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Transitions to Sustainability and the Role of Policy
The document presents insights on sustainability transitions and the role of policy by Professor Dr. Derk Loorbach, emphasizing the limitations of current socio-economic systems and the need for fundamental changes towards sustainability. It discusses various transition levels, phases, governance principles, and arenas for managing these transitions, highlighting the importance of cooperation among different actors and structured frameworks for effective change. Additionally, it addresses examples of urban transition management and the necessity of creating shared visions and strategic agendas for sustainable development.
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Transitions to Sustainability and the Role of Policy
- 1. Transitions to Sustainability andthe role of policy Prof. Dr. Derk Loorbach Brussels, 03-12-2013
- 2. DRIFT • Dutch ResearchInstitute For Transitions, Rotterdam with 18 action researchers • Established 2004 as part of the national transition research program KSI • Action/activist research institute; (international) fundamental and applied research, consultancy, academic/postgraduate education • STRN: 600+ members globally
- 3. Program of thissession •Introductiontosustainabilitytransitionsandtrans ition management • Examples of urbantransition management • Group exercises: building blocksfortransition • Synthesis: the transitionnarrative 12-12-2013 Afvalwaterketen - fabrieken
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- 6. Persistent unsustainability • Currentsocio-economic systems are inherently unsustainable – Economically, ecologically and socially • But they are also heavily path-dependent – Locked in technologically, economically and culturally • Incremental improvement is not enough and CO2 is only one of the problems – Sub-optimization often only strengthens lock-in
- 7. Systemic destabilisation • Thefoundations underlying historical modernization are at the end of their life-cycle – Growth, efficiency, specialisation, optimisation • Unpredictable and shockwise change seems inevitable – Just like in historical transitions • Current crises are symptoms of non-linear systemic shifts happening – We need to consider these as windows of opportunity for major change towards sustainability
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- 9. Transitions Long-term (one ortwo generations) fundamental change of structure, culture and practices in a societal (sub)system – culture:collective set of values, norms, perspectives (shared orientation), paradigms – structure:physical infrastructure, economic infrastructure, institutions, rules, regulations, collective routines – practices:behaviour, operation, implementation Periodic, non-linear systemic shift common in ecological and socio-economic systems Paradigm to analyse and influence complex societal change Dutch Research Institute For Transitions
- 10. Transition levels Macro-level: landscape autonomoustrends, paradigms, slow changes Meso-level: regime Dominant structure, culture and practices Micro-level: niches innovative ideas, projects, technologi es, niche actors Based on Geels and Kemp, 2001 Dutch Research Institute For Transitions
- 11. Transition phases stabilisation reconfiguration predevelopment tipping phase Sustainable Society? enhancedlock-in decline Basedon Rotmans et al, 2001 Time Dutch Research Institute For Transitions
- 12. Evolutionary revolutions • Revolutionat systems level on the long term • Evolution on the short-term: multiple and reinforcing small steps Dutch Research Institute For Transitions
- 13. Characteristics of transitions •Inherent uncertainties and unpredictability – Wicked or unstructured problems • Emergence, co-evolution and self-organisation – As typical dynamics underlying systems change • Unmanageable, ambiguous and contested – They are mainly about behavioral, institutional, cultural change • Transitions most likely do not automatically lead to sustainability – It is about the process of sustainable development rather than the end goal
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- 15. Transition governance principles •long-term thinking as the basis for short term policy • thinking in terms of multiple domains (multi-domain), different actors (multi-actor), different levels (multi-level) • learning as an important aim for policy (‘learning-by-doing’ and ‘doing-by-learning’) • orient governance towards system innovation besides system improvement • keeping options open, exploring multiple pathways • selectiveparticipationfocusing on frontrunners
- 16. Transition Governance Framework Problemstructuring, shared sense of urgency, guiding visions Institutional and structural changes, new networks/ coalitions Monitoring, evaluating and learning Breakthrough actions, projects and initiatives, new organisations
- 17. Transitions… Are not… Canbe… • Manageable •Anticipated • Makeable • Influenced • Engineerable • Predictable • Guided • Accelerated
- 18. Transition arenas society Regular arenas -Short term - Peloton - Incremental change - Problem- and goal oriented Transition arenas - Long term - Frontrunners - System-innovation - Problem- and goal searching
- 19. Transition Management Framework establishmentof transition arenas, shared problem definitions and visions Developing images coalitions and transitionagendas Monitoring, evaluating and learning Mobilizing actors and executing projects and experiments
- 20. Transition Team Transition Arena Phase I Phase III Settingthe scene Framing the transition Phase II Phase IV Exploringdynamic Envisioning a s sustainablecity Phase V Reconnecting long term & short term Transition Networks TransitionExp eriments Phase VI Goinginto action Phase VII Engaging&ancho ring
- 21. Tools expert-arena problem analysis SCENE MLP patterns actor selection reflexive monitoring systemanalysis TRANSCE arena evaluation monitoring framework actor analysis trans. indicators TM experiments transitioning DBU Deepening, broadening, upscaling multiple participatory tools agenda
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- 23. Mitigation in UrbanAreas, Solutions for Innovative Cities Aberdeen 5 local governments search for pathways to a low carbon future Ghent Supported by two knowledge institutions: CRP Henri Tudor (LUX), DRIFT (NL) Montreuil Rotterdam Ludwigsburg
- 26. Transition arena Ghent(Belgium) •Ghent, great place to live • Locally creating added value • Energetic city, intelligent cycles • Ghentenaar home in the city
- 27. CWG Valorisation wastewater andbiodegradables CWG Art Sector Research biogas from biodegr. 20 cultural organizations > 100.000 visitors CEIP meets GMS 938 mobbers CWG consumer pusher market KWG mobiliteit Inspiration to political parties Climate arena Ghent (Belgium) Mobility arena Support forSMEs Transition University Ghent Assessment of potentialfor ESCO’s CWG Energy Efficiency in business KWG UGent CWG Urban Farming
- 28. Old industrialharbordevelopment • Transitionarena developingsustainabilityvisionandambition – Shared discourse and break awayfromoldparadigm • Strategic agenda with 5 sustainabilitypathways – Orientationforexperimentsand open invitationtoparticipate • Experimentaldevelopmentstrategy – Learning-by-doingandevolvingpractice
- 29. One of theimages: Floating City (Design: www.deltasync.nl) Dutch Research Institute For Transitions
- 30. …the transition experiment DutchResearch Institute For Transitions
- 31. Dutch Research InstituteFor Transitions
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- 33. Dutch Research InstituteFor Transitions
- 34. Dutch Research InstituteFor Transitions
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- 37. Blurringboundaries Old structures of modernizationera erodingfromwithinthr ough cross-domain networks of actors across food, energy, water, social services, andeconomy. 12-12-2013
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- 41. Transition in roles Sustainabilityscience & action research Social value business & business transition Transition Management Facilitating and participating governance social entrepreneurship & cooperative initiatives
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- 43. What is the(persistent) problem? • Understanding currenttransitiondynamics • Identifyingtransitionpotential • Identifying change agents • Creatingspaceandmindsetforreflexiveexperi mentation
- 44. What is asustainablecity? • Sustainablypowered • Clean mobility • Vitalcirculareconomy • Adaptiveand green • …?
- 45. Transitionpathways Based on Rotmanset al, 2001 Time Dutch Research Institute For Transitions
- 46. Backcasting exercise 1. Formulateaninspiringambitioustarget 2. Reasonbackwards: whatneedsto change In 5 yearintervals 3. Includesuprisesandbreakthroughs 4. Make threesuggestionsfor action 12-12-2013 Afvalwaterketen - fabrieken
- 47. Thank you foryour attention For more information and publications: loorbach@drift.eur.nl www.drift.eur.nl www.transitionsnetwork.org www.twitter.com/drk75