Sustainable Intervention Methods
Aantekeningen hoorcolleges
1
,Inhoudsopgave
1. INTRODUCTION TO THE COURSE (ARY SAMSURA, 27-01) .............................................................. 3
COURSE PRACTICALITIES..................................................................................................................................... 3
INTRODUCTION TO SUSTAINABLE DEVELOPMENT ..................................................................................................... 3
INTRODUCTION TO SYSTEM ANALYSIS FOR MULTI-ACTOR POLICY AND DECISION-MAKING ................................................ 4
Our framework for policy and decision-making ..................................................................................... 4
CASE EXAMPLE: THE EXPANSION OF SCHIPHOL AIRPORT IN THE 1990S ........................................................................ 5
2. PROBLEM ANALYSIS (ARY SAMSURA, 29-01).................................................................................. 7
WHAT IS A “PROBLEM”? ................................................................................................................................... 7
TYPES OF PROBLEMS ......................................................................................................................................... 7
METHODS FOR PROBLEM ANALYSIS ...................................................................................................................... 7
3. SYSTEM DYNAMIC MODELLING 1 (ARY SAMSURA, 03-02).............................................................. 9
INTRODUCTION TO MODELLING IN SPATIAL ANALYSIS.............................................................................................. 9
SYSTEM DYNAMIC MODELLING ........................................................................................................................... 9
CONCEPTUALIZATION OF COMPLEX SYSTEM, FEEDBACK LOOP, AND CAUSAL DIAGRAMS .............................................. 10
4. SYSTEM DYNAMIC MODELLING 2 (ARY SAMSURA, 05-02)............................................................ 12
SYSTEM DYNAMIC DIAGRAMS........................................................................................................................... 12
SYSTEM BEHAVIOUR ....................................................................................................................................... 13
VENSIM ‘GRAMMAR’ .................................................................................................................................... 16
CALIBRATING THE SD-MODEL ........................................................................................................................... 17
MODEL QUALITY ............................................................................................................................................ 18
INTERVENTION SIMULATION ............................................................................................................................. 19
5. MULTI-ACTORS ANALYSIS (ARY SAMSURA, 10-02) ....................................................................... 20
FUNDAMENTALS OF MULTI-ACTOR ANALYSIS ........................................................................................................ 20
TYPES OF ACTORS........................................................................................................................................... 22
METHODS FOR ACTOR ANALYSIS ....................................................................................................................... 22
6. DESIGNING ALTERNATIVE SOLUTIONS (ARY SAMSURA, 17-02) .................................................... 24
THE TOOLKIT: TYPES OF SOLUTIONS INSTRUMENTS ............................................................................................... 24
THE GUIDELINES: PRINCIPLES OF SPATIAL PLANNING FOR DESIGNING SUSTAINABLE SOLUTIONS .................................... 24
THE FRAMEWORK: STRUCTURED METHODS FOR DEVELOPING ALTERNATIVE SOLUTIONS ................................................ 25
CASE EXAMPLE AIDA: THE EXPANSION OF SCHIPHOL AIRPORT IN THE 1990S............................................................. 27
7. MULTI CRITERIA ANALYSIS (ARY SAMSURA, 24-02) ...................................................................... 29
DECISION-MAKING ......................................................................................................................................... 29
MULTI-CRITERIA DECISION-MAKING ANALYSIS ...................................................................................................... 29
SIMPLE MULTI-ATTRIBUTE RANKING TECHNIQUE (SMART) (WARD EDWARDS) ........................................................ 30
8. SOCIETAL COSTS-BENEFITS ANALYSIS (SCBA) (LINDA CARTON, 26-02) ......................................... 35
KERN VAN DE “MKBA-LEIDRAAD” VAN DE TWEE PLANBUREAUS, CPB EN PBL .......................................................... 35
OPSTELLEN MKBA, VOLGENS DE LEIDRAAD. ........................................................................................................ 36
“NETTO CONTANTE WAARDE” BEREKENING (NCW)/NET PRESENT VALUE (NPV) ..................................................... 39
KRITISCHE KANTTEKENINGEN BIJ DEZE METHODIEK, DISCUSSIES IN DE WETENSCHAP ..................................................... 39
9. PROJECT UITVOERING EN VERANTWOORDELIJKHEID VAN DE PLANNER (LINDA CARTON, 10-03) 41
PROJECTMATIG WERKEN .................................................................................................................................. 41
10. CRITICAL REFLECTION: THE POLITICAL DIMENSION OF SUSTAINABLE INTERVENTIONS (PAULA
FLORES BELLE, 12-03) ..................................................................................................................................... 45
WHY SHOULD WE CRITICALLY REFLECT IN THE PROCESS OF PROPOSING SUSTAINABLE INTERVENTIONS? ............................ 45
HOW CAN WE CRITICALLY REFLECT AS PRACTITIONERS? .......................................................................................... 47
2
, 1. Introduction to the course (Ary Samsura, 27-01)
Course practicalities
Objective of the course:
- Strategic planning methods and techniques
- Work together
- Discuss and evaluate
- Roles of the planner
Introduction to sustainable development
Why this course?
- Challenges towards sustainability
- The call for interventions (= a process or an act by which change is introduced into a certain
(ongoing) situation)
- The importance of stakeholders participation: the world has become increasingly
interconnected (=most of the problems encompass numerous people, groups and
organizations, the people who solve the problem are also the cause of the problem)
- Using strategic approaches to deal with sustainability challenges: a coordinated and
systematic process for developing a plan to optimize endeavors to reach certain goals in the
future. This systematic process requires different techniques and methods.
What does sustainability mean?
- ‘Long-term’
- Wikipedia, three dimensions: social, economic and environmental.
Is it a neutral concept? No, every concept has a history
- In 1983, the World Commission on Environment and Development was initiated as a sub-
organization of the UN (the Brundtland Commission)
- In 1987, the commission released a report called Our Common Future
o Report mainstreamed sustainability in policy discussions
o Offered a definition of sustainable development, which is still with us today
→ “Meets the needs of the present without compromising the ability of
future generations to meet their own needs” (one of the many definitions)
Some questions to consider:
- Is finding that sweet spot between environmental, social, and economic sustainability the
aim?
- What’s missing or overstated in this tripartite approach?
- To what degree are approaches to sustainability human-centric?
- What, exactly, are we sustaining?
- Sustainability for whom?
- Who decides?
Climate change is an important issue in sustainability discourse as it threatens ecosystems,
economies and communities. Different discourses inform different meanings and courses of action
→ different interventions.
Climate change: No Eden, No Apocalypse (Hulme, 2009): myths are not falsehoods, but stories
people tell to make sense of the world around them.
Four myths in climate change discourse:
3
, 1. Edenic myths: we need to go back to the perfect situation it was before. Return to a simpler
innocent era. The fragile world of nature must be protected.
2. Apocalyptic myths: dystopian future. Doom and gloom, fear and disaster, which reveals the
extent to which people worry about the future. Call for action to save our life.
3. Promethean myths: nature must be mastered and controlled by us. But we lack the wisdom
and humility.
4. Themisian myths: based on the language of justice and equity. Right wrongs in society.
Is being less bad still no good?
→ “Blindly adopting superficial environmental approaches without fully understanding their effects
can be no better—and perhaps even worse—than doing nothing” (p.59).
→ “To be less bad is to accept things as they are, to believe that poorly designed, dishonorable,
destructive systems are the best humans can do. This is the ultimate failure of the ’be less bad’
approach: a failure of the imagination” (p. 67).
Introduction to system analysis for multi-actor policy and decision-making
Our framework for policy and decision-making
Intervention: when should we do it?
- When there is a problem with the current state of affairs
o When we are dissatisfied with the current or existing or foreseen situation with
the “legacy of the past” or with the concern for an undesirable future.
But...
- Who decides it? Who is the problem owner?
Intervention in a system: to intervene directly
or indirectly in the problem
System Analysis
- Identify and name the system
- Goal: to reduce the gap between the desired
and actual state
o In the short and long-term
o Direct and indirect effects
- Estimating the effect by drawing up scenarios and models, including their “reasoning”.
- Includes clear indicators/criteria (based on preferences or wishes of involved
stakeholders) about the change of the system as a whole
Formulating the problem: problem analysis
- Define the 'system' in which the supposed 'problem' occurs
- You have to formulate or determine the “system” and “system boundary” yourself as
part of your analysis.
4
Aantekeningen hoorcolleges
1
,Inhoudsopgave
1. INTRODUCTION TO THE COURSE (ARY SAMSURA, 27-01) .............................................................. 3
COURSE PRACTICALITIES..................................................................................................................................... 3
INTRODUCTION TO SUSTAINABLE DEVELOPMENT ..................................................................................................... 3
INTRODUCTION TO SYSTEM ANALYSIS FOR MULTI-ACTOR POLICY AND DECISION-MAKING ................................................ 4
Our framework for policy and decision-making ..................................................................................... 4
CASE EXAMPLE: THE EXPANSION OF SCHIPHOL AIRPORT IN THE 1990S ........................................................................ 5
2. PROBLEM ANALYSIS (ARY SAMSURA, 29-01).................................................................................. 7
WHAT IS A “PROBLEM”? ................................................................................................................................... 7
TYPES OF PROBLEMS ......................................................................................................................................... 7
METHODS FOR PROBLEM ANALYSIS ...................................................................................................................... 7
3. SYSTEM DYNAMIC MODELLING 1 (ARY SAMSURA, 03-02).............................................................. 9
INTRODUCTION TO MODELLING IN SPATIAL ANALYSIS.............................................................................................. 9
SYSTEM DYNAMIC MODELLING ........................................................................................................................... 9
CONCEPTUALIZATION OF COMPLEX SYSTEM, FEEDBACK LOOP, AND CAUSAL DIAGRAMS .............................................. 10
4. SYSTEM DYNAMIC MODELLING 2 (ARY SAMSURA, 05-02)............................................................ 12
SYSTEM DYNAMIC DIAGRAMS........................................................................................................................... 12
SYSTEM BEHAVIOUR ....................................................................................................................................... 13
VENSIM ‘GRAMMAR’ .................................................................................................................................... 16
CALIBRATING THE SD-MODEL ........................................................................................................................... 17
MODEL QUALITY ............................................................................................................................................ 18
INTERVENTION SIMULATION ............................................................................................................................. 19
5. MULTI-ACTORS ANALYSIS (ARY SAMSURA, 10-02) ....................................................................... 20
FUNDAMENTALS OF MULTI-ACTOR ANALYSIS ........................................................................................................ 20
TYPES OF ACTORS........................................................................................................................................... 22
METHODS FOR ACTOR ANALYSIS ....................................................................................................................... 22
6. DESIGNING ALTERNATIVE SOLUTIONS (ARY SAMSURA, 17-02) .................................................... 24
THE TOOLKIT: TYPES OF SOLUTIONS INSTRUMENTS ............................................................................................... 24
THE GUIDELINES: PRINCIPLES OF SPATIAL PLANNING FOR DESIGNING SUSTAINABLE SOLUTIONS .................................... 24
THE FRAMEWORK: STRUCTURED METHODS FOR DEVELOPING ALTERNATIVE SOLUTIONS ................................................ 25
CASE EXAMPLE AIDA: THE EXPANSION OF SCHIPHOL AIRPORT IN THE 1990S............................................................. 27
7. MULTI CRITERIA ANALYSIS (ARY SAMSURA, 24-02) ...................................................................... 29
DECISION-MAKING ......................................................................................................................................... 29
MULTI-CRITERIA DECISION-MAKING ANALYSIS ...................................................................................................... 29
SIMPLE MULTI-ATTRIBUTE RANKING TECHNIQUE (SMART) (WARD EDWARDS) ........................................................ 30
8. SOCIETAL COSTS-BENEFITS ANALYSIS (SCBA) (LINDA CARTON, 26-02) ......................................... 35
KERN VAN DE “MKBA-LEIDRAAD” VAN DE TWEE PLANBUREAUS, CPB EN PBL .......................................................... 35
OPSTELLEN MKBA, VOLGENS DE LEIDRAAD. ........................................................................................................ 36
“NETTO CONTANTE WAARDE” BEREKENING (NCW)/NET PRESENT VALUE (NPV) ..................................................... 39
KRITISCHE KANTTEKENINGEN BIJ DEZE METHODIEK, DISCUSSIES IN DE WETENSCHAP ..................................................... 39
9. PROJECT UITVOERING EN VERANTWOORDELIJKHEID VAN DE PLANNER (LINDA CARTON, 10-03) 41
PROJECTMATIG WERKEN .................................................................................................................................. 41
10. CRITICAL REFLECTION: THE POLITICAL DIMENSION OF SUSTAINABLE INTERVENTIONS (PAULA
FLORES BELLE, 12-03) ..................................................................................................................................... 45
WHY SHOULD WE CRITICALLY REFLECT IN THE PROCESS OF PROPOSING SUSTAINABLE INTERVENTIONS? ............................ 45
HOW CAN WE CRITICALLY REFLECT AS PRACTITIONERS? .......................................................................................... 47
2
, 1. Introduction to the course (Ary Samsura, 27-01)
Course practicalities
Objective of the course:
- Strategic planning methods and techniques
- Work together
- Discuss and evaluate
- Roles of the planner
Introduction to sustainable development
Why this course?
- Challenges towards sustainability
- The call for interventions (= a process or an act by which change is introduced into a certain
(ongoing) situation)
- The importance of stakeholders participation: the world has become increasingly
interconnected (=most of the problems encompass numerous people, groups and
organizations, the people who solve the problem are also the cause of the problem)
- Using strategic approaches to deal with sustainability challenges: a coordinated and
systematic process for developing a plan to optimize endeavors to reach certain goals in the
future. This systematic process requires different techniques and methods.
What does sustainability mean?
- ‘Long-term’
- Wikipedia, three dimensions: social, economic and environmental.
Is it a neutral concept? No, every concept has a history
- In 1983, the World Commission on Environment and Development was initiated as a sub-
organization of the UN (the Brundtland Commission)
- In 1987, the commission released a report called Our Common Future
o Report mainstreamed sustainability in policy discussions
o Offered a definition of sustainable development, which is still with us today
→ “Meets the needs of the present without compromising the ability of
future generations to meet their own needs” (one of the many definitions)
Some questions to consider:
- Is finding that sweet spot between environmental, social, and economic sustainability the
aim?
- What’s missing or overstated in this tripartite approach?
- To what degree are approaches to sustainability human-centric?
- What, exactly, are we sustaining?
- Sustainability for whom?
- Who decides?
Climate change is an important issue in sustainability discourse as it threatens ecosystems,
economies and communities. Different discourses inform different meanings and courses of action
→ different interventions.
Climate change: No Eden, No Apocalypse (Hulme, 2009): myths are not falsehoods, but stories
people tell to make sense of the world around them.
Four myths in climate change discourse:
3
, 1. Edenic myths: we need to go back to the perfect situation it was before. Return to a simpler
innocent era. The fragile world of nature must be protected.
2. Apocalyptic myths: dystopian future. Doom and gloom, fear and disaster, which reveals the
extent to which people worry about the future. Call for action to save our life.
3. Promethean myths: nature must be mastered and controlled by us. But we lack the wisdom
and humility.
4. Themisian myths: based on the language of justice and equity. Right wrongs in society.
Is being less bad still no good?
→ “Blindly adopting superficial environmental approaches without fully understanding their effects
can be no better—and perhaps even worse—than doing nothing” (p.59).
→ “To be less bad is to accept things as they are, to believe that poorly designed, dishonorable,
destructive systems are the best humans can do. This is the ultimate failure of the ’be less bad’
approach: a failure of the imagination” (p. 67).
Introduction to system analysis for multi-actor policy and decision-making
Our framework for policy and decision-making
Intervention: when should we do it?
- When there is a problem with the current state of affairs
o When we are dissatisfied with the current or existing or foreseen situation with
the “legacy of the past” or with the concern for an undesirable future.
But...
- Who decides it? Who is the problem owner?
Intervention in a system: to intervene directly
or indirectly in the problem
System Analysis
- Identify and name the system
- Goal: to reduce the gap between the desired
and actual state
o In the short and long-term
o Direct and indirect effects
- Estimating the effect by drawing up scenarios and models, including their “reasoning”.
- Includes clear indicators/criteria (based on preferences or wishes of involved
stakeholders) about the change of the system as a whole
Formulating the problem: problem analysis
- Define the 'system' in which the supposed 'problem' occurs
- You have to formulate or determine the “system” and “system boundary” yourself as
part of your analysis.
4
