The Community Arena:

Transcription

1 The Community Arena: Application of transition governance in local communities Julia Wittmayer; Frank van Steenbergen; Jaco Quist; Lisa Bohunovsky, Stefanie Baasch 15th ERSCP, May 2-4, 2012, Bregenz, Austria Special session on Pathways, scenarios and backcasting for sustainable and low-carbon lifestyles

2 The community arena... is a co-creation tool for sustainable behaviour by local communities and builds upon the theoretical literature and insights of transition management, backcasting and literature on inner/outer contexts of behaviour and learning.... differs from other traditional transition arenas by its integration of insights from backcasting and internal context of human behaviour as well as by integrating a focus on the individual level... should result into processes of reflection on individual and group level allowing for new strategies to emerge on how individual/groups needs are met and also into experiments with innovative practices as alternatives to established ones..can we enhance/improve upon Local Agenda 21 practices? 2

3 We search for answers by integrating insights from transition management & participatory backcasting by learning from the lessons of the Oud-Charlois transition arena by social & env psychology & needs-strategies approaches.into an adapted methodological approach

4 Transition Management Influencing changes in culture and discourse (transition arena ) Influencing learning and reflection (transition monitoring ) from Loorbach (culture, worldviews, norms and values) Influencing changes in structures ( transition network and agenda) Influencing innovation dynamics (transition experiments ) Adapted Strategic Tactical (institutions, networks, structures) Operational (practices, innovations, niches) 2007, 4

5 Transition dynamics complex, uncertain and long term Stabilization Societal development Acceleration Take-off Macro-level (landscape, trends) Meso-level (regimes, institutions) Micro-level (Niches, individuals) Predevelopment time From: Rotmans et al, 2000 From: Geels and Kemp, 2001

6 Transition arenas society Regular policy arena - Short term - Peloton - Incremental change - Problem- and goal oriented Transition arena - Long term - Frontrunners - System-innovation - Problem- and goal searching

7 Transition governance principles (predev.) long-term thinking as the basis for short term policy thinking in terms of multiple domains (multi-domain), different actors (multi-actor), different levels (multi-level) learning as an important aim for policy ( learning-by-doing and doing-by-learning ) orient governance towards system innovation besides system improvement keeping options open, exploring multiple pathways selective participation focusing on frontrunners

8 Backcasting: from vision to action E C O E F F I C I E N C Y FutureVision Milestones sting Backca g n i st a kc c Ba CHARACTERISTICS Explicitly normative Participatory System oriented, Desired futures & changes (action-oriented) Combines process, design, analysis Transdisciplinary Helpful if institutions / rule system lack TIME 8

9 BC methodological framework 9

10 Backcasting for a sustainable future

11 Backcasting in SusHouse project 1. Problem Orientation 2. Stakeholder Analysis & Involvement 3. Stakeholder Creativity Workshop 4. Scenario Construction 5. Scenario Assessment 6 Back-casting Workshop & Stakeholder Consultation 7. Realisation and Implementation countries, 6 groups 10 fte capacity (1) Shelter, (2) Clothing Care, (3) Shopping, Cooking & Eating Design Orienting Scenarios Consumer focus groups

12 Action Research in Oud-Charlois, Rotterdam Transition arena in a deprived neighbourhood some 30 innovative action oriented frontrunners: local citizens, entrepreneurs, organisations from November 2009 until November broad meetings and 20 subgroup meetings Phases of problem structuring, envisioning, backcasting, agenda formulation Vision of the welcoming neighbourhood was put into practice through 5 subgroups

13 TM and backcasting Similarities conceptualize societal change as non-linear and uncertain process focus on certain groups of individuals interested to participate develop normative or desirable future images see the need for iteration between future and present for developing ideas and raising sensitivity to the possibilities of multiple future pathways reflect on future images can provide a basis for short-term action Actor- & actor-learning oriented Differences BC is not rooted in a particular social system theory, tm in transition theory TM has a strong focus on experimentation and generation of follow up activities, in bc these are still an add-on BC has a larger diversity of practices (eg. non-participatory studies) in TM the group process of developing the sustainability narrative including problem description, transition vision and pathways are as important as the narrative itself, BC focuses on delivering and analysing a vision and less on other parts of the sustainability narrative

14 ... adding elements of psychology and learning a focus on second-order learning (lasting change in interpretive frames Grin & Loeber 2007, see also Brown et al 2003) may be achieved by consciously confronting and questioning different worldviews and perspectives and their underlying values and beliefs (interpretive frames) of individuals may lead to changes in individual inner contexts (interpretive frames) as well as individual and collective behaviour and to individual empowerment a focus on social learning, i.e. individual learning processes are socially conditioned and take place in social settings (Garmendia & Stagl 2010). A focus on the Needs-Opportunities-Strategies building on adjusted Capability approach (Schäpke & Rauschmayer 2012)

15 Intrinsic SD empowerment Social norms Person (attitudes, selfefficacy, and personal norms Opportunities Personal conversion factors Emotions, attention, motivation e.g. knowledge, social learning, open space for normative development, Tools Behaviour culture ressources institutions knowledge infrastructure Choice Effects on outer context Leverage for intrinsic empowerment

16 The community arena methodology The community arena as a co-creation tool for sustainable behaviour It integrates problem structuring, envisioning, backcasting, agenda formulation and implementation of short term activities towards long term vision Through frontrunners that interact, learn, reflect, develop desirable & sustainable visions containing changed inner & outer context, diffuse & embed outcomes for follow-up Creates agency (collective actor)

17 ... as part of the InContext project Application of transition approach in local communities focusing on sustainable behaviour should result in processes of reflection on individual and group level allowing for new more sustainable strategies to emerge on how individual/groups needs are met experiments with innovative practices as alternatives to established ones Project period: 10/ /2013

18 ...can be divided into different phases Phase 1. Preparation & Exploration Key activities Process design; System analysis; Actor analysis incl. individual interviews; Set up Monitoring framework 2. Problem structuring & Envisioning Community Arena formation; Participatory problem structuring*; Selection of key priorities; Participatory vision building* 3. Backcasting & Agenda building Participatory backcasting* & definition of transition paths; Formulation agenda and specific actions, Monitoring interviews 4. Experimenting & Implementing Dissemination of visions, pathways and agenda; Coalition forming & broadening the network; Conduct experiments 5. Monitoring & Evaluation * meeting Ongoing participatory evaluation of method, content & process; Reflection on vision & strategy; Monitoring interviews

19 The community arena 0. Pre-preparation Key activities A. Case orientation B. Transition team formation 1. Preparation & Exploration A. Process design B. System analysis C. Actor analysis (long-list and shortlist of relevant actors) + interviews 2. Problem structuring & A. Transition Arena formation Envisioning B. Problem structuring process + meeting 3. Backcasting, Agenda Building & Target Setting 4. Experimenting & Implementing 5. Monitoring & Evaluation C. Selection of key priorities D. Participatory vision process + meeting A. Backcasting meeting and interviews B. Formulation agenda and specific actions C. Defining transition paths + meeting A. Dissemination of arena, visions and agenda B. Coalition forming & broadening the network C. Conduct transition experiments A. Monitoring and evaluation of method and content (process) + meeting B. Monitoring and evaluation of individual level (inner context) + meeting and interviews Key output A. Initial case description for each pilot B. Transition team A. Community Arena process plan B. Reframed challenge C. Actor identification + insight inner context behaviour A. Frontrunner network B. Individual and shared problem perceptions C. Guiding sustainability principles D. Individual and shared visions A. Backcasting analysis B. Community action agenda C. Transition paths A. Embedded results B. Change agents network C. Experiment portfolio A. Adaptation methodological framework (during process), and lessons learned for local and EUlevel governance B. Insight in drivers and barriers for sustainable behaviour 19

20 is put into practice 1. Finkenstein (Austria) SERI 2. Rotterdam-Carnisse (The Netherlands) DRIFT / TU Delft 3. Wolfhagen (Germany) UFZ 20

21 What have we done? Finkenstein Rotterdam Wolfhagen Finished Arena 0: November 2011 Finished Arena 1: November 2011 Finished Arena 1-2: March-April 2012 Preparing Arena 2: January 2012 Doing Arena 3-4: May-June 2012 Arena 3-4 done 0. Pre-preparation 1. Preparation & Exploration Establishing first contacts 2. Problem structuring Done & Envisioning 3. Backcasting Pathways & Agenda Building Being done 4. Experimenting & Implementing 5. Monitoring & Evaluation 21

22 Carnisse: Closed community facilities 22

23 Analyses in phase 1 System analysis Policy documents, media and newspapers, historical documents, geographical analysis, Interviews with some key institutional actors and possible frontrunners Actor analysis 40+ interviews done Other informal (street-)conversations (Participant) observations on street and during meetings Shared webreports 23

24 The context of Carnisse Cost reductions and government cuts Withdrawl of welfare-state and disempowerment of old structures High level of (non-)governmental activity and control History of participatory processes and interventions of professionals and/or researchers Sphere of competition, frustration, suspicion, and uncertainty

25 Some other preliminary findings Policy reality and experience does not correspond with reality and experiences of inhabitants and civil society-actors Characteristic housing stock and quality Lack of environmental issues Strong VS weak emotional ties with neighbours and neighbourhood Powerful/-less policy Characteristic neighbourhood demographics (ethnic, religious, elderly, youth, etc.) 25

26 are partly published 26

27 Conclusions & Open issues CONCLUSIONS Community Arena Methology, integrating TM&BC for local & consumption with Inner Context & need-strategies elements Being conducted, inside-out, bottom-up empowerment of communities, resilience Creating agency & commitment/implementation, collective strategies OPEN ISSUES Actor changes/learning vs Inner Context changes & ind learning Niche pathways vs TM pathways, inspiration from cases How well adds inner context addition and how to evaluate the outcomes?

28 Thank you for listening

29 along the following key points... Arena as methodology in between individuals and collectivity Iteration between explicating individual inner contexts and collective framing of outer context Collective framing of the challenge is very much managed by the transition team (the pilot project leads) based on agreed upon sustainability principles (environmental & social thinking, thinking across scales of time and place). Role of pilot project leads: localizing community arena approach, structuring and providing input, facilitating, synthesizing

30 The last years we see shifts from sectoral to regional/ geographical transitions from ecological/technological to social domain from professionals to citizens/ residents/ volunteers/ professionals What does this mean for transition governance?

31 revealed a number of tensions and dilemmas Deliberation vs. Concrete action How to accommodate the intertwinment of concrete actions and abstract thinking in the local context? Fundamental or Incremental change How much short term change is needed to realize long term fundamental change? Regime involvement & Decision making Who has impact and decision power in the local context? 31

32 Selecting and mobilizing local actors Who are the frontrunners in an urban community? Legitimacy and local context What does legitimacy imply in the local context? Individual and emotional ties What are the individual motivations to take part in the local context? 32

33 Outer and inner context to individual behaviour (DOW part B, p. 2) the outer context to individual behaviour: politics, policies, infrastructure, social institutions, culture, habits, lifestyles (societal or structural factors). the inner context to individual behaviour: knowledge, personal interests, values, priorities and basic needs as the motivational factors for any behaviour (individual or agent-based factors).

34 Summary

35 The case of Carnisse, Rotterdam 35

36 The other side of Carnisse 36