Transition Management: Design and practice across scales Niki Frantzeskaki

Dutch Research Institute For Transitions, Erasmus University Rotterdam, The Netherlands

Email: n.frantzeskaki@drift.eur.nl

Twitter: @NFrantzeskaki

15.02.2017 HELSINKI, Finland

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Transition Management asGovernance Experimentation

• Experimenting as a way to improve governancesettings

• Experimenting as a way to try out and set up newprocesses and procedures >> institutions building

• Experimenting for creating interfaces for new socialrelations and partnership work

Governance Experimentation• How? Approaches and process architectures

• Transition Experiments and Transition Management

• Strategic Niche Management

• Urban Living Lab

• Serious Gaming

• Knowledge co-production operating space

• Who? – Cities/Local Governments– Citizens, Community Organisations, Civil Society – Businesses– Partnerships of public, private and third sectors

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Transition Management in regional cases:

Scotland, Iberia, Central Europe/Hungary, Europe-wide case and Central Asia

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Transition Management in local/urban cases:

Bristol, Glasgow, Malmo, Vejle, Potenza, Burgas,

Katowice, Antwerp, Rotterdam, Ioannina and Thessaloniki cities

Transition Management: a (meta-)governance experimentation

• Participatory approach to bring together change agents from community, policy and business

• Creating transition governance contexts : transition arenas to form visions, agendas and strategic pathways

• Purposive and designed for co-creating transformative narratives and transformative agendas for sustainability action

Transition

Team

•Experimentation

& Implementation

Establishing

Partnerships&

Mobilising

Networks

•Preparation

•Exploration

•Problem structuring

& Envisioning

•Backcasting

& Agenda Building

Transition

Arena

Transition

Experiments

Transition

Networks

Opening up to new actors and networks

Operationalising – from exploration to action

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EnvisioningBackcastingAgenda

Setting

ARENA PROCESS

CURRENT SITUATION Short-Term

ActionsMedium-Term

Actions

Long-Term Actions

VISION

Problem Structuring

Experiments / Pilots

EnvisioningBackcastingAgenda

Setting

ARENA PROCESS

CURRENT SITUATION Short-Term

ActionsMedium-Term

Actions

Long-Term Actions

VISION

Problem Structuring

Experiments / Pilots

Scaled Initiatives

Experiments

Transition Management

ULG 1 -CHALLENGES

ULG 2 -VISIONOctober 2016

ULG 3 -PathwaysJanuary 207

EXPERIMENT

ULG 5Integrated Action

Plan

ULG 4 Lessons from Experiment

(results monitoring and assessing)

Urban Living Lab

A local group of people related to an identified place with the aim to co-

design and experiment with new ways of doing, organising and thinking for

building urban resilience

PEOPLE

INFRASTRUCTURES

ECOSYSTEMS

PRACTICES

Possilpark

Urban Living

Lab

Citizens

BusinessGreen

places

Places

Services‘Rules of

interaction’

Social norms

• City experiments

The cities will all run an Urban living Lab in which they will addresstheir priorities in resilience, and conducting experiments in the labfitted into the local circumstances. The city projects will keep adiary of their experiments (idea, progress, stakeholders involvedand lessons learned), and report the key findings to their buddies,thematic group and also in the transnational workshops.

We believe that the small experiments are important to enable thecity to take action from the beginning and also to showcommitment to stakeholders in the ULG. The benefit of startingsmall is that possible failures will reveal itself and bring thepossibility to re-direct.

Successful experiments might be scaled up by the city and mightinspire the other partners in the RESILIENT EUROPE network.

Selection Criteria

Transition Criteria

• Change agents

• Supporters of change

• Connectors (important position in networks)

Change Agents

Supporters of Change

Connectors

Selection CriteriaTransition Criteria

• Change agents

• Supporters of change

• Connectors (important position in networks)

Resilience Criteria

• Social Resilience: people who build social/individual capacity to cope with stress and shocks

• Urban ecosystems (e.g. green NGOs, community initiatives on greening, urban farming etc and urban planners)

• Urban infrastructures (e.g. people who can co-design infrastructures including planners/engineers)

• Institutional resilience

PEOPLE

ECOSYSTEMS INFRASTRUCTURES

INSTITUTIONS

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PEOPLE

ECOSYSTEMS INFRASTRUCTURES

INSTITUTIONS

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PEOPLE

ECOSYSTEMS INFRASTRUCTURES

INSTITUTIONS

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ECOSYSTEMS INFRASTRUCTURES

INSTITUTIONS

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Connectors

• Keep informed throughout the process (communication strategy)

• Engage them in critical milestones of the process e.g. public hearing

• Engage occasionally with the help of change makers

• Use them strategically to connect to networks that can benefit /strengthen the implementation of the action plan

EnvisioningBackcastingAgenda

Setting

ARENA PROCESS

CURRENT SITUATION Short-Term

ActionsMedium-Term

Actions

Long-Term Actions

VISION

Problem Structuring

Experiments / Pilots

Scaled Initiatives

Experiments

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Shifting & Broadening of Roles

Citizens

from users to prosumers and stewards of urban commons

Scientists

from ‘ivory towers’ to knowledge co-producers

Local Governments

from regulators to innovators and facilitators

Governance Experimentation

• Allow space for innovation via experimentation

• Shifting and broadening of roles

• Intermediating – Meso- and meta-orchestrating

• New social relations and governance settings

• Experimentation – process not a target

• Multiple outcomes – agendas, small projects, transitions-in-the-making

Transition Management in regional cases:

Scotland, Iberia, Central Europe/Hungary, Europe-wide case and Central Asia

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Transition Management in local/urban cases:

Bristol, Glasgow, Malmo, Vejle, Potenza, Burgas,

Katowice, Antwerp, Rotterdam, Ioannina and Thessaloniki cities

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ObjectivesDevelop adaptation and mitigation pathways for evaluating the time-and path-dependency of adaptation and mitigation across scales forhigh-end scenarios using an enhanced transition managementapproach.

• Design a stakeholder-led methodology linking tipping points anduncertainties across scales (enhanced TM approach)

• Organise stakeholder workshops in each case study to generate a suiteof harmonised multi-sectoral pathways

• Formulate mechanisms to connect adaptation and mitigationpathways

• Assess the adequacy of adaptive capacities to implement adaptationpathways

interconnected pathwaysEurope : sustainable living and lifestyles <> nature-based

solutions incl. agriculture <> collaborative governance

Scotland: planning and land use management <> low carbon

economy <> Scotland’s branding and global position

Hungary: water sensitive infrastructures <> education for new

jobs <>good governance

Iberia: (Transboundary) water mng and governance

<>Sustainable lifestyles and democracy <> Low carbon energy

interconnected pathwaysEurope : sustainable living and lifestyles <> nature-based

solutions incl. agriculture <> collaborative governance

Scotland: planning and land use management <> low carbon

economy <> Scotland’s branding and global position

Hungary: water sensitive infrastructures <> education for new

jobs <>good governance

Iberia: (Transboundary) water mng and governance

<>Sustainable lifestyles and democracy <> Low carbon energy

Modelling Vision & Pathways

Model indicator values

Model inputs

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20 cultural

organizations

Transition

University

Ghent

Research

biogas from

biodegr.

Mobility arena

938 mobbers

Support for SMEs

Climate

arenaInspiration to

political parties

CWG Urban Farming

CWG Energy Efficiency in business

CWG Valorisation waste water and biodegradablesCWG Art Sector

CWG mobility

CWG consumer pusher market

KWG UGent

Assessment of potentialforESCO’s

CEIP meetsGMS

Local governments as innovators: Ghent, Belgium