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<ul><li><p>Erik van der Kooij </p><p>Stakeholder management </p></li><li><p>Introduction </p><p>2 </p><p>Erik van der Kooij </p><p>Projectmanager / management </p><p>consultant at APPM </p><p>WWW.APPM.NL </p><p>Make The Netherlands better </p><p>http://www.appm.nl/http://www.appm.nl/</p></li><li><p>Our business areas </p><p>3 </p><p>Infrastructure and mobility </p><p>Spatial planning and real estate </p><p>Water management </p><p>Energy and climate </p><p>60 project managers / consultants </p><p>Three offices in Randstad area </p></li><li><p>The subject of my lecture </p><p>4 </p><p>Participation in infrastructure </p><p>planning, the need for </p><p>stakeholder managers </p><p>Case: a bus lane in Het Gooi </p></li><li><p>hoofddorp breda zoetermeer 5 </p></li><li><p>6 </p><p>http://www.youtube.com/watch?v=ctXRz1Um4BQ </p><p>Nail house China </p><p>http://www.youtube.com/watch?v=ctXRz1Um4BQhttp://www.youtube.com/watch?v=ctXRz1Um4BQ</p></li><li><p>7 hoofddorp breda zoetermeer </p><p>Protest against Rosia Montana cyanide gold mine </p></li><li><p>8 </p><p>Stakeholder? </p></li><li><p>9 </p><p>Stakeholder management? </p></li><li><p>10 </p><p>Research on stakeholder </p><p>management </p></li><li><p>Experiences </p><p>11 </p><p>Betuweroute project (NL) </p><p>More than 5.000 objectives </p><p>40% environmental issues </p><p>25% planning process </p><p>Main issues on planning process: </p><p>Involvement in decision-making </p><p>process </p><p>Time schedule of discussions </p></li><li><p>Experiences </p><p>12 </p><p>Project Stompwijk (NL) </p><p>Failed road local project </p><p>Redefined as spatial redevelopment </p><p>Participation on a large scale </p><p>Results </p><p>No written objectives </p><p>No problems with acquiring land </p><p>Faster realisation of the plan </p><p> Investment in participation is a </p><p>(financial) benefit in the end </p></li><li><p>Experiences </p><p>13 </p><p>Gotthard Base Tunnel (Switzerland) </p><p>One stakeholder representative </p><p>for environmental organizations </p><p>Sole negotiating partner of the </p><p>project delivery organization </p><p>Successful integration of </p><p>stakeholders in planning process </p></li><li><p>Expectation-disconfirmation </p><p>theory (EDT) </p><p>14 </p><p>Satisfaction: discrepancy between expectations and actual experiences </p><p>Individuals have expectations of service or product </p><p>The gap between prior expectations and actual performance is the expectancy disconfirmation </p><p>The size and direction of the disconfirmation determine the level of (dis)satisfaction. </p></li><li><p>Expectation-disconfirmation </p><p>theory (2) </p><p>15 </p><p>Conclusions: </p><p>Overall satisfaction is the result of: </p><p>Outcome satisfaction </p><p>Information satisfaction </p><p>Process satisfaction </p></li><li><p>Effective (road) planning </p><p>16 </p><p>E = Q x A </p><p> Effectiveness = </p><p>Quality x Acceptance </p><p>https://hcexchange.conference-board.org/blog/post.cfm?post=871&amp;blogid=1</p></li><li><p>Challenges </p><p>17 </p><p>In projects we need to be more </p><p>effective. </p><p>Better management of: </p><p>Information </p><p>Process </p><p>Involvement </p><p>Expectations versus results </p></li><li><p>18 </p><p>A case: bus lane in Het Gooi </p></li><li><p>Dutch project procedure </p><p>Realization phase </p><p>Handover decision </p><p>Planning phase </p><p>Project decision </p><p>Exploration phase </p><p>Preferred decision </p><p>Start decision </p><p>20 </p><p>Project planning and realisation in 4 </p><p>main steps </p><p>In step 2 and 3 an environmental </p><p>impact assessment is required </p></li><li><p>Exploration phase </p><p>21 </p><p>Analytical phase: developing </p><p>promising variants </p><p>Assessment phase: Assessing </p><p>variants (including an environmental impact assessment) </p><p>Decision making: towards a </p><p>preferred variant </p></li><li><p>22 </p><p>http://vimeo.com/70788664# </p><p>http://vimeo.com/70788664http://vimeo.com/70788664</p></li><li><p> Reliable </p><p> Consistency </p><p> Apparent </p><p> Attractive </p><p> Effortless </p><p>23 </p></li><li><p>Tram network 1880 - 1947 </p><p>24 </p></li><li><p>R net Line 320 </p><p>25 </p></li><li><p>Bus lane in het Gooi </p><p>26 </p></li><li><p>Goals: faster, reliable, more passengers </p><p>Travel time: Huizen Hilversum (minutes) </p><p>27 </p><p>0</p><p>10</p><p>20</p><p>30</p><p>40</p><p>50</p><p>2010 spits - 2010 spits 2020 niets doen 2020 busbaan Rush hour 2010 2020 without &amp; with bus lane </p></li><li><p>Route variants </p><p>28 </p></li><li><p>2009: residents and councilors voted against the plan </p></li><li><p>Opdrachtgever </p><p>Opgesteld door </p><p>Plaatsnaam, datum </p><p>Stuurgroep HOV Huizen - Hilversum </p><p>APPM </p><p>Hoofddorp, 18 november 2009 </p><p>Procesplan HOV Huizen - Hilversum </p></li><li><p>Complex decision making </p><p>process </p><p>31 </p><p>Province of North Holland </p><p>responsible (funding) </p><p>Decision-making in </p><p>five municipalities </p><p>nature reserve organization </p><p>railway manager </p><p>During the process elections in </p><p>2010 and 2011 </p></li><li><p>Desired result </p><p>32 </p><p>Preferred route </p><p>outline design </p><p>urban Integration Plan </p><p>Meet requirements R Net </p><p>Cost estimate </p><p>Support in communities </p><p>Positive decisions in councils </p></li><li><p>Strategy </p><p>33 </p><p>Participation and </p><p>decision-making </p><p>Technical studies </p><p>&amp; designs </p><p>Redefine project to process </p><p>Designing participation process </p><p>Invest in spatial integration </p></li><li><p>Challenges </p><p>34 </p><p>Technique: crossing railway twice, Ecoduct </p><p>Integration in urban environment </p><p>Traffic safety, slow traffic (pedestrians and cyclists) </p><p>Route through nature area </p><p>Domain of five municipalities, one province, state highway manager and railway manager </p><p>Many stakeholders along the route </p><p>Budgetary restraints </p></li><li><p>Proces plan </p><p>35 </p></li><li><p>Stakeholders </p><p>36 </p><p>Aldermen and councillors of 5 municipalities and 1 province </p><p>Railway manager </p><p>Goois Nature Reserve </p><p>Residents along the bus lane </p><p>Businesses along the bus lane </p><p>Chamber of Commerce / hospital etc. </p><p>Other inhabitants </p><p>Police, railway company (parking lot), landowners </p></li><li><p>hoofddorp breda zoetermeer 37 </p><p>Have a say in the decision </p><p>To co-produce </p><p>To advise </p><p>To consult </p><p>To inform </p><p> Participation ladder </p></li><li><p>Stakeholder who? </p><p>38 </p><p>Three distinct types of parties: </p><p>1. Co-creators who contribute to </p><p>the project, </p><p>2. Formal stakeholders to object to </p><p>the plan or project and </p><p>3. Other stakeholders who are </p><p>affected by the project and can </p><p>influence through political </p><p>channels </p></li><li><p>Stakeholder analyses </p><p>39 </p><p>Stakeholder </p><p>1. Aldermen and councillors of 5 </p><p>municipalities and 1 province </p><p>2. Railway manager </p><p>3. Goois Nature Reserve </p><p>4. Residents along the bus lane </p><p>5. Businesses along the bus lane </p><p>6. Chamber of Commerce / </p><p>hospital etc. </p><p>7. Other inhabitants </p><p>8. Police, railway company </p><p>(parking lot) </p><p>1 </p><p>2 </p><p>3 </p><p>4 5 6 </p><p>7 </p><p>8 </p></li><li><p>40 </p><p>Projectteam </p><p> Decission </p><p> Co-create </p><p>Inform </p><p>Newsletters </p><p>E-mails </p><p>Workshops </p><p> Advise </p><p> Co-create </p><p>Bi-lateral </p><p>agreements </p></li><li><p>Participation events </p><p>41 </p><p>Briefings </p><p>Workshop with inhabitant along </p><p>the line </p><p>Workshops with business along </p><p>the line </p><p>Workshops with aldermen </p></li><li><p>hoofddorp breda zoetermeer 42 </p><p>http://www.youtube.com/watch?v=O0iZ66F57cg </p><p>http://www.youtube.com/watch?v=O0iZ66F57cg</p></li><li><p>43 </p></li><li><p>New design / route solutions </p><p>44 hoofddorp breda zoetermeer </p><p>Bus lane north </p><p>of railway with </p><p>bridge over </p><p>railway tracks </p><p>Bus lane south </p><p>of railway with </p><p>tunnel in </p><p>existing road </p></li><li><p>designs made according </p><p>to the issues </p><p>45 </p><p>Technical designs </p><p>2d design </p><p>Artist impressions </p><p>Show alternatives with pros and </p><p>cons </p><p>Dynamic traffic design </p></li><li><p>46 </p></li><li><p>hoofddorp breda zoetermeer 48 </p></li><li><p>hoofddorp breda zoetermeer 49 </p></li><li><p>Alternatives with pros and cons </p><p>50 </p></li><li><p>51 </p></li><li><p>52 </p></li><li><p>53 </p></li><li><p>54 </p></li><li><p>55 </p></li><li><p>56 </p><p>Preferred route and design </p></li><li><p>57 </p><p>Preferred route and design </p></li><li><p>58 hoofddorp breda zoetermeer </p><p>Still people not content with the result, </p><p>But most appreciate the open process </p></li><li><p>Decisions in municipalities </p><p>59 </p><p>4 municipalities: positive </p><p>1 municipality: negative </p><p>Province of North-Holland </p><p>overrules the municipality of </p><p>Blaricum </p></li><li><p>Good stakeholder management, what and how? </p><p>60 </p><p>Dont do this! </p><p>Do this! </p></li><li><p>Project organisation (IPM) </p><p>61 </p><p>Project manager manages the project(team) </p><p>Stakeholder manager is part of project management team </p><p>Stakeholder manager represents the interests of the stakeholder parties </p><p>Equivalent role in team </p><p>Project Manager </p><p>Manager control </p><p>Technical Manager </p><p>Stakeholder Manager </p><p>Contract Manager </p></li><li><p>Stakeholder management </p><p>62 </p><p>Stakeholder Management is the set </p><p>of activities aimed at </p><p>Exploring and involving of all </p><p>stakeholders, </p><p>With the goal to identify and to </p><p>realize common goals and </p><p>To control the own stakeholder </p><p>management. </p></li><li><p>63 </p><p>Rules for successful </p><p>stakeholder management </p><p>Internal anchoring, equal team role </p><p>Create attention to positive WHY, not just talk about business WHAT </p><p>Work on confidence </p><p>Create grip on necessary partners </p><p>Give the most energy to stakeholders with utmost urgency </p><p>Take sufficient time to measure the temperature and for strategy </p><p>Prepare well for all the conversations / meetings </p></li><li><p>Principles: be open minded </p><p>64 </p><p>First and above all listen! </p><p>Let stakeholders tell all they </p><p>want to tell </p><p>Active inquiries to: </p><p>needs and requirements </p><p>ideas </p><p>relevant environmental </p><p>information </p></li><li><p>Principles: build trust </p><p>65 </p><p>Provide one face / contact </p><p>Show genuine / real interest </p><p>Involve stakeholders as early as </p><p>possible </p><p>Be open and transparent </p><p>Be clear and honest about </p><p> (im)possibilities and rules </p><p>Give space for input and take it seriously </p><p>Put on 'joint fact finding' </p><p>Tune and feedback </p><p>Deliver what you promised </p></li><li><p>Stakeholder manager </p><p>66 </p><p>Qualifications? </p><p>Competencies? </p></li><li><p>Competences </p><p>67 </p><p> proactive attitude </p><p> strong communicator and </p><p>persuasive </p><p> can negotiate </p><p> good listener (empathy) </p><p> sincere, reliable and </p><p>honest </p><p> political sensitive </p><p> not afraid of resistance </p><p> open to other solutions </p><p> powerful in collaboration </p><p>with the internal team and </p><p>external stakeholders </p><p> oversees the project and </p><p>is able to evaluate </p><p>interests and translate </p><p>them to project </p><p>requirements </p><p> sufficient technical </p><p>knowledge </p></li><li><p>69 </p><p>Stakeholdermanagement: </p><p> Tuning with stakeholders about problems, goals, scope </p><p>and possible solutions (and record appointments) </p><p> Advise on and monitor the recording of relevant </p><p>environmental interests in the master plan </p><p>Initiative and </p><p>definition phase: </p><p>why and what </p><p>Design and </p><p>preparation: </p><p>how to make </p><p>Implementation </p><p>phase: </p><p>how to built </p><p>Operating and </p><p>management phase: </p><p>how to maintain </p><p>Per phase focus on other topics </p></li><li><p>70 </p><p>Stakeholder Management: </p><p> Tuning with stakeholders on design and contract </p><p>requirements (translation agreements on goals / scope) </p><p>and wishes regarding operational phase </p><p> Advise on and monitor recording relevant environmental </p><p>interests in design and contract requirements </p><p>Per phase focus on other topics </p><p>Initiative and </p><p>definition phase: </p><p>why and what </p><p>Design and </p><p>preparation: </p><p>how to make </p><p>Implementation </p><p>phase: </p><p>how to built </p><p>Operating and </p><p>management phase: </p><p>how to maintain </p></li><li><p>71 </p><p>Stakeholder Management: </p><p> Monitor the interests of the environment and the quality </p><p>stakeholder management by contractor if necessary </p><p>intervene to stakeholders </p><p> Responding to questions and complaints </p><p> Handling damage </p><p>Per phase focus on other topics </p><p>Initiative and </p><p>definition phase: </p><p>why and what </p><p>Design and </p><p>preparation: </p><p>how to make </p><p>Implementation </p><p>phase: </p><p>how to built </p><p>Operating and </p><p>management phase: </p><p>how to maintain </p></li><li><p>72 </p><p>Stakeholder Management: </p><p> Monitor environment interests, look from the outside in </p><p> Responding to questions and complaints </p><p> Handling damage </p><p>Per phase focus on other topics </p><p>Initiative and </p><p>definition phase: </p><p>why and what </p><p>Design and </p><p>preparation: </p><p>how to make </p><p>Implementation </p><p>phase: </p><p>how to built </p><p>Operating and </p><p>management phase: </p><p>how to maintain </p></li><li><p>73 </p><p>To sum up </p><p>Stakeholder involvement: fine to do and a must </p><p>hoofddorp breda zoetermeer </p><p>Actively deal with environment </p><p>Listen well to what is going on </p><p>Focus on agreements with all </p><p>required stakeholders </p><p>Positive energy, enthusiasm </p><p>Better quality / better result </p><p>improved feasibility </p><p>less costs </p><p>planning feasible </p><p>People feel heard </p><p>http://www.google.nl/url?sa=i&amp;rct=j&amp;q=workshop&amp;source=images&amp;cd=&amp;cad=rja&amp;docid=s7yPaWcCl9XNAM&amp;tbnid=u3gRk5XOPYADpM:&amp;ved=0CAUQjRw&amp;url=http://werkenbijdeeu.nl/blog/evenementen/workshop-op-carrierebeurs-overheid/attachment/workshop-cbo-2/&amp;ei=GN2tUej5JsOKOMnvgZgG&amp;bvm=bv.47244034,d.ZWU&amp;psig=AFQjCNFKdm0L6Zh_UosR--s0pG-HjIQWgw&amp;ust=1370435199836544http://www.google.nl/url?sa=i&amp;rct=j&amp;q=positieve+energie&amp;source=images&amp;cd=&amp;cad=rja&amp;docid=ZcUmw7RWKQ7fXM&amp;tbnid=btITf9DJG7O31M:&amp;ved=0CAUQjRw&amp;url=http://plazilla.com/voor-xead-schrijven-niet-alleen-het-geld-is-leuk&amp;ei=sNytUbjIIcPsPPuwgdgL&amp;bvm=bv.47244034,d.ZWU&amp;psig=AFQjCNFkEozAz1dMyKV3A0bC7fvF8-wKvQ&amp;ust=1370435073142386</p></li><li><p>Discussion: </p><p>Situation in Romania today </p><p>74 </p><p>Infrastructure: </p><p>How are the planning rules? </p><p>Who is in charge? </p><p>Who has the power </p><p>Is participation an issue? </p></li><li><p>Discussion </p><p>75 </p><p>Do you need stakeholder management? </p><p>Does the government need it? </p><p>EU and European Investment Bank force countries to environmental impact assessments (Natura 2000 etc.) and the participation in the planning process </p></li><li><p>Discussion </p><p>Stakeholder manager </p><p>76 </p><p>Attractive profession? </p></li><li><p>Erik van der Kooij </p><p>Stakeholder management </p></li></ul>