2 nd Thematic Meeting, Venice, Italy 9-12 May Action Planning. Marco Polo System GEIE

Transcription

1 2 nd Thematic Meeting, Venice, Italy 9-12 May 2017 Action Planning Marco Polo System GEIE

2 MAIN CONTENTS 1. Action planning in the CTS 2. Action Planning in the Management Plan 3. Assessment/Definition of the values 4. Vision, Objectives, Actions 5. Prioritizing and the time-frame TAKING COOPERATION FORWARD 2

3 CTS AND PLANNING THE NEED FOR A MORE INTEGRATED AND BROAD VISION COLLABORATION OF THE ACTORS IN THE AREA GOVERNANCE AND MANAGEMENT PREPARATORY PHASE DEFINITION PHASE PLANNING PHASE Sensibilization and involvement of local actors and populations Main strategic axes Identification. Criteria are: Economic-geographical Landscape and environmental Historical-cultural Socio-political Definition of the strong/main idea of CTS Creation of the consultation committee Integration with the promoting group or institution of the steering committee Establishment of the technical/scientific committee Valorisation of cultural and natural resources Improvement of territorial resources: infrastructures and services Development of the local economic system Enhancem ent of human and social capital First description of the CTS and its variable geometry -Territorial projection - preliminary identification of actors - Development and orientation principles Preliminary document To be redifined and discussed Analysis and evaluation Cultural resources Territorial resources Economic and social resources Characterization of the CTS, its variable borders and its leading idea Ex-Ante evaluation Definition of the strategic view of the CTS Interpretation of the territory Strategic axe to guide integration strategies Evaluation of strategies and Sharing and discussion with the identification of the financing consultation committee and people resources participation Action plan elaboration Characterisation and strategic vision document Strategic Plan and Action Plan ACTUATION PHASE Agreement among actors for the actuation Monitoring of activities of the management structure Definition of the governance tools Establishment of the management structure Strategic axe to guide integration strategies Enhancement of human and social capital Definition of tools for strategic axe Elaboration and implementation of pilot projects Implementation of actions, programmes and interventions of the Actin Plan Management, monitoring, evaluation in itinere and ex post Products: Agreement, pilot projects, implementatin of interventions for Action plan TAKING COOPERATION FORWARD 3

4 CTS AND PLANNING THE NEED FOR A MORE INTEGRATED AND BROAD VISION COLLABORATION OF THE ACTORS IN THE AREA GOVERNANCE AND MANAGEMENT DEFINITION PHASE Sensibilization and involvement of local actors and populations PLANNING PHASE Main strategic axes Creation of the consultation committee Integration with the promoting group or institution of the steering committee Establishment of the technical/scientific committee Analysis and evaluation Cultural resources Territorial resources Economic and social resources Characterization of the CTS, its variable borders and its leading idea Interpretation of the territory Valorisation of cultural and natural resources Improvement of territorial resources: infrastructures and services Development of the local economic system Enhancement of human and social capital Ex-Ante evaluation Definition of the strategic view of the CTS Strategic axe to guide integration strategies Characterisation and strategic vision document Evaluation of strategies and identification of the financing resources Sharing and discussion with the consultation committee and people participation Action plan elaboration Strategic Plan and Action Plan TAKING COOPERATION FORWARD 4

5 MANAGEMENT PLAN AND PLANNING Different Values (cultural, historic, etc.) Identification of the stakeholders Significance at national, internaitonal level Phase 1 General assessment of the site Legislative framework on the site Identification of the actors in charge of Man. Present planning strategies in the area Deep knowledge of the site (i.e. historic analysis) Other local attractors SWOT Anaysis of the assets Phase 1a Assessment of the (territorial) cultural resources Phase 1b Assessment of the surrounding areas - socioeconomic context Analysis of the infrastructures Analysis of the dynamics in the area SWOT of the region Long term objectives (General) Medium and short term objectives Phase 2 Definition of a vision and a strategy and development of an action plan Vision of the actions for the site knowledge, preservation, valorisation Timeframe of the actions to be implemented Definition of the most appropriate management structure according to the vision and action plan (Governance) Phase 3 Definition of the implementation model Ridefinition of the management process and tasks attribution Phase 4 Implementation of the Management Plan and Monitoring TAKING COOPERATION FORWARD 5

6 ACTION PLANNING As seen, the process of action planning is part of a project/site management. The traditional approach starts from the 4 main axes, namely who, what, when, how, that can be better revised into the following main steps. Assessment Definition of the significance (relevance, authenticity, integrity, values) Assessment Definition of the vision General objectives Specific objectives Actions Priority establishment Definition of the actors Time frame of actions setting the deadline TAKING COOPERATION FORWARD 6

7 ASSESSMENT The assessment phase is meant to clearly define the context and the project to develop. Developing cultural projects and setting up a crafts-activity ask for the understanding of the main conditions to make it work. As a general rule we can list: Socio-economic data, mostly referring to the composition of the society, their level of education, Economic data, referring to the average salary, the main employment sectors; Cultural data, mostly referring to the culture of the place. Its history, state of preservation, existing cultural heritage; Tourism data, describing the real tourism market, the composition of tourists/visitors, the main present tourism products; Infrastructural data, clearly evidencing the tangible and intangible accessibility of your site/project; The existing laws and ongoing planning initiatives by the authorities. The main stakeholders; Own interests (why am I doing this? Passion, Money, Contributing, etc.) TAKING COOPERATION FORWARD 7

8 VALUES AND SIGNIFICANCE Once concluded the first assessment phase, a general picture of the conditions is given (this was generally made through the GAPS). In principle more specific, local assessment should be imagined. The data collected may help in really understanding the significance (set of values) of the site/project in that area. This is usually permitting the promoter or entrepreneur to understand if his/her idea is really significant both for himself/his institution and for the context. In general it means also if the site or project is significant in a wider context (we refer here to the typical sentence this is the best in the world ). Essential concepts to be considered are the ones of Integrity and Authenticity. Both are important in the culture and crafts sphere. The weakening of the cultural authenticity and integrity contributes to the loss of the regional attractiveness. TAKING COOPERATION FORWARD 8

9 SETTING THE VISION (FOCUS) Having in mind the definition of the Context (assessment) and the Significance with the important values, it is possible to prepare the vision and its strategy The vision (to be also understood as the mission) of the project determine the expected position in the future. In these process, the vision should be clearly feasible and justified, although ambitious. It is now that the promoter may expect to be the best of something. Examples of Vision can be: Becoming the most important beer festival in Eastern Europe; Making the city the most attractive place for youngsters; Preserving the local traditional crafts of the region; Achieving a more sustainable daily life in the region; Becoming an internationally recognized craft company; Achieving firm/company sustainability for the family; The vision is timeless but may be measured. It can be amended and adapted TAKING COOPERATION FORWARD 9

10 GENERAL OBJECTIVES Defining the general objectives of a strategy in reference to the preliminary vision of the project means understanding its main long-term achievements. These may refer to the long-term preservation of a place, a tradition or a cultural landscape. In these terms, general objectives usually focus on enhancing a single value, such as improving tourism or turning mass tourism into cultural tourism, improving accessibility, generating socioeconomic well-being, reducing pollution, etc. The general objectives are those related to the conditions that are affecting (but are also affected) by the participants initiative. Example may be for preserving traditional crafts): Maintaining and improving accessibility and movement in the Region, without undermining the landscape s Heritage character; Enhancing awareness on traditional crafts; Generating conditions for traditional crafts redevelopment TAKING COOPERATION FORWARD 10

11 SPECIFIC OBJECTIVES Specific objectives derive from the general objectives and are usually characterized as being short-medium-term and essential for achieving the general, more impacting ones. Taking the previous example of general objective named Enhancing awareness on traditional crafts, specific objectives can be: Promoting educational activities; Supporting the start-up process; Favoring/ citizens involvement opportunities; It is very important to distinguish the specific objectives from the actions, because the objectives are the targets (and may be measured in different forms), while actions are the activities/decisions to reach the objectives. TAKING COOPERATION FORWARD 11

12 SPECIFIC OBJECTIVES AND ACTIONS Actions are the measures that are put in place to obtain specific objectives. They are proposed solutions to an issue and are needed to solve a problem. At the same time, actions are should be seen as concrete means to achieve a specific objective. Taking the previous example of general objective named Enhancing awareness on traditional crafts, specific objective promoting education activities, actions can be: Organizing educational courses, seminars, workshops; Supporting other organisations educaitonal offer; Giving financial and scientific support to individuals and organisations; Issuing magazines, books, etc. Making videos; Each specific objective can be pursued through different actions. TAKING COOPERATION FORWARD 12

13 PRIORITIZING OBJECTIVES AND ACTIONS Once general, specific objectives and actions are settled it should be time of prioritizing. This means put them in the right order according to these criteria: Time of implementation/achievement Resources needed Importance for your activity and vision. Revise the list of stakeholders (potentially for each general objective within the vision) Be prepared to update the stakeholders list for every specific objective and the following actions. Stakeholders may enter immediately (also to prepare the vision) or later, according to the promoter (top-down, Bottom-up approach or Public-Market oriented approach) TAKING COOPERATION FORWARD 13

14 STAKEHOLDERS AND TEAM Quadruple Helix Approach - four pillars are included in the process of innovation: public authorities (Local authorities, municipalities, regional, government level institutions); knowledge providers (Experts and professionals from the universities, research or development centres); civil society (NGOs, households and individual citizens) business (SMEs). Influence- interest matrix - the following groups of stakeholders can be identified. The vision, objectives and actions (a strategy) and the stakeholders suggest the team. TAKING COOPERATION FORWARD 14

15 EXERCISE REGIONAL ACTION PLAN The group will have to work out the Action plan on a Regional base according to the following steps and the GAPS identified in the Regional Analyses. Using a POSTER / COLORS / POST IT. Step One (10 minutes): brief discussion within the group Define the roles in your group (leader representing the main author of the Regional Action plan and each member should represent a stakeholder of the Region) and write the first VISION for your Region. Keep it simple (one sentence). Key words: youth, sustainable development, crafts. Step Two: Reflection (10 minutes) Take the Regional Analysis and go through the GAPS. After this exercise, go back to the vision and see if it may be amended. Step Three: Team Focus Areas (20 minutes) Think about what you as leader should be doing, collecting the needs of your stakeholders (represented by the other members of the group). List them and select four to six to be kept as your team s core focus areas. These focus areas may include items, such as promote local identity, make profit, save family enterprise, employ youngsters, etc. Step Four: General objective/action question (20 minutes) for each of the focus area, write down 1 to 4 specific questions to wonder or actions to be taken in favour of the focus area. These are specific questions that clarify what specifically needs to be solved, researched, brainstormed, defined, created, or promoted by you as leader. These questions should encourage your team to think like a learning group. Step Five: Elaborating the appropriate actions (30 minutes) For each action question identify one or two specific actions that the team can work on together. Step Six: Prioritizing and time frame (30 Minutes) Once as a leader you think you have done all, make priorities of the questions and actions. The main priority should be the one more in line with your interest or competences. Then, you can decide which actions will catch your team s attention and begin your work as a team TAKING COOPERATION FORWARD 15