Flemish Transition NetworkSustainable Materials Management C2CNetwork Transfer Workshop Governance Maastricht (NL), July 12th 2011
Plan C mission“Plan C createsreal breakthroughs towards asustainable materials economyand society in Flandersand takes an exemplary rolein Europe.”
Transition(s) in waste managementThe waste management system, such as developed during80s-90s, is under pressure.Plan C, as a policy process, was introduced in 2006 byOVAM with the goal of reorienting its waste policy towardssustainable materials management.The approach that is followed to innovate waste policywas inspired by “transition management” (introduced inthe NL since 2011).All activities for facilitating the process, communication,expertise, studies, etc. were supported by OVAM.
Inspired by transition management 1.0Source: Saartje Sondeijker, 2009.TM 1.0 or DRIFT approach is one of all efforts to influencesocio-technical systems (transition governance)
Plan C building blocks Envisioning Adaptive network Experimenting“Vision” is best thought Adaptive systems are Society is challenged byof as "future orientation" complex in that they are the question how to to fulfill societal needs in aor Leitbild. It shows the dynamic networks of more sustainable way andimportance of a guiding interactions and overcome persistentvision and leadership in a relationships not problems (…). Becauseprocess. Visions are aggregations of static there’s much uncertaintycapable (...) to provide a entities. They are about both problems and solutions, it requiresdegree of “congruence” adaptive in that their experimentation on ain the actions of various individual and collective small scale. Small-scaleindividuals and behaviour changes as a experiments are a keyorganisations. result of experience and instrument in stimulating learning. sustainable transitions.
Building a Transition ArenaProblem/system structuring and moving to a transition agenda: envisioning the future and pathways to get there Transition Arena
Expanding the network Transition ArenaTransition Team(s)
Lessons learnedWith the start of Plan C 5 years ago, OVAM showed its earlyawareness of these new upcoming developments. The transitionmanagement approach that was used to initiate Plan C wassuccessful in creating a “policy niche” with some distinctivecharacteristics:• a new discourse for Flanders about sustainable materials management,based on the contributions of frontrunners working under new interactionrules between government and societal actors,• starting a (learning) network that, certainly until 2008, was the main voice inFlanders on sustainable materials management.The financial means came from traditional governmental fundingsources. Transition management as a form of policy innovation. A case study of Plan C, a process in sustainable materials management in Flanders.
ExperimentingNo classical innovation projects Why experimenting?A transition experiment is an Society is challenged by theinnovation project with a societal question how to to fulfill societalchallenge as a starting point for needs in a more sustainable waylearning aimed a contributing to a and overcome persistent problemstransition. (…).Type of steering requires more thanmanaging internal aspects of Because there’s much uncertaintyinnovation projects, it is also about about both problems and solutions,managing interactions between it requires experimentation on aprojects, managing interactions small scale. Small-scalebetween experiment and niche or experiments are a key instrument inbroader societal context and stimulating sustainable transitions.((inter)national developments.
Shake up the idea box! (and see what comes out)
Central mechanisms to which experiments contribute to sustainable transitions1 Deepening [learning as much as possible in a specific context]2 Broadening [linking and repeating in different contexts]3 Scaling up [embedding the experiment in (new) dominant ways of thinking (culture), doing (practices) and organizing (structure)]
Interconnection virtual office and websitePlan C Virtual Office Plan C Website
Smart use of social mediaPlan C on LinkedIn Plan C on Twitter
Some spearheads FISCHEnhancedLandfill MiningINNOMATIK Eco Clusters
Lessons learnedHuge challenge to keep the position of the first 2 years.Partly explained by problems in the internal functioning of the network:• the trial-and-error process of organisation and content development hasbeen hindered by a lack of funding to support the process and thedevelopment of experiments,• a search by involved actors (government, industry, knowledge sector, ngo’s)to define their role and position vis-a-vis each other,• the difficult translation of the discourse into action,• uncertainty about the future status of the network.At least equally important for explaining the current position of Plan Care developments in the context: pressures at landscape, regime andniche level lead to a situation where different kind of actors in different policydomains (waste/materials, socio-economic innovation) are catching up withPlan C and threatening to overrun it. Transition management as a form of policy innovation. A case study of Plan C, a process in sustainable materials management in Flanders.
Lessons learnedTransition management as a form of policyinnovation. A case study of Plan C, a process insustainable materials management in Flanders.
Current challengesTowards Plan C 2.0(Re) involve business (sector) andother societal entrepreneurs
Current challengesAdaptive financing mechanismsfor experiments and projectsEmbedding in political context
Current challengesImproving the building blocks and toolboxPartnering with regional and internationalinnovation and research networks
Can we learn from each other?Creating transnational (interregional) networks
What about transferability?“One of the lessons of policy analysis research is that the context inwhich new policy processes like Plan C has to perform is ofimmense importance for explaining success and failure” “Transfer” as reproducing practices in a new context. It is clear that characteristics of the transfer and/or local re- development process affect results considerably. What is the intended degree of transfer? [Perspective Study Governance and C2C]