John Dagevos gave a presentation on the use of the PPPscan tool in evaluating the Aviolanda case study in Woensdrecht. The PPPscan is a web-based tool developed by Telos to conduct sustainability assessments of projects and policies. In the Aviolanda case, representatives from the environment, community, and business sectors developed a mutual gains agenda and then used the PPPscan to assess it. The results showed mostly positive impacts across the ecological, social, and economic capital stocks. While not a perfect measurement, the PPPscan provided insights to support the collaborative process.

1. John Dagevos
Woensdrecht, 27th of October 2010
Sisco study tour
The use of the PPPscan in the Aviolanda case

2. Woensdrecht, 27th of October John Dagevos
Contents of presentation
 Introduction on Telos
 Telos’vision on sustainable development
 ToDo & PPPscan
 The Aviolanda Case

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Telos:
Who we are?
 Brabant Centre for Sustainable Development (1999)
 Interdisciplinary knowledge institute for sustainable development
 Network organisation (PNB, TU, TUe, PON)
What we do?
 Construction of integrated concepts of SD
 Developing methods for monitoring SD
 Facilitating SD innovations and transitions
 Stimulating communication and debate about SD

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Sustainable development
 Renewed attention after the Brundtland report (1987) “Sustainable
development meets the need of the present without compromising the ability
of future generations to meet their own needs”
 Roughly two types of approaches can be distinguished
- anthropocentric: the human needs are the starting point. The
protection and the preservation of the environment is considered as a
necessary contribution to human welfare
- fysiocentric: the protection and preservation of the environment is
the starting point without considering human needs

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Operationalising the concept of sustainable
development
The Telos approach
 We follow Brundtland’s broad anthropocentric perspective.
Sustainable development is a development process which
demands balance at at least three levels:
 Between the ecological capital (planet), the social-cultural capital
(people) and the economic capital (profit).
 In time: intergenerational solidarity
 In space: spatial solidarity
 All capitals are of equal importance: therefore we use an
equilateral triangle as a trademark

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A model consisting of
capitals, stocks,
requirements,
indicators and norms
The Telos triangle
Ecological capital
Socio-cultural capital Economic capital

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Conceptual Framework
Stock 1
theorieën
Stock 3
Stock 2Capital
Science
theorieëntheories
Requirements/goals
Stakeholders

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Stocks
Ecological capital
Nature
Soil
Groundwater
Surface Water
Air
Landscape
Minerals
Socio-cultural capital
Citizenship/participation
Solidarity/social
cohesion
Security
Housing & Living Cond.
Health
Education
Art and Cultural
heritage
Economic capital
Labour
Capital Goods
Spatial conditions
Economic Structure
Knowledge
Raw materials

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For each stock we have formulated requirements or long term
goals:
together they form a common dream how a sustainable society
should look like
These requirements:
 indicate the long term goals
 show what is relevant
 are based on scientific research and policy documents
 reflect the ideas of the stakeholders and citizens
 are based on exhaustive discussions with society via interviews and
meetings with stakeholders, citizen panels etc.
The most important achievement is that we have
developed a common language to talk about Sustainable
Development

10. Woensdrecht, 27th of October John Dagevos
Some examples of requirements per stock
Nature
 Increase area covered by linked nature reserves.
 Increase biodiversity (species diversity of flora and fauna)
Solidarity/social cohesion.
 Prevention of poverty.
 Prevention of exclusion. Citizens may express their identity as long as it does not restrict
other people’s freedom to do so.
Labour
 Increase in employment
 Reduction in unemployment
 Raise skill levels of the workforce
 Improvement in working conditions

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Some ingredients for sustainable thinking
 Sustainability is not a static concept.
 Renewal and adaptation is constantly needed
 Constant interaction is needed between governmental authorities at
different levels, business community, non governmental organisations
and social movements
 No sustainable development without friction;
 Between different interests
 Between old and new thinking (fixed rules, routines, within the strict
sectoral and spatial boundaries, narrowly defined administrative
frameworks)
 It needs integral thinking
 It asks for enthusiasm, creativity, unorthodox solutions, positive
thinking: Innovation

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Applications of the conceptual framework
 Sustainability Balance Sheet: used for ex-post monitoring of the
development of a specific region from the perspective of
sustainability: focus on the factual fulfillment of each of the
requirements (monitoring system with more than 120 indicators)
 ToDo & PPPscan: methodology and web based tool for ex-ante
evaluation of the expected contribution of projects and policies to
the sustainable development of a region
 Framework for Corporate Social Responsibility

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ToDO: framework for sustainability assessment
 Ex-ante evaluation in the process of projectdevelopment and policymaking: as early
as possible in the process.
 Two steps:
• Quick scan
• A more thorough research (if necessary) after the quick scan has been carried
out
 In the quick scan we want to get answers on the following questions:
 Is the project or the policyproposal expected to have influence on the fulfilment of
the requirements or long termgoals as defined in the Telos approach?
 Is this influence positive, negative or neutral in the end?
 Do the expected effects give reason for a more thorough research?
 Is adaptation or even stopping of the project required or can one go on without
changing the project or proposal?

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Many
Hardly
any
RealisationIdea
Process of planning
Possible
alternatives
Why an ex-ante assessment?

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PPPscan: webtool for carrying out the ToDO- quick
scan
 Developed together with the Province of North Brabant and the
BMF
 With financial support of some sponsors
 Practical tool for supporting the policy making process
 In the format of a webapplication (freeware): www.pppscan.org
 As a ‘Structured checklist’
 Gives no absolute outcome: provides information about strengths
and weaknesses of projects

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How to use the PPPscan?
• Two types of use:
 As an individual
 As a group
- homogeneous group: no representatives of specific interests
- heterogeneous group: with representatives of differents interests which
can be related to the 3 P’s
 Everybody is asked to fill in the scan: to score to what extent the stocks and the
related requirements are expected to be influenced by the project or proposal
 If wanted one can add a comment or a motivation or even some suggestions for
improving the project

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Results
 At the level of a stock: one gets an insigth in the expected positive or
negative effects of the project on the fulfilment of the requirements
 At the level of the capitals: is there a balanced development or not?
 Distribution of answers/results: consensus or not?
 Differences between interestgroups or not?

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Casus: Aviolanda Woensdrecht

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Casus: Aviolanda Woensdrecht
Aviolanda Woensdrecht is a spatial development based
on sustainability and built up from the 3P’s: People,
Planet, Profit.
In the search of the stakeholders representatives of
each P have been asked to join the process.
Early in the process the different stakeholders were
invited to join and develop a mutual gains agenda.
Later in the process the outcome has been subject of
an assessment with the help of the PPPscan
Telos has been asked to give an expert judgement on
the outcome of the process

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Casus: Aviolanda Woensdrecht
People Planet Profit
ROC West-Brabant Brabantse Milieufederatie Fokker / Stork
Dorpsplatform Hoogerheide Benegora BOM
Province of North Brabant Province of North Brabant Province of North Brabant
Dorpsplatform Huijbergen Brabants Landschap REWIN NV
Municipalities Municipalities Municipalities
Namiro Ministry of Economic Affairs
BZW
ZLTO ZLTO
Defensie Defensie Defensie

25. Key elements of the Aviolanda Agenda (1)
• Ecological capital
 Broadening and strengthening of the ecological connection zones
 Reconstruction of the Kooisloot (valley)
 Creation of possibilities for the free movement of the fauna in the region
(ecoducten, wild life passages etc.)
 Measures for noisereduction (relocation of noise causing installations,
reducing of the number of test run spots)
 Creation of fens and the reconstruction and repair of cultural heritage
values: bringing back and strengthening of the small scale landscape
structure
 Sustainable building as leading principle for the build environment
 Generating of sustainable energy
Woensdrecht, 27th of October John Dagevos

26. Key elements of the Aviolanda Agenda (2)
Social capital
 Noise reduction
 Strengthening of the educational infrastructure (Aviation Academy)
 Creation of work and reduction of unemployment
 Creation of a number of joint facilities for international guests and local
citizens in order to promote social cohesion
 Promoting of the participation of local stakeholders in the decision making
process
 Enlarging the possibilities for the building of new houses
 Strengthening public transport
Woensdrecht, 27th of October John Dagevos

27. Key elements of the Aviolanda Agenda (3)
• Economic Capital
 Creation of work and new business opportunities
 Focus in the economic structure on maintenance, repair and overhaul
 Strengthening of the connection between the educational infrastructure and
the business community via the Aviation Academy
 Restructuring and redevelopment of old industrial sites
Woensdrecht, 27th of October John Dagevos

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(Distribution of) Results of the assessment per Stock

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Overall view

30. Final remarks (1)
 MGA and sustainability as defined byTelos fit together as the two sides of a
coin.
 A sound interest and stakeholder analysis beforhand: representation of all
the interests and stakes is crucial
 Invest in communication. This is a two sided process: transmitting and
receiving, listening and understanding
 Be aware of the fact that representatives of stakeholders don’t always have
the full mandate an that communicationprocesses inside stakeholders are
not always organised very well
Woensdrecht, 27th of October John Dagevos

31. Final remarks (2)
 Use the PPPscan as a process tool not as a measurement tool
 Focus on the things you have in common/on the things you agree upon, not
on the things you divide
 Ensure there is a suitable project leader: an expert with authority
Woensdrecht, 27th of October John Dagevos

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Thank you for your attention and patience!