c2 c maastricht_plan c_walter
TRANSCRIPT
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Flemish Transition NetworkSustainable Materials Management
C2CNetwork Transfer Workshop GovernanceMaastricht (NL), July 12th 2011
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Plan C mission
“Plan C createsreal breakthroughs towards asustainable materials economyand society in Flandersand takes an exemplary rolein Europe.”
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Transition(s) in waste management
The waste management system, such as developed duri ng80s-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 pol icywas inspired by “transition management” (introduced inthe NL since 2011).
All activities for facilitating the process, commun ication,expertise, studies, etc. were supported by OVAM.
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Inspired by transition management 1.0
Source: Saartje Sondeijker, 2009.
TM 1.0 or DRIFT approach is one of all efforts to influencesocio-technical systems (transition governance)
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“Vision” is best thoughtof as "future orientation"or Leitbild. It shows theimportance of a guidingvision and leadership in aprocess. Visions arecapable (...) to provide adegree of “congruence”in the actions of variousindividuals andorganisations.
Adaptive systems arecomplex in that they aredynamic networks ofinteractions andrelationships notaggregations of staticentities. They areadaptive in that theirindividual and collectivebehaviour changes as aresult of experience andlearning.
Society is challenged bythe question how to tofulfill societal needs in amore sustainable way andovercome persistentproblems (…). Becausethere’s much uncertaintyabout both problems andsolutions, it requiresexperimentation on asmall scale. Small-scaleexperiments are a keyinstrument in stimulatingsustainable transitions.
Plan C building blocks
Envisioning Adaptive network Experimenting
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Building a Transition ArenaProblem/system structuring and moving to a transition agenda:
envisioning the future and pathways to get there
Transition Arena
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Expanding the network
Transition Arena
Transition Team(s)
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Envisioning
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With 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.
Lessons learned
Transition management as a form of policyinnovation. A case study of Plan C, a process insustainable materials management in Flanders.
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Society is challenged by thequestion how to to fulfill societalneeds in a more sustainable wayand overcome persistent problems(…).
Because there’s much uncertaintyabout both problems and solutions,it requires experimentation on asmall scale. Small-scaleexperiments are a key instrument instimulating sustainable transitions.
Experimenting
Why experimenting?No classical innovation projects
A transition experiment is aninnovation project with a societalchallenge as a starting point forlearning aimed a contributing to atransition.Type of steering requires more thanmanaging internal aspects ofinnovation projects, it is also aboutmanaging interactions betweenprojects, managing interactionsbetween experiment and niche orbroader societal context and((inter)national developments.
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Shake up the idea box! (and see what comes out)
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Urgent need for tailor-made tools/process
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Urgent need for tailor-made tools/process
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Idea management, risk and IP management
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Central mechanisms to which experimentscontribute to sustainable transitions
1 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) andorganizing (structure)]
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Adaptive network
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Plan C Virtual Office
Interconnection virtual office and website
Plan C Website
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Smart use of social media
Plan C on LinkedIn Plan C on Twitter
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FISCH
Some spearheads
Enhanced
Landfill Mining
INNOMATIK Eco Clusters
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Huge challenge to keep the position of the first 2 years.
Partly explained by problems in the internal functi oning 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 curre nt 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.
Lessons learned
Transition management as a form of policyinnovation. A case study of Plan C, a process insustainable materials management in Flanders.
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Lessons learned
Transition management as a form of policyinnovation. A case study of Plan C, a process insustainable materials management in Flanders.
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(Re) involve business (sector) andother societal entrepreneurs
Towards Plan C 2.0
Current challenges
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Embedding in political context
Adaptive financing mechanismsfor experiments and projects
Current challenges
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Improving the building blocks and toolbox
Current challenges
Partnering with regional and internationalinnovation and research networks
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Can we learn from each other?
Creating transnational (interregional) networks
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What about transferability?
“Transfer” as reproducing practices in anew context. It is clear that characteristicsof the transfer and/or local re-development process affect resultsconsiderably. What is the intendeddegree of transfer?[Perspective Study Governance and C2C]
“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”
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We are very much interested to learn from ...
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Thank You !Questions? Need more Information?Feel free to contact us.
Presentation by
Walter Tempst (OVAM)Karel Van Acker (KUL)
Contact
Initiated and powered by
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Challenge for the network to survive