurpose Title of method in bold / type. subject – in section colourFeatures Purpose – in in plain bold type typeTips Features inset – in in italics plain with type barFurther Tips – inset info in at italics bottom with of bar page.Further information – at bottom of page1.Information about the URBACT Programme, including the role of LocalSupport Groups and Local Action Plans;2.3.Guidance and tools to help in preparing a Local Action Plan;A resources section providing references to additional useful informationsources and a glossary explaining simply the meaning of terms used inthis document.This toolkit should be used for inspiration and is not intended to be tooprescriptive or restrictive. We acknowledge a variety of working cultures andpublic participation practices across Europe, and therefore in the variousURBACT II Local Support Groups. Hopefully this toolkit will be useful insome way to all LSG members, but degrees of familiarity or even interestin such methods, tools and issues may vary widely. Each local group facesdifferent challenges and different cultural contexts and will want to adaptthe guidance to suit their specific circumstances.Any comments or suggestions for improving future editions of this toolkitwill be appreciated and should be sent to:Shandi Miller s.miller@urbact.eu or Melody Houk m.houk@urbact.euExample used:Problems and solutions tableFor analysing issues and brainstorming possible solutions.High school drop outsProblems Timescale start and end ResourcesToo many young people droppingout of school at 16 because ofinflexible curriculumMake curriculum more interesting Finland – most successfuleducation system with lowdrop out and high averageachievementLack of teachers able to teach newcurriculumStudents truanting in final yearsand not reachable by schoolDrug and alcohol abuse affectingstudentsTeenage pregnancies makinggirls drop outTeenage counter culture and‘cool’ street culture discouragingstudents from working hardTrain existing teachers and recruitnew onesDevelop outreach programme andoffsite provisionWork on drug preventionprogrammesBetter sex education, outreachprovision so that girls can stay intouch during pregnancy and afterWork with role models to challengeslacker cultureNot knownNot knownNetherlandsNetherlandsNowhere yetA5 A4 A3 A2Modular formatCopy pages as exhibition posters or leaflets(no copyright problems providing you creditthe source).Charts and templatesTables used in action planning completed (inblue script) with hypothetical examples.Blank templates in Word can be downloadedfrom the URBACT website.Linked websiteFurther information and updates onhttp://urbact.eu/footer/documentation/projects-documents/local-support-groups.html4 the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009the urbaCT II LOCAL SUPPORT GROUP toolkit - 20095

The URBACT programmeThe URBACT programmeThe URBACT ProgrammeURBACT II is a Programme funded by the European Union (EuropeanRegional Development Fund) and national contributions, which runs from2007 to 2013. It follows on from URBACT I which ran from 2002 to 2006.The overall objective is to promote sustainable, integrated urbandevelopment policies throughout Europe. Urban areas face major challengesof dealing with poverty and managing integration but at the same timethey are the drivers of the European economy and, in particular, of the newknowledge based industries. Exchange of experience between cities underthe URBACT Programme helps to speed up the policy innovation process ineach city. The involvement of diverse stakeholders – including economic andpolitical actors and the general public – is essential.Specifically, URBACT II aims to:• Facilitate the exchange of experience and learning among citypolicy-makers, decision-makers and practitioners;• Disseminate good practice and lessons drawn from these exchangesand ensure the transfer of know-how;• Assist city policy-makers and practitioners (including managers ofoperational programmes) to define, and put into practice, Action Plansfor sustainable urban development.The Programme achieves this by helping to establish ‘projects’ - which canbe Working Groups or Thematic Networks - on different urban issues. Eachproject has several partners (8-12 for Thematic Networks, 6-8 for WorkingGroups) from at least 3 different Partner or Member States. The partnersmay be cities, regional authorities, national authorities or universities andresearch centres. A few projects have been granted the ‘Fast Track’ label.Exchanging expertise on urbanismConferences, visits, collaborative working andlocal projects in cities throughout Europe.6 the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009One of the main innovations in URBACT II is the requirement that eachproject partner (both city and non-city partners) establish a Local SupportGroup (LSG) and produce a Local Action Plan (LAP). This section of thetoolkit explores what this means in practice.the urbaCT II LOCAL SUPPORT GROUP toolkit - 20097

Learning with others in URBACTThe URBACT programmeThe URBACT programmeURBACT II Key facts(Accurate as of 20 January 2009)(prior to approval of Thematic Networks)21 Thematic Networks (2 of whichare Pilot Fast Track Networks)6 Working GroupsProject partnerships:181 Partner cities18 Equivalent Public Bodies7 Regional Authorities1 National Authority11 Universities1 NGOFirst call for URBACT II ProjectApplications• Launched (in December 2007)• Declarations of Interest submitted(by February 2008)• Approved by MonitoringCommittee (in April 2008)Development phase(6 months for Thematic Networks, 4months for Working Groups)Thematic Network projects have abudget of €710,000 over 36 months;Working Group projects have a budgetof €300,000 over 24 months.••••Project developmentPartnerships finalisedProduction of baseline studiesInitial composition of LocalSupport Groups (LSGs)• Final Applications & contractualURBACT II Themesdocuments prepared(August to October 2008)• All approved projects assigned to• Promoting entrepreneurshipone of the three Thematic Poles• Improving innovation and• Thematic Pole and URBACTknowledge economySecretariat support to projects• Employment and human capital• Integrated development of•deprived areas and areas at risk ofdeprivationInclusionImplementation phase• Environmental issues• Final approval for projects to enter• Governance and urban planningURBACT II partners - as of January 2009URBACT II Thematic Poles1.2.3.Cities, engines of growth & jobcreationCities, social inclusion & governanceCities & integrated, sustainabledevelopmentURBACT II Programme TimelineImplementation phase (September2008 for Working groups;November 2008 and January 2009for Thematic networks)Exchange and learning activities•• LSGs meet regularly• Development and production ofLocal Action Plans (LAPs)• Thematic Poles coordinatecapitalisation of project outputsThematic networks:•Lead partners• PartnersWorking Groups:•Lead partners• PartnersFurther information:www.urbact.eu for complete lists of all Thematic Networks and Working Groups and detailson their partners and progress to date.8 the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009the urbaCT II LOCAL SUPPORT GROUP toolkit - 20099

Local Support GroupsThe URBACT programmeThe URBACT programmeThe URBACT programme requires each partner to set up a localsupport group (LSG). This group works to maximise the impact of thetransnational exchange of practice between cities. LSGs can ensure thatideas emerging from the project are realistic and can test their viability atlocal level. They have the potential, as part of a European wide URBACT“community”, to take key messages about managing sustainable citiesto a far wider audience. They can mobilise stakeholders, define needs,and co-produce the Local Action Plan (LAP). They have the potential tobecome a long-lasting legacy once the URBACT project is finished.The responsibility for building effective LSGs, bringing together appropriatestakeholders, rests firmly with each URBACT II partner.The membership of each LSG will be tailored to suit the specificcircumstances. There is no magic formula – a LSG’s objectives, activities andcomposition depend upon the project topic, the nature of the exchangeactivities proposed and the nature of local needs and experience.To help with the co-production of a LAP, the Group should involve someactors in a position to contribute to its design and implementation.It can sometimes be relevant to involve Managing Authorities in LSGs. Theymight not take part in all activities but it is worth keeping them informed.LSGs should be mobilised and reinforced during the project life-cycle, andeventually assume ownership of the outcomes.Aim for quality rather than quantity. Go for a core group of motivatedpeople rather than a large number of passive listeners.Build outwards from what already exists. Avoid duplicating or upsettingeffective existing structures. In many cases a completely new group willbe best, in others it may be better to “piggy-back” on existing structures.A core group of 10 people maximum is recommended. Where morepeople are interested, a larger open forum can be organised as well.Use stakeholder analysis (page 22) to ensure inclusion of key local players.Objectivesfor Local Support Groups• Help clarify the particular needs orconcerns of the partner /’city’ inrelation to the Thematic Networkor Working Group topic.• Help identify (to mobilise anddisseminate to stakeholders) whatthe city can offer to the project inthe form of good practice, existingtools, site visits, policies and otherexperience. Help ensure that thisknowledge is reflected in the baseline study and the Local Action Plan.• Help disseminate the findings of theproject to a wider local audience andensure that end-users have a voice inthe decision-making process.• Act as project champions andhelp to mobilise the political andinstitutional support required toensure that the Local Action Planleads to real change.Neighbourhood meetingTasksfor Local Support Groups• Input to and/or validate thebaseline study• Work to develop the Local ActionPlan• Identify and/or validate projectinputs or outputs such as casestudies• Take part in exchange activitiesthrough meetings and onlinecontact.• Periodic meetings, especially tocontribute to partners’ inputto project seminars and to getfeedback from seminars to ensuredissemination of results and outputs• Comment on final outputs• Test or pilot recommendationsthrough the Local Action Plan• Act as local project champions andlobby for changes• Organise local dissemination events• Obtain media coverageFurther information:See http://urbact.eu/footer/documentation/projects-documents/local-support-groups.htmlfor additional Guidance Notes, tools andAction Plans produced by existing LocalSupport Groups10 the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009the urbaCT II LOCAL SUPPORT GROUP toolkit - 200911

Working together betterThe URBACT programmeThe URBACT programmeThe benefits of the URBACT Programme and of the Local SupportGroups (LSGs) themselves will be maximised if all those involvedwork together as creatively as possible. Some bureaucracticprocedures are necessary but should be kept to a minimum. LSGs areencouraged to make the most of the wide range of new methods forcollaborative working now available.The format and style of meetings and events should be carefully plannedto provide a welcoming and inclusive atmosphere for participants as well asachieving the given objectives.To run efficient ‘meetings’ (which can include teleconferences, or scheduledonline collaborations, covered in the next section), an agenda should becirculated in advance, specifying if there are any additional documents tobe printed or read beforehand. Following each meeting, a summary reportshould be circulated to all participants, as well as any members who werenot able to participate or who will benefit from the information.Good quality facilitation of meetings and events is essential to create theconditions necessary for effective participation and collaboration. Facilitationexpertise needs to be recognised and may need to be procured.In the case of Thematic Networks, LSGs each have a minimum budget ofapproximately €7,000 during the project’s life-cycle of 36 months.* This canbe used for capacity building purposes such as training of members, hiringfacilitators, refreshments at meetings, translation of materials and travel.Workshops where participants are treated as equals will often be moreuseful than formal meetings dominated by expert presentations.The success of the LSG will depend on many factors but a critical aspectis how well the meetings are run. Get all members to explore and discussthe way meetings themselves will be organised.* Thematic Networks are required by the Programme to allocate a minimum budget of €70,000 to itsLSGs, split between an average of 10 partner LSGs.Further information: See http://urbact.eu/footer/documentation/projects-documents/local-support-groups.html for links to information about creative methods of working.Methods for working togetherSome examplesCommunity planning eventsCarefully structured collaborative eventsat which all stakeholders, includingthe local community, work closely withspecialists from all relevant disciplinesto make plans for the future of thatcommunity or some aspects of it. Canvary in length and format.Hands-on planningMethod of community involvementwhere small groups make plans for thefuture using table top plans or flexiblecardboard models.Interactive displaysVisual displays which allow peopleto participate by making additions oralterations to them.Open house eventsEvents designed to allow thosepromoting initiatives to present them toa wider public and secure reactions in aninformal manner. Halfway between anexhibition and a workshop.Reconnaissance tripsDirect inspection of area underconsideration by mixed team of localsand technical experts. On foot or by bus.Also known as field visits or walkabouts.Vision fairWhere people vote on their favouritevisions. Vision statements or images areexhibited. People use coloured stickydots to indicate which visions theywould like to pursue. They may alsomake personal pledges to take action.Better ways of working togetherReconnaissance trip; Hands-on planning; Postitboard in an interactive display.12 the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009the urbaCT II LOCAL SUPPORT GROUP toolkit - 200913

Working apart betterThe URBACT programmeThe URBACT programmeKeeping a project moving along requires good communication, bothwhen the group is meeting face-to-face and between meetings, socareful thinking about complementary activity is recommended.URBACT projects are by nature about finding ways for people, oftenin different languages or countries, to work together effectively. Formost Local Support Groups, members will be in the same partnercity, but these tools will still be useful. Take advantage of the hugepotential offered by innovations in online and remote collaboration.Groups should agree protocols for communicating at the outset, includingcommunication methods, frequency and confidentiality. For instance:Telephone: When is it acceptable to use mobile numbers? Are peopleprepared to have their phone numbers circulated? Can teleconferences beused in place of some meetings? (see ‘Teleconferencing Tips’ opposite)Email: How often can it be assumed people check their email? Who shouldbe copied into emails? How large can attachments be?Internet: Can it generally be assumed that all those involved will haveaccess to the internet, the ability to use search engines and the capacity toread and produce documents in Microsoft Office software? Training andinduction will often be needed for new online tools and ways of working.Methods for working apartSome examplesEmailMost straightforward way ofcommunicating but danger of overload.Group software (social networking orproject management) may be better.Online file storageCreate an online library of shareddocuments for people to access (e.g.Google Groups or Yahoo Groups are twofree, easy-to-use versions).Project management softwareCan reduce email traffic, provide forumspace, host documents in central locationand manage tasks (e.g. Zoho projects,Basecamp, Project Pier)SkypeFree or cheap calls for teleconferencing byinternet. Programme needs to be installedon all computers (administrator accessoften required) and may require somefamiliarization.TeleconferencingSImple to use, and can be useful at allstages. (see box below)Online training platformsTo create / access training modules online.Web 2.0 toolsIncludes a range of new tools for sharingmaterial and working online:• Online forums and networking sites• Crowdvine (for bookings and agendasfor meetings)• Delicious (for bookmarks)• Flickr (for photos)• Slideshare (for powerpoints)• Surveymonkey (for online surveys)• Weblogs and blogs (for opinion &news)• Wikis (for editing and libraries)• Youtube (for videoclips)Online collaboration: New online facilities for networking (see ‘Methods’box, opposite) are constantly being developed. Partners should not beafraid to experiment but should rely on tried and tested approaches whendeadlines approach.Teleconferencing tipso Appoint a moderator / facilitator.o Shop around to find best service.oPrepare and circulate agenda by emailin advance, including any websites ordocuments to be looked at beforehand.Agree appropriate protocols and levels of privacy – for example byasking permission before publishing potentially embarrassing photos onthe internet or other details such as mobile phone numbers and emailaddresses!Further information: See http://urbact.eu/footer/documentation/projects-documents/local-support-groups.html for more detailed information on creative methods ofworking apart better. The URBACT Secretariat is keen to develop and share knowledge onnetworking approaches useful for URBACT partners so please share your experience with us.oooEnsure participants have technicalcapability.Schedule carefully to ensure peopleare free at the appointed time. Allow5-10 mins for everyone to call in.Ensure equal participation (video forall or none)ooooSend reminder text message andemail 30 mins before the event.Allow 5 minutes at the start forpeople to dial in and connectAvoid over-long sessions (1 hour max)Record session for future reference(often a service provided).14 the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009the urbaCT II LOCAL SUPPORT GROUP toolkit - 200915

The Local Action PlanThe URBACT programmeThe URBACT programmeLocal Action Plans (LAPs) should provide for each partner a concreteroadmap and a range of solutions to tackle the core issues identifiedat the start of the URBACT project. If funding is going to be soughtfrom the Structural Funds the involvement of Managing Authoritiesis recommended. But there is no rigid definition of what a LAP hasto be, and project partners and LSG members are encouraged to becreative in determining the best format for theirs.Local Action Plans are a new dimension to the URBACT Programme.Drawing on the URBACT I experience, they are intended to:• Improve the impact of transnational exchange and learning on localpolicies;• Give concrete form to the outputs from networking activities carried outby partners;• Be an instrument of further change.Each URBACT II partner commits itself to developing its own LAP as anoutput of its participation in the Programme. LAPs will be co-produced bythe URBACT II partner and the LSG made up of relevant local stakeholders.A LAP may be put in place early enough so that its implementation canbe monitored during the project, or it may be put in place afterwards.Regardless of when it will be implemented, the LSG and project partnerare encouraged to decide when it will be implemented and why, andto foresee some sort of peer review of each LAP by all members of theproject network during the project life-cycle.The next section provides guidance on how to produce a Local Action Plan.Some examples of possibleURBACT Local Action PlansNeighbourhood action planA comprehensive roadmap to tacklethe identified problem, within a definedgeographical area.Regional thematic action planA research component of an actionresearch project; Provision ofmethodological expertise; Developmentof a research programme; Improvementor recommendations made on anexisting plan.What is an action plan?For the URBACT programme an actionplan consists of the actions required torealise a strategy’. This may include:• actions about an existing local plan;• actions for different levels ofgovernment to work together;• a set of funded projects focused ona particular goal.The composition, territorial level addressed, and format will differ accordingto the type of partner. It may simply be an ‘Action Plan’ or a ‘RegionalAction Plan’ rather than a ‘Local Action Plan’. It may instead take the shapeof a national policy framework or a strategic plan concerning a specificagency responsible for the issue addressed. In the case of non-city partners(such as universities or a group of researchers), the Action Plan may becomprised of the research components of an action research project, ofmethodological support to partners developing their LAP, or of a newlydeveloped research programme related to the policies relevant to theproject topic. Normally the LAP will be a written document, but it may becomplemented by other media.LAPs are likely to have most chance of being implemented if they havebeen produced and validated collaboratively by key local stakeholders ,and with the involvement of the Managing Authorities.National action planA national policy framework ora strategic plan for integrateddevelopment in cities.Further information:See http://urbact.eu/footer/documentation/projects-documents/local-support-groups.htmlfor examples of Action Plans produced todate by URBACT Fast Track Networks, MILEand URBAMECOImproving impactTransnational exchange of informationbenefits local policies through the LocalAction Plans.16 the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009the urbaCT II LOCAL SUPPORT GROUP toolkit - 200917

MAKING AN ACTIOn PLANMAKING AN ACTION PLANConsultationon draft planLaunchof actionplanReviewevidencebaseStakeholderanalysisProblemsanalysisMaking an action planThis section provides some tools that you may want to use in producingyour Local Action Plan, particularly if you are starting from scratch anddeveloping a fully-fledged plan. In other cases, partners and LSGs will beworking in a city or on an issue where there is already an advanced plan inplace, so a parallel plan might be counterproductive and it might be moreuseful to evaluate and propose adjustments to the existing plan instead. Itcan be useful to think of the process as cyclical or circular (as in the model,opposite) so that learning along the way and from other plans can becontinually integrated.LogicalframeworkanalysisRisksandassumptionsIndicatorsandtargetsOutputs andactivitiesGoals andobjectivesA Planning Cycle ModelRepresentation of planning as a cyclical process which does not start or end. Such a cyclebrings together all aspects of planning into a coherent, unified process, helping to ensurethat your plan Is fully considered, well focused, resilient, practical and cost-effective. It canalso help to ensure that you learn from any mistakes you make, and feed this back intofuture planning and decision-making.Further information: For further details on the Project Cycle Management or LogicalFramework approaches to developing an Action Plan please see the Resources section page35 and Annex 3 of the ‘Guide to Local Action Plans’ produced by the URBACT Secretariathttp://urbact.eu/footer/documentation/projects-documents/local-support-groups.htmlSeveral of the following tools have been adapted from a Project CycleManagement approach. But regardless of the exact methods chosen by thepartner and LSG in co-producing the LAP, it is crucial to explore and clarifyin detail the key elements — objectives, activities, responsibilities, timeline,funding, and so on. An Activities Table (p. 27) can be used to organise thisprocess.In addition, it can be very valuable to test the internal logic of the plan itself,for instance to check that proposed activities are likely to achieve the desiredoutputs. This will avoid producing a plan that is just a ‘wish list’ and willensure that the scale of the solution measures up to the problem and thatthere are ways to measure progress. The ‘logframe analysis’ (p. 28) can beuseful here.In this section:• Review evidence base• Stakeholder analysis• Problems analysis• Goal to activities• Logical framework• Consultation on draft plan• Launch18the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009 the urbaCT II LOCAL SUPPORT GROUP toolkit - 200919

Review evidence baseMAKING AN ACTIOn PLANMAKING AN ACTION PLANFinding and consulting the evidence that explains what is happeningin relation to the issue your project is dealing with will help toensure that your Local Action Plan (LAP) is based on reality.A. Revisit baseline studyFrom the outset the Local Action Plan (LAP) should be rooted in the project’sbaseline study, both of which are directly informed by local inquiry andknowledge. Review the baseline study which was undertaken at the startof your project. Translate into the local language if necessary. Collectadditional data if required.E.Transnational exchange and transfer of knowledgeReflect on case studies and practice that has been discussed within theexchange activities of the URBACT project to see what local practices mightbe improved through transfer from elsewhere.Much delivery focuses on doing things that have always been done.Externally generated evidence (for example evaluations or reviews) can beuseful to inform this kind of reflection, promote dialogue and provide anevidence base.B. Project commentsAn assessment was conducted of all URBACT II projects by an ExternalAssessment Panel and this was transmitted to Lead Partners at the outset ofthe Implementation Phase. This forms part of the evidence base and shouldbe discussed amongst the wider project partnership and in Local SupportGroups (LSGs), particularly where it refers to the composition of the LSG ormakes propositions for the LAP.C. Policy mappingIdentify what agencies are already doing to address the issue. Map this outin a suitable format (spreadsheet, table, geographical map).Policy mapping needs to identify all relevant actions by possiblestakeholders. It is also helpful to map the level of coverage provided byexisting actions.D. Identify what is working and what is notSystematically record with partners which current actions are achievingpositive results and which are not. If possible identify the costs and benefitsof different approaches.Working sessionsURBACT partners’ meetings in formal round table format20the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009 the urbaCT II LOCAL SUPPORT GROUP toolkit - 200921

Stakeholder analysisMAKING AN ACTIOn PLANMAKING AN ACTION PLANStakeholder analysis is a simple technique that can be used toestablish whether the right people are in the Local Support Group(LSG) and are involved in the Local Action Plan (LAP). it is likely thatsome such analysis formed part of the project’s baseline study.Issue:Stakeholder interest analysisFor understanding the various interested partieslocal employment projectIn preparing and developing the LAP it will be very important to identify thenature and interests of stakeholders. This can be done using a blank versionof the table opposite, preferably in a workshop setting.StakeholdersInterests and howaffected by theissueCapacity andmotivation to bringabout changePossible actionsto addressstakeholderinterestsStakeholders are all those with an interest (or ‘stake’) in the Local ActionPlan. This includes intended beneficiaries, intermediaries, winners and losersand those involved or excluded in the decision-making process.Primary stakeholders1.Potential employersBelieve that grants maybe availableImportant to understandbarriers and solutionsMeetings withemployers to discussincentive mechanismsAs stakeholders have different interests, it is useful to define what theirinvolvement is with the project and how their interests differ. In particular,it can be important to identify (and maximise the support of) those who arelikely to support the plan, and to identify (and try to minimise resistance of,ie. bring on board) those who may be more likely to block it.Stakeholders are often divided into two groups:1. Primary stakeholders – those affected directly by the policy, eitherpositively or negatively, and2. Secondary stakeholders – those with an intermediary role includingdelivery agencies, policy makers, and field workers.Sometimes the number of stakeholders is limited by defining some membersof each group as key stakeholders; otherwise the potential numbers can belimitless.By systematically analysing the stakeholders it is possible to see whetherthere are any missing voices. The omission of the client group is perhapsthe most frequently missed voice.2.Local unemployed andinactive people3.Representatives ofunemployedSecondary stakeholders4.Employment agencies5.Non GovernmentalOrganisations (NGOs) inemployment creation6.Local government7.Government ministriesDirect beneficiaries whoshould access work asa resultMembers affecteddirectlyThreatened by criticism,looking for funding,potential blockersPossible implementingbodies, looking forfundingPossible implementingbodyFunder and policy makerImportant to testwhether new approacheswork and to secure “buyin” of usersImportant consulteesResistant to changeImportant for futuredelivery of plan and policyinnovationsStatutory responsibilityfor economic and socialbenefit. Local knowledgebut limited involvementin employmentInterested in ‘what works’but little local knowledgeFocus groups andresearch to betterunderstand barriersStrategy meetingsImplementation of newoutreach policiesCommission pilotprojectsEngage ascommissioning bodyCreate long term fundingmechanismIt is important to assess and if necessary develop or adapt the capacity ofdifferent stakeholders to fully engage in the process.Note: The example above is hypothetical and is included only to help people understand howto use the template. Download a blank Word template fromhttp://urbact.eu/footer/documentation/projects-documents/local-support-groups.html22the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009 the urbaCT II LOCAL SUPPORT GROUP toolkit - 200923

Problems analysisMAKING AN ACTIOn PLANMAKING AN ACTION PLANProblems analysis is used to understand what is causing particularproblems and the effects of those problems. It is best done infacilitated sessions involving all key stakeholders.The Local Action Plan (LAP) should include a clear outline of the nature andscale of the problems relating to the project topic in the LAP area.A fresh and comprehensive understanding of the existing situation and theproblems that exist is essential to enabling the right solutions to be found.Stakeholder involvement in this stage will expand the way that the problemis perceived and ensure that problems are not merely ‘agency’ views. Itis particularly important to involve the users or beneficiaries (the primarystakeholders) in problems analysis.Completing a problems and solutions table (shown opposite) can be helpful.The Action Plan needs to recognise that problems facing cities are complex,intractable and inter-connected. No simple solutions are likely to work and‘business as usual’ approaches by existing agencies need to be challenged.There are many different ways of viewing the same problem and,depending on the perspective, different solutions will be deployed.The idea is to outline and elaborate possible choices between differentoptions.Example used:Problems and solutions tableFor analysing issues and brainstorming possible solutions.High school drop outsProblems Solutions ResourcesToo many young people droppingout of school at 16 because ofinflexible curriculumLack of teachers able to teach newcurriculumStudents truanting in final yearsand not reachable by schoolDrug and alcohol abuse affectingstudentsTeenage pregnancies making girlsdrop outTeenage counter culture and‘cool’ street culture discouragingstudents from working hardMake curriculum more interestingTrain existing teachers and recruitnew onesDevelop outreach programme andoffsite provisionWork on drug preventionprogrammesBetter sex education, outreachprovision so that girls can stay intouch during pregnancy and afterWork with role models to challengeslacker cultureFinland – most successfuleducation system with low dropout and high average achievementNot knownNot knownNetherlandsNetherlandsNowhere yetNote: The example above is hypothetical and is included only to help people understand howto use the template. Download a blank Word template fromhttp://urbact.eu/footer/documentation/projects-documents/local-support-groups.htmlOne well established technique for working with problems in a groupsetting is to make a problem tree (see example opposite). This is a simplegraphical representation of the problems, their causes and effects (beforesettling on one).Evidence is needed at stakeholder meetings for people to understandthe problems. This can be provided from statistics and studies alreadyavailable or through specially commissioned research.Drawing up a problem tree1. List all problems that come to mind relatedto the main topic. Problems need to becarefully identified: they should be existingproblems, not possible, imagined or futureones. The problem is an existing negativesituation, not the absence of a solution.2. Identify a core problem (may involve sometrial and error before settling on one).3. Determine which problems are ‘Causes’(roots) and which are ‘Effects’ (branches).4. Arrange in hierarchy both Causes andEffects, i.e., how do the causes relate toeach other - which leads to the other, etc.DeprivationPoorhealthIsolationLow incomeVandalismOut-migrationTower blocksKnife culturePoor schoolsProblem tree exampleSimple graphic for analysing complex issues24the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009 the urbaCT II LOCAL SUPPORT GROUP toolkit - 200925

Goal to activitiesMAKING AN ACTIOn PLANMAKING AN ACTION PLANGoals, objectives, outputs and activities are the four key centralelements of an action plan and establishing agreement on them is acrucial part of the action planning process. Four important steps areusually necessary and the Activities Table (opposite) can be used toprovide an overview:Activities tableFor specifying activities and outputs to achieve a given objectiveGoal example used: Increasing the employment rate to 70%A. Establish a goalGiven the project topic and the particular Local Action Plan, define and makeexplicit the overall goal. A goal is an observable and measurable end result,with one or more objectives, to be achieved within a more or less fixedtimeframe. A goal can be summarized in the phrase “Dream with a deadline.”Activity title1.1Outreach andpersonalisedjob placementservicesLeadpartnerJob centreDescription ofactivity (brief)New diversityproofed service toadvise clients aboutjob opportunitiesIntendedoutputsHigher % ofsuccessful jobplacementsTimescaleJune 2009ongoingResourcesperannum€500,000(4 advisers)B. Establish objectivesObjectives will be a more limited and more specific version of the goal. It issuggested that the plan should focus on the medium term (5 years) but youcan make it longer (or shorter).1.2Liaison withemployersPrivateagencyMarketingprogramme tolocal businesses toencourage them toadvertise vacanciesat job centreMore jobs to offer(numbers of jobsper month)March2009€100,000(onecontract)C. Establish outputsSet out what outputs are needed to achieve the objectives. Outputs are themeasurable results of projects or activities (eg, number of trees planted).1.3EmploymentretentioncounsellingJob centre1 to 1 advice overthe first 6 monthsafter taking job,Increased jobretention % after 6monthsStart June2009ongoing€300,000(fivecounsellors)D. Establish activitiesSet out what activities are needed to achieve the outputs.1.4ChildcareLocalauthority,socialenterpriseIncreased accessto daycare forwomen going intoemploymentChild care spacesavailable toemployees andtraineesJan 09 €200,000This is the place where incoherence can easily creep into plans as partnerstry to ensure that their projects are included as activities regardless ofwhether they contribute to critical outputs. What is needed is an iterativeand at times negotiated process to bring appropriate activities intothe activities table while excluding those that do not make significantcontributions to the objective.1.5Transportsubsidy1.6In work benefitssupportTransportauthorityBenefitsofficeTransport vouchersfor jobSupport for schoolmeals, rent and taxcreditJune 09June 09€400 perplacementFurther information: See resources section page 35 and http://urbact.eu/footer/documentation/projects-documents/local-support-groups.html for links to examples ofaction plansNote: The example above is hypothetical and is included only to help people understand howto use the template. Download a blank Word template fromhttp://urbact.eu/footer/documentation/projects-documents/local-support-groups.html26the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009 the urbaCT II LOCAL SUPPORT GROUP toolkit - 200927

Logical framework analysisMAKING AN ACTIOn PLANMAKING AN ACTION PLANLogical framework analysis is a way of testing the internal logicof an Action Plan. It is widely used by the European Union,international funding agencies and national agencies because anyinconsistencies can quickly be identified.All the main components of the plan are fed into a single matrix called theLogical Framework, or ‘log frame’ (see table opposite).In feeding the information into the table it will become clear:• whether the activities will achieve the desired outputs• whether the outputs will achieve the desired objectives• whether the objectives will achieve the desired goal• how success will be measured and what assumptions have been made.Once identified, inconsistencies in the plan can be rectified and the logframerevised accordingly. For this reason, it is important to use such a tool beforethe end of the process so that necessary adjustments can be made.Log frames are helpful in developing action plans that are coherent withtheir objectives. But the approach can be daunting for a group that is nottrained in their use. Experienced facilitators may be essential.Example used:Intervention logicThe logical framework (log frame)For final checking of the action plan logic and consistencyOverall goal:Superior goal for the action planIncreasing integration of refugeesand ethnic minoritiesAction Plan Objective:The changed situation whichthe action plan is trying to bringabout.To raise the income levels ofrefugees by increasing theiremployability and helping themstart enterprisesReducing social exclusion among refugees andethnic minorities.Indicators and means of AssumptionsverificationHow to recognise that theaction plan objective hasbeen achieved`; Sources ofinformation to show progresstowards objectiveIncome measure from survey dataFactors outside the action planwhich must happen if theObjective is to be achieved.Legislation on right to work byrefugees remains permissiveOutputs:Products, services and otherdeliverables generated by theAction Plan activitiesMajor characteristics of theoutputs. Sources of informationand methods used to showdelivery of outputs.Factors outside the action planwhich must happen if theoutputs are to be achieved.Improved language skills,vocational skills, job placementsSkill level of participants.Partners able to find resources torun coursesCreative working methodIdeas developed in small group sessions and then presented to everyone presentActivities:Language classes, trainingprogrammes, enterprise advice,incubation centre focused onrefugee communityNumbers of activities of eachtype that take place.Target group can be recruited onto programmesFurther information: See resources section page 38 and http://urbact.eu/footer/documentation/projects-documents/local-support-groups.html for detailed guidelineson Logical Framework Analysis or Project Cycle Management.Note: The example above is hypothetical and is included only to help people understand howto use the template. Download a blank Word template fromhttp://urbact.eu/footer/documentation/projects-documents/local-support-groups.html28the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009 the urbaCT II LOCAL SUPPORT GROUP toolkit - 200929

Consultation on draft planMAKING AN ACTIOn PLANMAKING AN ACTION PLANConsulting on a draft plan ensures that stakeholders fully support itscontent and have the opportunity to make final amendments beforeit goes public. A wide range of methods are available.Although the development of the Local Action Plan should have involvedthe input of local groups the Local Support Group (LSG) should doublecheck the final draft of the plan with them before wrapping up and/orgoing public. This can help to ensure that the plan has not been ‘captured’by particular interests and will flag up potential problems from hidden voicesthat could upset the launch and implementation.Where possible, throughout the development process, the Action Planshould be kept flexible to allow for updates and amendments.Produce an Action Plan Summary aimed at the general public in nontechnical language (see sample contents opposite). This will make it easierfor people to understand the project and get enthusiastic.Have the draft plan peer reviewed by all members of the project network(project partners and LSGs, as well as local partners); ask others partnersand LSGs to comment on it as well.Relaxed setting Participants at an open house record their comments on a draft action planUseful consultation methodsfor reviewing a draft planParticipatory editingDisplay draft as an exhibition, a reportmock up or a pdf file and encouragepeople to add their comments.Public forum and Open housePresent the draft at a public forumwith interactive displays and workshopsessions.OnlineCreate a web version of the draft actionplan with mechanisms for feedback.Promote the website to all stakeholders.Sample contents for anAction Plan summarySimplified version or overview for ageneral audienceIntroduction - what and whyProblems - what they areOverall goal - for initiativesObjectives - for initiativesActivities proposed - what, by whoTiming - when will things happenFunding - who will pay for whatIndicators - to prove successCommenting on draft proposals Post-it notes at an exhibition and in recorded conversation30the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009 the urbaCT II LOCAL SUPPORT GROUP toolkit - 200931

LaunchMAKING AN ACTIOn PLANMAKING AN ACTION PLANA public launch signals to the outside world that the action plan hasbeen agreed at high level and by its stakeholders. It will help securepublicity and public interest and will normally take the form of areception for stakeholders, politicians and the media organised bythe Local Support Group.A. Decide on level of profile requiredSome Action Plans may not benefit from being publicised. Mostly it will beimportant that the completed plan is signed off at the highest level by thepartners involved, with an event to acknowledge both this agreement andthe plan itself.B. Decide on timingIt may be helpful to link a launch with some other activities or politicalinitiatives. It may be effective for an URBACT project to launch severalpartner Local Action Plans simultaneously for instance.C. Organise communication strategy for launchEncourage all stakeholders to take part in organising the launch andactivating their networks to get the word out. Produce a press release, inviteTV and radio, and document yourselves for web release.D. CelebrateThe production of a well thought out plan that has stakeholder buy-in andpolitical and financial support is a significant achievement. Congratulations!Planning a launch event for an action plan is also a good opportunityto firm up details of implementation, indicators for measuring progress,monitoring and evaluation.Publicity opportunities Launching a Town Design project by setting up a stall in the townsquare, inviting the Mayor to say a few words and filming interviews with citizens.32the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009 the urbaCT II LOCAL SUPPORT GROUP toolkit - 200933

RESOURCESRESOURCESResourcesThis section provides information on resources that may be useful for LocalSupport Groups and others producing Local Action Plans.If you know want to suggest additional items please email:Shandi Miller s.miller@urbact.eu orMelody Houk m.houk@urbact.euFor latest information please checkhttp://urbact.eu/footer/documentation/projects-documents/local-support-groups.htmlResources onlineMost of the informationyou need can now befound on websites.34the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009 the urbaCT II LOCAL SUPPORT GROUP toolkit - 200935

GlossaryRESOURCESRESOURCESTerms used in this toolkit simply explainedBaseline studyCompiling information about the startingpoint of any project or initiative againstwhich improvement can be measured later.Each URBACT project baseline study includesa ‘state of the art’ on the issue at Europeanlevel, a set of partner profiles and a profileof each partner city.CapitalisationMaking maximum use of the knowledge,outcomes and experience of a project.Community of practiceProcess of social learning that occurs whenpeople who have a common interest insome subject or problem collaborate overan extended period to share ideas, findsolutions, and build innovations.Community planning eventsCarefully structured collaborative events atwhich all stakeholders, including the localcommunity, work closely with specialistsfrom all relevant disciplines to make plansfor the future of that community or someaspects of it.Fast Track labelThe European Commission may give thislabel (and specific support) to ThematicNetworks that develop strong participationof Managing Authorities and whose themefalls under the priorities of the Commission’s‘Regions for Economic Change’ initiative.GoalThe broad objective.Hands-on planningMethod of community involvement inplanning where small groups make plans forthe future using table top plans or flexiblecardboard models.IndicatorSomething used to measure progress inrelation to achieving objectives (e.g. countsof number of service users).Interactive displaysVisual displays which allow people toparticipate by making additions or alterationsto them.Intervention logicDescription of links between actions andresults, based on evidence.Local Action Plan (LAP)Plan produced by local URBACT partner, asa result of exchange and learning activitieswithin the network or working group settingout objectives and activities proposed toreach that objective. (See page 19 for moredetail.)Local Support Group (LSG)Group of key stakeholders and projectchampions who help to produce a LocalAction Plan, validate and/or input localknowledge, and disseminate to and mobilisestakeholders. (See page 10 for more detail.)Logical framework (log frame) analysisA process (represented by a table, as onpage 29) which gives a summary of a projectplan and analysis of the plan itself.Managing authority (of OperationalProgrammes)Organisation responsible for managingEuropean funds at national level.ObjectiveA desired change.Open houseEvent designed to allow those promotinginitiatives to secure reactions from the publicin an informal manner. Halfway between anexhibition and a workshop.Peer reviewEvaluation of a piece of work (e.g. a LAP)by experts in the same field. Widely usedfor funding and publishing proposals butcan also be useful for action plans anddevelopment proposals.Post-it boardSheet of flipchart paper where people makewritten comments on Post-it notes.Project cycle management (PCM)Term given to the process of planningand managing projects, programmes andorganisations. Widely used in the businesssector and increasingly used by developmentorganisations. (See p. 19 for moreinformation.)Reconnaissance tripDirect inspection of area under considerationby mixed team of locals and technicalexperts. On foot or by bus.StakeholdersPersons or organisations with an interest inan initiative because they will be affectedor may have some influence. Primary orkey stakeholders are those most affected.Secondary stakeholders are less affected.(See page 22 for more information.)State of the artThe best (most effective, proven) level ofdevelopment or practice achieved.Sustainable urban developmentUrban development that meets the needs ofthe present without compromising the abilityof future generations to meet their ownurban needs. (Definition from the BrundtlandReport, ‘Our Common Future’, 1987)Thematic NetworkA type of URBACT II project focusedon exchange and learning activities.Characteristics include a partnership of 8-12cities, a duration of 36 months, and a city asLead Partner.TransnationalAcross or involving a number of countries.URBACTEuropean Programme for promotingsustainable urban development.VerificationTesting/proving that something is true.Vision fairAn event where people vote on theirfavourite visions. Vision statements or imagesare exhibited. People use coloured stickydots to indicate which visions they wouldlike to pursue. They may also make personalpledges to take action.WalkaboutDirect inspection on foot of area underconsideration.WikiAn internet tool used to store and displayinformation on a webpage, which can bechanged and updated by authorised usersWorking groupA type of URBACT II project focused onproducing outputs. Characteristics includea partnership of 6-8 members (publicauthorities, universities, research centres),a duration of 24 months, and a PublicAuthority as Lead Partner.36the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009 the urbaCT II LOCAL SUPPORT GROUP toolkit - 200937

Websites & publicationsRESOURCESRESOURCESThis section provides information onresources that may be useful for LocalSupport Groups and others producingLocal Action Plans. If you want tosuggest additional items, please emailShandi Miller s.miller@urbact.eu orMelody Houk m.houk@urbact.eu.Details correct at time of productionbut please remember that websites areconstantly evolving. Items are listedalphabetically within sections.URBACTURBACTwww.urbact.euComprehensive information on the UrbactProgramme. Material relating specifically tothis toolkit can be found at http://urbact.eu/footer/documentation/projectsdocuments/local-support-groups.htmland includes:• Existing URBACT Action Plans (by Pilot FastTrack Networks, URBAMECO and MILE)• Diagrams to stimulate thinking aboutaction planning• Guides created for URBACT II partners onLocal Support Groups, Local Action Plans,Work Programmes and Baseline Studies.• Templates provided in this toolkitThe site also includes outputs of URBACT I inthe field of citizen participation.Project planning and Project CycleManagementEQUAL Italiawww.sns-equal.it/Online training course in ProjectCycle Management.International Association of Facilitatorswww.iaf-world.orgOrganisation dedicated to growingfacilitators and encouraging the use of groupprocess methodologies world-wide.Project Cycle ManagementRachel Blackman, Tearfund, 2003. A guide tousing PCM to plan and manage projects.Download from: tilz.tearfund.org/webdocs/Tilz/Roots/English/PCM/PCM_E.pdfA Project Cycle Management and LogicalFramework ToolkitA practical guide for Equal DevelopmentPartnerships, Freer Spreckley, GB EqualSupport Unit, 2005. Download from www.equal.ecotec.co.ukProject Cycle Management GuidelinesVolume 1 of Aid Delivery Methods, EuropeanCommission, 2004.Guide to logical framework in projectdesign; useful sections on problem analysis,stakeholder analysis, etc.Download from: http://soundplanning.esflive.eu/files/pcm_guidelines_2004_en_0.pdfSound Planning and Managementhttp://soundplanning.esflive.eu/A community of practice on Project CycleManagement (PCM) in Europe.Tools for DevelopmentA handbook for those engaged indevelopment activity, Department forInternational Development (DFID), UK, 2003.Outlines range of techniques designed tohelp undertake development activities andinterventions of any size and kind, including:stakeholder analysis, problem trees,participatory methodologies, partnership,conflict, facilitation.Download from: http://www.dfid.gov.uk/pubs/files/toolsfordevelopment.pdfWikipreneurshipwww.wikipreneurship.euWiki knowledge centre about inclusiveentrepreneurship, local development andsocial entrepreneurship that anyone canedit. Used by partners in the URBACT MILENetwork for sharing documents and training.Constructed by Communities of Practice onInclusive Entrepeneurship (COPIE) with EUfunding. 689 articles since February 2008.See especially: ‘What is a a Log frame?’Participation and consultationThe Citizen’s HandbookA guide to building community, CharlesDobson, Vancouver Citizen’s Committee,2006. Quick guide to community organizing.Good section on meetings. On the web.www.vcn.bc.ca/citizens-handbookThe Community Planning Event ManualHow to use Collaborative Planning andUrban Design events to improve yourenvironment, Nick Wates, Earthscan, 2008,978-1-84407-492-1Explains why and how to organizecommunity planning events. With lotsof illustrations, sample documents andchecklists to help save you time.Order from www.earthscan.co.ukThe Community Planning HandbookHow people can shape their cities, town andvillages in any part of the world, Nick Wates,Earthscan, 2000, 978-1-85383-654-1Features an accessible how-to-do-it style,best practice information on effectivemethods, and international scope andrelevance.Order from www.earthscan.co.ukThe Community planning websitewww.communityplanning.netA global resource on ways that local peoplecan be involved in planning and urbandesign. Details on many relevant methods.The Guide to Effective ParticipationDavid Wilcox, Partnership Books, 1994,1-870298-00-4Overview of general participation methods.Download from http://www.partnerships.org.uk/guide/index.htmNeighbourhood Action Planning Kit,City of Vancouver, Office ofNeighbourhoods, 2003. Good example of aguide for preparing a Neighborhood ActionPlan document. Download from www.cityofvancouver.us/neighborhoodsTools to Support Participatory UrbanDecision-MakingUnited Nations Centre for HumanSettlements (Habitat), 2001, 92-1-131616-2Toolkit on participatory urban decisionmaking.Download from: http://www.unhabitat.org/pmss/getPage.asp?page=bookView&book=1122Upgrading Urban Communitieshttp://web.mit.edu/urbanupgrading/Web resource for practitioners includingtools and resources (including LogicalFramework and Problem trees).38the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009 the urbaCT II LOCAL SUPPORT GROUP toolkit - 200939

Photo creditsPhotographs courtesy of John Thompson& Partners (www.jtp.co.uk), Nick WatesAssociates (www.nickwates.co.uk), URBACT(www.urbact.eu) and Von Zadow (www.vonzadow.de).Activity, location, date and photographer orsource of photographs, where known. Listedfrom left to right and top to bottom.Cover: Neighbourhood meeting, SenateDepartment for Urban Development;Modelmaking, City of Apeldoorn, Baselinestudy 2008, Rotraut Weeber, Co-Net(URBACT project); Final meeting, September2008, Pécs, UNIC (URBACT project); Cuttingthe cake, EGTC (URBACT project).Background image: Stakeholder consultationday, Cambridge East Area Action Plan, 2005,Nick Wates2. Stakeholder Consultation Day, CambridgeSouthern Fringe Action Plan, UK, 2003, NickWates6. Le Vie Della Partecipazione, InternationalSeminar, Florence, Italy, 2006, Nick Wates;Walkabout, RegGov (URBACT project); Teamworking, community planning weekend,Lübeck, Germany, 2007, Von Zadow;Congreso sobre participación, GuggenheimMuseum, Bilbao, Spain, 2008, Nick Wates;Walkabout, Castleford, Yorkshire, UK, 2003;Le Vie Della Partecipazione, InternationalSeminar, Florence, Italy, 2006, Nick Wates.11. Neighbourhood meeting, SenateDepartment for Urban Development.RESOURCES13. Walkabout, Upper Calder Valley,Yorkshire, UK, 2003, John Thompson &Partners; planning workshop, communityplanning weekend, Lübeck, Germany, 2007,Von Zadow; Post-it board, open houseexhibition, Greenwich, London, UK, 2005,Nick Wates.17. Conference, Building HealthCommunities (URBACT) project.21. Working session, MILE (URBACT project)(2).28. Training session, Tools for engagingcommunities, Cambridge, UK, 2007, NickWates (2)30. Open house exhibition, Greenwich,London, UK, 2005, Nick Wates; Placecheckconsultation event, Swindon, UK, 2004, NickWates; open house exhibition, Greenwich,London, UK, 2005, Nick Wates.33. Town Design Statement launch event,Petersfield, UK, 2007, Nick Wates.41. Kick off meeting, Brussels, FIN-URB-ACT(URBACT project) (2). Final meeting, RomeIT 10/10/2008 - Sicily Region, representationoffice (5).42. LSG meeting, Gliwice, FIN-URB-ACT(URBACT project), Antoni Witwicki; Finalmeeting, Rome, IT, Oct 2008, Sicily Region:representative office, Urban N.O.S.E.(URBACT project) (2).Hard workURBACT II getting started; initial meetings.(Right and over page)RESOURCES40the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009 the urbaCT II LOCAL SUPPORT GROUP toolkit - 200941

RESOURCES42the urbaCT II LOCAL SUPPORT GROUP toolkit - 2009

In towns and cities throughout Europe, projects are being set upto exchange experience as part of URBACT II, a Programme forsustainable urban development funded by the European Union.This toolkit will help those involved to establish Local SupportGroups and create Local Action Plans. It is intended mainly formembers of Local Support Groups and URBACT II partners but willalso be useful for anyone interested in the local participation aspectsof the Programme.The Toolkit includes:• Straightforward explanation of the URBACT Programme• Practical guidance• Time-saving templates• Sources of further information and adviceFor comments or questions related to this toolkit, please contactShandi Miller s.miller@urbact.eu or Melody Houk m.houk@urbact.euEuropean UnionEuropean Regional Development FundURBACT Secretariat194, av. du Président Wilson93217 Saint-Denis La Plaine CedexFranceTel: 00 33 1 49 17 47 09Fax: 00 33 1 49 17 45 55www.urbact.eu