I have over 15 years of experience working with Local Authorities in the field of economic/urban development. During my career, I have played an integral role in ensuring a participatory methods and tools are used for co-production and implementation of policies. An example is this https://www.opportunitypeterborough.co.uk/app/uploads/2015/03/Peterborough-Local-Economic-Assessment-April-2011.pdf Where I worked with put together a local stakeholder group to design and develop this document. An implementation plan was then developed to ensure the recommendations were put into action. I engaged stakeholders by taking note of the 8 adult learning principles to ensure full participation in discussion. Principle of Active Learning Active participation through discussion, feedback and activities creates more learning than passive listening or reading. As a presenter, find ways to reduce the amount of content covered and allow the participants to discuss the content with each other using a variety of activities to enhance these principles. Whilst managing Innofun to develop a Regional Implementation Plan, I ensured we maximised the use of participatory methods, I used the Arnstein ladder of participation to ensure the partners were aiming for the highest level. Participation is the key to success. The stakeholders were identified early on. Using the importance/influence quadrant and undertaking an open call for stakeholders, I ensured we had the correct representation.

As part of the URBACT Markets project (24 month project), to ensure an integrated approach, I had to have an understanding of stakeholders individual objectives and motivations. 1-2-1 meetings with all the stakeholders were vital to better understand their requirements. I planned meetings carefully so they were participative, researched diverse animation techniques and working with the ad-hoc expert to help build a cohesive ULSG by undertaking team building activities and running interactive sessions on the benefits of what the LAP will bring to the individual city and how this ties into the transnational picture. I used a stakeholder monitoring tool helping the individuals involved to understand what is in it for them is a motivator so they can see the value of the project and what it will bring to their city. I also developed a project dashboard to monitor progress on a quarterly basis including budget and progress against objectives / outputs / risks. I downloaded the self assessment tool which monitored performance of the ULSG and was updated every month. As part of the (Horizon 2020) Sharing Cities programme which I have supported since 2018, I supported the team I lead to develop an integrated plan. We put in place a strategy monitoring system which make use of the already available information collected through surveys and reports of each city. The monitoring process was a collaborative exercise, a platform to better coordinate the different activities and progress.

I work in a large Local Authority covering the entirety of London (population of 8m people) and help lead a team to deliver projects which contribute the European Urban agenda as well as to our national and London centric agenda around Economic Development. I have worked with external funding both national and European throughout my career and am aware how to maximise benefits for cities, ensure the correct stakeholders are engaged and involved. I am aware of the culture and policy differences between countries and how to integrate partners to deliver local solutions from global problems. Through my work across Europe, I have developed strong knit relationships with European cities (as well as Secretariats) and am in regular contact to discuss policy issues and external funding opportunities for future collaboration. My strong networks with the commission, partner networks and national government mean I am kept informed of funding streams on a European, national and more local level. I have experience of working with a range of funding streams (including URBACT, Interreg, Horizon 2020, ERDF ) and understand the deliverables to not only connect these to relevant strategies but also the requirement to make projects a success for the partnership and more widely for Europe as a whole.