Developing and Delivering Challenge Statement Workshops

Description

PROJECT SPECIFICATIONS 2.1 This brief relates specifically to the LEADER projects (Gwynedd and Ynys Môn), however it may also be applied within other activities if it proves successful. The ‘What is LEADER’ document provides an overview of the project and outlines the approach being adopted by Menter Môn. This should be read in conjunction with this brief. 2.2 The new approach has been developed as a result of the findings made in the mid-term evaluation. Among the recommendations were that LEADER projects invest more resources into defining the problems that need addressing prior to developing projects / interventions. 2.3 The main characteristics of the approach are as follows: • LEADER seeks to respond to defined challenges faced by rural communities within 3 strategic projects i.e. Places, Resilience and Enterprise. • The starting point for any intervention is developing a ‘challenge statement’ which will define the problem. The premise is that you must first understand the problem before developing a solution. An example of a challenge statement’ is ‘We want to support the High Street to adapt to the COVID19 guidelines’. • A ‘Challenge Statement’ may also include second tier ‘Problem Statements’. An example would be ‘We want to support businesses to monitor and control customer numbers in order to conform to with COVID19 guidelines’. • Once the problem has been well defined LEADER can support interventions e.g. projects that prototype or pilot a potential solution. Again a process is required to define the type of intervention. • LEADER should adopt a bottom up approach and the process for defining problems and developing solutions should be delivered in partnership with communities, communities of interest and various stakeholders. • This approach is innovative and is very different to the traditional approach of submitting project proposals. It will therefore require guidance and a clearly defined process. 2.4 WP 1 - Developing the ‘Challenge Statement’ Workshop 2.4.1 We are generally approached by groups or individuals with project ideas. However, in future we must start by defining the problem prior to exploring potential interventions (in the form of prototypes or pilot projects). To support the process of defining the challenge (Challenge Statement) we need to develop a bespoke workshop that will guide participants through the process. The workshops should also help define more specific ‘second tier’ problems within the Challenge Statement. 2.4.2 The workshop should also help explore and identify potential interventions that could be implemented to respond to the Challenge Statements, or specific problems within the Challenge Statement. 2.4.3 We are not looking to precisely define the length or detail of the workshop, however we would expect the company bidding for the contract to consider the likely audiences e.g. community groups, business clusters, public sector workers. They may also include a combination across many sectors that have a shared interest. From our own experience I would envisage that 2 workshops (max 2 hours) would probably be sufficient i.e. one workshop to define the problem / problems, and a second to identity potential solutions. 2.4.4 The workshop should have an unique brand identity which makes it more appealing and easier to sell to potential participants. An example is ‘Miwitini’, which is a 3 month businesses accelerator programme delivered as part of the Enterprise Hub. The brand ‘Miwitini’ was chosen as it uses the pirate theme, who are widely recognised as being enterprising, innovative ad entrepreneurial (See ‘Be More Pirate’ by Sam Conniff). We would procure any design work separately as it is important that there is consistency with other projects. However, the successful company would need contribute. 2.4.5 At the end of the workshop we would expect that the participants would be able to present well defined Challenge Statements along with justificati