Stakeholder involvement

1. Stakeholder involvement Name of local authority Place & date of training “Bad engagement is worse than none at all”

2. On the agenda … Methodology 1 • Reception coffee • Pre-training questionnaire (10’) • Pair interview (whoam I? Myexplectations?) & self-introduction by each participant (30’) • Sharing experience (1h) • Pause (15’) • Theoretical inputs (30’) • Method for putting change management into practice : the approach in seven stages (1h) • Meal (1h30) • Role-play (2h30) • Post-training questionnaire and on-the-spot evaluation (did I meetyour expectations? Express in one wordyour feeling at the end of this session. Whatwillyoutakefromit? Whatwillyou not takefromit? (20’)

3. On the agenda… Methodology 2 • Reception coffee • Pair interview (who am I? My expectations?) & self-introduction by each participant (30’) • Collective pre-training questionnaire and theoretical inputs (45’) • Pause (15’) • Method for putting change management into practice: the approach in seven stages with feedback from participants (1h45) • Post-training questionnaire and on-the-spot evaluation (Did it meet your expectations? Express in one word your feeling at the end of this session. What will you take from it? What will you not take from it?) (20’)

4. Sharing experience • Have you yourself become involved? • Have you yourself changed your behaviour when taking part in a project? • What is your best/worst experience of involvement in your work? • What were the tools and method used? • At which target or targets were you aiming? • What were the conditions for success and the constraints in your experience?

5. On the theoretical side

6. On the theoreticalside • Involvement: Act of bringing together and dynamizing energies to achieve a particular predetermined objective • Stakeholder: Person taking an active part in an enterprise/approach/event • Result: Significant, long-lasting stakeholder change • It is therefore a matter of getting stakeholders involved in "change management“

7. On the theoreticalside • An approach that has been around since the 1990s • A range of modelsco-exist … • Ramsey'smodel (1982) • Rogers'smodel • Prochaska, Norcross & Di Clementetheory of rational action (2002) • commitmenttheory and transtheoretical model • Kotter's model • FRAMES model: Miller & Sanchez • Prosci'sADKAR model (1998 ) • … these approaches are the subject of lively debates between the different schools.

8. Why is collective change so difficult and slow? • Individual behaviors depend on collective perceptions and norms • Need for collective awareness and shifts in paradigms and norms • Overly mechanistic view of social change on the part of public authorities ("I think therefore you will change") • Excessive destabilization of identity and perceptions by targets • Existence of objective constraints and inequalities between stakeholders

9. As regards ethics, recurrent risks … • Manipulation: imposing the thoughts of one of the parties on all the stakeholders, with the individual becoming a "barrier to change" which must be "overcome". • Reductionism: no model could grasp the complexity of the brain and/or unconscious, not to mention the sociological complexity of society • Politics: the responsibility for change does not depend solely on each individual, but also on public policy provision and changing social norms.

10. Some principles to bear in mind! Behavior change can be summarized in three steps: • Change is never the result of a single tool but of several combined in an approach, with the whole making up an involvement strategy; • Fundamental is the individual decision to change: this decision must be personal and freely taken, but it may also be activated by a proposal or incentive from outside to get involved. • People need support… • … and a collective movement for which a supportive relationship, networks and feedback must be developed.

11. The approach in 7 stages & 15 questions

12. Stage 1: What involvement is expected? What change? • What makes up the changeand what kind is it? • What ambition does it haveand how deep is it? • Why is the change necessary? • What are the expected benefits? • Is it urgent? • What are the risks? • What would the consequences be if the change failed or was incomplete ? • What are the predictable barriers to change? • Is the local, national and international context favorable? • Are important events or new laws on the horizon? • Is there media "noise"?

13. Stage 2: Who is in control? • Within what timeframe must the changes be implemented? • Who am I to lead this project (I.e. what is my place in the set-up? Am I supported? Acknowledged? Legitimate? Identified?) • What resources have been allocated to carry out the change process?

14. Stage 3 : Which stakeholders are to be involved?

15. Stage 3: Which stakeholders are to be involved? • What is the "coalition for change": key driver, experts, partners, volunteers, sponsors and leaders of the change? Who are the contact people and network heads on whom to rely? • Who will the stakeholders ("targets") be? How do these stakeholders see the change? In what situation do they operate? How far have they got in relation to the expected change? What is the downside? The history of change projects? What is the level of shared culture? Are there other parallel projects with a call on the targets? Is it not too time-consuming in view of their availability?

16. Stage 4: How mature are the targets?

17. Stage 5 : What are the relevant tools? • What is the appropriate combination of tools for my involvement strategy? • What is the timescale for their implementation? • Are the initial targets easy to achieve? What "quick wins" are possible?

18. Stage 6: Which communications strategy? • Are my messages appropriate for each target? • A few bits of advice... • stakeholders need explanations if they are to understand what is being suggested; • environmental arguments have little impact as such. They need to be translated into personal registers such as pleasure (greater comfort...), day-to-day existence (healthier food, more convivial life), and well-being (health, pleasure, comfort, quality-of-life); • arguments based on urgency or fear are rarely appropriate; • economic operators often understand the economic argument better than ordinary citizens; • citizens need to have their actions legitimized and recognized by the public authorities as being in the public interest; • everyone needs to know whether the local authority developing the project is exemplary

19. Stage 7: What is the result • Is the project sufficiently transparent to maintain confidence and commitment, particularly of those who have become deeply involved? • What are the criteria for evaluating the change?

20. Role-play: preparing a stakeholder involvement strategy Instructions In groups of 3 or 4 people, relying on the 7-stage method, prepare an involvement strategy in one hour for the councillors who have commissioned the work. You will then have 10 minutes to make an oral presentation The Santa Clara peninsula Mission As those responsible for the project within the Santa Clara local authority services, you are invited to put forward an involvement strategy which is appropriate to the diversity of the targets and takes account of time and resource constraints. In particular, you need to answer the following questions: • What are the expected results? • Which are the targets? • What are the different tools used, the type of language employed and the scale of the tools? • What is the timetable? You have a budget restricted to €50,000 for the entire involvement process which is to take place over 18 months.

21. On-the-spot evaluation • Did the training meet your expectations? • One word to express your feeling at the end of this session? • What will you take from it? • What will you not take from it?

22. To find out more! • Short bibliography • Boutaud A. (2009), Ecologie : de la sensibilisation aux changements de comportement, centre de ressources du Grand Lyon • Hopkins R. (2008), The transition Handbook, From oil dependency to local resilience, Green Books • ProchaskaJ.O., Norcross J.C. & DiClementeC.C. (2002), Changing for good. A revolutionary six-stage program for overcoming bad habits and moving your life positively forward,New York : Harper Collins. • On-line • http://citiesintransition.net/ : the forum for cities in transition • http://www.energy-cities.eu/ : the European association of local authorities in energy transition • http://www.3x20.org/ : 3x20.org is a tool for promoting action, sharing, information and display of measurable results in favour of energy-saving and climate protection • http://www.sustainablecities.eu/home/ Web 2.0 applications are leading the way towards forms of digital democracy.

23. Thanks! • Contacts GERES- Groupe Energies Renouvelables, Environnement et Solidarités 2 cours Foch - 13400 Aubagne - France Tel : +33/0 442 18 55 88 - Fax : +33/0 442 03 01 56 - contact@geres.eu - www.geres.eu Amélie Himpens Chargée de projet –biogaz et agriculture a.himpens@geres.eu