PPP Scan - John Dagevos


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PPP Scan - John Dagevos

  1. 1. The PPPscan A different approach to stakeholder engagementJohn Dagevos, TelosSouthampton 24th November 2011
  2. 2. Contents of presentation Introduction on Telos The tree capital model: the Telos framework for monitoring and assessing sustainability at a regional level Applications of the Telos framework The PPPscan: an assessment tool for stakeholder involvement Southampton, 24th November 2011 John Dagevos
  3. 3. Telos  Who we are?  Brabant Centre for Sustainable Development (1999)  Interdisciplinary knowledge institute for sustainable development  Network organisation (Province of North Brabant, Tilburg University, Technical University Eindhoven, PON)  Part of the Tilburg Sustainability Centre of Tilburg University  What we do?  Construction of integrated concepts of SD  Developing methods for monitoring SD  Facilitating SD innovations and transitions  Stimulating communication and debate about SDSouthampton, 24th November 2011 John Dagevos
  4. 4. 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”  Many different definitions (Dobson 1996 talks about more than 300 definitions)  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 needsSouthampton, 24th November 2011 John Dagevos
  5. 5. Telos’ startingpoint Following Brundtland: Sustainable development concerns:  integrated optimization of economic, socio-cultural and ecological development conditions / principles (preventing negative trade-offs, stimulating win-win situations)  according to principles of efficiency, social justice, resilience  which at the same time optimizes development conditions for:  future generations (time)  other parts of the globe (space).Southampton, 24th November 2011 John Dagevos
  6. 6. 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: InnovationSouthampton, 24th November 2011 John Dagevos
  7. 7. Telos Sustainability Balance and PPPscan Developed as a monitoring, assessment and as a development device Based upon 3 capital model (economic, socio-cultural, ecologic) Aimed at integrating:  the importance of expert-knowledge  the political-normative nature of notions of SD  the need for stakeholder participation and involvement  the importance of a mobilizing perspective Hence  a transparent, visual interface  based on stakeholder involvement  enabling focus and a shared problem ownershipSouthampton, 24th November 2011 John Dagevos
  8. 8. The Telos triangle Ecological capitalA model consisting ofcapitals, stocks,requirements/long term goals,indicators and normsSocio-cultural capital Economic capital Southampton, 24th November 2011 John Dagevos
  9. 9. Framework for balancing the different ingredients of sustainability Economy Ecology Socio- cultural Here and now Later (time) There (Spatial)Southampton, 24th November 2011 John Dagevos
  10. 10. Developments are sustainable when the 3 capitals increaseSouthampton, 24th November 2011 John Dagevos
  11. 11. Conceptual Framework Stock 1 Requirements/goals theorieën theories Capital Stock 2 Stock 3 Science StakeholdersSouthampton, 24th November 2011 John Dagevos
  12. 12. StocksEcological capital Socio-cultural capital Economic capital Nature  Social participation  Labour Soil  Economic and political  Capital Goods Groundwater participation  Spatial location Surface Water  Safety conditions Air  Housing & Living Cond.  Economic Structure Landscape  Health  Knowledge  Education  Energy, raw and  Art and Culture auxiliary materials  Infrastructure/accessi bility Southampton, 24th November 2011 John Dagevos
  13. 13. For each stock we have formulated requirements or long term goals:together they form a vision, a common dream how a sustainableregion/society should look like These requirements:  indicate the long term goals  show what‟s relevant  are based on scientific research and policy documents  reflect the ideas of regional 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!!! Southampton, 24th November 2011 John Dagevos
  14. 14. Some examples of long term goals per stockNature 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 conditionsSouthampton, 24th November 2011 John Dagevos
  15. 15. 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 ResponsibilitySouthampton, 24th November 2011 John Dagevos
  16. 16. ToDO: framework for sustainability assessment Early stage evaluation in the process of projectdevelopment and policymaking: as early as possible in the process. Based on stakeholder participationSouthampton, 24th November 2011 John Dagevos
  17. 17. Why an early stage assessment? Many Possible alternatives Hardly any Idea Realisation Process of planningSouthampton, 24th November 2011 John Dagevos
  18. 18. Why stakeholder participation?  The nature of sustainability: intrinsic subjective/normative  The need for balanced growth: all interests should be taken in account  An early stage involvement of stakeholders helps to assure that:  a project gets enough support;  one is not confronted with unexpected and unnecessary/avoidable opposition during the planning process  Stakeholders have useful knowledge and experiences that can be used to improve the project  The awareness that we need everybody to make a change, we can‟t just rely on governments aloneSouthampton, 24th November 2011 John Dagevos
  19. 19. The logistics of the ToDo approach Two steps:  Quick scan via the PPPscan  A more thorough research (if necessary) after the quick scan has been carried out With the help of the PPPscan 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?Southampton, 24th November 2011 John Dagevos
  20. 20. Southampton, 24th November 2011 John Dagevos
  21. 21. PPPscan: webtool for carrying out the ToDO- quick scan Practical tool for supporting the policy making process Aimed at integrating the involvement of stakeholders with different interests in this proces Based on:  The three capital approach of Telos and,  The mutual gaines approach of Susskind 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 Southampton, 24th November 2011 John Dagevos
  22. 22. 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. No questions can be skipped! If wanted, one can add a comment or a motivation or even some suggestions for improvement of the projectSouthampton, 24th November 2011 John Dagevos
  23. 23. Pre-conditions for carrying out a scan• The „owner‟ of the project or program: • wants a PPP scan to be carried out; • Is willing not only to discuss the outcomes of the scan but, if required, to also do something with the outcomes of that discussion;• Adequate representation of all the relevant interests and interestgroups• Adequate, reliable information about the project, available in advance: everyone has access to the same information.• A good process supervisor is neededSouthampton, 24th November 2011 John Dagevos
  24. 24. Example 1: social participationSouthampton, 24th November 2011 John Dagevos
  25. 25. Example 2: NatureSouthampton, 24th November 2011 John Dagevos
  26. 26. Example 3: labourSouthampton, 24th November 2011 John Dagevos
  27. 27. Results At the level of the capitals: is there a balanced development or not? 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 long term goals Distribution of answers/results: consensus or not? Differences between interestgroups or not?Southampton, 24th November 2011 John Dagevos
  28. 28. Results at the level of the capitalSouthampton, 24th November 2011 John Dagevos
  29. 29. Results at the level of the stocksSouthampton, 24th November 2011 John Dagevos
  30. 30. Distribution of answers: agreement or not?Southampton, 24th November 2011 John Dagevos
  31. 31. Differences between interest groups: at capital level Overall result People ProfitSouthampton, 24th November 2011 John Dagevos
  32. 32. Differences between interestgroups: at stocklevelOverall result Planet ProfitSouthampton, 24th November 2011 John Dagevos
  33. 33. A real Casus: Aviolanda WoensdrechtSouthampton, 24th November 2011 John Dagevos
  34. 34. Casus: Aviolanda WoensdrechtAviolanda Woensdrecht is a spatial development based onsustainability and built up from the 3P‟s: People, Planet,Profit.In the search of the stakeholders representatives of each Phave been asked to join the process.Early in the process the different stakeholders were invited tojoin and develop a mutual gains agenda.Later in the process the outcome has been subject of anassessment with the help of the PPPscanTelos has been asked to give an expert judgement on theoutcome of the process Southampton, 24th November 2011 John Dagevos
  35. 35. Casus: Aviolanda WoensdrechtThe stakeholders involvedPeople Planet ProfitROC West-Brabant Brabantse Milieufederatie Fokker / StorkDorpsplatform Hoogerheide Benegora BOMProvince of North Brabant Province of North Brabant Province of North BrabantDorpsplatform Huijbergen Brabants Landschap REWIN NVMunicipalities Municipalities Municipalities Namiro Ministry of Economic Affairs BZW ZLTO ZLTODefensie Defensie DefensieSouthampton, 24th November 2011 John Dagevos
  36. 36. 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 Southampton, 24th November 2011 John Dagevos
  37. 37. 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 transportSouthampton, 24th November 2011 John Dagevos
  38. 38. 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 sitesSouthampton, 24th November 2011 John Dagevos
  39. 39. (Distribution of) Results of the assessment per StockSouthampton, 24th November 2011 John Dagevos
  40. 40. Overall viewSouthampton, 24th November 2011 John Dagevos
  41. 41. Final remarks (1) MGA and sustainability as defined by Telos fit together as the two sides of a coin. A sound interest and stakeholder analysis beforehand: 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 communication processes inside stakeholders are not always organised very wellSouthampton, 24th November 2011 John Dagevos
  42. 42. 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 authoritySouthampton, 24th November 2011 John Dagevos
  43. 43. • Thank you for your attention and patience!Southampton, 24th November 2011 John Dagevos