7.3 Assessment Schemes
171
process or persons might have different beliefs than they have to represent in their role
as agency officials. Thus, the arrangement of stakeholders should not solely follow the
primordial affiliation to a specific interest group or agency, but also try to take the beliefs
and interest into account.
Within the second step the compiled information is used to design the participation
process and to finally plan the necessary steps to achieve the desired goal(s). In this step
it is helpful to approach the stakeholders directly because of insufficient information base
or the wish to deepen the knowledge on interests and needs of all or selected stakeholders.
A helpful tool is to draw a communication plan on how to disseminate and communicate
inside and outside the process.
The negotiation and deliberation phase is the centerpiece of the collaborative process.
The process plan, the rules and procedures have to be presented and discussed, and –
ideally – consensus has to be achieved by the group on these aspects. Afterwards, either
a revision of the plan is necessary or not. In this step a variety of tools and methods can
be applied to achieve the goal(s) of the entire process. For example, Wittmer et al. (2006)
proposed specific criteria on how to decide appropriate tools. Further information could be
found, for example, in Sabatier (1998); Borrini-Feyerabend et al. (2000); Petts and Leach
(2000); OECD (2001); Wenzel (2001); Delbridge et al. (2002); Drouet et al. (2002); van
Asselt Marjolein and Rijkens-Klomp (2002); Numerous Authors (2006) and Salter et al.
(2010)
Subsequently, the participation process should be finished by an evaluation step.
Herein, the participants should be motivated to assess the entire process and provide ideas
of improvement for next processes.
7.3 Assessment Schemes
7.3.1 Introduction
Starting point of evaluation methods are the preferences of individuals and organizations. The second aspect is the maximization of benefits. To quantify the preferences
and the maximization of benefit, it is mandatory to carry out an “economic appraisal”
to evaluate costs and benefits of a project (cost-benefit analysis, CBA). This is indispensable for the private as well as for the public sector, because the acceptance
decreases to spend tax on inefficient projects. The difference between the private sector and the public sector is that cost and beneficial aspects are considered in a wider
sense. That means the entire effects of the project should be considered, not limited to
one company.
First approaches to determine costs and benefits in water management have been developed in Germany in the 1980s – see, for example, LAWA (1981) and DVWK (1985).
Related investigations which were conducted regarding coastal protection projects were:
171
process or persons might have different beliefs than they have to represent in their role
as agency officials. Thus, the arrangement of stakeholders should not solely follow the
primordial affiliation to a specific interest group or agency, but also try to take the beliefs
and interest into account.
Within the second step the compiled information is used to design the participation
process and to finally plan the necessary steps to achieve the desired goal(s). In this step
it is helpful to approach the stakeholders directly because of insufficient information base
or the wish to deepen the knowledge on interests and needs of all or selected stakeholders.
A helpful tool is to draw a communication plan on how to disseminate and communicate
inside and outside the process.
The negotiation and deliberation phase is the centerpiece of the collaborative process.
The process plan, the rules and procedures have to be presented and discussed, and –
ideally – consensus has to be achieved by the group on these aspects. Afterwards, either
a revision of the plan is necessary or not. In this step a variety of tools and methods can
be applied to achieve the goal(s) of the entire process. For example, Wittmer et al. (2006)
proposed specific criteria on how to decide appropriate tools. Further information could be
found, for example, in Sabatier (1998); Borrini-Feyerabend et al. (2000); Petts and Leach
(2000); OECD (2001); Wenzel (2001); Delbridge et al. (2002); Drouet et al. (2002); van
Asselt Marjolein and Rijkens-Klomp (2002); Numerous Authors (2006) and Salter et al.
(2010)
Subsequently, the participation process should be finished by an evaluation step.
Herein, the participants should be motivated to assess the entire process and provide ideas
of improvement for next processes.
7.3 Assessment Schemes
7.3.1 Introduction
Starting point of evaluation methods are the preferences of individuals and organizations. The second aspect is the maximization of benefits. To quantify the preferences
and the maximization of benefit, it is mandatory to carry out an “economic appraisal”
to evaluate costs and benefits of a project (cost-benefit analysis, CBA). This is indispensable for the private as well as for the public sector, because the acceptance
decreases to spend tax on inefficient projects. The difference between the private sector and the public sector is that cost and beneficial aspects are considered in a wider
sense. That means the entire effects of the project should be considered, not limited to
one company.
First approaches to determine costs and benefits in water management have been developed in Germany in the 1980s – see, for example, LAWA (1981) and DVWK (1985).
Related investigations which were conducted regarding coastal protection projects were: