from targets to political commitment training of trainers workshop freiburg, 20.-22.10.09
TRANSCRIPT
From Targets to Political commitment
Training of Trainers
Workshop Freiburg, 20.-22.10.09
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Overview
Objectives
Steps
Targets
Strategic Programme
Stakeholder Involvement
Objective
To support understanding of function, structure and set up of the process from setting target to achieve political commitment and guide the adequate support to local and regional governments
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Cyclical Integrated Management
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Cyclical Integrated Management
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Integrated perspective
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Indicator Set Indicator Set Indicator Set Indicator Set Indicator Set Indicator Set
Annual Municipal
Budget
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Example: Ludwigsburg / Germany
4 Obj4 Obj7 Obj8 Obj7 Obj5 Obj8 Obj4 Obj8 Obj5 Obj7 Obj
6 Ind2 Ind6 Ind3 Ind3 Ind4 Ind4 Ind8 Ind7 Ind6 Ind5 Ind
11 Themes
with strategic objectives
Indicators for each
of the themes
Unit 1Unit 2Unit 3Unit 4Unit 5Unit 6Unit 7Unit 8Unit 9
Unit 10Unit 11
Admin structure according to themes
Plan 1Plan 2Plan 3Plan 4Plan 5Plan 6Plan 7Plan 8Plan 9
Plan 10Plan 11
Master Plans
for each theme
Budget 1Budget 2Budget 3Budget 4Budget 5Budget 6Budget 7Budget 8Budget 9
Budget 10Budget 11
Budget line for each Master
Plan
measure success
monitor develop and
implement
finances
67 objectives 54 indicators 11 units 11 plans 1 annual city budget
Steps from Target Setting to Political Commitment
• Priority Setting
– Develop a vision
– Define the scope
– Set priorities
– Identify significant aspects
• Considering Resources and Common goods
• Participatory indicator selection and target setting
– Selection of indicators
– Setting targets - SMART
– Participatory process
• Drawing the Strategic programme
– Time-frame
– Presentation
Steps from Target Setting to Political Commitment
• Drawing up the action plan
– Time frame
– Responsibilities
– Presentation
• Stakeholder Involvement
• Seeking partnership agreement
• Information and public consultation
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2) TARGET SETTING
• Organisational and financial aspects (form team under supervision of Mayor, involve team in target setting)
• Set CO2 reduction target for
municipality and community, also energy savings and RE % target per sector• Estimate costs and expected CO2
reduction per measure• Set Climate Strategy timeframe (e.g. 3 to 5 years)
Target setting
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Target setting
Key elements of the Climate Programme: quantify the city vision
(source: Draft SEAP guidance for Covenant Signatories)
SectorsBuildings and facilities
Municipal buildings
Municipal infrastructure
Municipal public lighting
Private and public buildings and facilities for services
Residential buildings
Industry and SMEs
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Target settingKey elements of the LEAP: quantify the city vision
(source: Draft SEAP guidance for Covenant Signatories)
SectorsTransportation
Municipal fleet
Public transport
Private and commercial transport
Local energy production
Renewable energy sources (RES)
CHP and district heating and cooling
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Target settingKey elements of the LEAP: quantify the city vision
(source: Draft SEAP guidance for Covenant Signatories)
SectorsLand use planning
Strategic urban planning
Transport / mobility planning
Standards for refurbishment and new development
Public procurement of products and services
Energy efficiency requirements / standards
Renewable energy requirements / standards
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Target settingKey elements of the LEAP: quantify the city vision
(source: Draft SEAP guidance for Covenant Signatories)
Sectors
Working with citizens and stakeholders
Advisory services
Financial support and grants
Awareness raising and local networking
Training and education
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3) POLITICAL COMMITMENT
• Conduct political debate• Gain Council decision – approval of targets (possibly also for Climate Programme, if needed)• Outline Climate Strategy• Communicate with citizens (relevant - step 1 through 5)
Political Commitment
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Political commitment (source: Draft SEAP guidance for Covenant Signatories)
• Title of Climate Programme
• Date of formal approval
• Authority approving the plan
• Timeframe of Climage Programme (from/to)
• Overall CO2 reduction target (%, by)
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Target setting deciding where you are going
”We have the vision of a fossil fuel free Växjö,
where our use of energy do not impact the climate”
Objective for Växjö municipality:
-use energy from renewable energy sources-to use energy efficiently
-to make a change in transport system to make it fossilfuel free
•Targets for Växjö municipal administration •Targets for the geographic area of City of Växjö
From the Environmental Programme 2006
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Targets for the geographic area of the City of Växjö: • To reduce fossil CO2 emissions per inhabitant by at least 50% by 2010 and by at least at
least 70% by 2025 compared to 1993. CO2 emissions where reduced by 24% per inhabitant by 2005
• To increase biking traffic in the City of Växjö by at least 20% by 2015 compared to 2004.The biking traffic was increased by 7 % by 2005
• To increase the use of public transport in the city traffic by at least 20% and in the rural traffic by 12% by 2015 compared to 2002.In the city it decreased by 11% and in the rural traffic it decreased by 2 % by 2005
From the Environmental Programme 2006
Target setting deciding where you are going (2)
Targets (goals) for Växjö municipal administration: • To reduce the emissions of fossil CO2 from the transport and services of the city
administration by at least 30 % by 2015 compared to 1999, but to stop totally in the long termCO2 emissions increased by 2% by 2005.
Indentifying indicators – setting targets
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The Strategic Programme should be presented and approved in City Council (recommended to have also the action plan and organisational set-up approved)
Link it to the budget and the financial year.
In Växjö...
the short term targets are presented along with the financial budget to the City Council – the whole process is closely linked to the budget year- presented, monitored, evaluted and reported at the same time.
Political Commitment The wind in the sales or the boat will sink!
Växjö works with ecoBUDGET (ICLEI)since 2001
Base year
short targetLatest
valueResult Long
target
Fossil CO2 emissions/inhabitant in Växjö (kg)
Fossil CO2 emissions/inhabitant in Växjö (kg)
Total
Transport
Target 2010
Heating
Electricity
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Communication & Involvement
Prepare ”Rules for Communication” carefully.....
(resp of Coordination Team)
• Identify & analyse stakeholders
• Stakeholder involvement at each step but what?who?when?how?
• Feedback – it’s a two way process/dialogue - participatory processes! Link to existing LA21 work.
• Evaluate outreach effectiveness
• Make overall communication and involvement rules of city public – stakeholders knows when and how they can take part
• Should be part of each step
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From Baseline Review to Strategic Programme
Main objective: Continuous improvement towards sustainability
STEPS from Baseline Review to Strategic Programme
• Evaluation of results of Baseline Review• Setting priorities for Strategic Programme
– resources, legal compliance, weaknesses /deficits, political considerations, stakeholder motivation /compromises
• Translation of priorities into measurable, time-related targets (long- and short-term)
• Agreement on concrete measures to meet targets (action plan)
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The findings in the baseline review are the main source for setting priorities and targets
• Does the Baseline Review indicate relative importance of aspects (issues, challenges)?
• Did you include reference data and indicators to describe the current situation?
• Did you document the lack of reference data and indicators in specific aspects?
• Did you use legal requirements and standards to compare and to evaluate the current situation (good, average, need to improve)?
• Does the Baseline Review provide information about the roles of different actors in the whole urban area?
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Setting priorities for the Strategic Programme
• Who is involved in reviewing the findings of the Baseline Review?
• What are criteria for setting priorities? Legal requirements/standards, political programmes, results of consultation …
• In what way will stakeholders be consulted?• Who will define and decide the list of
priorities?
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Making a difference – set targets
• Targets should present the city’s ambitions• The bottom-line is ‘legal compliance’!• Targets should be measurable and time-
related– What gets measured, gets managed!
• Targets should enable delegation of responsibilities to actors
• They should commit the actors and make it possible to monitor actions
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Criteria for the Target Setting
• SMART Targets – Specific– Measurable– Achievable– Realistic – Time-bound
• Oriented towards problems• Support of decision making process• Transparent language
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From Aspects & Priorities to Targets
ASPECTS
RESOURCES
INDICATORS
TARGETS(long terms)
TARGETS(short terms)
•TRAFFIC•WASTE•etc...
•AIR QUALITY•CLIMATE STABILITY•SILENCE•SOIL/LANDSCAPE
NOx CONC.PM10 CONC.
30 g/m3 by 2010
(2004 = 50 g/m 3)
45 g/m3 by 2006
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From Aspects & Priorities to Targets
ASPECT
RESOURCES
INDICATORS
TARGETS(long terms)
TARGETS(short terms)
•Obesity & overweight•TRAFFIC•WASTE•etc...
•HEALTH•AIR QUALITY•CLIMATE STABILITY•SILENCE
Percentage of Children with overweightNOx CONC.PM10 CONC.
Increase of amount of children with Body Mass Index (BMI) between 18.5 - 24.9 of 50 % by year 2015
Increase of amount of children with Body Mass Index (BMI) between 18.5 - 24.9 of 10 % by year 2007
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The process
TARGETS(short terms)
PROBLEMSISSUES
RESOURCES
TARGETS(long terms)
INDICATORS
Strategic Programme
Action plan
Council approval
Council approval
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Visions/PrioritiesStrategic
Programme
Long-term targets/measures
Strategic Programme
Short-term targets/measures
Action Plan
The process
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Strategic Programme
Time frame Long term targets 10-15 years
The document is: updated with repetition of full management
system i.e. 3-5 years (or earlier if necessary) adopted by a city council decision not over detailed but displaying the overall
priorities, indicators, targets and measures
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Action plan
Time frame annual update short term targets 1-2 years (broken down from long term targets)
The document is: Short term operationalisation of the strategic programme Plan of measures to reach short term targets (long term
targets) Screening of agreed measures – drawing up of new
measures Integration among action/measures from different fields
City council approval could be an advantage
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Key actors, pressure groups
Forum, working groups
City council, county council
Mayor, chief executive
Environmental department, financial department, controlling unit, task force”,...
Environm. office, statistic office, financial office, ...
Building, schools, environment, technical services ..
Enterprises owned by the municipality
Citizens, mediaPublic
Stakeholders
Agenda 21-forum
Council
Senior management
Coordination Team
Contributing offices
Technical departments
Municipal enterprises
Preparing the Strategic Programme
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Planning a participatory processWho is in the game?
• Define and agree on measures• Seek involvement of stakeholders and citizens• Combine stakeholders’ and citizens’ view with the
target setting• Assign responsibilities and deadlinesMore in general during the Strategic Programme phase
• In detail for the Action Plan
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Presenting the Strategic Programme to the council: Content table
I. Strategic Programme
- Long term objectives/priorities- Indicators- Measurable and time-related targets- Measures to be takenII Summary and outlook ("Report")
Short evaluation of the development of individual resources or indicators as well as theaccomplishments and problems encountered when using the environment managementsystem
III Explanatory section
Detailed, uniform reports for each indicator
- Background information on each indicator- Definition- The definition of targets- Basis for data- Current state and reference values - Differentiation - Measures- General opportunities for action in the local authority
Up to city to decide on level of detail!
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City of TurkuSustainable Development Programme
- Visions for 2020, objectives for 2008- Update every 4 years- Improve the programme filling in the gaps- Reformulate the existing objectives into measurable targets- Direct links with the decision making process through environmental budgeting- Improve the implementation with introduction of internal auditing
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Target Setting: Why a Participatory Approach?
Please remember:
• Our aim is to develop a Strategic Programme for the whole urban area = targets to address the whole urban area= targets to address all sustainability aspects
• But local authorities do have only limited competencies and influence!!!!! Therefore we need collaboration with
- Regional Authorities- Neighbouring Municipalities- Stakeholders (Economic sector, institutions, NGOs, Agenda 21)
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Why Participatory Processes?
• the outcome might be better if stakeholders are involved,
• to increase the trust between the stakeholders and the policy makers.
• to make the democratic process more transparent,
• to increase awareness among stakeholders
"If you want to know how the "If you want to know how the shoe fits……..shoe fits……..
ask the person who is wearing ask the person who is wearing it, not the one who made it."it, not the one who made it."
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Internal Audit
• Target setting• Political commitment
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Further Information / Queries ?
Union of the Baltic Cities - Commission of Environment,Pekka Salminen, [email protected]+358 44 9075999
Esther Kreutz,[email protected]+358 44 9075980
ICLEI - Local Governments for SustainabilityHolger [email protected]+49 761 368920
Resources at www.localmanagement.eu