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Strategic Spatial Planning and Sustainable Environment: Why Participation?

Explore the reasons, values, and contributions of participation in strategic spatial planning and sustainable environment processes. Discover the benefits and challenges of involving key actors and investing in participatory methodologies and people.

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Strategic Spatial Planning and Sustainable Environment: Why Participation?

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  1. WHY PARTICIPATION Olomouc, May 16th-17th 2006 StraSSE FABIOLA DE TOFFOL, PMP fabiola.detoffol@studiopoliedra.it MERAK Consulting Team – Progettazione Partecipata in Ambito Locale STRAtegic Spatial planning and Sustainable Environment

  2. reasons and values contribution to innovative processes investment in methods and people critical knots possible forms participation in Innoref conclusions

  3. Why participation • Provisions of laws and regulations • devolution and decentralisation • improved effectiveness and efficiency IF…

  4. THE VALUES Sharing Co-operation Partecipation Co-ordination Trust Delegation Respect Attention Care

  5. dialogue among actors&spur to creativity

  6. Complex synergies Structured methodologies Interdisciplinary skills Clear rules

  7. INNOVATION New way of doing things New way of organizing

  8. dangers Lack of strategic vision Incapacity for networking Poor deputation/representativeness Competition and conflicts Difficulties in comunication Neverending consultation Non-coherent initiatives Low quality in projects managements Waste of resources

  9. “Watching the development of a new form of technology,social interest in its possible application increases just when possibility of influencing the development of the same technology decreases " Collingridge DILEMMAInnovation Paradox Technical margins Time Social participation

  10. If social interest reaches the tip only when control and social influence on possible technology innovation development have become impossible increase frustration, discontent, conflicts

  11. Frustration Resistance to change

  12. Solution… ...involving stakeholders from the start up, when innovation is planned

  13. “The closer the interaction between social groups and the innovation community at an early stage of the technological trajectory, the more fruitful it will be, since it will facilitate and stimulate societal influence at the moment that the margins of freedom in the trajectory are still relatively wide...” www.cordis.lu/easw

  14. “…At the same time the opportunities for a successful introduction of the technology will increase, as the innovation community learns more about the societal demands which the new technology may try to address. The chances of successful innovation increase with a better understanding of market needs” www.cordis.lu/easw

  15. Innovative projects are sustainable if Key actors are inolved

  16. Invest in methods and people

  17. Invest in methods • Identification of beneficiaries problems • Construction ov shared vision • Analysis of the obstacles • Sharing and agreement

  18. Invest in methods Capacity building Project Management Participative methodologies Facilitation

  19. Invest in People Identification of key actors Involvement of key actors Promotion of networking Setting –up networks

  20. TOO MUCH agreement about participation? generalist vision… no consideration of critical knots…

  21. CRITICAL KNOTS OF PARTICIPATION • Impact on organisations • Sistemic views • Communication management • Dynamic cognitive ability • Relevant competence and evaluation systems • The need for process and procedural re-orientation • The complexiti of relationship and conflicts • Ability to read the territory Fonte: Forris – LdV “Papais”

  22. CRITICAL KNOTS OF PARTICIPATION IMPACT ON ORGANISATIONS Participative itineraries create internal stress that sometimes requires adaptation and the management of inter-organisational mediation Fonte: Forris – LdV “Papais”

  23. CRITICAL KNOTS OF PARTICIPATION SYSTEMIC VIEWS Processes, connections, multi-discipline do not require a monothematic approach Fonte: Forris – LdV “Papais”

  24. CRITICAL KNOTS OF PARTICIPATION COMMUNICATION MANAGEMENT The choice of participation an involvement includes a prejudicial element in the possibility of agreed circulation of information Fonte: Forris – LdV “Papais”

  25. CRITICAL KNOTS OF PARTICIPATION RELEVANT COMPETENCE The management of partnership and network processes ask for the exercise of competence in relational and process values (es. project management, consensus building, alternative dispute resolution, ecc.) Fonte: Forris – LdV “Papais”

  26. CRITICAL KNOTS OF PARTICIPATION ABILITY TO READ THE TERRITORY Integrated analysis can only be helped and sustained by a co-mobilization of different skills and knowledge Fonte: Forris – LdV “Papais”

  27. Politicians and P.A. Executives who initiate participative processes Project Managers who manage processes - expediters, facilitators SO WHAT?

  28. ACTING PARTICIPATION through MOTIVATING STRATEGIES

  29. Livelli di Partecipazione

  30. IF participation is to be more than superficial consultation It must be treated as a PROCESS which takes some time

  31. Participation as a process

  32. PREPARATION is crucial for the organisations promoting participation • aren’t clear about what they want to achieve • are fearful of sharing control • seldom speak with one voice

  33. Management methodologies conceived for integrated multi-actors projects expedite processes • analysis • comunication • planning • management

  34. Sotto-progetti in sinergia con obiettivi INNOREF • Crescita sostenibile • Aumento del valore aggiunto • Processi partecipativi • Diffusione dell’innovazione • Miglioramento dell’efficienza nell’uso delle risorse • Aumento della capacity building • Rafforzamento delle reti Effect STRASSE RECOVER PRO AGRI TOUR BRIE STS AEDES INNO-MED EWARU Time 2005 2006 2007

  35. Participation as a tool • What does the organisation want to achieve from the participation process? • What are the boundaries of the task? What is fixed, and what is still open? • What level of participation is appropriate with the different outside interests? • Can the organisation respond to the outcomes of the process or are they intending to manipulate the participants towards pre-determined outcomes? • What is the ‘real’ agenda? Are there any hidden agendas? • …..

  36. Participation as a tool • ….. • What is the history of the issues, and what are the positions of the various parties? • Who owns the process within the organisation? Is there more than one owner and if so how will this be managed? • Are the senior officers and politicians prepared to make a public commitment and to be accessible to the participants? • Who is involved internally? Have they got their internal act together? Are they really committed to the process? Will they stick at it when the going gets tough? • What resources are available? How much time is there?

  37. Behind participation processes are issues concerning control and power

  38. understanding participation involves understanding power

  39. “Since power is not uniques, it can not be managed by a single idea” (James Hillman)

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