Organisational analysis and energy planningpeople.plan.aau.dk/~poul/Material/Tools/Slides14.pdf · Organisational analysis and energy planning - Main points and examples - Karl Sperling

Organisational analysis and energy planning

- Main points and examples -

Karl Sperling [email protected]

04-11-2011

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Feedback from previous lecture - keywords •  …

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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

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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)

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Examples of OA in project work •  Stakeholder analysis:

o  Introduction: Who is affected by the problem? o  Discussion:

Who and what has to change and how in order to implement one or several solutions?

o  Etc.

•  SWOT analysis: o  To compare different alternatives o  As framework of an analysis (e.g. an energy plan as a

SWOT analysis) o  To characterise the organisations, communities etc.

for which a project is prepared o  Etc.

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OA on different levels

•  Internal: o  “Inside” an organisation o  How do internal processes have an affect on a

problem? o  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

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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

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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.

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Example #1:

Municipal energy planning

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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

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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

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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

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First order actor-task map (normative) Tasks Actors

Ministry of Transport

Ministry of the Environment

Danish Energy Agency

Danish Enterprise and Construction Authority

Grass roots organisations

Local Government Denmark

Municipalities

Utility companies

Credit banks

Craftsmen and manufacturers

Citizens

Ministry of Climate and EnergyNational 100% renewable energy planning strategy

Research institutes

Danish Government

Ministry of Economic and Business Affairs

Ministry of Finance

Framework for strategic municipal energy planning

Technology- and activity specific legislation and support schemes

Consultants

Implementation of strategic municipal energy plans

Draft strategic municipal energy plans

Branch organisations and industry

Ministry of Taxation

•  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”

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First order actor-task map Tasks Actors

Ministry of Transport

Ministry of the Environment

Danish Energy Agency

Danish Enterprise and Construction Authority

Grass roots organisations

Local Government Denmark

Municipalities

Utility companies

Credit banks

Craftsmen and manufacturers

Citizens

Ministry of Climate and EnergyNational 100% renewable energy planning strategy

Research institutes

Danish Government

Ministry of Economic and Business Affairs

Ministry of Finance

Framework for strategic municipal energy planning

Technology- and activity specific legislation and support schemes

Consultants

Implementation of strategic municipal energy plans

Draft strategic municipal energy plans

Branch organisations and industry

Ministry of Taxation

Tasks Actors

Danish Government

Relevant ministries & authorities

Local Government Denmark

Municipalities

Utility companies

Other local actors

Implementation of strategic municipal

energy plans

Strategic municipal

energy plans

Technology- and activity specific legislation and

support schemes

Framework for strategic municipal

energy planning

National 100% renewable

energy planning strategy

Research institutes

Consultants

Branch organisations and industry

Grass roots organisations

Other actor

Local actor

Central actor

Parliament

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Wind power – second order map

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Example #2:

Cradle-to-cradle islands and SWOT analysis

Pictures from: C2CI project and Samsø Energy Academy

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A few buzzwords…

…ISLANDS

SWOT ANALYSIS FOR…

CRADLE TO CRADLE…

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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 2002

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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

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SWOT analysis

Sørensen & Vidal 1999

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SWOT analysis

Sørensen & Vidal 1999

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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

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Design of the Int. Energy SWOT tool

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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

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Spiekeroog #1 •  18.73 km2

•  ~800 inhabitants

•  Tourism main source of income

•  Electricity and natural gas supplied through cables/pipeline from mainland

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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

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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)

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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

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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

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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

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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-plan-implementation structure

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Energy game •  Learning through an interactive group exercise

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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”