SLoCaT Retreat 2016 Summary Report. Maritime Hotel, Bad Homburg, Germany

Transcription

1 SLoCaT Retreat 2016 Summary Report Maritime Hotel, Bad Homburg, Germany 6 th - 7 th October

2 Summary Report-SLoCaT Retreat 2016 Introduction Objective: The objective of the retreat was to start a reflection and discussion on the following three questions: 1. What are the main functions that an effective global institutional mechanism on sustainable transport should provide? 2. What are the features of effective global institutional mechanism on sustainable transport? 3. How can the SLoCaT Partnership best influence and contribute to a strengthened global institutional mechanism on sustainable transport? It was widely acknowledged that, as things are changing at the global level, it is not yet possible (or desirable) to find a definite or final answer to these questions, the discussions need to continue over the next months and years and include a much broader range of actors. The intention was that the retreat would help prepare SLoCaT and its members for and increase our influence in the coming debate. Scope In order to focus the discussions, the following scope was proposed: The wide range of existing institutional arrangements for transport at regional and global levels, Transport is passenger and freight, urban, rural and cross-border, Institutional arrangements applicable to land transport as well as international maritime transport and aviation. Picture 1: SLoCaT Partnership Secretary General Cornie Huizenga welcoming participants to the SLoCaT Retreat

3 Participation There were 27 participants in the retreat (see Annex 1) which were a mixture of SLoCaT Board Members, representatives of members of the SLoCaT Partnership, Supporters of SLoCaT Foundation and other key stakeholders from the global sustainable transport community. SLoCaT staff also participated in the retreat. Methodology The retreat was designed to be interactive with different facilitation techniques to be as inclusive as possible. Participants were provided with briefing materials in advance of the retreat and before each session there were short framing presentations to introduce the discussion. In preparing the retreat the SLoCaT Secretariat built on the discussions with a large group of stakeholders held during the Asian Development Bank Transport Forum in Manilla in September. The retreat was held under Chatham House rules meaning that while discussion and opinions can be shared and reported on they are not be attributed to any individual. Pat Cox, as an independent person (no formal link with SLoCaT) facilitated the discussions. Agenda The agenda was split into two distinct parts. Day 1 for discussion on the current and possible future global institutional arrangements Picture 2: Pat Cox facilitating the SLoCaT Retreat for transport and Day 2 to discuss the current situation and possible future development of the SLoCaT Partnership. Figure 1: Agenda for the SLoCaT Retreat 3

4 Day 1 Thursday 6th October 2016 Session 1 Expectations for the retreat The first session allowed participants to reflect and discuss 2 questions: When will the retreat be a Success? When will the retreat be a Failure? The following answers were noted: When will Retreat be a Success? Constructive challenging discussion resulting in agreement on a few of next steps (on narrative + architecture). Specific short term actions to meet visions/objectives of SLoCaT Joint understanding of SLoCaT Shared vision for SLOCAT with clearway forward and links with work on the ground Get consensus Gain Momentum for a shared vision Getting to know SLOCAT members Work Plan 1-5 years Clear Mandate + Clear Roadmap Defining the vision of SLoCaT for the future, guided by the 1.5 degree Celsius target Clear Vision for SLoCaT 5/1YR Greater emphasis on adaptation Agree priorities Define options for strengthening institution for sustainable transport Progress on institutional issue When will Retreat be a Failure? Solely a networking opportunity, no challenge to norms or easiest options General statement of good intention More acronyms and strategies that do not make sense outside of this room (hermetic) Not having a common agenda for this to become the voice of transport Not enough time s from Cornie Just another meeting No focus No clear vision or outcome /orientation Leave without new ideas about possible institutional arrangements for sustainable transport Same old, same old. Session 2 - What if... we do not strengthen global institutional mechanisms in transport sector? Following a group discussion, the following main views were identified: 1. Lack of linkage between local, national and international activities. 2. Lack of co-ordination, leading to duplication. 4

5 3. Reduced impact of activities Session 3 - For what do we need global institutional mechanisms? The group considered the key functions that global institutional mechanism should provide for sustainable transport. Based on a ranking exercise the above functions were ranked as follows: Function Score National / local mobilization +12 Leadership +9 Indicators, monitoring, reporting +8 Co-ordination +7 Guidance +6 Vision +4 Stakeholder engagement +2 Financing 0 Critical evaluation -7 Sharing of Best Practice -9 Figure 3: Indicative ranking of governance functions There was a consensus that although these functions could be further defined and refined they represent the essential functions for the global governance of sustainable transport. Picture 3: Mary Crass and others discussing the global governance of transport Through a process of individual unstructured contributions, followed by a clustering exercise and then small group work to define an elaborate the different elements the following set of key functions was identified and broadly endorsed by the group: 5

6 1. Vision and Leadership: Translate and interpret global vision and targets into understandable and implementation orientated policies and plans, 2. National and local Mobilisation / Best Practise and Guidance: Inspire and enable (financing, capacity building, knowledge transfer) actors at all levels of authorities, private sector and civil society, 3. Indicators, Monitoring and Reporting: Ensure that policy, decision making, prioritisation and funding allocation will all be evidence based, 4. Co-ordination and Stakeholder Engagement: Strong co-ordination of influential stakeholders to champion change towards sustainable mobility, 5. Financing: a) Inform, influence global, national, local, public and private decision makers to finance /support sustainable transport; b) Inform/influence global funders/funds to support sustainable transport. After a discussion it was agreed that the following next steps were necessary: 1. Complete a thorough identification of actors with global influence on sustainable transport, 2. Undertake a gap analysis with respect to the activities of the existing institutions and the functions identified (above) to identify key gaps. 3. Identify what functions are currently being carried out but are not being done fast enough. Session 4 Strengthen existing institutional arrangements of create new ones? This session was introduced by a reflection on how the global governance in the Water and Energy sector has evolved in the last decades and the functions of governance institutions. We then presented and discussed some of the current actors influencing the global governance of transport. Figure 2: Current global transport governance actors 6

7 The final discussions of the first day we focused on the need for a Grand Global Partnership (GGP) to strengthen global transport institutions. Participants were invited to reflect on if a GGP was necessary to advance sustainable transport. Following a short discussion, the following conclusions were made: A GGP is necessary ( something needs to be done ) It should be a high visibility, foreground institution All key sectors should be included (Global, regional, national, Local, NGO s, Private Sector etc.) Could be presented as the next step from UN SG HLG ST report of October 2016 point of departure Should not include coal and nuclear actors (here coal and nuclear was used as a metaphor for important incumbent actors that may not be a constructive/active part of the transformation these actors were not included in SE4A) Least Developed Countries also need to be included. There was a consensus that a key issue would be to ensure that such a group has a strong mandate although there were different ideas (top down, bottom up) and no conclusion on how to secure the mandate. Day 2 Friday 7th October 2016 The second day started with a brief review of Day 1. There was a consensus that good progress had been made in developing a view of the necessary global governance of transport. To transform transport a transformed governance system was required. Not every detail was required but the consolidated views should be used on outreach activities at Habitat III, COP22, the Ashgabat conference in November and the events in Washington in early 2017 to help build a more detailed view and build a broader consensus. The second day of the retreat was focussed on SLoCaT itself. Session 5 SLoCaT Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis There is a consensus that SLoCaT needs to re-calibrate SLoCaT in view of the global agreements reached in 2015/2016. To inform the evolution of SLoCaT a group Strengths, Weakness, Opportunities and Threats analysis (SWOT) was conducted. Based on individual written contributions and a quick clustering exercise the following SWOT were identified for SLoCaT: STRENGTHS WEAKNESSES OPPORTUNITIES THREATS MEMBERS Global network through members and partners No vested interests from representatives Large membership basis MEMBERSHIP AND INFLUENCE Link to innovators and doers, Inclusivity? How well known in broader transport community? NEW INSTITUTIONAL ARRANGEMENTS / CHANGE Time of change for SM policy + delivery, Take agenda forward, New UNSG/UN Reorganization, New UN SG, CROWDED FIELD + POSITIONING Stepping on members terrain, Competing agendas on sustainability Fight for the lead of ST 7

8 Broad stakeholder representation Broad range of stakeholders involved The core/active members Broad, inclusive membership base Strong networking and global visibility Global footprints Personal engagement of members Multi actors Bringing together a large scope of Sustainable Transport Actors Technically political Inclusive stakeholder engagement. MISSION Well defined focus & vision, Its Focus on Sustainable Transport, Strong focused mission statement & Work Plan. Link/relationship to influence National Government and Private Sector, (lack of) Country representation, best practice and guidance, Lack of new mobility actors, Recognition by State and International Organizations, Support/ High level representation, Weak linkages with local (where the action happens) actors, Weak mandate with national government, Not well linked to work on the ground. FUNDING SOURCES Too small + unfunded to develop its influence at national/sub-regional level, Not enough funding for operation Lacks long term financial sustainability High demand on limited budget Limited funding to perform the additional work that may be required Ad-hoc funding structure Build coalitions now, SD/CC policy clearer, Shifting from original mission (awareness CC/ST) to large scale action, Stakeholders need/want global voice/platform, The new agendas are being built and is the time to deepen SLOCAT s Role, Clear need for a global Institution or new initiative that articulates the vision on sustainable mobility to reach 1.5 scenario, New technologies looking for global promotion e.g. electric vehicles, New mobility actors. LOTS TO DO Huge amount of work to be done (trends are negative), Many need help, if SLOCAT can reach them there will be advances, To move in to the national/sub-national space. Mobility is a cross-cutting issue that can and should be integrated to other agendas, Marrakesh, Transport not yet a global agenda in UNFCCC. Micro management of initiatives, Barriers from the various players, Competing actors, initiatives aimed at same objectives, New players entering the market, Several organizations in transport, losing credibility due to lack of mandate, Get deleted by established big players and remain testimonials, Dilute its mission Institutional positioning / crowded space. Other global initiatives (i.e. SM4A, GPST) Institutional positioning Already a crowded space (needs visibility and funding), New similar organization claims representation (global partnership on SM) ORGANIZATIONAL CULTURE & CAPACITY TO CHANGE - SUCCESSION Dogmatism on solutions, Note expanding beyond UN-founded agenda, Lose its focus, which has worked well so far, If unable to move beyond global toplevel lobbying/advocacy body, Re-design thinking, Weak capacity to deliver specific programs / policy / project -losing credibility 8

9 CREDIBILITY Increasing recognition by external stakeholders, Well connected, Inclusive, Democratic and gives voice to stakeholders, Most extensive global platform on Sustainable Transport, Successful agenda on CC & SD, it has changed, Recognized presence in the global arena, Legitimacy & Acceptance at the global level (UN etc.), Coordinates interests and knowledge into global arena. PROJECTION Very active/visible, High capacity to bring players on board and connect them, Provides visibility for partners, Outreach capacity, Ability to outreach to many players, Track record. CORNIE WEAKNESS Cornie s retirement, Too dependent on one leader (fragile), Counts mostly on personal skills of Secretary General, High dependence on SG (Cornie), Reliance on Cornie. OTHER Small staff, SLoCaT /PPMC confusion of aims and roles, No clearly articulated strategy It is only on land and urban transport Lack of economic culture Conflict of interests POLE POSITION OF SLoCaT Position as SM Flagship, Lead the GGP (at least on the land transport) Leadership Role on CC + SD Transport, PPMC-like joints undertakings, Possible to develop/get required mandate through UN Platform, SD agenda acceleration ST is well introduced, SDG/COP/NUA: time to implement, Fulfill its mission (close the circle) started in day one, Increasing global emphasis around SLOCAT core message Wider community interested/committed to sustainable mobility. NEW POSITION OF ST Possibility to build on current networks, Opportunities SLoCaT FINANCE Transport funding has many companies interested, Not getting support and respires to grow and solidify its role Funding for the long term, Lack of long term finance for SLOCAT, Short term finance / projects (distracts from vision & mission), OTHER New UN SG Governments are not willing to listen. SG / TEAM Have an excellent Secretary General SLoCaT, Team, Cornie, Agility It was acknowledged that there are other ways to cluster the individual inputs. In discussion there was consensus on the following aspects: There is a lot to do SLoCaT is in pole position It s a time of positive change in the transport sector It s a crowded field, possible new entrants/competitors Concerns over SLoCaT s culture/ability to evolve. 9

10 Picture 5: SLoCaT Co-chair Holger Dalkman reviewing SLoCaT SWOT analysis Session 6 Evolution of SLoCaT Possible new SLoCaT membership groups There were different views about the advantages and disadvantages of including more business / industry partners in SLoCaT. A few felt that more industry participation e.g. car companies would give a more realistic perspective on the economic realities, the economic pathways, for transforming transportation. Other felt that this would limit the focus of SLoCaT more to the improve aspect of the ASI approach when more action is required on the avoid and shift aspects. Many believed that the membership determines the direction of the partnership and that more corporate partners could lead to a conflict of interest. Alternative ideas revolved around SLoCaT having associated, but separate, industry group. A similar governments group was also suggested. Giving the benefits of different ideas/perspectives with less risk of contaminating SLoCaT s core mission. SLoCaT Secretariat s evolution There was a discussion regarding the ideal size of the SLoCaT staff, which depends on the future functions of SLoCaT. The need for more stable financing to allow the evolution/better functioning of SLoCaT was also discussed. Possible new SLoCaT activities 1. With new global agreements in place there is a need to deliver these agreements at the national and local levels a key question is what is SLoCaT s role. There was a consensus that this is an increasingly important target group and SLoCaT should find ways and means to reach out to them within the capacity constraints of the organization. This will mean in most cases a regional approach except possibly in China and India. SLoCaT for example could 10

11 organise some regional events in Asia, Latin America and Africa. 2. There was a general consensus that an annual Status Report on Sustainable Transport would be a valuable flagship knowledge product in the next years. 3. There was also a consensus that SLoCaT is well placed to facilitate/co-ordinate reporting and tracking activities in the transport sector. Final session conclusions Day 2 The following general conclusions were made regarding the next steps for SLoCaT: 1. Need for consolidation of SLoCaT s core capacity, and the need for suitable funding to achieve that. General view that the access/position SLoCaT currently has should make longer term funding possible. 2. Still need to secure a clear mandate the preparation of Nationally Determined Contributions (NDC s) in 2018 as part of the UNFCCC process is identified as a key opportunity to secure a strong mandate. 3. Need for SLoCaT to develop its catalyst role/function. 4. Next steps: a. Take Bad Homburg reflection into other discussions b. Prepare our response to UN SG HLG report (end October) c. Develop different options for moving ahead global governance d. Share Bad Homburg results with whole SLoCaT community. Acknowledgements The SLoCaT Partnership would like to thank GIZ (on behalf of BMZ) for their generous financial and logistical support for the retreat. 11

12 Annex 1: Participants List NAME Armin Wagner Barry Howe Christian Mettke Claire Bernard Clarisse Linke Cornie Huizenga Daniel Günther Debashish Bhattarcharjee Geetam Tiwari Henry Kamau Holger Dalkmann Jorge Kogan Liz Jones Mael Martine Manfred Breithaupt Mark Major Mary Crass Miodrag Pesut (Misha) Nick Craven Pat Cox Patrick Oliva Ramon Cruz Simon Ellis Talya Enriquez Romano ORGANIZATION GIZ VP Sustainable Transport, Alstom GIZ-Transfer PPMC/Michelin ITDP Brazil Country Director and SLoCaT Board Member Secretary General, SLoCaT Partnership German Federal Ministry for Economic Cooperation and Development (Day 1 only) Human Settlements Officer, UBSB, UN- Habitat (Day 1 only) Prof IIT-DELHI and SLoCaT Board Member Director, Sustainable Transport Africa SLoCaT Co-Chair, WRI/EMBARQ Director Development Bank of Latin America (CAF)/ and SLOCAT Board Member DFID (UK Government) CODATU, Mobilize Your City SLoCaT Board Member Senior Advisor, SLoCaT Partnership Head International Relations and Summit, ITF-OECD UNECE UIC Facilitator VP External Affairs, Michelin (Day 2 only) ITDP / SLOCAT World Bank Outreach and Membership Director, SLoCaT Partnership 12