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11 points11 points
Towards an Towards an environmental public management environmental public management
standardstandard
GIANLUCA DRADI GIANLUCA DRADI ALESSANDRA VACCARIALESSANDRA VACCARI
Project realized with the contribution of the European Commission
Sevilla March 22Sevilla March 22
22
Official TitleIntegration and Development of Environmental Management SystemAcronym: IDEMS
Duration 32 month (October 2005 - May 2008)
General Objective:To integrate the Environmental Management System and the Environmental Accounting System: EMAS, City and Local Environmental Accounting and Reporting (CLEAR) and ecoBudget, from the specifics requirements of a Local Authority toward:- a better effectiveness of the environmental politics- a continuous improvement of the urban environmental management
All that in according to the need of the Local Authority to adopt an Urban Environmental Management Plan as stated by the European Commission Communication “Towards a Thematic Strategy on the Urban Environment”.
Specifics Objectives to produce and spread a Standard for the dissemination of the system and to provide EMAS Registration for the 4 Developer Municipalities.to identify some recommendations about the implementation of EMAS in Urban Areas, that could be considered in the new revision of EMAS Regulation (2008)to furnish the EC with preliminary information about the implementation of the Urban Environmental Management Planto promote the specific knowledge and best practice exchange between Beneficiary, Partners and their networks and stakeholdersto guarantee effectiveness and inexpensiveness, avoiding a proliferation of systems for local government
THE PROJECT
33
BeneficiaryComune di Ravenna - Italy
Comune di Ferrara - Italy
Comune di Mantova - Italy
Municipality of Amaroussion Development Company, Amaroussion, Greece
Coordinamento Agende 21 Locali Italiane, Modena, Italy
City of Dresden, Germany
City of Heidelberg-Office of Environmental Protection, Energy and Health Promotion, Germany
Växjö kommun (Municipality of Växjö), Sweden
PARTNERS
44
Acronimo
Nome del Progetto
Partner
Co-finanziamento UE
Beneficiario
Budget complessivo
Comune di Ravenna (D)
Integration and Development of Environmental Management Systems
IDEMS
Comuni di Ferrara (D), Comune Mantova (D), Municipality of Amaroussion (D), Municipality of Vaxjio (R), City of Heidelberg (R), City of Dresden (R) e Coordinamento A21L
815.000 €
407.500 € (50 %)
Legenda(D) = Developer Partners- Partecipano attivamente alla costruzione del sistema integrato e ne
applicano una sperimentazione all’interno del proprio ente
(R) = Reference Partners – assistono e supportano i Partner Developer e testano lo standard da essi
sperimentato
Durata 32 mesi (Ottobre 2005 – Maggio 2008)
Il progetto IDEMS
55
ERVET- Emilia-Romagna - Valorizzazione economica territorio S.p.A. www.ervet.it
www.iclei-europe.org
INDICA Srl
Consultants and technical support
66
Partner developers tools
MunicipalityMunicipality EMASEMAS ISO 14000ISO 14000 CLEARCLEAR ecoBudgetecoBudget
RavennaRavenna√√ √√
AmaroussionAmaroussion√√ √√
Ferrara Ferrara √√ √√
MantovaMantova√√ √√
88
Integration and innovation
EMS and Environmental Balance have DIFFERENT EMS and Environmental Balance have DIFFERENT functions :functions :
To manage critical and legal environental aspect (EMS) To manage critical and legal environental aspect (EMS) To account shared policies and commitments.To account shared policies and commitments.
Together they strengthen and improve the administrative Together they strengthen and improve the administrative action (shared values, strategies, management, monitoring action (shared values, strategies, management, monitoring and evaluation)and evaluation)
Some elements can be the provided for both EMS and Some elements can be the provided for both EMS and Environmental BalanceEnvironmental Balance
99
From starting tools to 11 point: recalls
•Connection with ongoing processes (Thematic Strategy on the Urban Environment, EMAS review, initiatives for Public Administration reform, accountability systems strengthening and strategic planning spread)
• Integration of multiple “cultures” (EMS, accountability, stretegic planning, public policy)
• No operative and procedural integration
1010
The 11 Points born on 9 february 2006
GeneralGeneral
1. policy making and linkages with 1. policy making and linkages with strategic planning (target) strategic planning (target)
2. organisational criteria and structure2. organisational criteria and structure3. Coherent multilevel sustainability 3. Coherent multilevel sustainability
governance governance : : management of the entire chain of management of the entire chain of
governance: connection system with governance: connection system with hierarchically dominant and submitted hierarchically dominant and submitted public bodies public bodies and participated and participated
constant and progressive integration of constant and progressive integration of social variables and trade-offs social variables and trade-offs managementmanagement
SpecificSpecific
4. data quality and their operational 4. data quality and their operational assessment on the entire chain assessment on the entire chain
5. assessment5. assessment6. 6. participation (stakeholder engagement)participation (stakeholder engagement)
7. environmental analysis7. environmental analysis
8. legal compliance8. legal compliance
9. monetary accounts 9. monetary accounts
10. continuing improvement 10. continuing improvement
11. communication and information11. communication and information
requirements to be requirements to be strengthened/improvedstrengthened/improved
relevant exchangeable elements relevant exchangeable elements between one or more toolsbetween one or more tools
1212
•Problems change quickly
•Problems are multisectorial
•Solutions and results are uncertain
•Policy making is a multilevel activity
•Private subjects are more and more important in defining and enacting public policies
• “Stakes” representation dynamics change continuously
•Economic sources have been cut
EMS e specificità degli EELLKey elements
1313
Different approach to controlIntegration between strategies and directional and operative plans; conditions to define local administration stategies; elements and mechanisms to integrate successfully level of strategies and level of enacting organisms, which are multiple internally and externally administration.
Different interlocutors issues consideration Improvement of systems results in defining and enacting public policies
Focus on evaluation of achieved results NOT ONLY PLANNED
Multidimensional evaluation(economic, physical, service quality, social quality)
Change in”performance” meaningFrom “legal compliance” (80’s) to efficient relation between expenses and supplied services (90’s), to performace as public value creation (2000)
EMS and Local bodies specificity, in particular:
1414
The development of the concept of public performance
80’s CULTURE OF RESPECT FOR THE NORM
Public administration bureaucratic
Performance =
Control of legitimacy
Citizen as subject
90’s SERVICE CULTURE
Public administration as a business
Performance =
Efficiency, Saving, Quality
Citizen as customer
2000 CULTURE OF PUBLIC VALUE
performance=
result, effects, impact
Public administration as network
citizen
1515
I Level of the public management
STRATEGIC LEVEL
socio - economics Problems
Needs
Strategic objectives
Strategic efficiency
Final outcome(IMPACT)
intemediate outcome(RESULTS)
OPERATIVE LEVEL
operative objects
Input/resources
Process Output
Efficiency
Relevance
Operative efficiency
Saving
ORGANIZATIONAL LEVEL
People Management process
Systems Structure
Improvements methods
1616
11 points model today (EPMS)
5 Assessment
11 Comunication and information
3 Governance (top dow-sustainability e trade off)
1 Policy making, strategic planning , targetbudgeting
7Environmental
Analysis
8Legal
compliance
9Expenses
and monetary accounts
4Models,
Data quality and IS
2Organization,
structure, training
Monitoring and evaluating Performance Outcome (impacts Middle term obj.)
Monitoring and evaluating Performance Output
Accountability
10
Co
ntin
uo
us im
pro
vem
en
t
6 S
take
ho
lde
r en
ga
ge
me
nt
1717
The 11 Points
GeneralGeneral
1. policy making and linkages with 1. policy making and linkages with strategic planning strategic planning
2. organisational criteria and structure2. organisational criteria and structure3. 3. participationparticipation ((stakeholderstakeholder
engagementengagement))
SpecificSpecific
4. data quality and their operational 4. data quality and their operational assessment on the entire chain assessment on the entire chain
5. assessment5. assessment6. entire chain and sustainability: 6. entire chain and sustainability:
management of the entire chain of management of the entire chain of governance: connection system with governance: connection system with hierarchically dominant and submitted hierarchically dominant and submitted public bodies public bodies and participated (?) and participated (?)
constant and progressive integration of constant and progressive integration of social variables and tradesocial variables and trade--offs offs managementmanagement
7. environmental initial analysis7. environmental initial analysis
8. 8. legallegal compliancecompliance
9. 9. monetarymonetary accountsaccounts
10. continuing improvement 10. continuing improvement
11. communication and 11. communication and informationinformation
requirements to be requirements to be strengthened/improvedstrengthened/improved
relevant exchangeable elements relevant exchangeable elements between one or more toolsbetween one or more tools
+
Conceptual path
1818
They are not: • A consequential process• yet a standard ma a conceptual framework• The exclusive response to critical procedural and operative
aspectsThey are
• “slices” of environmental systems implementation process;• a way to help Public Administration to improve in measuring
its performance • A proposal to come through inadequate elements of
starting tools and to emphasize their functional elements for managing environmental criticism;
• A response to what systems are necessary for and not to systems themselves
from EMS to EPMS
What are and what are not “the 11”
1919
MU25MU25
UE Emas BoardUE Emas Board
Italian (with an european sugroup) Commission on environmental Italian (with an european sugroup) Commission on environmental accounting at Economy Departmentaccounting at Economy Department
At regional level (Emilia Romagna) proposal of regional law on At regional level (Emilia Romagna) proposal of regional law on environmental accounting (based on Clear Ecobudget and Tandem)environmental accounting (based on Clear Ecobudget and Tandem)
Uptdating is necessary to write incisive guidelines referring to international context
Updating and integrations
2121
•Guidelines to help local administration “to do better and to do integrated”, using technical and specific protocol, where necessary (monetary accounts, data quality)
•Report relating on improvement elements for starting tools, e.g.
- Data quality per Clear, - Accountability e policy making per EMAS 3
Outputs
2222
Relevant elements to develop and implement system starting from the model and detected criticalities:
• requirement and relevant issues to do better
• requiremet and conditions (opportunities and criticalities) that can be met in doing integrated
Guidelines structure:•Point Background (meanings, what is its function, criticalities)•Requirements to do better (What to do, how to do)•Requirements to do integrated (What to do, how to do)•General things to do and to avoid •TipsIn each paragraph there are examples e recall to other points
What is meant by point “requirements”?
2323
Spread of EMS in Public Administrations, to help policies Spread of EMS in Public Administrations, to help policies definition and results and impacts monitoring and definition and results and impacts monitoring and evaluation (outcome indicators) evaluation (outcome indicators)
Systems qualification and opportunities for their Systems qualification and opportunities for their integration with planning, management, control activitiesintegration with planning, management, control activities
Resources more oriented to targets and timesResources more oriented to targets and times
Environmental governance processes and more Environmental governance processes and more accountable administrationsaccountable administrations
Let’s remember expected results
2424
CONTACTS
OFFICIAL SITE OF THE PROJECTOFFICIAL SITE OF THE PROJECT
www.idems.it
PARTNER BENEFICIARY CONTACT :PARTNER BENEFICIARY CONTACT :Luana Gasparinitel: +39(0)544482266fax: +39(0)544485311e-mail: [email protected] educazione ambientale eAgenda21 LocaleComune di Ravenna - Italia