PPP Scan - John Dagevos

The PPPscan
A different approach to stakeholder engagement

John Dagevos, Telos
Southampton 24th November 2011

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

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 SD


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 needs


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).

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


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 ownership

The Telos triangle
Ecological capital

A model consisting of
capitals, stocks,
requirements/long term goals,
indicators and norms

Socio-cultural capital Economic capital


Framework for balancing
the different ingredients of sustainability

Economy Ecology Socio-
cultural

Here and
now

Later
(time)
There
(Spatial)


Developments are sustainable when
the 3 capitals increase


Conceptual Framework

Stock 1

Requirements/goals
theorieën
theories

Capital Stock 2

Stock 3

Science Stakeholders


Stocks

Ecological 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


For each stock we have formulated requirements or long term goals:
together they form a vision, a common dream how a sustainable
region/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!!!


Some examples of long term goals 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


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


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 participation


Why an early stage assessment?

Many

Possible
alternatives

Hardly
any
Idea Realisation

Process of planning

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 alone


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?


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


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 project

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 needed


Example 1: social participation


Example 2: Nature


Example 3: labour


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?


Results at the level of the capital


Results at the level of the stocks


Distribution of answers: agreement or not?


Differences between interest groups: at capital level

Overall result People Profit


Differences between interestgroups: at stocklevel

Overall result Planet Profit


A real Casus: Aviolanda Woensdrecht


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

Casus: Aviolanda Woensdrecht
The stakeholders involved

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


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


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



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


(Distribution of) Results of the assessment per Stock


Overall view


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 well


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


• Thank you for your attention and patience!


PPP Scan - John Dagevos

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