1. Transition UGent is a bottom-up initiative consisting of 250 academics, students, and university staff that aims to make Ghent University more sustainable. It acts as a think tank to suggest sustainability objectives and actions. 2. Transition UGent was started in 2011 and holds transition arenas to discuss visions and opportunities for sustainability. It uses transition management to empower sustainability innovations and work towards long-term change. 3. Some initiatives started by Transition UGent include establishing a sustainability office, an elective sustainability course, and pilot sustainability projects led by staff and students. Transition UGent has helped place sustainability higher on the university's agenda but faces challenges in agenda setting and resistance to changes in research

1. 1
ISCN Conference 2016 - Leadership for a sustainable future
University of Siena (Italy) - June 13-15, 2016
Transition UGent: a bottom-up initiative
towards a more sustainable university
Thomas Block & Riet Van de Velde

2. Some basics of
transition thinking
Transition
= radical change of (the regime of)
a socio-technical system
Strategy (cf. multi-level perspective – Geels, 2008)
- Niches: empowering and upscaling mature innovations
- Regime: lay bare contradictions within the system
- Landscape: mobilise trends that put pressure on
existing regimes
 the art of coupling processes and
creating ‘windows of opportunity’

3. What is Transition UGent?
- A vibrant think-tank (more
and more a do-tank)
- This bottom-up initiative
consists of 250 academics,
students and people from the
university management
- Suggests objectives and actions for the Sustainability
Policy of Ghent University, and tries to place sustainability
high on the policy agenda.

4. A short history of Transition UGent
• First drivers: Ghent Climate Alliance (2011) and
transition research at CDO (sinds 2007)
• Initiator: envir. coordinator Riet Van de Velde
• Steering committee: environmental coordinator,
representatives of the Board of Governors,
UGent1010 (student association), CDO (research
centre), internal experts (acad. + admin.)
• First transition arena: March 2012 (75 ‘frontrunners’)
• Followed by six arenas in 2012 (200 participants)

5. Socio-technical systems
at Ghent University

6. Niches
Landscape
Regime
Time
Method: Transition Management (TM)
1. System analysis
2. Future vision
3. Transition pathways
4. Experiments and projects
• empowering niches
• upscaling
5. Change the regime (underdeveloped in TM)
Increasingstructuration
- Start with frontrunners
- Long-term process in shadow of ‘real’ politics
- Creating space for innovation (experiments)
- Learning-by-doing and doing-by-learning

7. Transition arenas

8. 2020
2.
Looking for ‘gaps’ and opportunities
• Screening of research activities at UGent
• Multidisciplinar platforms
3.
Incentives for Sustainability Research:
More support for inter- and transdisciplinar research on socio-ecological issues
E.g. proposal preparation fund
System analysis
Compartmentalization
Output-driven (internat. peer-rev. public.)
Mattheus-effect and ‘lock ins’
Often no involvement of students
Societal relevance is (often) lacking
• Economic growth as main objective
• The city of Ghent is seldom a living lab
2020
Focus on high-level
research for a social just and
ecological sustainable future
(= Sustainability research)
Focus on socio-ecological challenges
Societal relevance is a crucial criterium
Multi-, inter- en transdisciplinar research seems ‘normal’
Research is done in a sustainable way
4.
Improving UGent-communication on socio-ecological challenges
E.g. discussions towards UGent stances on sustainability controversies
5.
Reform of formal evaluation criteria
Especially the UGent Special Research Fund (BOF)
1.
New discourses in debates
• Networking
• Visions
RESEARCH
On track
On track
2012 2015 2018

9. 2012 2015 20302020
1.
thursday veggy day
gardening at the campus
sustainability analysis of the
meals of the Ugent restaurants
no theated fish on the menu
2.
sustainability criteria play rol in the purchase of food
max. 1x/week beef
only fair trade coffee, thea, juice and wine
also receptions ande catering follow the same sustainability aspects
3.
50% veggy and 50% meat / fish (incl.
snacks)
50% of fresh food and vegetables have bio
label
100% non-threated fish
no vending machines on the campus
Proportion meat from 120 g to 100 g
Fair trade rice in the restaurants
Sufficients supply of vegan meals and
meals free of allergens
System analysis
daily meat or fish
sustainability is not important for
purchasing food
no sustainability labels for all food
products
2030
UGent serves sustainable
food that is delicious,
healthy, affordable
mainly vegetarian meals
most sustainable food products
only fair trade for exotic products



On track
FOOD
On track
On track

10. MOBILITY WASTE &
MATERIALS
EDUCATION ENERGY

11. Memorandum in 2013 and 2014

12. hiërarchische lijn
CPBWEDPBW
i-groep
Sustainability vision UGent
Ghent University wants to be a leading knowledge
institute for a future that is ecologically, socially and
economically sustainable within a local and global
context. To this end Ghent University […] integrates
sustainability in its education, research and services
to society […]
(Board of Governors, December 6th, 2013)

13. Sustainability office / Green office
• Funded by UGent (€ 30,000)  1 coordinator (100% FTE)
+ 6 students (20% FTE) initiate, facilitate or conduct actions
• Actions:
Tipping point
Sust. pact
Restfest
Relevant theses
…
• Pop-up office

14. University-wide elective course
• Title course: “Sustainability thinking”
• Lecturers: Thomas Block & Erik Paredis
• Central part of this course is the ‘Studium Generale’, in
which each year one specific, but varying sustainability
theme (e.g. food, cities, economy, consumption) is
approached in an inter- and multidisciplinary way.

15. 1
5
Experiment with small-scale pilot projects

16. 1
6
Facilitate initiatives initiated
by staff and studenst

17. Some reflections (1/2)
(1) Transition management: mixed feelings
• stimulates long term visions, networking; experiments,…
• insufficient acknowledgement of complex power settings
 important element for agenda setting (but not in a linear
way)
(2) More widespread support for the sustainable development
of management and organisation issues at UGent, a lot of
scepticism and resistance on core business, i.e. research
and education
17

18. Some reflections (2/2)
(3) Importance of some ‘policy entrepreneurs’
(4) Involvement of students (i.c. UGent1010) was/is crucial.
(5) Visions more or less radical (on the long term). Current
actions go hand in hand with the low hanging fruit
(6) Social issues and challenges were too often hidden
away in Transition Ugent (reasons: focus + not grab all
current initiatives)
18