Organisational analysis and energy planning - Main points and examples -

Transcription

1 Organisational analysis and energy planning - Main points and examples - Karl Sperling karl@plan.aau.dk

2 Feedback from previous lecture - keywords 2

3 Main points Organisational analysis (OA) important throughout the whole research process At the outset: conceptualise the research problem Analysis: inform data collection; complete as you go As a result of the research; to draw conclusions Can be a form of theory or worldview à the way the researcher sees the world à great communication tool 3

4 Main points Internal and external actor networks of the organisation type and outcome of org. analysis depends very much on the research problem: org. analysis in relation to what? What is the goal of the analysis? Roles and interests of actors/stakeholders can change depending on the topic of analysis Stakeholder figures: try to keep them simple (see example) 4

5 Examples of OA in project work Stakeholder analysis: o o o Introduction: Who is affected by the problem? Discussion: Who and what has to change and how in order to implement one or several solutions? Etc. SWOT analysis: o o o o To compare different alternatives As framework of an analysis (e.g. an energy plan as a SWOT analysis) To characterise the organisations, communities etc. for which a project is prepared Etc. 5

6 OA on different levels Internal: o o o Inside an organisation How do internal processes have an affect on a problem? What needs to be changed internally in order to implement certain solutions? Etc. External: o Interaction of organisations in relation to a problem E.g. a stakeholder analysis can be carried out on the two levels 6

7 Other points on OA Be conscious of who your audience is which organisations may have an interest in your project? Who are you doing a project for? (Not just AAU and your supervisors) Feedback from organisations will make a project more realistic Sometimes negative feedback is very valuable! OA is also about organisational awareness awareness of which organisational context a project is part of 7

8 How have I used organisational analysis: As an analytical tool: how do things seem to work at the moment? Which actors are responsible for which tasks? à Actor-task analysis; Who does what, why and for whom? As a normative tool: how could things work differently? Which actors should be involved? What should their tasks look like? Technology-oriented org. analysis: technological change at the centre Continuum: organisational analysis institutional analysis policy design etc. 8

9 Example #1: Municipal energy planning 9

10 Research problem Context: 100% renewable energy systems à a number of specific technological changes Problem: How to plan and implement 100% RES? Two issues: energy planning and technologies How should energy planning look like in order to fulfil 100% RES? à First order Actor-task map How should specific technologies be implemented? à Second order Actor-task map 10

11 Current organisation of energy planning Simple model of how energy planning works in general State and municipalities have energy objectives There is little coordination Proactive municipalities run into barriers 100% RES planning is not approached strategically 11

12 How I think it should be: Simple model of how energy planning could work in general State and municipalities have the same energy objectives There is more coordination and cooperation Proactive municipalities provide feedback to central level 100% RES planning is approached strategically 12

13 First order actor-task map (normative) Tasks Actors National 100% renewable energy planning strategy Framework for strategic municipal energy planning Technology- and activity specific legislation and support schemes Draft strategic municipal energy plans Implementation of strategic municipal energy plans Danish Government Ministry of Climate and Energy Danish Energy Agency Ministry of Transport Ministry of the Environment Local Government Denmark Ministry of Taxation Ministry of Finance Ministry of Economic and Business Affairs Danish Enterprise and Construction Authority Grass roots organisations Branch organisations and industry Municipalities Utility companies Consultants Research institutes Craftsmen and manufacturers Credit banks Citizens A bit too complex Too much information I tried to map all possible actors à split between first order and second order actor-task maps Consciously ignore 13

14 First order actor-task map Tasks Actors National 100% renewable energy planning strategy Framework for strategic municipal energy planning Danish Government Ministry of Climate and Energy Danish Energy Agency Ministry of Transport Ministry of the Environment Tasks Actors National 100% renewable energy planning strategy Danish Government Parliament Relevant ministries & authorities Local Government Denmark Technology- and activity specific legislation and support schemes Ministry of Taxation Ministry of Finance Ministry of Economic and Business Affairs Technology- and activity specific legislation and support schemes Framework for strategic municipal energy planning Local Government Denmark Grass roots organisations Danish Enterprise and Construction Authority Branch organisations and industry Draft strategic municipal energy plans Grass roots organisations Branch organisations and industry Municipalities Utility companies Strategic municipal energy plans Municipalities Utility companies Consultants Implementation of strategic municipal energy plans Consultants Research institutes Craftsmen and manufacturers Credit banks Citizens Implementation of strategic municipal energy plans Other local actors Research institutes Central actor Local actor Other actor 14

15 Wind power second order map 15

16 Example #2: Cradle-to-cradle islands and SWOT analysis Pictures from: C2CI project and Samsø Energy Academy 16

17 A few buzzwords SWOT ANALYSIS FOR CRADLE TO CRADLE ISLANDS 17

18 Cradle-to-cradle Waste equals food Use of solar energy Celebrate diversity à Up until now an exclusively product-oriented approach à From C2C products to C2C systems? McDonough & Braungart

19 SWOT analysis SWOT is mainly applied in the private sector where it is important to clarify the factors that will make a company survive, profit and expand in a competitive market Sørensen & Vidal 1999 SWOT in relation to C2C islands: Materials Water Energy 19

20 SWOT analysis Sørensen & Vidal

21 SWOT analysis Sørensen & Vidal

22 Objectives To develop and conduct SWOT analysis together with the islands To support learning and decision-making processes on the islands To make technical knowledge more accessible Interactive Energy SWOT tool à energy model as part of the SWOT analysis 22

23 Design of the Int. Energy SWOT tool 23

24 Purpose of the Int. Energy SWOT tool 1. Learning about regional energy flows 2. Assisting in identifying and quantifying problems, inefficiencies and opportunities in the system; i.e. Strengths and Weaknesses 3. Identifying (technical) solutions beneficial from a systems perspective 4. Common language à comparisons and exchange of knowledge between the partner islands 24

25 Spiekeroog # km2 ~800 inhabitants Tourism main source of income Electricity and natural gas supplied through cables/ pipeline from mainland 25

26 Spiekeroog #2 17 km2 (90%) protected Nature protection and preservation of the old town (architecture of the houses etc.) have priority 2008: 615,000 overnight stays Vision: independent from mainland s electricity supply Renewable energy share: 7% (mainly from 225 kw wind turbine) Energy conservation and photovoltaic power as possible options 26

27 Spiekeroog #3 Biogas from sewage sludge as an option All heating based on individual gas boilers Cars are prohibited, a few electric cars exist Relatively constant ferry transport demand (2008: 416,00 passengers) 27

28 Spiekeroog #4 Contact with a key person on the island SWOT tool was presented to the mayor this year Local teacher wants to use and develop it People are too wealthy around here à Difference between Samsø and Spiekeroog 28

29 Feedback on the SWOT tool The energy tool can be considered a partial success: some islands used it; but sometimes structurual barriers to renewable energy We have made a better model In general not much feedback from islands regarding the specific content of the model still too much complexity? Ongoing process we will have to follow up on if and how the islands use the model Similar models for water and materials 29

30 Remarks The Energy SWOT tool and the actual SWOT analysis are interrelated and simultaneous processes The prerequisites and requirements on the islands limit/ expand the (technology) choices to be included in the model The model can then show the effects of these choices If precise data do not exist, missing information has to be estimated 30

31 Remarks SWOT analysis as strategy building tool à similar to other strategic management tools SWOT can be an element of a research project SWOT can also be THE research project à SWOT analysis can follow a problem-analysis-planimplementation structure 31

32 Energy game Learning through an interactive group exercise 32

33 33

34 Lessons learned Learning by doing/using simple/obvious is a context dependent term When you let people participate/use your work you will get more direct feedback The model is not user-friendly you could do this and that to improve that. I learned that offshore wind power is more expensive than onshore wind power 34