Transcript Strategic Planning

WP 3 workshop
14th and 15th of
November
Climate change adaptation –
governance, planning and
stakeholder involvement
14.11.2012
Slide 1
Using CLUVA strategically
”In collaboration with stakeholders come
up with strategic measures and points of
action for climate change adaptation in
the CLUVA case cities…..”
(from the CLUVA project document)
Agenda - Wednesday
9-12.30
– Planning for CC adaptation – Inspiration from strategic planning
and experiences from adaptation strategies
- What adaptation is on-going in the cities already and what
opportunities exist to incorporate CC adaptation in processes
already on-going? – And what can be the role of researchers?
13.30-17
- Extreme risks and adaptation in urban planning
What governance challenges are the cities facing in relation to
integration of CC adaptation and how could these challenges be
addressed?
Slide 3
Agenda - Thursday
9-13.00
Stakeholder involvement i CC adaptation
What are the important stakeholders and ‘innovative involvement’
in your city and who could/should be the ‘owner/driver’ of a CC
adaptation process in your city?
14.00 –
Planning for 2013 – when, what and how? (your own action plans)
What product are we working towards? Who to invite? What roles
can you play? -> The process in spring 2013
Publications in WP3
Slide 4
Strategic planning
Strategic planning - What is it and what
approaches and frameworks can be useful for us?
How can we use strategic thinking to make CLUVA
cities more resilient to climate change?
Agenda this morning
9.00-10 .30 - Strategic planning and CC adaptation
- What adaptation is on-going in the CLUVA cities (task 3.3 results)
and how can it be used strategically?
- Can ideas from relational planning and pluricentric coordination
be useful?
10.30-11.30 – What processes of planning for city development are
on-going in the cities - Structure plan in Addis Ababa and master
planning /urban development plans in Dar es Salaam and what
about the other cities (where cluva fit in?)
11.30 - Example from a researcher initiated strategic plannning
effort in making local plans
Slide 6
Strategic adaptation planning
UN-Habitat:
”A systematic, participatory and transparent decision-making
process that determines priorities, makes wise choices, and
allocate scarce resources (i.e. time, money, skills) to achieve
agreed-upon objectives that are developed using local
community values.”
Slide 7
Strategic planning – what is it?
The strategy
A strategy is selective,
action and goal
oriented
Analysis
Figure from Kühn, 2010
Slide 8
The analytical and the learning paradigm
ANALYTICAL
Rational planning
LEARNING
Collaborative planning
Planning process
Defined progressive stages
Incremental, fluid overlapping
dimensions
Type of
knowledge
Expert knowledge
Expert and local, experiential knowledge
Goals
Clear and pre-defined by
politicians
Negotiated. May change as new
knowledge is gained
Participants
Politicians and professional
planners
Multiple stakeholders
a ‘strategy inventor’ or a ‘strategy finder’
Slide 9
Planning for adaptation – elements from the
analytical approach
Slide 10
Making transformative strategies in a complex
world
Healey, 2009
Slide 11
Strategic adaptation – elements and processes
Mobilising and scoping : What planning
context, where is the energy and momentum?
What are the important stakeholders , what
motivates them and who and how to drive the
effort?
Is it working?
Enlarging
intelligence:
CLUVA results,
scenarios,
stakeholder
interactions, local
assessments
What can we do about it? What are the visions and projects and
what matters most? (CLUVA indicators, stakeholder interactions)
City adaptation in more than one dimension
NAPA
City level adaptation?
Infrastructure and technical works
Informal area rehabilitation
Green area development
Resettlement of people from affected
areas
Community adaptation
Example from Dar es Salaam
- Napa – Environmental Ministry
- Risk management division
- National sectoral plans - water,
transport etc.
Decentralisation? environmental
management
officers?
Climate change ‘
- ‘No owner’
- The Draft Urban Development and
Management Policy (2011)
- Master plan (to be revised)
Cities alliance network - Informal area
rehabilitation
Green areas – mangrove/green open areas
around city centre
Resettlement of Suna inhabitants
Community adaptation in Bonde la Mpunga
Slide 15
WHERE IS your city now?
On-going adaptation – what projects and activities?
What activities and projects are taking place in the city that has an impact or is
affected by climate change like flooding? (E.g. infrastructure projects, green area
development/management, coping strategies)
What is going on at city-level /or at other levels?
What plans and processes are taking place that is important to CC impacts and
effects?
What ‘elements’ are contained within these?
What elements are particular challenging in your city? Why?
Is the city level the place to coordinate efforts? Who else could be the driver of city
climate change adaptation?
Senior researcher Karina Sehested
Pluricentric coordination
Relational planning
Slide 17
Pluricentric Coordination
Towards an interactive approach to coordination and
strategies
Karina Sehested
Forest and Landscape Denmark Copenhagen University
[email protected]
Pluricentric context: Region Zealand
Government
Business
organisations
EU
Brussels
office
KKR
Growth
Forum
KKU
Regional
Council
Municipalities
Fehmarn Belt
Forum
Growth House
Zealand
KL
Conditions
o
o
o
o
No single actor/institution in control
One overall stratgy difficult
Selection of strategic tasks with cohesion: choise of dimensions
Coordination through cooperation and persons – not systems
Implications
o Theory:
• Theoretical contributions move in the same direction:
• from cohesion, unity and universal rationality to valuing and
exploiting the floating and messy character of coordination in
its interpretive and relational forms
o Practice:
• In fragmented governance situations without any form of
hierarchy
New idea of coordination:
o Re-interpretation of the meaning and role of coordination
o Re-definition of balance between vertical and horizontal
coordination
o New ways of promoting co-ordination
The definition:
Coordination through:
o Situated working practices
o Dynamic, interactive, selective and overlapping linkages,
o That might provide temporary fixations and multiple orders
Strategy making in different forms
Analytic and learning strategy making:
o We have to make analyses
o We have to integrate/influence political goals
o We have to mobilise relevant actors
o We have to build up common understanding and consensus
Make strategies play in concert
Multiple projects and strategies
Hierarchical ordering
Multiple orders
Barriers
o Specialised and bureaucratic organisation and silo thinking: vertical
coordination
o Lack of competences
o ”Traditional” mental maps of planning and roles: one overall strategy
made by experts
o ”Command” and authoritative behaviour
o Power struggles: Unwillingness to co-operate
o Fights about being THE coordinator or meta-govenor
Drivers
o Recognition of the necessity of cooperation – created in
the process
o Acceptance of the role as one among many: mentally and
in behaviour
o New competences and project based structures
o Selective and strategic link making work
o Story work: gluing stories together but creating several
strategies - multiple orders
Link making work
o
o
o
o
o
o
o
Create and participate in several networks – make linkages
Make strategic choises about who is the most important actors
Solving real problems is essential for link making work
Clarify the interdependency and develop common interests
Make common rules for the networks and clarify roles and responsibility
Build up trust and confidence in the relations
Handle conflicts
Story and consensus work
o Focusing attention to certain strategic issues
o Creation of meaning and shared meaning
o Develop common ”problem-solutions” narrative by gluing parts of different
stories
o Accept and work with differences and tensions in stories and meanings – in
order to find areas for consensus potentials
o A temporary fixation:
”we agree about this issue/strategy for now but are open to new ideas and sudden change”
Summing up: Coordination of fragmented
elements
- Particular way of thinking
- Learning approach and pluricentric coordination
-> gives tools to connect fragmented efforts
- But who can initiate this?
Slide 30
Next in the programme: On-going processes in
the cities
- Structure plans in Addis Ababa
- Master planning in Dar es Salaam
AMBITIONS AND WHERE TO START?
Discussion points:
Is there a momentum for CC adaptation?
What is the approach of these processes (analytical/learning)?
- Where does the knowledge come from? Who is involved?
What could be the approach of CLUVA/us to either part-take in the
processes or initiate other processes?
What role can you as researchers and the university have in making
the cities more resilient? In knowledge/in coordination/in creating
momentum?
Slide 32
Associate Professor Lone Kristensen
Strategic spatial planning in practice
- two cases
Slide 33