Mapping Resources and Values Final RWS Presentation
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This is the final presentation of my intern project that I gave to my colleagues at Rijkswaterstaat at the end of my 3 month internship in August 2011. It documents the process that I took to design and develop the project and it bookmarks where I left off as the total vision was not completed. I summarize some results and suggestions at the end of the presentation.
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Mapping Resources and Values Final RWS Presentation
- 1. 2011 14JUNI2011 – 26AUGUSTUS2011 Mapping Resources and ValuesLindsay K. Reul
- 2. WHAT I SET OUT TO DO
- 3. WHAT I SET OUT TO DO FOLLOW THE METHODOLOGY OF SYSTEMIC DESIGN
- 4. WHAT I SET OUT TO DO SYSTEMIC DESIGN EXAMPLES
- 5. WHAT I SET OUT TO DO SYSTEMIC DESIGN SAYS START WITH A REGIONAL APPROACH
- 6. WHAT I SETOUT TO DO LET THIS LEAD YOU TO A LOCAL SCALE
- 7. WHAT I SET OUT TO DO And eventually the site most in need of attention will self-select
- 9. BIOMASS IN THE IJSSEL
- 10. TIMELINE 1 identify which of the 6 SSRS themes I would focus on
- 11. TIMELINE 1 identify which of the 6 SSRS themes I would focus on BIOMASS
- 12. TIMELINE 2 identify the area
- 13. TIMELINE 2 identify the area IJSSEL RIVER SYSTEM & SURROUNDINGS
- 14. IJSSEL RIVER
- 15. TIMELINE 3 define what information will be mapped
- 16. TIMELINE 3 define what information will be mapped SOCIO-POLITICAL VALUES & BIOMASS RESOURCE TYPOLOGIES
- 17. DEFINING WHAT TO MAP
- 18. DEFINING WHAT TO MAP Remember what the goals of this project are
- 19. TIMELINE 4 identify which stakeholders to interview
- 20. TIMELINE 4 identify which stakeholders to interview ALL OF THEM
- 24. TIMELINE 5 develop interview questions
- 25. TIMELINE 5 develop interview questions 3 PARTS
- 26. INTERVIEWS 1 GENERAL INFORMAION
- 27. INTERVIEWS 1 GENERAL INFORMAION 2 SPECIFIC TO BIOMASS
- 28. INTERVIEWS 1 GENERAL INFORMAION 2 SPECIFIC TO BIOMASS 3 OPEN FORM
- 29. TIMELINE 5 assessing the data
- 30. TIMELINE 5 assessing the data WHAT ARE THEIR VALUES?
- 31. ASSESSMENT
- 32. ASSESSMENT
- 33. ASSESSMENT
- 34. ASSESSMENT
- 35. ASSESSMENT
- 36. ASSESSMENT
- 38. TIMELINE 6 mapping the data
- 39. TIMELINE 6 mapping the data TYING IT ALL TOGETHER
- 40. MAPPING
- 41. MAPPING
- 42. FINAL OUTPUT GOALS 1 LAGE FORMAT MAP
- 43. FINAL OUTPUT GOALS 1 LAGE FORMAT MAP 2 DEVELOP ALTERNATIVES
- 44. FINAL OUTPUT GOALS 1 LAGE FORMAT MAP 2 DEVELOP ALTERNATIVES 3 DIRECTORY OF POCs
- 45. FINAL OUTPUT GOALS 1 LAGE FORMAT MAP 2 DEVELOP ALTERNATIVES 3 DIRECTORY OF POCs 4 ALTERNATIVE PLAUSIBILITY
- 46. SOME OBSERVATIONS Parties are eager to join an alliance but are also not likely to start one
- 47. SOME OBSERVATIONS Parties are eager to join an alliance but are also not likely to start one Lack of technical knowledge is inhibiting a regional economic market
- 48. SOME OBSERVATIONS Parties are eager to join an alliance but are also not likely to start one Lack of technical knowledge is inhibiting a regional economic market Design matters – Logistics will make or break the feasibility of a biomass market
- 49. SOME SUGGESTIONS Land Grant University to Provide Free and Public Knowledge on Biomass
- 50. SOME SUGGESTIONS Land Grant University to Provide Free and Public Knowledge on Biomass The formation of a formal business alliance so that new parties who enter the market will know where to go
- 51. SOME SUGGESTIONS Land Grant University to Provide Free and Public Knowledge on Biomass The formation of a formal business alliance so that new parties who enter the market will know where to go A regional approach will be needed to layout the infrastructure and programming network in the area.
- 52. WHAT NOW? I have to write a thesis next year
- 54. thank you
Notes de l'éditeur
- I wanted to make something similar to a Kansenkaart.The goal of this map was to show where specific people, resources, and facilities all existed in order to inform the parties involved what potential cooperation options existed.The ultimate goal is to incite the formation of an alliance of market parties. These parties have to see the self gain and co-benefits they would receive from organizing with one another.
- I modeled my study after the philosophies of systemic design.
- SSRS needed to move forward from the roadmap framework. It was at a stage that needed to become more concrete and grounded into reality. I developed a project that focused SSRS on a specific topic and in a specific location.
- Can I design a project that would incite the market parties in the Ijssel river area who are affiliated with the biomass industry to see the advantages of working together? Are there profitable ways for a 3rd party organization to harvest the biomass in RWS’s property – free of charge to them and to the specifications of RWS’s maintenance preferences?
- I chose to focus on the Ijssel River largely because at the time of the project, RWS was drafting the “prestatiecontract” for the entire Ijssel River. This was an opportunity to work on an active project that was still in the beginning of it’s contract agreements. The hope was naturally to be able to influence the outcome of the prestatiecontract with the data that I would collect in my mapping project.
- Sources (Resources) and Sinks (Stakeholder Uses)
- Identifying and interviewing the stakeholders turned out to be the most important contribution from this mapping project.
- The list of contacts was largely generated from the collective efforts of my RWS colleagues. You can see here that the list is quite top heavy – with many more contacts in the upper levels of government and the water boards (and major stakeholders). The list quickly thins out as it reaches the “bottom” level of the stakeholder cycle.
- Because I did interviews during the height of the holiday season, I was often not able to get the first contact I tried. Often, I was referred to a 2nd and sometimes 3rd colleague who worked at the same organization, but was not the main employee involved with biomass.
- How is the organization structured? Why does it exist? What does it want?What it was designed to doWhat it actually doesWhere it wants to be in the futureThis segment focuses on the five categories previously identified to develop a thorough and complete 360° assessment of each organization. Questions will be directed at all five categories, although “strength” and “structure” will be supplemented by my assessment (last step) and online research respectively. Oral Interview in Person or via Phone
- What operations do you use biomass or vegetation for? Details?Identify their value for biomass & in what formDiscover their economic or social benefits planThe interview now focuses on the relationship that the organization has with biomass on the Ijssel River. The questions ask for specific details in what types of biomass/vegetation are valuable to the organization (?), how much (?), how do you transport it (?), what other parties are involved (?), etc. Reference is made to the seven previously identified biomass typologies. Oral Interview in Person or via Phone
- Can you imagine different (better) uses for biomass in your organization?Capture anything not yet covered?Innovative or additional uses for biomass?References to additional partiesHere, the organization is asked to project future or ideal scenarios involving biomass or partnerships. The interview is focusing on uncovering any latent potentials that have not been articulated before. Additionally, I ask for references to other contacts & about other contacts. Oral Interview in Person or via Phone
- I started to notice trends in the interviewee answers…
- I created a graphic that could be used to compare each party in a clear and well understood way.
- Example of how it works.
- I created a basemap and overlaid the property ownership of each interviewee that we had data on in the RWS GIS Repository. I sent out these individualized basemaps to each of the interviewees and asked that they: Identify any additional property that they own which I have not shown here.Identify where there area of influence extends to (property that they do not own, but they are still involved via project management, regulation and policy applications, harvesting, renting, or areas where they exert a large influence as a stakeholder).Identify the type of biomass that is available on these properties.
- The goal was to create an existing conditions map of the information that the stakeholders returned. Each party would have an existing conditions map that I would then combine together to create a large-format existing conditions map of the entire (interviewed) Ijssel River System. From there, I’d devise a “gap analysis” map to show where the logistics need to be enhanced or developed. Finally, I’d create a number of scenarios that combine certain elements (stakeholders and resources from the existing conditions map and some of the applicable logistics suggestions) from the prior two maps. Any number of alternative scenarios could be created using different combinations of elements.
- The “large format” component of the map refers to printing it off at an A2 or A1 size so that the map can hold a lot of information while still being clear to read.
- Again, can be shown in a large format map form.
- Directory of Point of Contacts for each of the firms that were interviewed. I have started a template for this document.
- Final touches – include your opinion (based off of in-person interviews and your 6th sense) how likely each firm or scenario is to engage.
- Nearly everyone I interviewed was very interested to become involved in any sort of biomass industry alliance that might be starting up. However, very few parties (really only two) seemed to have enough capacity, knowledge, or motivation to initiate the beginning of this effort. It is not the role of any single party to lead this alliance – it’s a collective obligation. But someone needs to initiate the organization of it.
- Most parties that I spoke with did not know enough about the biological or technological opportunities for their biomass. Since they did not know what options were available for their resources, they were not able to initiate a biomass stream for profit. The collective ignorance of biomass technology and market possibilities is inhibiting the entire region from really creating a biomass industry.
- Much of the success of a biomass industry rides on logistics. Growing agricultural crops of biomass (like in Germany) is one way of designing the logistics to work economically. The goal of the NL (at least here in the Ijssel) is to use byproduct materials that are currently seen as waste to feed the biomass industry. Since this approach involves harvesting biomass from small parcels dispersed over wide regions the logistics of (1) how to collect the dispersed biomass, (2) how far to transport it, (3) how much to transport at any one time, and (4) where the collection points are located will determine if this industry will succeed. Design of infrastructure, scale of trade and transportation, and spatial locations of each facility or harvesting point are required.
- Lack of technical or market economy knowledge is suppressing the private sector from developing a fully fledged industry. Collective, non-proprietary knowledge must be accessible to everyone such that they can develop their independent business strategy for their biomass. Waggeningen Universiteit might be in the best position to supply this knowledge?“Land Grant Universities” are an American system of research for agricultural or small business entrepreneurs. Every state has a designated land grant university to provide this information. For more information, look at Cornell University Cooperative Extension for New York State.
- The biomass industry is very young and shapeless right now. There are many gaps in the chains of production. In order for the industry to flesh out into a sustainable and successful market economy, new players will need to enter the market and fill those gaps. Again, no single party could represent the entire regional biomass industry (this would lead to conflicts of interest anyway), so a collective business organization should be formed to speak on behalf of the industry and house information on it.
- Logistics, logistics, logistics. Processes, transit, collection points, and storage need to be coordinated amongst parties in the area. Individually, parties could not afford these logistics. The expenses would be higher than the quantities of biomass that they were processing. But these logistics are more or less fixed – they will cost the same if you were shipping 1 ton of biomass or 100 tons. Processing everyone’s biomass on a shared network of infrastructure and processes will make the industry feasible.
- I’d like to take the same process that I used here on the Ijssel River and apply it to a domestic American site. I’m likely going to focus on the Hudson River or the Mohawk River in New York State. It will be important to see if this systemic approach to mapping socio-political values of stakeholders in a resource-based industry can function in other contexts than the Netherlands.
- I kept a blog all summer. I hope to continue the blog as long as I’m writing this thesis next year.