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  • Erik van der Kooij

    Stakeholder management

  • Introduction

    2

    Erik van der Kooij

    Projectmanager / management

    consultant at APPM

    WWW.APPM.NL

    Make The Netherlands better

    http://www.appm.nl/http://www.appm.nl/

  • Our business areas

    3

    Infrastructure and mobility

    Spatial planning and real estate

    Water management

    Energy and climate

    60 project managers / consultants

    Three offices in Randstad area

  • The subject of my lecture

    4

    Participation in infrastructure

    planning, the need for

    stakeholder managers

    Case: a bus lane in Het Gooi

  • hoofddorp breda zoetermeer 5

  • 6

    http://www.youtube.com/watch?v=ctXRz1Um4BQ

    Nail house China

    http://www.youtube.com/watch?v=ctXRz1Um4BQhttp://www.youtube.com/watch?v=ctXRz1Um4BQ

  • 7 hoofddorp breda zoetermeer

    Protest against Rosia Montana cyanide gold mine

  • 8

    Stakeholder?

  • 9

    Stakeholder management?

  • 10

    Research on stakeholder

    management

  • Experiences

    11

    Betuweroute project (NL)

    More than 5.000 objectives

    40% environmental issues

    25% planning process

    Main issues on planning process:

    Involvement in decision-making

    process

    Time schedule of discussions

  • Experiences

    12

    Project Stompwijk (NL)

    Failed road local project

    Redefined as spatial redevelopment

    Participation on a large scale

    Results

    No written objectives

    No problems with acquiring land

    Faster realisation of the plan

    Investment in participation is a

    (financial) benefit in the end

  • Experiences

    13

    Gotthard Base Tunnel (Switzerland)

    One stakeholder representative

    for environmental organizations

    Sole negotiating partner of the

    project delivery organization

    Successful integration of

    stakeholders in planning process

  • Expectation-disconfirmation

    theory (EDT)

    14

    Satisfaction: discrepancy between expectations and actual experiences

    Individuals have expectations of service or product

    The gap between prior expectations and actual performance is the expectancy disconfirmation

    The size and direction of the disconfirmation determine the level of (dis)satisfaction.

  • Expectation-disconfirmation

    theory (2)

    15

    Conclusions:

    Overall satisfaction is the result of:

    Outcome satisfaction

    Information satisfaction

    Process satisfaction

  • Effective (road) planning

    16

    E = Q x A

    Effectiveness =

    Quality x Acceptance

    https://hcexchange.conference-board.org/blog/post.cfm?post=871&blogid=1

  • Challenges

    17

    In projects we need to be more

    effective.

    Better management of:

    Information

    Process

    Involvement

    Expectations versus results

  • 18

    A case: bus lane in Het Gooi

  • Dutch project procedure

    Realization phase

    Handover decision

    Planning phase

    Project decision

    Exploration phase

    Preferred decision

    Start decision

    20

    Project planning and realisation in 4

    main steps

    In step 2 and 3 an environmental

    impact assessment is required

  • Exploration phase

    21

    Analytical phase: developing

    promising variants

    Assessment phase: Assessing

    variants (including an environmental impact assessment)

    Decision making: towards a

    preferred variant

  • 22

    http://vimeo.com/70788664#

    http://vimeo.com/70788664http://vimeo.com/70788664

  • Reliable

    Consistency

    Apparent

    Attractive

    Effortless

    23

  • Tram network 1880 - 1947

    24

  • R net Line 320

    25

  • Bus lane in het Gooi

    26

  • Goals: faster, reliable, more passengers

    Travel time: Huizen Hilversum (minutes)

    27

    0

    10

    20

    30

    40

    50

    2010 spits - 2010 spits 2020 niets doen 2020 busbaan Rush hour 2010 2020 without & with bus lane

  • Route variants

    28

  • 2009: residents and councilors voted against the plan

  • Opdrachtgever

    Opgesteld door

    Plaatsnaam, datum

    Stuurgroep HOV Huizen - Hilversum

    APPM

    Hoofddorp, 18 november 2009

    Procesplan HOV Huizen - Hilversum

  • Complex decision making

    process

    31

    Province of North Holland

    responsible (funding)

    Decision-making in

    five municipalities

    nature reserve organization

    railway manager

    During the process elections in

    2010 and 2011

  • Desired result

    32

    Preferred route

    outline design

    urban Integration Plan

    Meet requirements R Net

    Cost estimate

    Support in communities

    Positive decisions in councils

  • Strategy

    33

    Participation and

    decision-making

    Technical studies

    & designs

    Redefine project to process

    Designing participation process

    Invest in spatial integration

  • Challenges

    34

    Technique: crossing railway twice, Ecoduct

    Integration in urban environment

    Traffic safety, slow traffic (pedestrians and cyclists)

    Route through nature area

    Domain of five municipalities, one province, state highway manager and railway manager

    Many stakeholders along the route

    Budgetary restraints

  • Proces plan

    35

  • Stakeholders

    36

    Aldermen and councillors of 5 municipalities and 1 province

    Railway manager

    Goois Nature Reserve

    Residents along the bus lane

    Businesses along the bus lane

    Chamber of Commerce / hospital etc.

    Other inhabitants

    Police, railway company (parking lot), landowners

  • hoofddorp breda zoetermeer 37

    Have a say in the decision

    To co-produce

    To advise

    To consult

    To inform

    Participation ladder

  • Stakeholder who?

    38

    Three distinct types of parties:

    1. Co-creators who contribute to

    the project,

    2. Formal stakeholders to object to

    the plan or project and

    3. Other stakeholders who are

    affected by the project and can

    influence through political

    channels

  • Stakeholder analyses

    39

    Stakeholder

    1. Aldermen and councillors of 5

    municipalities and 1 province

    2. Railway manager

    3. Goois Nature Reserve

    4. Residents along the bus lane

    5. Businesses along the bus lane

    6. Chamber of Commerce /

    hospital etc.

    7. Other inhabitants

    8. Police, railway company

    (parking lot)

    1

    2

    3

    4 5 6

    7

    8

  • 40

    Projectteam

    Decission

    Co-create

    Inform

    Newsletters

    E-mails

    Workshops

    Advise

    Co-create

    Bi-lateral

    agreements

  • Participation events

    41

    Briefings

    Workshop with inhabitant along

    the line

    Workshops with business along

    the line

    Workshops with aldermen

  • hoofddorp breda zoetermeer 42

    http://www.youtube.com/watch?v=O0iZ66F57cg

    http://www.youtube.com/watch?v=O0iZ66F57cg

  • 43

  • New design / route solutions

    44 hoofddorp breda zoetermeer

    Bus lane north

    of railway with

    bridge over

    railway tracks

    Bus lane south

    of railway with

    tunnel in

    existing road

  • designs made according

    to the issues

    45

    Technical designs

    2d design

    Artist impressions

    Show alternatives with pros and

    cons

    Dynamic traffic design

  • 46

  • hoofddorp breda zoetermeer 48

  • hoofddorp breda zoetermeer 49

  • Alternatives with pros and cons

    50

  • 51

  • 52

  • 53

  • 54

  • 55

  • 56

    Preferred route and design

  • 57

    Preferred route and design

  • 58 hoofddorp breda zoetermeer

    Still people not content with the result,

    But most appreciate the open process

  • Decisions in municipalities

    59

    4 municipalities: positive

    1 municipality: negative

    Province of North-Holland

    overrules the municipality of

    Blaricum

  • Good stakeholder management, what and how?

    60

    Dont do this!

    Do this!

  • Project organisation (IPM)

    61

    Project manager manages the project(team)

    Stakeholder manager is part of project management team

    Stakeholder manager represents the interests of the stakeholder parties

    Equivalent role in team

    Project Manager

    Manager control

    Technical Manager

    Stakeholder Manager

    Contract Manager

  • Stakeholder management

    62

    Stakeholder Management is the set

    of activities aimed at

    Exploring and involving of all

    stakeholders,

    With the goal to identify and to

    realize common goals and

    To control the own stakeholder

    management.