11 points11 points

Towards an Towards an environmental public management environmental public management

standardstandard

GIANLUCA DRADI GIANLUCA DRADI ALESSANDRA VACCARIALESSANDRA VACCARI

Project realized with the contribution of the European Commission

Sevilla March 22Sevilla March 22

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Official TitleIntegration and Development of Environmental Management SystemAcronym: IDEMS

Duration 32 month (October 2005 - May 2008)

General Objective:To integrate the Environmental Management System and the Environmental Accounting System: EMAS, City and Local Environmental Accounting and Reporting (CLEAR) and ecoBudget, from the specifics requirements of a Local Authority toward:- a better effectiveness of the environmental politics- a continuous improvement of the urban environmental management

All that in according to the need of the Local Authority to adopt an Urban Environmental Management Plan as stated by the European Commission Communication “Towards a Thematic Strategy on the Urban Environment”.

Specifics Objectives to produce and spread a Standard for the dissemination of the system and to provide EMAS Registration for the 4 Developer Municipalities.to identify some recommendations about the implementation of EMAS in Urban Areas, that could be considered in the new revision of EMAS Regulation (2008)to furnish the EC with preliminary information about the implementation of the Urban Environmental Management Planto promote the specific knowledge and best practice exchange between Beneficiary, Partners and their networks and stakeholdersto guarantee effectiveness and inexpensiveness, avoiding a proliferation of systems for local government

THE PROJECT

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BeneficiaryComune di Ravenna - Italy

Comune di Ferrara - Italy

Comune di Mantova - Italy

Municipality of Amaroussion Development Company, Amaroussion, Greece

Coordinamento Agende 21 Locali Italiane, Modena, Italy

City of Dresden, Germany

City of Heidelberg-Office of Environmental Protection, Energy and Health Promotion, Germany

Växjö kommun (Municipality of Växjö), Sweden

PARTNERS

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Acronimo

Nome del Progetto

Partner

Co-finanziamento UE

Beneficiario

Budget complessivo

Comune di Ravenna (D)

Integration and Development of Environmental Management Systems

IDEMS

Comuni di Ferrara (D), Comune Mantova (D), Municipality of Amaroussion (D), Municipality of Vaxjio (R), City of Heidelberg (R), City of Dresden (R) e Coordinamento A21L

815.000 €

407.500 € (50 %)

Legenda(D) = Developer Partners- Partecipano attivamente alla costruzione del sistema integrato e ne

applicano una sperimentazione all’interno del proprio ente

(R) = Reference Partners – assistono e supportano i Partner Developer e testano lo standard da essi

sperimentato

Durata 32 mesi (Ottobre 2005 – Maggio 2008)

Il progetto IDEMS

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ERVET- Emilia-Romagna - Valorizzazione economica territorio S.p.A. www.ervet.it

www.iclei-europe.org

INDICA Srl

Consultants and technical support

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Partner developers tools

MunicipalityMunicipality EMASEMAS ISO 14000ISO 14000 CLEARCLEAR ecoBudgetecoBudget

RavennaRavenna√√ √√

AmaroussionAmaroussion√√ √√

Ferrara Ferrara √√ √√

MantovaMantova√√ √√

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Prologue

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Integration and innovation

EMS and Environmental Balance have DIFFERENT EMS and Environmental Balance have DIFFERENT functions :functions :

To manage critical and legal environental aspect (EMS) To manage critical and legal environental aspect (EMS) To account shared policies and commitments.To account shared policies and commitments.

Together they strengthen and improve the administrative Together they strengthen and improve the administrative action (shared values, strategies, management, monitoring action (shared values, strategies, management, monitoring and evaluation)and evaluation)

Some elements can be the provided for both EMS and Some elements can be the provided for both EMS and Environmental BalanceEnvironmental Balance

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From starting tools to 11 point: recalls

•Connection with ongoing processes (Thematic Strategy on the Urban Environment, EMAS review, initiatives for Public Administration reform, accountability systems strengthening and strategic planning spread)

• Integration of multiple “cultures” (EMS, accountability, stretegic planning, public policy)

• No operative and procedural integration

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The 11 Points born on 9 february 2006

GeneralGeneral

1. policy making and linkages with 1. policy making and linkages with strategic planning (target) strategic planning (target)

2. organisational criteria and structure2. organisational criteria and structure3. Coherent multilevel sustainability 3. Coherent multilevel sustainability

governance governance : : management of the entire chain of management of the entire chain of

governance: connection system with governance: connection system with hierarchically dominant and submitted hierarchically dominant and submitted public bodies public bodies and participated and participated

constant and progressive integration of constant and progressive integration of social variables and trade-offs social variables and trade-offs managementmanagement

SpecificSpecific

4. data quality and their operational 4. data quality and their operational assessment on the entire chain assessment on the entire chain

5. assessment5. assessment6. 6. participation (stakeholder engagement)participation (stakeholder engagement)

7. environmental analysis7. environmental analysis

8. legal compliance8. legal compliance

9. monetary accounts 9. monetary accounts

10. continuing improvement 10. continuing improvement

11. communication and information11. communication and information

requirements to be requirements to be strengthened/improvedstrengthened/improved

relevant exchangeable elements relevant exchangeable elements between one or more toolsbetween one or more tools

1111

dialogue

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•Problems change quickly

•Problems are multisectorial

•Solutions and results are uncertain

•Policy making is a multilevel activity

•Private subjects are more and more important in defining and enacting public policies

• “Stakes” representation dynamics change continuously

•Economic sources have been cut

EMS e specificità degli EELLKey elements

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Different approach to controlIntegration between strategies and directional and operative plans; conditions to define local administration stategies; elements and mechanisms to integrate successfully level of strategies and level of enacting organisms, which are multiple internally and externally administration.

Different interlocutors issues consideration Improvement of systems results in defining and enacting public policies

Focus on evaluation of achieved results NOT ONLY PLANNED

Multidimensional evaluation(economic, physical, service quality, social quality)

Change in”performance” meaningFrom “legal compliance” (80’s) to efficient relation between expenses and supplied services (90’s), to performace as public value creation (2000)

EMS and Local bodies specificity, in particular:

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The development of the concept of public performance

80’s CULTURE OF RESPECT FOR THE NORM

Public administration bureaucratic

Performance =

Control of legitimacy

Citizen as subject

90’s SERVICE CULTURE

Public administration as a business

Performance =

Efficiency, Saving, Quality

Citizen as customer

2000 CULTURE OF PUBLIC VALUE

performance=

result, effects, impact

Public administration as network

citizen

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I Level of the public management

STRATEGIC LEVEL

socio - economics Problems

Needs

Strategic objectives

Strategic efficiency

Final outcome(IMPACT)

intemediate outcome(RESULTS)

OPERATIVE LEVEL

operative objects

Input/resources

Process Output

Efficiency

Relevance

Operative efficiency

Saving

ORGANIZATIONAL LEVEL

People Management process

Systems Structure

Improvements methods

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11 points model today (EPMS)

5 Assessment

11 Comunication and information

3 Governance (top dow-sustainability e trade off)

1 Policy making, strategic planning , targetbudgeting

7Environmental

Analysis

8Legal

compliance

9Expenses

and monetary accounts

4Models,

Data quality and IS

2Organization,

structure, training

Monitoring and evaluating Performance Outcome (impacts Middle term obj.)

Monitoring and evaluating Performance Output

Accountability

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The 11 Points

GeneralGeneral

1. policy making and linkages with 1. policy making and linkages with strategic planning strategic planning

2. organisational criteria and structure2. organisational criteria and structure3. 3. participationparticipation ((stakeholderstakeholder

engagementengagement))

SpecificSpecific

4. data quality and their operational 4. data quality and their operational assessment on the entire chain assessment on the entire chain

5. assessment5. assessment6. entire chain and sustainability: 6. entire chain and sustainability:

management of the entire chain of management of the entire chain of governance: connection system with governance: connection system with hierarchically dominant and submitted hierarchically dominant and submitted public bodies public bodies and participated (?) and participated (?)

constant and progressive integration of constant and progressive integration of social variables and tradesocial variables and trade--offs offs managementmanagement

7. environmental initial analysis7. environmental initial analysis

8. 8. legallegal compliancecompliance

9. 9. monetarymonetary accountsaccounts

10. continuing improvement 10. continuing improvement

11. communication and 11. communication and informationinformation

requirements to be requirements to be strengthened/improvedstrengthened/improved

relevant exchangeable elements relevant exchangeable elements between one or more toolsbetween one or more tools

+

Conceptual path

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They are not: • A consequential process• yet a standard ma a conceptual framework• The exclusive response to critical procedural and operative

aspectsThey are

• “slices” of environmental systems implementation process;• a way to help Public Administration to improve in measuring

its performance • A proposal to come through inadequate elements of

starting tools and to emphasize their functional elements for managing environmental criticism;

• A response to what systems are necessary for and not to systems themselves

from EMS to EPMS

What are and what are not “the 11”

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MU25MU25

UE Emas BoardUE Emas Board

Italian (with an european sugroup) Commission on environmental Italian (with an european sugroup) Commission on environmental accounting at Economy Departmentaccounting at Economy Department

At regional level (Emilia Romagna) proposal of regional law on At regional level (Emilia Romagna) proposal of regional law on environmental accounting (based on Clear Ecobudget and Tandem)environmental accounting (based on Clear Ecobudget and Tandem)

Uptdating is necessary to write incisive guidelines referring to international context

Updating and integrations

2020

proposal

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•Guidelines to help local administration “to do better and to do integrated”, using technical and specific protocol, where necessary (monetary accounts, data quality)

•Report relating on improvement elements for starting tools, e.g.

- Data quality per Clear, - Accountability e policy making per EMAS 3

Outputs

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Relevant elements to develop and implement system starting from the model and detected criticalities:

• requirement and relevant issues to do better

• requiremet and conditions (opportunities and criticalities) that can be met in doing integrated

Guidelines structure:•Point Background (meanings, what is its function, criticalities)•Requirements to do better (What to do, how to do)•Requirements to do integrated (What to do, how to do)•General things to do and to avoid •TipsIn each paragraph there are examples e recall to other points

What is meant by point “requirements”?

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Spread of EMS in Public Administrations, to help policies Spread of EMS in Public Administrations, to help policies definition and results and impacts monitoring and definition and results and impacts monitoring and evaluation (outcome indicators) evaluation (outcome indicators)

Systems qualification and opportunities for their Systems qualification and opportunities for their integration with planning, management, control activitiesintegration with planning, management, control activities

Resources more oriented to targets and timesResources more oriented to targets and times

Environmental governance processes and more Environmental governance processes and more accountable administrationsaccountable administrations

Let’s remember expected results

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CONTACTS

OFFICIAL SITE OF THE PROJECTOFFICIAL SITE OF THE PROJECT

www.idems.it

PARTNER BENEFICIARY CONTACT :PARTNER BENEFICIARY CONTACT :Luana Gasparinitel: +39(0)544482266fax: +39(0)544485311e-mail: lgasparini@comune.ra.itUfficio educazione ambientale eAgenda21 LocaleComune di Ravenna - Italia