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Governance for sustainable development

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Transition Management bifocal instead of myopic. Political margins for change ... long-term sustainability goals and visions, iterative and reflexive (bifocal) ... – PowerPoint PPT presentation

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Title: Governance for sustainable development


1
Governance for sustainable development
Presentation 8 Environment and Sustainable
Development course UNU-MERIT PhD programme
  • René Kemp

2
Different meanings of governance
  • Governance as the complex ways in which order and
    orientation are maintained in socio-political
    systems (Meadowcroft et al., 2005)
  • a more cooperative mode where state and
    no-state actors participate in mixed
    public/private networks (Mayntz, 1998)
  • Governance as the structured ways and means in
    which the divergent preferences of
    inter-dependent actors are translated into policy
    choices to allocate values, so that the plurality
    of interests is transformed into co-ordinated
    action and the compliance of actors is achieved
    (Eising and Kohler-Koch 2000).

3
  • Governance structures organize negotiation
    processes, determine objectives, influence
    motivations, set standards, perform allocative
    functions, monitor compliance, impose penalties,
    initiate and/or reduce conflict, and resolve
    disputes among actors (Eden and Hampson 1997
    362)
  • In political science and public administration
    the concept of governance has been suggested to
    broaden the narrow focused perspective on policy
    processes as hierarchically structured
    goal-oriented processes by explicitly bringing in
    the societal context in which these processes
    occur

4
Key requirements of governance for sustainable
development
  • Developing political frameworks for
    future-visioning, goal-setting, policy design and
    implementation and adjustment
  • Integrating the economic, social and
    environmental dimensions of decision-making
    across society
  • Structuring engagement as a learning process
  • Evolving complex systems of multilevel governance
    (with cross connections among institutions at
    local, regional, national, international and
    global scales), where decision-makers remain
    responsible to citizens, communities and
    stakeholders

Meadowcroft et al (2005)
5
Good governance a model for SD?

Source UN Economic and Social Commission for
Asia and the Pacific
6
According to the OECD GoSD means
  • Integration of economic, social and environmental
    objectives, and balance across sectors,
    territories and generations
  • Broad participation and effective partnership
  • Country ownership and committment
  • Developing capacity and enabling environment
  • Focus on outcomes and means of implementation

7
Focussing governance for SD
Source European Commission (2001)
8
Is this a good approach?
  • Yes, indicators are needed for management they
    add substance and allow for measurement and
    evaluation
  • But it should not be applied rigorously in a
    top-down manner
  • For example the building of dams for
    hydoelectricity and nuclear reactors would be
    sustainable under the above definition
  • There is the critical issue of dealing with
    tradeoffs

9
In my view what is needed is an approach oriented
towards system-innovation
  • The adoption of available sustainable options
    at each moment in time (bioethanol or wind power)
    does not get us very far
  • Corporate sustainability efforts strike only at
    the margin they help to pick low-hanging fruit
    (pale greening)
  • We need sociotechnical systems that are
    inherently sustainable in which we dont have
    to think about sustainability when we make our
    choices (frame conditions are not enough)

10
The Dutch transition approach
  • Led by the Ministry of Economic Affairs
    (responsible for business, energy and innovation)
  • Goal to achieve a transition to a low-carbon
    economy
  • In a bottom-up, top-down manner, moving from
    programmes experiments to alternative systems
    of energy, agriculture and mobility

11
Top-down elements
  • 26 transition paths
  • 6 platforms for energy transition
  • Government support for experiments (35 million
    euro)
  • Policy renewal

12
Selected transition paths
13
Bottom-up elements
  • Business alliances
  • Experiments
  • Identification of barriers / opportunities
    informing private action and policy

14
How serious is all this?
  • Platform for green resources (one of official 6
    platforms) ? 4 transition paths
  • 60 million euro for biofuels
  • In 2007 2 blending requirement for gasoline and
    diesel
  • Certification system

15
Why is NL interested in biomass?
  • Because NL is a gas country (biomass can be
    turned into a gas)
  • Because agriculture business and the logistic
    sector (Rotterdam harbour) are interested in it
  • Because the chemical industry thinks it may
    obtain an competitive edge from
    knowledge-intensive, green materials
  • Because ECN is a world leader in biomass
    gassification

16
The philosophy behind TM Perspektivischer
Inkrementalismus or directed evolution
  • The use of multiple visions (because visions
    create better world together rather than apart)
  • The use of experimental learning
  • Adaptive portfolios each option has to prove its
    worth
  • Policy as a facilitator of change (with
    government as partner of business)

17
Transition Management bifocal instead of
myopic
18
Circular elements
                       
   
 
  • Portfolio of official transition paths
  • Transition experiments
  • Instrument choices
  • Policy coordination

Source Loorbach (2004)
19
The use of science and knowledge
  • Science, technology and innovation more oriented
    towards transition goals
  • Visioning
  • Sustainability assessment
  • Discussions about transition management

20
What is transition management really?
  • 21st century corporatism
  • A reflexive form of steering (reflexive goverance)

21
Organisational background of Taskforce Energy
transition and Platform members
Compiled by Roel van Raak
22
Members of platform green resources
  • Paul Hamm (formerly at DSM, chair)
  • Dhr. G.G. Bemer (Koninklijke Nedalco) 
  • Dhr. A. van den Biggelaar (Stichting Natuur en
    Milieu)
  • Mevr.dr.ir. M.J.P. Botman (Ministerie van
    Economische Zaken)
  • Prof.dr. A. Bruggink (NWO-ACTS / Universiteit
    Nijmegen / DSM)
  • Ir. K.W. Kwant (SenterNovem)
  • Dhr. P. Lednor (Shell Global Solutions)
  • Dr. Peter M. Bruinenberg (AVEBE)
  • Prof.dr. E.M. Meijer (Unilever)
  • Prof.dr. J.P.M. Sanders (Agrotechnology Food
    Innovations)
  • Prof.dr. W.P.M. van Swaaij (Universiteit Twente)
  • Prof.dr. H. Veringa (ECN)
  • Dr. J. Vanhemelrijck (EuropaBio)
  • Prof.dr.ir. L.A.M. van der Wielen (Technische
    Universiteit Delft)  

23
Whatever it is -- it is getting attention
24
Transition activities
  • Over a 100 researchers are working on transition
    issues in the research network KSI
  • There is a competence center for transitions
    (CCT) and two newly created knowledge centers
    (Drift and KCT)
  • Various ministries, Senternovem (intermediary
    organization), provinces, regions and
    municipalities are involved in implementing
    transition management secretary-generals meet to
    discuss issues of policy alignment
  • Many companies are involved and some NGOs (in
    particular SNM).
  • Examples of organizations active in developing
    and implementing their own approach towards
    transition management are provincial
    environmental organizations of Flevoland,
    Zuid-Holland, Zeeland and Gelderland, and the
    Foundation for Nature and the Environment

Source Loorbach 2006
25
Why we need transition management
  1. Because of the barriers to system innovation --
    which have to with uncertainty, the need for
    change at various levels and vested interests
  2. Because public policy is highly fragmented and
    oriented towards short term goals
  3. Because of the need for societal support for
    transition policies and for legitimising policies
    towards structural change
  4. Because a gradual approach of small steps is
    economically not disruptive and politically and
    socially do-able

26
Question to you
  • Is TM only appropriate for countries with
    well-developed systems of environmental
    protection STI and high levels of affluence?
  • Or also a useful approach for developing
    countries?
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