Grasping opportunities through voluntary public-private ...€¦ · Grasping opportunities through voluntary public-private ... (letter of intent) 3. ... order to see if the diferent

Changchun VA3 progress meeting and workshop, 24-25 June 2014

Ministry of Economic Affairs

Grasping opportunities through voluntary

public-private partnerships on sustainability

Ten VA3 recommendations for representatives from

public and private organisations


Erik ter Avest, Netherlands Enterprise Agency

Projectcoordinator

www.rvo.nl www.VA3China.com www.cefic.org/spice3

Public-private cooperation on sustainable development

and innovation lessons-learnt:

1. trust, but verify

2. provide incentives

3. facilitate discourse management

http://www.rvo.nl/

http://www.rvo.nl/

http://www.va3china.com/

http://www.cefic.org/spice3


VA3 success factors are related to participatory management of nine process steps

1. Appoint problems and define targets (raise awareness)

2. Establish PPP co-operation (letter of intent)

3. Offer VA3 PPP incentives (policy framing)

4. Negotiate on VA3 PPP targets, measures and monitoring

5. Implement VA3 PPP (including independent agency)

6. Control action through monitoring (plan, do, check, act)

7. Promote information dissemination (multiplication)

8. Communicate intermediate reports (including evaluation)

9. Apply sanctions (push “laggards”)

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Process elements for controlling performance of voluntary public-private partnerships

Required elements for VA3 process management

Quality

Time

Costs

Information

Organisation

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AkzoNobel self-diagnostics by energy-efficiency matrix on organizational aspects of Energy Management

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VA3 self assessment for SMEs facilitated by trained trainers

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Ten opportunities for dynamic public servants

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RVO.nl 2013 publication

(including Chinese VA3 examples and clarifications)

New trends are demanding different styles of government:

- different qualities and approaches;

- funding initiatives and helping them up and running;

- developing through learning and experimentation;

- creating the right conditions for private initiatives to flourish.


Opportunity 1: Be curious

Always enhance the quality of your attention:

- channel and focus attention;

- open mind willing to understand from other perspectives;

- attitude enabling to bridge gaps;

- social skills leading to build an integrated perspective;

- hear what people are really saying;

- get right to the essence of an issue;

- ask, inquire, probe, reflect.

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Opportunity 2: Look through a system lens

A system approach will show you how the parts fit together:

- look at patterns and discover connections and relationships between different parts

- explore the different forces in the system;

- which ones are moving in the sustainable direction?

- how can you develop them and make them stronger?

- clarify relationships between key players ad organisatons;

- highlight openings for making changes.

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Opportunity 3: Work at multiple levels

Systems change when movements occur at different levels:

- insight in these levels enables you to apply a coherent approach;

- national, provincial & municipal governments;

- general management, lines of middle management and the workfloor;

- strategic niche management;

- explore bottom-up initiatives (niches);

- once you have a clear idea of the system layers, you can target the interventions.

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Opportunity 4: Utilize trends

Trends can be utilized to identify and achieve public objectives:

- the observed pattern could be used to speed up innovation;

- international movements play a crucial role in the development of knowledge and technology;

- trends could be converted into initiatives;

- trends give us a hint of how the future might unfold;

- it is effective to position government aims in the light of trends.

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Opportunity 5: Connect networks

Connecting different initiatives and realms of experience creates coherence and opens up possibilities for upscaling:

- approach geared to crucial interconnections and target groups;

- governance through participative network management;

- creating conditions under which strategic alliances and networks can emerge and grow;

- prevents getting stuck in your own network and its shared norms and values.

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Opportunity 6: Co-create with trust You need the help and support of others

to reach your goals:

- by working together and exploring new paths, solutions can be found;

- get the dialogue started and organize co-creation;

- form new coalitions, vital alliances or public-private partnerships;

- discourse and trust management are key success factors;

- mutual trust for clear understanding of the intentions, competences and resources of the other parties and the context of their expectations.

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Opportunity 7: Learn in alliances

The (in)formal sharing of knowledge and experiences helps people to learn from each other and to mature personally and professionally:

- learning environments such as co-operation projects and Community of Practice for solving complex problems;

- It encourages development of new concepts, methods and instruments;

- it creates a common language and pro-vides insight into patterns and trends;

- it stimulates the learning process rather than the content.

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Opportunity 8: Create space

Four types of space that you can create:

- symbolic space by showing that the initiative is important;

- physical space by giving the organizers a place to meet and develop activities;

- legal space by adapting rules or put them on hold for a while;

- mental space by brainstorming;

- deserve more space by generating (intermediate) deliverables;

- shape conditions in a way that stimulates rather than inhibits innovative initiatives.

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Opportunity 9: Observe

You need to monitor progress and effects in order to see if the diferent layers in the system are moving towards the right direction:

- keep track of any initiatives that you are supporting;

- look at trends in organizations to spot the moment for taking actions or conveying the results to a wider audience;

- observing actors and actions aims at learning and adjusting rather than evaluating and explaining;

- observations are input for the sustainability improvement process.

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Opportunity 10: Change the rules It is essential to steer movement in the

right direction:

- get rid of (hidden) perverse incentives;

- make clear which rules need to be adapted and why;

- change conditions to promote the desired behaviour;

- set up a business case to highlight both the economic and social added value;

- steer conditions aimed at creating incentives and credible threat of sanctions;

- adapt policies to encourage low carbon economic growth and sustainability.

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CONCLUSIONS AND RECOMMENDATIONS:

GRASP VA3 OPPORTUNITIES

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Shape innovative style of participatory approach involving relevant public and private stakeholders:

- WIDEN YOUR PERSONAL IMPACT;

- STRENGTHEN GROUP CAPACITIES;

- CHANGING STRUCTURES AND PROCEDURES;

- Requires a.o.: - Social Innovation;

- Technology-Organization-Individual approach;

- Look after yourself and your working environment;

- Work with the world outside.

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Grasping opportunities through voluntary public-private ...€¦ · Grasping opportunities through voluntary public-private ... (letter of intent) 3. ... order to see if the diferent