STRAtegicSpatial planning andSustainableEnvironment

WHY PARTICIPATION

Olomouc, May 16th-17th 2006

FABIOLA DE TOFFOL, PMP

fabiola.detoffol@studiopoliedra.itMERAK Consulting Team – Progettazione Partecipata in Ambito Locale

reasons and values contribution to innovative processesinvestment in methods and peoplecritical knotspossible formsparticipation in Innorefconclusions

Why participation

• Provisions of laws and regulations• devolution and decentralisation

• improved effectiveness and efficiency IF…

THE VALUESSharingCo-operationPartecipationCo-ordinationTrustDelegationRespectAttentionCare

dialogue among actors&

spur to creativity

Complex synergies

Structured methodologies

Interdisciplinary skills

Clear rules

INNOVATION

New way of doing things

New way of organizing

dangersLack of strategic visionIncapacity for networkingPoor deputation/representativenessCompetition and conflictsDifficulties in comunicationNeverending consultationNon-coherent initiativesLow quality in projects managementsWaste of resources

Collingridge DILEMMAInnovation Paradox

“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 "

Technical margins

Social participation

Time

If social interest reaches the tip only when

control and social influence on possible technology innovation

development have become impossibleincrease

frustration, discontent, conflicts

Frustration

Resistance to change

Solution…

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

“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

“…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

Innovative projects are sustainable

if

Key actors are inolved

Invest in methods and people

Invest in methods

• Identification of beneficiaries problems

• Construction ov shared vision

• Analysis of the obstacles• Sharing and agreement

Invest in methods

Capacity building

Project Management

Participative methodologies

Facilitation

Invest in PeopleIdentification of key actors

Involvement of key actors

Promotion of networking

Setting –up networks

TOO MUCH agreement about participation?

generalist vision…

no consideration of critical knots…

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”

CRITICAL KNOTS OF PARTICIPATION

IMPACT ON ORGANISATIONSParticipative itineraries create internal stress that sometimes requires adaptation and the management of inter-organisational mediation

Fonte: Forris – LdV “Papais”

CRITICAL KNOTS OF PARTICIPATION

SYSTEMIC VIEWSProcesses, connections, multi-discipline do not require a monothematic approach

Fonte: Forris – LdV “Papais”

CRITICAL KNOTS OF PARTICIPATION

COMMUNICATION MANAGEMENTThe choice of participation an involvement includes a prejudicial element in the possibility of agreed circulation of information

Fonte: Forris – LdV “Papais”

CRITICAL KNOTS OF PARTICIPATION

RELEVANT COMPETENCEThe 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”

CRITICAL KNOTS OF PARTICIPATION

ABILITY TO READ THE TERRITORYIntegrated analysis can only be helped and sustained by a co-mobilization of different skills and knowledge

Fonte: Forris – LdV “Papais”

SO WHAT?

Politicians and P.A. Executives

who initiate participative processes

Project Managers

who manage processes - expediters, facilitators

ACTING PARTICIPATION through MOTIVATING STRATEGIES

PRINCI PLES

APPROACH

(behavioural principles)

METHODS

Involving people as subjects not objects

Reversing the traditional role of outside “experts” ( a reversal of learning – from extracting to empowering)

Meetings and field workshops at various levels

Respect for local knowledge and skills

Facilitating local people to undertake their own analysis (handing over the stick)

Periodic informal exchanges of views

Ensuring influence over development decisions, not simply involvement

Self-critical awareness by facilitators

Briefing sessions and documents on participatory development

A learning process as much as an outcome

The sharing of ideas and information

Inclusion of participatory experts in project teams

An approach and attitude rather then a specific set of technical skills

Flexibility in preparing project documents, offering beneficiaries sufficient scope

Incorporation of participatory issues in the project charter

Livelli di PartecipazioneINFORMATION - Support other levels

- “Take or Leave” approach-Apparently least effort-Need clear vision., identified audience, common language

CONSULTATION -Give limited options-Important to have a clear vision of the problem- Need realistic options, ability to deal with responses

DECIDING TOGETHER

-Consensus building process-Involvement decision-makers-Need of more structured techniques, readiness to accept new ideas and follow them through

ACTING TOGETHER

-Partnership building process- Common vision on how to carry out joint decision together-Need willingness to learn new ways of working

SUPPORTING -Community development process-Commitment to empowerment (help to achieve….)-Need committment to continue support and clear limit definition

IF participation is to be more than superficial consultation

It must be treated as a PROCESS which takes some time

PARTECIPATIONCONTINUATION

INITIATION PREPARATION

Participation as a process

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

Management methodologies conceived for integrated multi-

actors projects expedite processes

• analysis• comunication• planning• management

Sotto-progetti in sinergia con obietSotto-progetti in sinergia con obietttivi INNOREFivi 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

Time2005 2006 2007

STSPRO AGRI

TOUR

RECOVER

AEDES

BRIE

INNO-MED EWARU

STRASSE

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? • …..

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?

Behind participation processes are issues concerning control and power

understanding participation involves understanding power

“Since power is not uniques, it can not be managed by a single idea”

(James Hillman)