A PROCESS DESIGN AND TOOL-SUITE TO ENHANCE MATCHING IN THE PORT OF ROTTERDAM

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A PROCESS DESIGN AND TOOL-SUITE TO ENHANCE MATCHING IN THE PORT OF ROTTERDAM “Extending the MATRIX”

Delft, March 2005 Master thesis

Student: Erik Schalkwijk Faculty: Technology Policy and Management Delft University of Technology

Professor: PoR: 1st coach: 2nd coach:

Prof. dr. ir. A. Verbraeck ir. J. Smits ir. S.P.A van Houten dr. M.S. van Geenhuizen

Preface and acknowledgements Delft, March 2005

This report concludes the thesis work I carried out at the Port of Rotterdam. It took me a period of 8 months to make the last step to the master’s degree. I go back to the moment Alexander Verbraeck proposed to participate in a project at the Port of Rotterdam, something with a matching, area planning and the Matrix. I felt like Alice when she looked down the rabbit hole, clueless of what to expect. Before I knew it I found myself in a Wonder-world which challenged me in many ways. No specific knowledge is required to be able to read this report. For those interested in the way this research was conducted should read chapter one. Reading chapter two and three gives an idea of the current way of matching at the PoR, and opportunities to enhance decision making. In chapter four and five we describe a process and tool-suite for matching. Readers who are interested in a methodology to test the process and tool-suite may be satisfied by reading chapter six. I would like to thank the many persons who contributed to this thesis. Professor Dr. ir. Alexander Verbraeck, under whose guidance this research was conducted. The support, helpful criticism and many discussions with ir. Stijn-Pieter van Houten and Drs. ing. Jan-Willem Weststrate helped me sharpen my view. Furthermore I would like to thank Dr. Marina van Geenhuizen, ir. Joop Smits and ir. Priscilla Veenstra for their careful reading and support. Finally I would like to thank Daniëlle Stekelenburg, Étrimara Plender and Anka Verbeek for reviewing this thesis

Erik Schalkwijk

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Executive summary The Port of Rotterdam (PoR) is responsible for developing and exploiting 10.000 acres of the Rotterdam port and industrial zone (the zone). Parts, i.e. lots, of the zone can be developed in many different ways, varying from hosting private lessees to nature compensation. Area planning is conducted to develop a number of lots in the zone in best interest of the PoR and its customers. Processing the complexity and amount of information to make a comprehensive area plan requires interdisciplinary teams that work together during several stages of a project. Such a project takes on average a period of 10 months. Making area plans while the zone increases in complexity is far from trivial. Therefore the PoR and Delft University of Technology work together to enhance area planning processes. Our research focused on a part of the area planning process called ‘matching’, which is the process of evaluating and comparing alternative land-uses for lots. We studied three reports on area plans, observed an area planning process and performed multiple interviews with experts in order to sharpen our view on the current way of matching in area planning. We discovered a number of opportunities and weaknesses in current matching processes that can guide us in reaching our objective. To be able to exploit opportunities and minimise the influence of weaknesses we reconsidered decision processes and looked at computer enabled services to support these processes. The designed process is based on three pillars: (1) framing decision making to support handling complex decisions, (2) managing decision processes to guarantee progress, openness and substance in decision making, (3) strategically plan decision making activities to efficiently come to a selection of feasible and most desired uses for lots. Concepts for a suite of computer enabled services are designed. This suite supports decision makers in matching processes. It enables decision makers to get an overview of the expected consequences and performance of alternatives and the opinions of the parties involved. Furthermore, the suite provides services to record the motivation and argumentation behind decisions taken. A prototype of the suite has been demonstrated to employees of the Design and Drawing Office, the Commercial Division and several other departments. Concerning our prototype of the suite the 2004 final rapport of the DES-project concluded: “It was clear that the added value of having area planning instruments available can enhance the quality of the matching processes in the port.” [Verbraeck et al., 2005] Based on positive reactions at the PoR and the rationale behind the process designed we believe we are on the right track. A future case study centred around a fictitious but realistic case will enable us to obtain proof whether the rational behind the proposed process and suite is valid. Preliminary to the case study we conclude that based on the rationale behind the designed process and suite we have been able to design a way to enhance matching in the area planning process at the PoR

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List of content Preface and acknowledgements

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Executive summary

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1 INTRODUCTION

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1.1

Spatial-planning is far from trivial ............................................................... 1

1.2 Setting of this research ................................................................................ 2 1.2.1 Stakeholders 2 1.2.2 Decision enhancement studio for spatial-planning 3 1.3 Focus of this research.................................................................................. 4 1.3.1 Area planning: type of spatial-planning 5 1.3.2 Partly developed port area 6 1.3.3 What is matching 7 1.4

Research objective and question ................................................................ 9

1.5

Research approach....................................................................................... 9

1.6

Outline of this thesis .................................................................................. 11

2 THE CURRENT WAY OF WORKING IN MATCHING 2.1

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An area planning process: ‘the Noordwest-hoek case’ .......................... 13

2.2 The current way of area planning.............................................................. 15 2.2.1 Start up 16 2.2.2 Investigate area 17 2.2.3 Opportunities and constraints 18 2.2.4 Design area plan 19 2.2.5 Finalise 19 2.3 Matching with the ‘Matrix’: aspects to weigh alternatives ...................... 20 2.3.1 Weighing on different scales 20 2.3.2 Availability 21 2.3.3 Accessibility 22 2.3.4 Liveableness 23 2.3.5 Sustainability 24 2.3.6 Commercial attractiveness 25 2.4

Weaknesses and opportunities ................................................................. 25

3 DESIGN APPROACH TO ENHANCE MATCHING

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3.1

More than a suite of services..................................................................... 29

3.2

Requirements to enhance matching ......................................................... 29

3.3 Process-design approach .......................................................................... 31 3.3.1 Exposition of process-design approaches 31 3.3.2 Why we used the process-managerial approach 33

3.4 Approach to develop a suite of services .................................................. 34 3.4.1 Why develop a service 34 3.4.2 The spiral approach to develop a suite for matching 36 3.5

Reflection..................................................................................................... 37

4 PROPOSED WAY OF WORKING FOR MATCHING 4.1

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Frame decision making .............................................................................. 39

4.2 Manage the decision processes ................................................................ 41 4.2.1 Create an open decision process 41 4.2.2 Assure progress in decision processes 47 4.2.3 Protect the core-values of parties involved 48 4.2.4 Guarantee substantial land-use selection 48 4.3 Strategically plan decision making activities........................................... 51 4.3.1 Two phases that pursue different sets of objectives 51 4.3.2 Modes of work used to describe flows of activities 52 4.3.3 Determine feasible options 54 4.3.4 Select and rank competitive options 59 4.4

Reflection..................................................................................................... 62

5 CONCEPTS FOR A SUITE TO SUPPORT MATCHING

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5.1

View matching elements ............................................................................ 64

5.2

Slice through the matching cube .............................................................. 66

5.3

Access item ................................................................................................. 68

5.4

Access option ............................................................................................. 70

5.5

Threats to the suite ..................................................................................... 71

6 TEST PROPOSAL FOR A NEW WAY OF MATCHING

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6.1

Test objective .............................................................................................. 73

6.2

Introduction to case studies ...................................................................... 73

6.3 Design case ................................................................................................. 74 6.3.1 Case introduction of Noordwest-hoek 2015 75 6.3.2 Conflicting interests in the case 76 6.4

Validate case with experts ......................................................................... 77

6.5

Prepare prototype and participants .......................................................... 77

6.6

Perform and evaluate case study.............................................................. 77

7 CONCLUSIONS AND RECOMMENDATIONS

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7.1

Introduction ................................................................................................. 81

7.2

Conclusions ................................................................................................ 82

7.3

Recommendations ...................................................................................... 84

Bibliography

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Terminology

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appendix AMatrix appendix BDesirable land-uses for the Noordwest-hoek appendix CDecision Support Suites and Studios appendix DProposal Noordwest-hoek (Dutch) appendix EFeasible land-uses in the Noordwest-hoek appendix FInterview questions (Dutch) appendix GInterview Cees Pons (Dutch) appendix HInterview Pim de Wit (Dutch) appendix IInterview Jasna de Groot (Dutch) appendix JInterview Harry Smit (Dutch) appendix KInterview Eric van Andel (Dutch) appendix LCurrent area planning process appendix MRIV background layers appendix NRIV-architecture (Dutch) appendix OPrototype of the Matching Cube Suite

1 3 5 6 10 12 13 16 19 23 27 30 31 32 33

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List of abbreviations APT Area Planning Team BRZO Note on risks and severe injury CD Commercial Division CRM Customer Relation Management DDO Design and Drawing Office DES Decision Enhancement Studio DPD Division Port Development DSNG Decision Support New Generation EM Evaluation Matrix GIS Geographical Information System IOR British Institute of Operational Research MCS Matching Cube Suite MCDM Multi Criteria Decision Making MER Milieu Effect Rapportage MIL Milieu MOT Maasvlakte Oil Terminal MOU Memorandum of Understanding MT Management Team MTG Maximum Tolerated Noise Level MV2 Maasvlakte 2 NW-hoek Noordwest-hoek O&I Ontwikkeling en Infrastructuur PoR{ XE "PoR" \t "" } Port of Rotterdam PI Performance Indicator RFP Rail Feeder Point RIV Ruimtelijke Informatie Voorziening RIVM Dutch national institute of public health and the environment RPA Rotterdam Port Authority PRC Port Research Centre SE Systems Engineering STRAT Strategy Department TUD Delft university of technology WPC World Port Centre

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List of figures figure 1.1 Services which support both individual and collaborative activities 4 figure 1.2 Four types of spatial planning 6 figure 1.3 Matching is like a puzzle of lots and land-uses 7 figure 1.4 Inductive hypothetical model cycle and thesis outline 10 figure 2.1 Desirable land-uses for lots in the Noordwest-hoek 2004 14 figure 2.2 Phases in area planning 15 figure 2.3 Start up phase in current area planning process 16 figure 2.4 Compilation of an area planning team 17 figure 2.5 Investigate area phase in the current area planning process 17 figure 2.6 Opportunities and constraints phase in the current area planning process 18 figure 2.7 Design area plan phase in the current area planning process 19 figure 2.8 Finalise phase in the current area planning process 20 figure 2.9 Feasibility-desirability consequences of aspect categories on a match 21 figure 3.1 The RIV with one of the undeveloped-area layers activated 35 figure 3.2 One cycle of the spiral model 36 figure 4.1 Framing decision making into a ‘cube’ 40 figure 4.2 Maintain land-use selections in different matching processes 41 figure 4.3 Relative distances of actors, participants and members involved in matching46 figure 4.4 Increasing level of detail and decreasing number of relevant alternatives 50 figure 4.5 Chronological positioning of the phases 52 figure 4.6 Tailored strategic choice approach 53 figure 4.7 Flow of activities to determine feasible options 56 figure 4.8 Select and rank competitive options process diagram 60 figure 4.9 Cases that can potentially be supported 62 figure 5.1 Support matching process with the evaluation matrix service 63 figure 5.2 Artist impression of a user interface to access the elements in matching 64 figure 5.3 Numerical nine point scale of relative preference [Saaty, 2004] 66 figure 5.4 Two examples of judgement functions 66 figure 5.5 Artist impression of the evaluation matrix user interface 67 figure 5.6 Key to symbols in the evaluation matrix 67 figure 5.7 Artist impression of an item user interface 69 figure 5.8 Artist impression of the option user interface 70 figure 6.1 Five steps to perform a case study 74 figure 6.2 Impression of the Noordwest-hoek in the year 2015 75 figure 6.3 Planning of the test-day 78 figure 7.1 Framework for decision making and slices from the matching cube 83

Introduction

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1 Introduction The Port of Rotterdam (PoR) is the port authority responsible for developing and exploiting 10.000 acres of the Rotterdam port and industrial zone (the zone). The zone can be developed in many different ways, from renting it to private companies to nature compensation area. Intelligent and conscious development of the zone is in the best interest of the PoR and its customers. In the past, the PoR managed to control the development of the zone with plans based on experience and intuition. Nowadays processing the complexity and amount of information to make a comprehensive area plan requires interdisciplinary teams who work together during several stages of a project, which takes on average a period of 10 months. In spatial planning processes a systematic preparation of activities for the development of parts of the zone is made. The interests involved in area development make spatialplanning an important instrument. The high standards for spatial plans and limited resource capacity, money and time available, stress the importance of improving it. In this thesis we work towards a way to enhance part of a specific type of spatial planning at the PoR. In this chapter we aim to answer the following questions: what is this research about, why is it performed and how is it done? In section 1.1 we introduce spatial planning since it is the central subject in this research. The research is done within a larger project which aims to enhance spatial planning at the PoR. The setting of the research is described in section 1.2. The pursued to enhance spatial planning involves many subjects. The subject we focus on in this research is, matching in a specific type of spatial planning that we describe in section 1.3. Our objective within this research field is described in section 1.4. To strategically reach our objective we need a research approach. In section 1.5 we describe the approach and outline of this thesis report. Finally the outline of this thesis is described in section 1.6.

1.1 Spatial-planning is far from trivial In this section we introduce spatial-planning in order to get an idea of what spatial planning is. Some knowledge on spatial planning and its complexity is necessary to interpret the intent of this research. “Spatial planning is the whole of decision processes required to make a systematic preparation of activities to develop an area in such a way that it optimises the availability, accessibility, liveableness, sustainability and commercial attractiveness, in a flexible way and in harmony with its external environment [van der Blaak et al., 2004].” Making long-term plans for a complex and dynamic area like the Rotterdam port and industrial zone is far from trivial. The number of aspects involved makes collecting and processing information a complex exercise. Aspects such as: noise, external safety and road accessibility are involved because the PoR and its context (organisational mash, rules of the game and physical laws) demand certain characteristics and performance. The decision makers in spatial planning processes come from different departments within the PoR. The decision processes are characterised by information asymmetry, different opinions and individual interests. The decision makers act as individual actors who look at the issues from different perspectives.

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A process design and tool-suite to enhance matching

Controlling spatial development in the port and industrial zone is far from trivial. Without conscious and intelligent planning it may develop in a way that is not in the best interests of the PoR. Different land-uses in vicinity of each other may lead to: advantages which strengthen the position of the PoR and their customers and disadvantages which weaken their position. When for instance the PoR would agree to every request from a potential or existing lessee the land-use might become fragmented. Fragmented development may lead to conflicts between land-uses and obstruction of bundling services such as roads, electricity, quays, or cables and pipelines [Chin et al., 2004]. In the end this may lead to higher costs and reduce the competitiveness of the port and their customers. The process of spatial planning need to be enhanced to come to area plans which reflect the interests of the PoR. Today’s choices should create advantages and avoid disadvantages without unnecessary block possibilities in the future. Permitting certain developments in the zone commits the PoR to a certain land-use of that area for a significant period.

1.2 Setting of this research The Port of Rotterdam (PoR) and Delft University of Technology (TUD) have agreed to a memorandum of understanding (MoU) which has resulted in the ides to develop a `Decision Enhancement Studio’ (DES) [Keen and Sol, 2004] for spatial planning. Since mid-2003 a combined PoR and TU-Delft team (DES-team) is responsible for developing a DES for spatial-planning. The DES-project aims to enhance decision making in spatial-planning. Since this research focuses on enhancing a part of spatial planning the stakeholders in this research are the same as the DES-project. We describe the stakeholders of this research in sub-section 1.2.1. In sub- section 1.2.2 we describe the intent of the DES-project in more detail. 1.2.1 Stakeholders The stakeholders in this research are the PoR and Delft University of Technology. Actively the Division Port Development (DPD) and Commercial division (CD) of the PoR are involved. The divisions PI and CD are among others involved in spatial planning. The PoR is the port authority for the Rotterdam port and industrial zone. “The division Port Development is responsible for optimising the development, construction, design and management of port area. This division’s main concerns are focused on clientspecific infrastructure such as quay walls and jetties as well as public infrastructure such as port basins, roads, railroads and pipeline strips. Limiting conditions involve environmental restrictions, land-use legislations and agreements with neighbouring actors.”1 For the PoR it is important that development of area is controlled and spatial plans are well considered. Spatial planning enables the division Port Development to prevent unnecessary investments in infrastructural and logistical deficiencies. “The Commercial Division focuses on attracting new businesses and cargo flows and on strengthening existing cargo flows to and from the port of Rotterdam. Together with its clients, the Commercial Division develops new logistic and industrial concepts and makes sure these concepts are implemented. The division maintains commercial

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www.portofrotterdam.com visited at the 15th of September 2004

Introduction

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contacts with existing lessees and shipping companies. Furthermore, the Commercial Division is responsible for all rental and leasehold contracts and for offering information on and the collection of harbour dues.”2 The Commercial division guards the interests and needs of all their lessees and potential lessees. An area plan enables the Commercial division to specifically search for potential lessees as well as make a quick scan of the available lots for a potential lessee. Another stakeholder is the Systems Engineering Group (SE-group). The SE-group is part of the Faculty of Technology, Policy and Management of Delft University of Technology. The SE-group is participating in the DES-project. The faculty is active on the interface between technology and management. The research of the SE-group focuses on both system analysis and decision support. The DES-project provides a case to apply the knowledge present in the group. The case provides more understanding of decision processes in spatial planning. 1.2.2 Decision enhancement studio for spatial-planning The DES-project starts with the assumption that a ‘studio’ or ‘tool suite’ enhances the decision process in spatial planning at the Port of Rotterdam [Chin et al., 2004]. In the DES-project the DES-paradigm is applied on the decision processes in spatial-planning at the PoR. In this paragraph we introduce the Decision Enhancement Studio paradigm, describe the ambition of the DES-project and its vision.

Introduction of the Decision Enhancement Studio Paradigm In this section we introduce the Decision Enhancement Studio idea (see appendix C). Keen and Sol [Keen and Sol, 2004] argue that decision support needs to focus on decisions that matter. In order to make decision making more likely elements in decision making systems need to be integrated. A decision making system becomes a decision enhancement studio when the elements form a system in which decision making is more likely. The elements in a Decision Enhancement Studio are: -

Landscaping is the assessment of the organization’s business vision, time horizon, partnership strategies and imperatives. Landscaping is important because this defines what will be the decisions that matter for the organisation. The process answers such questions as how far out are we looking and what is our time horizon? How broad is the scope, do we look at our enterprise needs and plans or do we also take into account our supply chain, customers, partnerships, the decision context, stakeholders and governance rules for the decision process? [Keen and Sol, 2004] Without a clear idea about the decision making landscape it is hard to understand the context of the decisions.

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Orientation and initiation ensures the skills, credibility and domain expertise in a team to attract, motivate, coordinate and help the studio participants move towards decision commitment. [Keen and Sol, 2004]

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Recipes are proven, repeatable, adaptive and codified procedures built on practice and experience that can be exchanged between organisations [Keen and Sol, 2004]. Recipes should be applied wherever possible because they provide, to some extent, certainty on a successful decision making process.

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Suites are integrated sets of tools focused on enhancing the process and the people contributing to decision-making. A service should combine the usefulness, usability

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www.portofrotterdam.com visited at the 15th of September 2004

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and usage to the organisational, social and political context to successfully enhance decision making. The usefulness of tools and methods is the value that they add to decision processes, their usability is the mesh between people, process and technology and their usage is their flexibility, adaptively, and suitability. [Keen and Sol, 2004] -

The process is a coherent set of activities done by a group of participants to reach a certain goal. The way the process is designed influences the likelihood of their making effective decisions, make commitment to a decision and the explicit target and agenda [Keen and Sol, 2004].

In our research we apply the DES theory to enhance decision processes.

Ambitions and vision of a suite for spatial planning at the PoR In the Decision Enhancement Studio paradigm, suites of software tools may support decision makers. The DES-team aims to exploit opportunities to support making decisions in spatial planning using computer enabled services. The suite in the DES aims to support both individual and collaborative activities. “Ensure that tools are designed and implemented within an overall distributed architecture.” [Keen and Sol, 2004] The left side of figure 1.1 illustrates a member of a spatial planning team working individually. The member wants, for instance, to distribute his newly acquired information to other spatial planners or express his preference for certain options based on that information.

figure 1.1

Services which support both individual and collaborative activities

On the right side of figure 1.1 we illustrate a meeting supported by a computer enabled service. During the meeting a domain specialist, for instance, advises other members on decisions to make using geographical information. On the long term a Business Development Manager of the PoR (BDM) may be supported by the services provided by the studio. A BDM is responsible for acquiring new customers for the PoR Using the studio a BDM could for instance prepare a meeting in his hotel-room and quickly scan for promising lots for a potential lessee.

1.3 Focus of this research In this section we describe the focus of this research within the DES-project. The focus is determined in close contact with the stakeholders. A focus is necessary to efficiently

Introduction

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utilised the limited resources and time available for this research. A focus enables us to produce specific applicable output instead of some general findings. “In this research we focus on matching, in a specific type of spatial planning processes for particular types of area.“ Many different types of spatial-planning activities are performed at the PoR. We narrow the scope of this research to a specific type of spatial-planning called ‘area-planning’. In sub-section 1.3.1 the type of area planning is explained based on three leading axioms. Sub-section 1.3.2 consists of a description of the focus on area planning in partly developed port area. One of the decision processes to support is matching alternative land-uses and lots in the Rotterdam port and industrial zone. In sub-section 1.3.3 we describe matching in more detail. 1.3.1 Area planning: type of spatial-planning Studying a collection of spatial plans shows differences between them in terms of scale, scope and time range. Although the names for the types of spatial planning at the PoR are not univocal it may, to some extent, provide insight into the three axioms. -

The scale of spatial planning is related to the size of the area or lots considered. The size of spatial planning at the PoR varies from 10.000 acres in a port-plan to less then 1 acre in a development-plan. The general order of spatial planning types in that continuum is: port-plan, spots-plan, area plan and development plan.

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The scope refers to the level of detail of a spatial-plan. The level of detail is how specific the plan prescribes the activities for the development. The level of detail is a continuum from general market segments from containers, chemical or dry-bulk, to specific lessees or non commercial land-uses. Another element is the geographical level of detail. In a spatial-plan it can be indicated in detail (lot specific) or in general, without considering lot boundaries (spot). In general a port-plan prescribes general market segments in terms of big coloured spots in the zone and general description of adjustments. On the other end of the continuum a development-plan prescribes for instance a specific lessee or non-commercial land-use for a lot.

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An area plan is made for a time range. Some of the plans made are impossible to realise within a certain time range. The current occupation for instance cannot be transported to another location instantly. The time range of spatial-planning at the PoR is a continuum from 20 years in a port-plan to 1 year in a development plan. Example of different types of spatial planning For an area near the Markweg, the area plan is quite specific. The small lot sizes and limited facilities in this area limit the bandwidth of optional lot land-use combinations. Because the high level of detail it was possible to study the nature-values in the area. Based on the study an integration, compensation and mitigation plan for the naturevalues is put up. The aggregation level in the Europoort-Oost case was higher and a nature-value study was not relevant in this stage of the spatial planning activities3.

The PoR does not have univocal definitions and vocabulary for the different types of spatial planning. Some of the terms used are: port-plan, spots-plan, area-plan and development-plan. We use the three axioms mentioned to classify the differences between the spatial plans. The types of spatial planning are illustrated in figure 1.2.

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Interview with Jasna de Groot, see appendix I

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Port plan Scale: Rotterdam port and industrial zone (10.000 ha) Scope: depending on the area considered in the zone Time range: 20 years

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Spot plan Scale: depending on the area considered but in general it covers more then one lot Scope: a relatively high aggregation level Time range: approximately 10 years

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Area plan Scale: depending on the area considered Scope: depending on the leading problems and presence of potential lessees Time range: approximately 5 years

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Development plan Scale: a lot Scope: the plan for a specific lot with a specific land-use is worked out in detail Time range: approximately 1 year

The different types of spatial planning are related to each other. Choices made in spatial plans made on a general level should be reflected in the spatial plans on a more detailed level. The other way around is true as well.

figure 1.2

Four types of spatial planning

1.3.2 Partly developed port area At the PoR there is a significant difference between area planning in ‘greenfield’ situations such as the Maasvlakte 2 and partly developed area such as the Noordwesthoek. Area planning of new port areas may be done in completely different

Introduction

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organisational setting compared to existing port area. The organisational setting of an area plan should fit the issues at hand. Area planning for the Maasvlakte 2 project is done in a separate more independent organisation within the PoR. The established companies and other developments in partly developed area affect the ability and potential to develop the area in their vicinity. Existing services and large companies such as Lyondell, MOT and Euromax in port areas like for example the Maasvlakte, make some options more likely then others. This is due to potential opportunities and weaknesses. This research focuses on existing port area; areas planning for ‘greenfield’ situations are excluded. 1.3.3 What is matching In the process to a spatial plan all intellectual efforts can be categorised in determining the possibilities, merits or adjustments [Voogd, 1995]. Key in area plans are the selections of feasible and most desired land-uses for lots are determined by these possibilities, merits and adjustments. For this research we focus on matching. A match in the Cambridge Advanced Learner’s Dictionary4 is something, which is similar to, or combines well with something else. Matching in area planning at the PoR is the process of evaluating and comparing lots and land-uses on multiple aspects. Matching lots and land-uses on multiple aspects is like a puzzle. In figure 1.3 the puzzle of matching lots and land-uses in the Rotterdam port and industrial zone is illustrated. Land-uses are potential lessees, general market segments or other possible land-uses. The supply side are the available lots in the Rotterdam port and industrial zone. The land-uses are like pieces of a puzzle; they all have specific shape and characteristics. The lots are like vacant parts of the puzzle having specific shapes and characteristics as well. A potential match is when a piece fits the vacant place in the puzzle. Matching is a part of area planning which orients on fitting lots and land-uses on each other not only on their shape but other aspects as well. Matching is therefore a complex process. Matching land-uses and lots in the Rotterdam port and industrial zone is therefore far more complex than a regular puzzle.

figure 1.3

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Matching is like a puzzle of lots and land-uses

www.dictionary.cambridge.org visited at the 12th of October 2004

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Within this description of matching we find that lots, land-uses and aspects have not been specifically defined yet. In the next paragraphs we describe lots, land-uses and aspects in more detail.

Lots considered in matching Control over the spatial development is only possible when the PoR has the ability to influence the way it is exploited. In general a lot considered in spatial planning is: “A specified part of space (land and/or water) in the Rotterdam port and industrial zone which is: non issued and undeveloped PoR owned area, undeveloped strategic option area or unfavourable used area.” The areas considered are divided in three types. In the next enumeration we describe the types in more detail: -

Non issued and undeveloped PoR owned area is considered in area planning. The PoR is responsible for exploiting 10.000 ha of the Rotterdam port and industrial zone. Especially in relatively new port area such as the Maasvlakte only a part of the area is developed.

-

Undeveloped and retrievable strategic option area is considered in area planning. Some lessees require additional area to be able to expand their activities in the future. To create that flexibility they include optional area into the deal with the PoR. Optional area generates relatively little revenues compared to developed area and therefore it can be unfavourable for the PoR. In spatial planning the PoR identifies whether they want to recover the area and therefore they confirm whether the lessee is willing to release his option.

-

PoR owned area which current land-use is not in the best interest of the PoR. Unanticipated dynamics and spatial planning errors may result in an unfavourable situation for the PoR. A customer might for instance fail to meet its transhipment quota or produce more noise than permitted. In some cases of persistent disadvantages the PoR may choose to clean up an area and redevelop it.

Land-uses considered in matching Area planners need to determine feasible and most desired land-use for the lots considered in matching. In general a land-use considered in spatial planning is: “A land-use is a way to develop and exploit a lot. If the area planning team chooses to exploit a lot commercially a general market segment or potential customer is chosen. Alternative non-commercial ways to developing a lot are: for example port facilities, public area or nature compensation.”

Aspects considered in matching The aspects considered matching are: “Subjects relevant when weighing and evaluating alternative land-uses for lots. The subjects such as: noise, external safety and road accessibility are involved because the PoR and its context (organisational mash, rules of the game and physical laws) demands for certain characteristics of lot and land-use combinations.” The PoR acts in a mash of organisations, such as current and potential lessees, environmental organisations and municipalities, who are in many cases mutually dependant on each other. Potential lessees who need area in the zone and the PoR who is responsible for exploiting the zone are mutual dependant. The potential lessee

Introduction

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demand certain characteristics and services and the PoR demands certain revenues from providing a suitable lot. The considerations in an area plan should strategically anticipate on these dependencies in such a way that it favours the interests of the PoR.

1.4 Research objective and question The challenge of the DES-project to enhance spatial planning is far from trivial. Spatial planning needs to be enhanced to make it: cheaper, faster, smarter, more reliable, more profitable, and etcetera. In this way spatial planning will add more value to the organisation and improve the performance of spatial planning. In the quest of the DESproject our focus is on matching as one of the decision processes in port area planning (see section 1.3). The objective for this research is: “To design a way to enhance matching in the area-planning process at the PoR.” The initial understanding of the DES-team on area planning and the DES concept is focused on computer enabled services to achieve our goal. Together with the PoR we formulated our initial hypothesis: a suite of computer enabled services will enhance matching in area planning processes at the PoR. The research objective raises a research question which we answer in this master thesis. The central question of this research is: “Are we able to design a way to enhance matching in the area planning process at the Port of Rotterdam?” The research approach to design a way to enhance matching in the area-planning process at the PoR is described in section 1.5. This section also entails an outline of this master thesis.

1.5 Research approach In this section we describe the research approach we used to strategically plan our activities and reach our objective. The research approach needs to be tailored to the nature of the research field and the status of theory development in the research field. Based on the description of matching in sub-section 1.3.3 we find ill-defined and little theories are developed within this field. We argue that for a relative new research field such as matching we need an inductive research approach. We performed an inductive research to come to a way to enhance matching in the area planning process. The flexibility and agility provided by the explorative character enables us to quickly process new insights. Our plan is to meet our objective using the inductive-hypothetical research cycle [Sol, 1982]. We start the cycle with the hypothesis that a suite of computer enabled services will enhance matching in area planning processes at the PoR (see section 1.4). This cycle organises our exploring activities in such a way that we are able to define the information (see previous paragraph) more strictly. The inductive-hypothetical model cycle is illustrated on the left side of figure 1.4.

10


Inductive hypothetical model cycle Initialisation

Thesis outline (chapters) 1. Introduction

Descriptive empirical cases Abstraction

2. The current way of working in matching

Evaluation

Descriptive conceptual model

Theory formulation

3. Design approach to enhance matching

Prescriptive conceptual model

4. Proposed way of working for matching 5. Concepts for a suite to support matching

Implementation Prescriptive empirical test

6. Test proposal for a new way of matching

7. Conclusions and recommendations figure 1.4

Inductive hypothetical model cycle and thesis outline

In the inductive-hypothetical model cycle four different models are used. The models are either descriptive: models of the current situation, or prescriptive: models of the possible situation in the future. Furthermore, the models are conceptual: define the problem structure, or empirical: enable analysis and diagnosis of the problem or possible solutions. [Vreede and Verbraeck, 1996] The inductive-hypothetic model cycle has proven to be very useful in new and emerging research fields. [Sol, 1982] In the inductive-hypothetical model cycle five steps are taken: -

Our initial hypothesis is that a suite of computer enabled services may enhance matching in area planning processes at the PoR. The first step is to get a more detailed understanding of matching in area planning through a study on empirical situations. Three types of data collection is done on the current way of matching in area planning. First, the final reports on the Hydro-Agri and Europoort-Oost cases are being studied. Secondly, we have observed area planning activities in the Noordwest-hoek. Thirdly, we performed in depth interviews with area planners and domain-experts from CD, DPD and Strategy for specific subjects. The three sources

Introduction

11{ TC \l 1 }

of data provide us with a basis to get a more detailed understanding of matching in the area planning process. -

The second step we abstract the case specific knowledge into a generic descriptive conceptual model. The abstraction consists of identifying and mapping relatively repetitive patterns in matching at the PoR. The model should represent the generic way of matching in area planning at the PoR. In the current way of matching several issues came to light.

-

The third step focuses on formulating or developing a theory, process or service to enhance matching. The descriptive conceptual model from the previous step is the starting point to discover requirements. The model comprises theories in the field of decision making and spatial planning. Based on these theories a prescriptive conceptual model is developed that should (partially) meet the requirements and enhance matching in area planning at the PoR.

-

In the fourth step the prescriptive conceptual model is implemented in an empirical situation. The test in a real case will provide us with the data necessary to evaluate the model. The secondary objective is to make area planners aware that a new way of matching is required and train them accordingly to the new way of matching.

-

In the final step we evaluate the implementation step. The main objective is to test whether the prescriptive conceptual model enhances matching. The second objective is to discover additional requirements to enhance the process.

1.6 Outline of this thesis In this section we explain the rationale of the thesis outline. The outline of this thesis corresponds with the research approach, both illustrated in figure 1.4. Within the field of spatial planning at the PoR we focus on matching in area planning processes. We describe the current way of matching in chapter 2 to have a better understanding of matching. In chapter 3 we are able to, conform the inductive hypothetical model cycle, reformulate our initial hypothesis and describe a more specific approach for the development of our new way of matching. We motivate our choice for a process redesign according to process-management principles and new service specifically for matching. We apply process-managerial principles on matching in chapter 4. Some cases in the redesigned process may be supported by a suite of services. These services are designed in chapter 5. To test whether the redesigned process and suite enhance matching a thorough test is required. For that purpose we provide a test design in chapter 6. Due to our research we are able to present a number of conclusions and recommendations in chapter 7.

The current way of working in matching

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2 The current way of working in matching This chapter is about matching in current area planning processes, introduced in subsection 1.3.3. Executing matching processes is not a continuous and chronological run. The complex and dynamic character of the zone demands a certain flexibility of the process and matching activities. Matching is therefore executed throughout area planning processes and is highly dependant on other area planning activities. It is not possible to look at matching as a ‘stand-alone’ process; therefore we first have to look at area planning processes in whole. In section 2.1 we describe our observations in a real area planning process: the Noordwest-hoek. Due to our research of the Noordwest-hoek case and the final reports on the Hydro-Agri and the EuropoortOost cases we were able to recognise some repetitive patterns. In section 2.2 we describe these repetitive patterns in the current way of working in matching. Alternatives land-uses for lots are compared based on a number of aspects. In section 2.3 we describe the role of a land-use/aspects matrix in evaluating alternative landuses for lots. Based on our improved understanding we describe some opportunities and weaknesses to enhance matching in section 2.4.

2.1 An area planning process: ‘the Noordwest-hoek case’ Based on the observations in the area planning process for the Noordwest-hoek we have more detailed understanding of decision making in matching area planning at the PoR. The need to develop an area planning proposal for the Noordwest-hoek was identified at a CD-DPD meeting. Jurjen Groen (CD) was asked to make an area planning proposal consisting: - introduction (objective, expected results, focus area), - parties involved, - process steps, - time planning, - participatory design. In appendix D we provide the proposal for the Noordwest-hoek. For a geographical orientation on the Noordwest-hoek see figure 2.1. The proposal was approved by another CD-DPD meeting enabling to form an area planning team and proceed accordingly. Several studies where performed by the team members to bring to light as much relevant information on the area as possible. Each meeting newly acquired information on various aspects was communicated with each other such as: maximum tolerated noise level, external safety and rail accessibility. The team brainstormed on how to structure the road and driveways to make the area more accessible for automobiles. In section 2.3 we give a more detailed exposition of the aspects involved. After several informing meetings the team believe they have brought to light the most relevant opportunities and constraints in the area. The Noordwest-hoek is relatively well isolated to residential area through its distance and separation dune. The isolated position enables the PoR to position more noise and risk producing companies. Despite the isolated position there were many dust complaints. Additional dust production will cause more problems for and with the inhabitants in Hoek van Holland. Fine dust in the air soon reaches it maximum allowed concentration and need to be considered. Because some lots near the Maasvlakte Oil

14


Terminal (MOT) experience quite some risk and causes problems facilitating large groups of people. The development of the deep-sea container terminal Euromax would provide opportunities for creating a cluster of container related activities. A cluster of mutually coherent companies may strengthen each other or enable bundling of services. The characteristics of lots are compared with the characteristics of optional land-uses to make a selection of feasible land-uses. The matrix (see appendix A) is used as a model for the characteristics and demands of general market segments. The matrix contains for instance the required transport modalities of container terminals and the noise production of an inclinatory. The area planning team selects feasible land-uses for each lot in the Noordwest-hoek based on the area information gathered and indicators in the matrix. In appendix E we illustrate the lots and corresponding selection of feasible land-uses in the Noordwesthoek. An area plan does not solely consist of a set of feasible options but the land-uses chosen should also be opportune for the PoR. The area planning team experienced difficulty to overlook the consequences of choices and weigh out alternatives based on the interests of the PoR. The team organised a workshop with participants from throughout the organisation to select the most desired land-uses. The workshop participants were: - area planners Noordwest-hoek, - logistical and industrial employees on behalf of the Commercial Division, - logistical, Industrial and Bulk development employees on behalf of the Strategic Division.

B arge moorings I nfrabundle Rail General f acil ities Containers Di st ribution Temporarily let area Nature Naut ical servi ce/ barge moorings Service area construction MV 2 Neobulk

figure 2.1

Desirable land-uses for lots in the Noordwest-hoek 2004


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During the workshop it became clear that the parties had conflicting ideas on how to develop certain lots. The presence of skilled domain-experts without experience in complex decision making processes caused off topic discussions and monologues. After the workshop some questions concerning the most desired options remained unanswered. Additional inquiry of information was necessary and therefore Jurjen Groen organised various discussions with the parties involved. The workshop and additional discussions resulted in the area plan illustrated in figure 2.1 (larger version in appendix B). The area plan prescribes a certain land-use for each lot considered. In the figure colours indicate what land-use or uses are selected for a lot. The area plan prescribes for instance for the Papegaaienbek (lot on the east side): distribution, nautical service, barge moorings or service area construction Maasvlakte2. The Noordwest-hoek case is one of many area planning processes. To describe a general way of area planning we studied the Europoort-Oost and Hydro-Agri case to identify generic elements. In section 2.2 we describe a generic way or area planning.

2.2 The current way of area planning The process of area planning at the PoR is constantly evolving to handle the increasing complexity and dynamics in the Rotterdam port and industrial zone. The way area planning is currently conducted is relatively new. The first area plan of this kind was the Hydro-Agri [de Kruijff et al., 2003] area plan5. After the Hydro-Agri area planning process finished in July 2003, it has evolved. Each area planning process is unique (see sub-section 1.3.1) and has its own leading issues. Despite the unique character of each process we describe a general way of working till August 2004. In the area planning processes different phases are executed. The phases in area planning processes are illustrated in figure 2.2. The rectangles represent the different phases we distinguish. The bend arrows express the iterative character of the process but the general tendency in time is from left to right.

figure 2.2

Phases in area planning

At the start of a project an area planning team investigates the area. Based on knowledge of the area the planning teams design a spatial development plan consisting of opportunities and constraints. In the end the area plan is communicated with the relevant actors at the PoR in the ‘finalise phase’. This presentation of the

5

Interview with Cees Pons in appendix G

16


phases suggests a strict order of execution but in fact it is an iterative process. New information entering the process may require a roll-back or roll-forward. The phases are described in detail in sub-section 2.2.1 to 2.2.5. In each sub-section we use the actor activity diagramming technique to illustrate the process. An overview of the whole area planning process is provided in appendix L. 2.2.1 Start up The start up phase is illustrated in figure 2.3. When there is a demand for new locations or redevelopment of an area, the process starts for developing an area plan. In subsection 1.3.3 we described the types of lots considered in area planning. Example of arising need for an area plan The former producer of fertiliser Kemira has closed its facility in the Europoort-Oost area [van der Blaak et al., 2004]. The retrieval of the Kemira lot by the PoR and the presence of undeveloped area nearby were immediate cause to develop an area plan.

Start up CD-DPD meeting CD-DPD meeting Identify need for area plan

Need for area plan?

Yes

Determine chairman Area Planning Team (APT)

Senior management Form APT

No End of procedure

figure 2.3

Start up phase in current area planning process

At the DPD and CD meeting the chairman of the Area Planning Team (APT) is determined. Senior management of the departments involved deliver members for the APT. Many participants are employed at the departments DPD and CD. Domain experts are attracted from other departments. The general team compilation is illustrated in figure 2.4. The leading issues in the area determine who needs to participate in the process. On a monthly basis meetings are held with the whole APT. In between, the chairman has meetings with some members (2-3) to discuss domain specific issues.


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Division Port Development Environmental Affairs

Design and Drawing Office

Infrastructural Management

Management Dry Infrastructure

Management Maritime Infrastructure

Commercial Division

Key to symbols

Division Staff Division Rotterdam Port Authority

Department

figure 2.4

Strategy

Compilation of an area planning team

2.2.2 Investigate area The ‘investigate area phase’ is illustrated in figure 2.5. The first activity is to make a proposal for an area plan. In appendix C the area planning proposal for the Noordwesthoek is enclosed as an example. The CD-DPD meeting reviews the proposal and checks whether it is indeed opportune to develop an area plan. Based on the proposal a map is made of the area and a general layout of the infrastructure and lots.

Investigate area APT

DDO

CD-DPD meeting

Make/adjust area planning proposal

Investigate proposal

No

Proposal approved?

Yes

Draw rough lot and infrastructure layout

APT Communicate area information

Able to make a well-informed choice on the area concerned?

APT-members

yes

No

Investigate discipline specific information

figure 2.5

Investigate area phase in the current area planning process

During the meetings newly acquired information is being discussed. Dominant aspects in this phase are related to area availability, liveableness and accessibility as described

18


in section 2.3. Missing information is supplied by the responsible team member. When the APT considers the collected information to be sufficient, the opportunities and constraints phase is started. 2.2.3 Opportunities and constraints In this phase the opportunities and constraints of each lot in the area planning phase are determined. The opportunities are identified and the constraints are, if possible, solved. During the meetings team members inform each other on the subjects involved. When additional data is needed, the responsible team member analyses the matter and supplies it. The opportunities and constraints phase is illustrated in figure 2.6.

figure 2.6

Opportunities and constraints phase in the current area planning process

Example of a chance The Kemira company in the Europoort-Oost area had two large ammonia tanks in use. These tanks are still present and for new ammonia related industry these tanks are very expensive to obtain. The presence of these tanks makes the area interesting for ammonia related industry. Matching is about evaluating of lot and land-use combination on multiple aspects (see subsection 1.3.2). Decisions made by the PoR may have different impacts on area planning. We distinguish two types aspects based on the implications they have on an area plan: feasibility aspects and desirability aspects (see section 2.3) Example of area constraints being removed In the Noordwest-hoek some undeveloped lots do not have rail access. In the ‘opportunities and constraints phase’ the team determined that developing rail access is relatively easy because rail access has already been planned for a lessee nearby. After the opportunities and constraints phase has come to an end and the possible developments are identified, the team determines which market segments are feasible for a lot. The ‘Matrix’, illustrated in appendix A is used by the APT to match land-uses with lots. The matrix is a model in the shape of a table with characteristics of general market segments. The rows in the table are market segments and the columns are the aspects involved in fitting in the market segment. Many aspects are related to alternative use demand or characteristic, the ‘Matrix’ provides quantitative indicators. The result of matching in this phase is a selection of feasible land-uses for a lot.


19{ TC \l 1 }

Example of matching a container terminal and a lot Possibilities to host a deep-sea container terminal in the Hydro-Agri area is limited [de Kruijff et al., 2003]. First, the available lots are 8.6 and 12.5 ha and a container terminal requires 60 to 120 ha. Second, a container terminal produces 67-69 dB(A) which does not fit within the noise budget of 60 dB(A). Third, the fairway and port basin of the Hydro-Agri area cannot provide access for ships with a depth of 15-19 meters. The APT decided that a deep-sea container terminal is not feasible in the Hydro-Agri area. 2.2.4 Design area plan The design area plan phase is illustrated in figure 2.7. To determine which land-use is the most desired a workshop is being held. The area planning team prepares the workshop by making a presentation of the lots and the feasible options. During the workshop the multidisciplinary teams of about 15 participants brainstorm, discuss and decide on the most desirable land-use per lot. The team consists, among others, of employees of industry and logistics from the divisions CD and DPD. The results and ideas generated in the workshop are elaborated by the area planning team. Example of designing an area plan The Euromax container terminal in the Noordwest-hoek will develop over time. Parallel to the development of Euromax the need for empty containers storage nearby will increase. A lot nearby could be developed as an empty depot but the size required is directly related to the development of Euromax. The workshop participants decided to make a flexible reservation for empty depot to cope with the dynamics. Based on the findings of the previous phases the area planning team determine a vision on the spatial development that optimises the availability, accessibility, liveableness, sustainability and commercial attractiveness of an area, flexible and in harmony with its environment.

figure 2.7

Design area plan phase in the current area planning process

2.2.5 Finalise In 'the finalise' phase the APT makes a report on the results of the previous phases. The output is a report which describes the process and area plan. DDO provides a map illustrating the area plan (see appendix B) The area plan is reviewed by senior management of the departments involved. If they approve the area plat it is communicated to the CD-DPD meeting who determine a plan of action based on the area plan. The finalise phase is illustrated in figure 2.8.

20


Finalise APT yes

figure 2.8

Report area planning

Senior management Review area plan

Chairman APT Present area plan to CD-DPD meeting

Finalise phase in the current area planning process

2.3 Matching with the ‘Matrix’: aspects to weigh alternatives For the PoR, multiple aspects are relevant to weigh lot and land-use combinations. In this section we describe the most recognisable aspects involved. We use five categories to order the aspects: availability, liveableness, accessibility, sustainability and commercial attractiveness. The aspects have different consequences for the evaluation of a lot and land-use combination. In section 2.3.1 we describe two scales for weighing alternatives. In the sections 2.3.2 till 2.3.6 we describe the aspects involved in matching. 2.3.1 Weighing on different scales The PoR and its context (organisational mash, rules of the game and physical laws) demand a certain performance or characteristics of lot land-use combinations. To evaluate till what extent a demand is fulfilled the area planners need to study various aspects of options. Key in the evaluation process is: the expected effect of a certain land-use and the lot demands for its use. The PoR distinguishes two types of consequences of an aspect on options: feasibility and desirability. Therefore looking at a single aspect the area planners may find an option more feasible/infeasible or desirable/undesirable. Each option can be regarded in terms of its feasibility or desirability: -

Feasibility is to what extend an option experiences limitations and the technical, economical and organisational ability to overcome these limitations. Limitations occur when a characteristics or performance is requisite and the option does not meet the norm value. A lot and land-use combination is considered less feasible when its limitations cannot be solved.

-

Desirability aspects determine which option is more favourable for the PoR compared to another. The relative desirability of an option depends on its relative performance on the interests of the PoR.

Aspects by which an option would be infeasibility are in many cases related to demands from external organisation or fixed context (such as laws and physics) which are hard/impossible to control by the PoR. The PoR can only influence the expected performance of lot and land-use combinations on these aspects by taking measures in the spatial system. Measures such as building roads, quay walls and nature compensation intend to take away limitations. If measures cannot completely take away the limitations or fulfil the demands, the option becomes infeasible. Lot and land-use combinations may conflict on certain aspects. The PoR may have control over demands because they set the norm, or have the ability to take measurements to pass the norm. Requisite demands uncontrollable by the PoR which


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makes options infeasible. Uncontrollable demands are set by organisational rules and regulations, law, physics, customer demands, etc. The description above suggests that feasibility and desirability of options are evaluated independently, however they are highly related. For instance an option which requires huge investments to remove all limitations may still be feasible due to high revenue prospect. Removing limitations (feasibility) and revenues can, to some extent, compensate each other. Therefore, we approach feasibility-desirability consequences as a spectrum.

availability lot

figure 2.9

liveableness sustainability

feasibility

use

desirability

match

accessibility

commercial attractiveness

Feasibility-desirability consequences of aspect categories on a match

In figure 2.9 we illustrate the position of aspect categories in the spectrum. To determine whether lot land-use combinations are feasible and desirable we need to evaluate five categories of aspects. The five bars in the figure represent the aspect categories as a feasibility-desirability spectrum. The grey share indicates the relevancy for the feasibility and the white side indicates the relevancy for the desirability. The area planners at the PoR have experienced that for the feasibility of options availability, accessibility and liveableness aspect prevail; sustainability aspects are equally important for both the feasibility and desirability; for the desirability of options commercial attractiveness aspects prevail. In the next sub-sections the aspect categories are described in more detail. 2.3.2 Availability Area planning processes involve multiple lots with relative detailed aspects which are relevant. The aspects related to area availability are: lot shape, size (ha), surface type, present (infra) structures, activities nearby and destination in the municipalities’ development plan. The lot shape and surface must be able to facilitate a certain landuse. A lot and land-use can be infeasible because the shape and size of a lot does not meet the requirements of certain land-uses. The matrix (appendix A) comprises the shape and size required for commercial land-uses. The shape-types indicated are: square, rectangle, trapezium, L-shape, T-shape or triangle. Example of requirements concerning the shape and surface of a lot A deep-sea container terminal requires a rectangular lot with a surface of 45 to 120 ha and a lot-depth of 400 to 600 metres. The surface type and presence of structures could be used by a future lessee for a lot. In the investigate area phase, an inventory is made of the surface type and the

22


presence of structures. The Rotterdam municipalities draw up a development plan which indicates land-uses allowed on certain port areas. The land-use indicated in the development plan could conflict with the land-use selected by the PoR. In some cases an adept procedure, Dutch regulation environmental planning law (Dutch: Wet Ruimtelijke Ordening art. 19) must be started to change the development plan. This may delay the development of an area or limit possible market segments. 2.3.3 Accessibility In this section we describe the accessibility aspects involved in matching. The accessibility of a lot is the ability of different modalities to transport passengers and goods to and from a lot. The accessibility is different by modality. We divided the accessibility it up by water side accessibility and land side accessibility. The water side accessibility depends on the type and dimensions of the vessels and the nature of the goods to transport. In order to reach a lot, the port basin and fairways must provide enough space for the crew and supporting tow-ships to manoeuvre a ship to the mooring place. The dimensions, static and dynamic occupation and watercurrent, are the main aspects in the manoeuvrability. The fairways and port basins are dredged by the PoR and sometimes the Dutch Directorate for Public Works (Dutch: Rijkswaterstaat) to maintain its dept. The dredge-depth depends on the contract with a lessee6. The dredge-depth can only be done until a certain depth due to the type of quay. Other obstacles in the fairway are fixed bridges and locks. The type of vessels and the nature of the good transported require different types of mooring facilities. The types of mooring facilities are: quays, mooring posts or buoys. A quay or a mooring post is built to withstand a specific side/surface pressure and a certain maximum dredge depth. For lots without direct water access, water accessibility may be provided by the multi-user concept. The multi-user concept enables to share water side facilities like quays or mooring posts for multiple lessees. On the land side a lot is made accessible through infrastructure such as roads, internal road, rail, high voltage power lines, underground cables and pipelines. For all customers access to public roads is requisite. The need and ability to consider other modalities depend on the needs of lessees and the costs to realise the infrastructure. Example of the ability to provide rail access For the d’Arcyweg rail access was not an option due to the costs and area sacrifice to realise the necessary radius of the rail and crossing of the infrabundle. Capacity of the infrastructure has not been a major issue yet. Recently some potential capacity problems at the Waalhavenweg and near the gate of Maersk at the Maasvlakte were identified. Some trajectories in the pipe strip have limited space left to accommodate new pipelines. Example of potential road capacity issue For a container terminal and empty depot for inland navigation the area development team identified a potential bottleneck in the crossing of the Missouriweg and the N-15. After investigation there was no doubt that the road capacity would be insufficient.

6

According to Cor Mooiman, July 2004


23{ TC \l 1 }

Some lessees need an internal road to speed up customs handling and transport to other facilities. Due to the fact that there is an internal road which is a dedicated private road, there is no need for registered vehicles or official chauffeurs7. Some lots can be reached by public transport, which could be of importance for labour intensive activities like value added logistics. Some public utilities considered are: natural gas, drinking water, low voltage power, sewer, telephone lines and extinguish water. 2.3.4 Liveableness Liveableness refers to the live and work conditions of employees and residents in and around the Rotterdam port and industrial zone. Liveableness aspects are among others: noise, (fine) dust, stench, external safety, soil pollution, scenery view and protection of endangered species in the flora and fauna of an area and its environment. For noise levels the lessees within an area have to stay within a budget. The budget is fixed and indicated by a Maximum Tolerated Noise Level (MTG) expressed in dB(A)/m2. The PoR has a model (I²) to shift the noise budget within an area. The Soqumas database at the PoR keeps track of soil pollution in the Rotterdam port and industrial area. Soil pollution such as styrene, cumin and methylbenzene has to be taken into account to prevent delays. For some developments the soil must be purified from pollution in order to get a building permit. Before an area is developed, a so called ‘zero measurement’ is executed to be able to determine the pollution caused by the lessee after returning it. The external safety could affect the optional uses. Key indicators are the group risk curve and the risk contours. The group risk curve indicates the opportunities of the number of fatalities per year. For this curve a norm value of the maximum acceptable risk is given. The risk contour is a geographical indication of the risks of fatalities. Within the risk contour of 10-6 it is not allowed to develop activities with high populated activities such as offices. For residential areas the norm is even stricter. The PoR retrieves the information about the external safety from the Dutch national institute of public health and the environment (RIVM). For the note on risks and severe injury (BRZO ‘99) some businesses are obligated to perform a safety research, the results are available to the PoR through the RIVM. Dust production could lead to complains of for instance inhabitants or greenhouse exploiters. When close to vulnerable areas, dust production could bring (severe) problems. Example, relevance of controlling dust production The current dry bulk terminal at the Maasvlakte-1 must make arrangements against dust production. The predominant south-west winds transport dust, which is inconvenient for the nearby residential area. Area planning for the Noordwest-hoek takes in account this aspect and non-dust-producing companies are preferable. The nature value of an area, which could be undeveloped for some time, could be significant. The European Union conservation of nature laws has habitat directives for protected species. It is necessary to explore possible presence of protected animal or

7

Interview Cees Pons in appendix G

24


plant species, to prevent loss of nature value. When present, an exception request must be processed to be able to develop the area for port and industrial purposes. On a yearly basis a port scan is made to make an inventory of potential living areas of protected species. The scenery of the Rotterdam port and industrial zone should be pleasant to work and live in. The PoR has committed itself to create good scenery and therefore designed some objectives to improve and protect the scene. Synergies between scenery and nature values are possible. Furthermore, a line of trees or dunes could create a buffer for noise and external safety. “The difficulty faced by the client is endeavouring to establish the thin balance between sufficient measures to satisfy the environmental authority, and keeping as much freedom as possible. The balance between environmental aspects and the port development are here to stay, the time and costs involved should never be underestimated.” [Elsdon, 1999] Example, relevance of environmental aspects On an ongoing project in the UK, although not one undertaken at a design and construct basis, the Port of Felixstowe had to enter a process of 18 months of delicate negotiations before all environmental issues were agreed upon to the satisfaction of the various environmental authorities. Mitigation measures of that project have included the creation of inter-tidal mud flats as a habit for wading birds, and the deliberate spilling of fine material during routine dredging to wash upstream. This will probably involve a cost premium, since it will reduce dredging efficiency [Elsdon, 1999]. 2.3.5 Sustainability For the PoR sustainable spatial development is the key to success. It is likely that the long term effect of sustainable developed area is profitable on investments [van der Blaak et al., 2004]. Model for the meaning of sustainability for the PoR is the definition described in the report of the World Commission on Environment and Development (Brundtland committee). The Brundtland report defines sustainable as: "Development that meets the needs of the present, without compromising the ability of future generations to meet their own needs." [Brundtland et al., 1987] After the Brundtland report the term sustainable development made its entrance with the vocabulary of policy planners and policy makers. Mid 1990s the definition of sustainable development involved a simultaneous pursued of present and future economic, social and environmental objectives. [Scott Wilson et al., 2004] At the present there is no consequent and mutual exclusive definition for sustainability and commercial attractiveness. Example of cluster advantage One of Shell’s by-products of a chemical plant is heat. The heat is used by residential area (Hoogvliet) to heat houses. In general sustainability entails environmental aspects and cluster advantages. Exploiting synergy and cluster advantages within industrial and port logistics may favour both the PoR and its customers. These advantages may be controlled through consequently develop port area in a way that activities which reinforce each other are


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placed in vicinity of each other. A cluster advantage may take place when a product or by-product of a company is used as raw material for another company. The combined use of facilities may result in economical and environmental advantages for the PoR. 2.3.6 Commercial attractiveness In subsection 2.3.5 we explained the ambiguity of sustainability and commercial attractiveness. In general commercial attractiveness of lot-use combinations is the right company at the right location based on an optimal integration of area availability, accessibility, liveableness and sustainability [Groen et al., 2004]. Explicitly the commercial attractiveness in the Rotterdam port and industrial area entails: - increasing employment, - economies of scale on investments, - economies of scope, - increased competition between customers, - revenues from harbour dues, transhipment and lot rent, - investment in, among others, infrastructure, - efficient exploitation of scarce area.

2.4 Weaknesses and opportunities We have identified some weaknesses and opportunities in the current way of area planning. Structured and conscious area planning is a relatively new process: the first area plan was designed in July 2003. Ever since its initiation the process has evolved. Opportunities to enhance matching guide us in achieving our research objective. In this section we describe the opportunities in the current way of area planning and matching in particular. We identified the next weaknesses and opportunities: - long area planning processes, - incomplete records of the rationales and considerations behind area plans, - transparency and record of area planning processes, - unknown area plans, - obsolete area plans, - collaboration improvement, - excessive cognitive load for the area planners, - ambiguous status of an area plan.

Long area planning processes In cases where time is an essential asset long area planning processes may jeopardise the competitive position of the Rotterdam port and industrial zone. At the PoR areaplanning processes take on average 10 months [Chin et al., 2004]. A tremendous amount of information has to be processed, scattered over different actors at the PoR to design an area plan. Some information is essential to determine possible and desirable spatial development of an area in terms of market segments or potential lessees. Gathering and processing all the information drains valuable resources of the PoR such as: time, money and labour. Area planning of today should represent the interests of the future since spatial development of today may block opportunities in the future. A potential or existing lessee searching for a place to establish or expend, their activities within the focus area of an area planning process may face significant delays. Successful control over the spatial development aims to sustainable favours all its interests rather than just the short term (commercial) interests. Area plans needs to be designed in a certain time window in order to successfully control spatial development.

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The time window depends on market potential and presence of potential lessees. some potential lessees are not willing, or able to wait for instance 10 months.

Incomplete records of the rationales and considerations behind area plans Currently some choices are made explicit in a report and some are done implicit in the minds of the team members. Some area planning reports are incomplete in their presentation of the considerations and rationales behind area plans. Users who are unable to access the rationale and consideration behind area plans may frustrate its execution for several reasons. The value of the area development prescribed by area plans need to be obvious in order to gain support in the organisation. With respect to matching the rationale behind the selection of feasible options is sometimes missing. Area planners do not always have a complete view on aspects to consider when weighing alternatives. To determine the commercial attractiveness of certain alternatives the matrix does not provide indicators required8. In section 2.3.6 the definition of commercial attractiveness is much wider then just investment and added value. We argue that to determine a match commercial attractiveness aspects need to be clear to the area planners. Some workshop participants in the ‘determine area plan’ phase approach decision items differently. Despite the effort of area planners to introduce the decision items the workshop participants consider different aspects, lots and land-uses. Additionally to commercial land-uses others are suggested: public area, general port service and nature. Example of other land-uses considered In the workshop for the Noordwest-hoek the participants generated ideas to develop lots in the area. Some useful suggestions are added to the list of optional land-uses generated by the area planning team. Some of the suggestions where: hotel, business collection park and temporary storage.

Lacking transparency in area planning processes Decision making in area planning processes lacks transparency and repetitiveness. One of the difficulties for parties who do not participate is to understand how and why certain decisions are being made. The process steps described in the area planning proposal provides insight into the process to some extent. Lacking transparency in the process could initiate resistance from relevant parties. It is difficult for these parties to gain a comprehensive view of the process and therefore have no comprehension of the consequences of participating. A record of area planning processes enables decision makers to recall considerations and decisions made. Without a detailed memory of the considerations and decisions made in the past, valuable experience of mistakes and successes may get lost in the long run.

Unknown area plans At the PoR not everybody is aware that area plans are made, what they are for and where they can be found. Area plans are therefore unknown to some potential users at the PoR. Actual area developments can therefore conflict with land-uses prescribed in

8

According to Jurjen Groen in June 2004


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area plans. Without proper exposure area plans will be less-successful in controlling the development of area.

Obsolete area plans In a dynamic area such as the Rotterdam port and industrial zone the starting conditions of an area planning trajectory could be quite different compared to the end conditions. The time between an event and its effect on an area plan needs to be acceptable. Long response times cause area planners to keep running behind. When the process fails to identify and process events in time it will harm the credibility and validity of an area plan. Unprocessed events make an area plan obsolete before it is even published. Even if the process successfully coped with the dynamics during the process the area plan stays vulnerable for changes. Current area plans are not maintained therefore changes make area plans obsolete and lose their value to the users. An obsolete area plan is an outdated report. To stay in control over the spatial developments area planning you need to cope with dynamics.

Collaboration improvement Collaboration in area planning is sometimes inefficient. Relevant information asymmetries between team members need to be solved in order to make a wellconsidered choice. Overcoming information asymmetries during meetings difficult because it takes some time to understand the consequences for an area plan. Area planning team members are involved to provide information on specific subjects. Some team members have to be informed on some subjects while others have to wait. Specialists and team member capacity are claimed although their attendance is not required. Many team members are scheduled to participate in the workshop to discover desirable land-uses for a lot. Involving skilled domain-experts without experience in complex decision making processes cause off topic discussions and monologues during meetings or workshops (see section 2.1). The resource capacity spend on collecting, generating and processing the information leaves little available for solving issues that require complex solutions9. Some complex issues do not only require information acquisition but a variety of skills and domaininput to integrate information and solve complex problems.

Excessive cognitive load for the Area Planning Team In matching lots and land-uses many objectives are pursued simultaneously. Psychologists argue that the human mind is incapable of handling the complexities that many important decisions entail. The human brain is able to handle at most eight facts at a time [Etzioni, 1989]. The matrix (see appendix A) contains thirteen aspects which need, in some cases, to be considered integrally to judge the feasibility or desirability of an option. Therefore we argue that the cognitive load for the area planning team is excessive. Consciously weighing alternative land-uses requires more then the human brain can handle.

9

According to Joop Smits in 2004

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Ideally decision makers are fully aware of all the consequences choices entail. Such a holistic view is unrealistic and therefore the most relevant aspects need to be considered. The most recognisable aspects are currently presented in the matrix. Despite the acknowledgement that a holistic view is impossible, area planners need to decide on many issues. They need to decide whether lot and land-use combinations on relevant aspects and compare alternative land-uses to design an area plan. A process without a clear strategy to handle decision items may result in an excessive load for the area planning team. Example of the excessive load for area planners In the Noordwest-hoek case 9 lots, 24 land-uses on 13 aspects needed to be evaluated. If all possible lot-use-aspect combinations are relevant 2808 decision items need to be discussed by the area planning team.

Ambiguous status of an area plan The status of an area plan within the PoR is not univocal10. The ambiguous character may damage the success of area planning. The status prescribes whether the actual area development and the plan are loosely or strictly coupled. Some parties find it undesirable to abandon the area plan other prefer a more flexible interpretation. A strict coupling prescribes a plan which is the only way an area can be developed. Error between characteristic values of a land-use in general and specific customers could make the customer an interesting option. If the status of an area plan is too stringent it may result in a lost opportunity to acquire an attractive customer. A loosely coupling on the other hand may result in spatial development that is not in the best interest of the PoR. Losing control over spatial development due to an unclear status may damage the interests of the PoR. We have described a number of weaknesses and opportunities to enhance matching. In chapter 3 we describe design approaches to design a way to enhance matching.

10

Interview Cees Pons in appendix G and Harry Smit in appendix J

Design approach to enhance matching

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3 Design approach to enhance matching In this section we work towards approaches to design a way to enhance matching. The need for such an approach comes from our sharpened view on the current way of area planning described in chapter 2. In see section 2.4 we identified some opportunities and weaknesses in the current way of area planning. Based on our sharpened view, opportunities and weaknesses identified, we need to reconsider our initial hypothesis (see section 3.1). We discovered a number of requirements to enhance matching which are described in section 3.2. In section 3.3 and 3.4 we describe how to design a process and service to enhance matching. We reflect on this chapter in section 3.5.

3.1 More than a suite of services In this chapter we reconsider our initial hypothesis based on our sharpened view on matching in the current way of area planning and its opportunities and its weaknesses. The initial hypothesis of this research was that a suite of computer enabled services may enhance matching in area planning at the PoR (see section 1.4). Our view on the current way of area planning has changed compared to our initial view and therefore we need to reconsider our initial hypothesis. Considering the nature of the opportunities and weaknesses described in section 2.4 we expect that a suite of services only exploit and strengthen them to some extent. To improve the use of resource capacity and collaboration for instance we need to look at the way to manage the actor network and the interaction between participants. Process oriented tasks incorporate: participatory design, joint modelling, group support techniques and an actor network perspective [Wierda, 1991; Babeliowsky, 1997]. Therefore we also need to consider the matching processes. If we design a new process and service we expect that we are able to exploit opportunities and strengthen weaknesses in a better way. We reformulated our research hypothesis: “A new designed process supported by a suite of computer enabled services will enhance matching in area planning at the PoR." In section 3.2 we describe the requirements to enhance matching at the PoR. These requirements are guidelines for designing a process and suite of services.

3.2 Requirements to enhance matching With our sharpened view on matching we were able to set the requirements for a process-redesign and suite of services. We expect that we are able to directly and indirectly exploit the opportunities and strengthen the weaknesses and thereby enhance matching. We argue that for two opportunities and weaknesses we are (partially) unable to exploit and strengthen them: -

Solving the ambiguous status of an area plan requires the change in the way people at the PoR look at area planning. We expect that we cannot strengthen it directly with a process-design and suite of services. Furthermore, we would need to reach out of our focus area since the subject is not specifically related to matching.

-

With a process-redesign and suite of services we expect to improve collaboration to some extent. The process design focuses on a certain aggregated level to the process. For some collaborative processes in matching collaboration engineering could provide support. Collaboration engineering could be useful to refine the decision process in the next round of development.

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In the next paragraphs we describe the requirements for the process-redesign and suite of services to enhance matching in the area planning process at the PoR. Using the requirements as guidelines we aim to cover the opportunities and weaknesses presented in section 2.4.

Reduce duration of matching processes Reducing the duration of matching processes would (partially) solve the problem of time-sensitive problems. Currently area planning processes take a period of 10 months on average. Matching efforts take a significant part of that period (see section 2.2). A new way of matching must reduce the time and possible the labour and money required to make and area plan. The new process should, compared to the current process, produce an area plan with less resources or a more comprehensive area (if possible) plan with the same resources. Spending valuable recourse capacity on less- and irrelevant issues before important ones should be prevented. Area planners become frustrated when they need to handle subjects they expect to be less- or irrelevant11. Furthermore, the cognitive limitations of the human brain make it impossible to make certain decisions (see section 2.4). Despite their cognitive limitations the decision makers must handle the complexity. The area planners need to interact in such a way that they stimulate and strengthen each other. Matching is a joint effort towards a goal with some collaborative inefficiencies. In the new process of matching the people should move through processes in which they combine their expertise, their insights, and their resources and bring them to bear on the task at hand [Briggs et al., 2005]. The new way of matching should answer questions like: what are decisions that matter, who needs to take them and when do they need to be taken.

Transparent and supported rationale behind land-use selection 12 If we consider area planners as rational decision makers they would choose for feasible options which outperform others based on the expected performance on the interests of the PoR. Currently the argumentation behind land-use selection is sometimes incomplete (section 2.4). Land-use selection based on a valid argumentation and transparent overview of expected consequences and performance is more likely to be supported in the organisation. A holistic view on the consequences and performance is ideal but unfortunately impossible. The result of matching should be selections of land-uses based on valid and transparent argumentation and overview of the expected consequences and performance. The selection should be supported in the sense that is resistant to criticism from parties involved.

Transparent decision making processes Complex but repetitive processes, such as matching requires a transparent process and predictable outcome. Why going through a complex resource consuming area planning process if the value to the organisation is insecure. It is more likely that the PoR chooses to continue area planning if the transparent and repetitive process has been successful in making comprehensive area plans. Why go through a taught

11 12

Result of a discussion on the DES-project with Commercial Division in Dec 2004 Put forward by Joop Smits, Ronald van Assen and Peter Vorenkamp in Feb 2004


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decision process without the prospect of added value to the organisation. Despite conflicting objectives the area plan should represent the interests of the PoR in whole. Successful area planning depends on its ability to control the spatial development in the zone which is opportune to the PoR.

Prevent obsolete land-use selections The considerations behind area plans are made at a certain moment in time. Relevant changes in the underlying variables make area plans obsolete. Developing an area based on obsolete plans may jeopardise the interests of the PoR and its customers. In order to maintain control of spatial development, relevant changes need to be identified and processed in area plans. The new process of matching should prevent severe errors in the selection of land-uses for a lot.

Complete memory in the organisation13 The process and rationale behind area plans need be saved in the long-term memory of the organisation. Considerations and underlying assumptions need to be accessible when choices are unclear to a user. Without accessible reasoning the area plan may not convince a user. Decision making in the past may guide decision making in the future. The history of decision making consideration could proof to be a useful resource of best/worse practises. “Organisational learning occurs when individuals within an organisation experience a problematic situation and inquire into it on the organisation’s behalf. They experience a surprising mismatch between expected and actual results of action and respond to that mismatch trough a process of thought and further action that leads them to modify their images of organisation or their understanding of organisational phenomena and to restructure their activities so as to bring the outcomes and expectations into line, thereby changing organisational theory-in-use. In order to become organisational, the learning that results from organisational inquiry must become embedded in the images of organisation held in its members’ minds and/or in the epistemological artefacts (the maps, memories and programs) embedded in the organisational environment.” [Argyris and Schön, 1996]

3.3 Process-design approach The process design and suite of services need to fulfil the requirements described in the previous section. In this section we describe how to redesign the matching processes. Our first step towards an approach is to give an exposition of existing approaches to design decision processes. In sub-section 3.3.1 we describe a number of design approaches. The design approach selected is motivated in sub-section 3.3.2. 3.3.1 Exposition of process-design approaches To design a process for matching we use an existing process-design approach. We describe a number of approaches in this sub-section and choose the approach we find the most suiting for matching. The overview is based on the one made by Bruijn et al. [de Bruijn et al., 1998]. In the next paragraphs we give an outline of design approaches considered, the authoritative authors in that field and the suitability to apply them for matching at the PoR.

13

Put forward by Joop Smits, Ronald van Assen and Peter Vorenkamp in Feb 2004

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Radical-analytic process design approach In a radical-analyst approach there is a ‘best’ solution to a problem which can be found with a content-analytic drill. Using the radical-analytic approach it is assumed that each question can be divided in sub-questions. The systems behind these questions are optimised and the result is the best answer to a question. The solution is found by an analyst who can design a solution from a distance to prevent contamination by decision processes [Simon, 1969]. There is no need for decision making because it is decided that the option with the best calculated result is the solution. Approaches that aim to support only the analytic-rational perspective proceed implicit or explicit from the concept that planning is done by an individual analytic-rational decision maker, who is mandated with decision power to make it so, and able to make fully conscious and well-considered choices [Voogd, 1995]. These assumptions do not hold in complex decision making processes like matching. “So called rational decision making, once the ideal, requires comprehensive knowledge of every facet of a problem, which is clearly impossible today [Etzioni, 1989].” Although the problems in matching are in general ill-structured, we argue that for certain elements in the problem a radical-analytic process design can be used. If we break down an ill-structured problem we might discover that some sub-problems are relatively structured. Handling well-structured problems in a system with unambiguous and measurable underlying variables require a more analytic oriented process.

Politic rational process design approach In more recent research of Herbert Simon he disputes the ability to pursue completely rational planning and decision making. He argues for a more modest concept of rationality called ‘bounded rationality’. Bounded rationality recognises that rationality itself is subjective; it may include value components instead of just an analytic-rational calculation. Hoogerwerf [Hoogerwerf, 1992] distinguishes analytical and political rational perspectives in decision making. Although he recognises that both rationalities are highly coherent a clear separation is made. One of both rationalities dominates depending on the perspective chosen. Political rationality is dominant when political rational decisions are guiding for the result. The process from one perspective creates conditions for the other. The analytic process submits decision items to the decision maker or the decision maker submits conditions to the analyst. Within matching, both perspectives are recognised but are not separated. Actors involved look at the issues from both analytical and political perspective. A member of the area planning team can be both domain specialist and a stake-holder who needs commit to the result. So strictly separation of the two perspectives has been an item for criticism. Van Twist [van Twist, 1998] proposed to make the separation between the two less strict.

Process rational design approach In a process-rational design introduced by Schön [Schön, 1983] the key is that decision makers learn to formulate a suitable problem definition and solution which is relevant to all actors involved. The decision process and contribution of content is approached more coherent. The approach focuses on creating the commitment to make it possible to make a decision.


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The objectives in a process-rational design approach need to be reached within existing rules of the game [Scott-Morgan, 1994]. Everyone in the organisation acts according to a set of implicit and explicit rules. The composition of a decision making team should include all the knowledge and power necessary to effectively control the spatial development of an area.

Political rational design approach and scientific plausible decisions Snellen [Snellen, 1984] identifies the principle of an analytic-rational model focused on making a scientific-rational message political acceptable. Snellen introduces a model in which a politic-rational message is made scientifically plausible.

Process-designer as process-architect In the process-management approach introduced by de Bruijn et al. [de Bruijn et al., 1998] the decision processes are designed instead of the content. This approach sees the process-designer as a process-architect. The process-architect creates a set of rules to accommodate a framework for decision making. The process-architect aims to create fertile and opportune setting where decision making is more likely. The framework enables actors to reframe problems, solutions and processes in decision making to anticipate on changes. Cooperative behaviour between decision makers is stimulated. The process approach can be applied when the issue is ill-structured, exists in a network of actors and cannot be answered by content-analytic drill. 3.3.2 Why we used the process-managerial approach Ill-structured problems, in a network of actors, with dynamic problems and solutions require a process managerial design approach [de Bruijn et al., 1998]. We argue that the process managerial design approach is suitable for many decision problems in matching. Consciously the word ‘many’ is used to indicate the different types of problems. In the next paragraphs we describe why many problems in matching fit within these characteristics making process-management a suitable approach.

Matching is an ill-structured problem The decision making in matching are sometimes ill-structured and no objective solutions are available. Decisions making in matching is a complex matter due to the many aspects, uncertainties, perspectives and dependencies involved. The process is not just a calculation of some factors but both complex and ambiguous.

Matching is done in a network of actors The questions need to be answered in a network environment where actors are mutually dependent in the decision process. Despite the fact that decision makers come from different departments in the same organisation they sometimes act as a network of individual actors. Employees from different disciplines are involved with their individual views, interests and input in the process. Some actors act in such a way that the matter serves their individual interests. The process should cope with possible resistance in acceptance of the outcome of matching. The actors need to commit themselves to the choices made to increase the likelihood that the vision on an area is accepted.

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The problems and solutions are dynamic Matching is done in a dynamic environment where problems and solutions are dynamic. The parties and their values and demands involved in matching change over time. On the demand side requirements concerning port facilities and for instance port safety are stressed by changes in the market for port area. On the area supply side things also change. The ‘Stadshavens’ for instance, require more attention for liveableness aspects. And the influence from politics, public opinion and legislation on the development of the Rotterdam port and industrial area is also present.

3.4 Approach to develop a suite of services In this section we describe why and how we are going to develop a suite of services. We studied whether existing services would meet our requirements. In sub-section 3.4.1 we give an exposition of the services, existing methods and techniques available to support matching. In sub-section 3.4.2 we describe the approach selected to develop a suite of services. 3.4.1 Why develop a service In this sub-section we discuss why we aim to develop a service instead of using one that already exists. Area planners at the PoR already have several services available to them. Employees at the PoR are able to communicate and exchange files using E-mail and using a computerised agenda enables them to easily schedule appointments. And specifically for spatial queries they have RIV.

Why develop a new service: we already have RIV Area planners have access to geographical information through the RIV-viewer (see appendix N). Because of the spatial orientation of RIV the main window contains a geographical background. Several geographical layers can be used as a background (see appendix M). In figure 3.1 we give an impression of the RIV-viewer interface. The users may zoom into the area of interest and activate one of the many layers available. In figure 3.1 we zoomed into the Distribution park at the Maasvlakte and activated one of its layers. In this case the layer activates green area’s indicating undeveloped area that can be issued. For area planning the services of RIV provide little support. From all 71 layers of spatial information available in RIV none are used in the Noordwest-hoek case. The DESparadigm states that a service that is not used cannot enhance decision processes (see sub-section 1.2.2). We argue that the RIV service is not used by spatial planners due to errors in spatial information and focus on use by individuals. Despite the acknowledgement that answering spatial questions is in many cases a group-process, the methods and tools of cartography and geographic information systems (GIS systems), however, have been developed for use by individuals [MacEachren, 2000]. The need for additional services comes from the limited ability of current services, such as RIV, to support area planners in making decisions. Despite the acknowledgement that matching is a group-process, the methods and tools of cartography and geographic information system, however, have been developed for use by individuals [MacEachren, 2000]. “Geographic Information Systems (GIS) technologies give the opportunity to examine and give a clear insight in a wide variety of land-use issues. Despite the success in this field it is criticised for its lack of decision support capabilities and handling dynamic environments.” [Hendriks et al., 2000; Heywood et al., 1994]


figure 3.1

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The RIV with one of the undeveloped-area layers activated

We acknowledge the lacking capabilities of GIS technologies such as RIV to support decision processes. Therefore we aim to design a service which focuses on the decision making rather then access spatial information.

Why not use Multi Criteria Decision Models “Since 1995, numerous GIS components have been developed to facilitate multi-actor decision making. These systems work towards a mutually acceptable, well-considered solution incorporating individual participant contributions and selections.” [Hendriks et al., 2000; Heywood et al., 1994] These “Multi-criteria decision analysis (MCDA) methods (also known as multi criteria decision models) involve the ranking of a finite set of alternatives in terms of a finite number of decision criteria. Repeatedly these criteria may be in conflict with each other. That is, an MCDA problem may involve both benefit and cost criteria at the same time.” [Triantaphyllou, 2004] Despite the power to integral order options it demands some characteristics of the decision makers and decision issues. The objectives are assumed to be commensurable and the score on one objective can be compensated by another. The decision makers must be able and willing to formulate objectives and score options on these objectives. Matching does not meet these requirements14. We need to design a suite of services tailored to the characteristics and requirements of the PoR.

14

Put forward by senior management Division Port Development in December 2004

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3.4.2 The spiral approach to develop a suite for matching The approach of the DES-project is based on the spiral approach introduced by Boehm [Boehm, 1988]. We start the spiral and go through the first development cycle for a suite of services to support the decision processes in matching. The idea behind the spiral approach is to incrementally develop a system. In figure 3.2 we derive four development phases from the spiral approach. The figure also illustrates the part done in this research and by the DES-project. The phases are explained below the figure.

Spiral approach

Phase

This research

Time and detail

Requirements analysis

3.2.2

Requirements for a service to support matching

Design

5

A service to support matching

Build Test & Evaluate

Design

Build

Requirements analysis

Test & evaluate

figure 3.2

6

A test design for the redesigned process and suite

DES-project

Build the designed computer enabled service Test and evaluate the suite in the redesigned process

One cycle of the spiral model

-

The requirements analysis focuses on discovering needs to support the decision processes in matching (see chapter). The current way of matching in the area planning process guides us in our search for these needs (see section 3.2). The designed process resulted in specific cases which potentially can be supported with computer enabled services.

-

Based on the requirements we designed a suite of services to enhance matching. The services are descriptions of functionalities which we expect to support the process. In chapter 5 we describe concepts for a suite of services for matching.

-

The actual building is done by the DES-team. At this moment a prototype is available which contains some of the services designed in the previous phase. In appendix O we present the prototype of the suite of services for matching.

-

The prototype of the service needs to be tested and evaluated. Although the approach is designed in close contact with the PoR, success remains uncertain. The primary objective for testing is to get feedback on the perceived usefulness, usability and usage of the services and the value it has for decision making. A thorough test and evaluation of the process and supporting services would measure its performance and value to the decision makers. In chapter 6 we describe a method to test the process and suite designed.

The success of services depends on its ability to integrate the usefulness, usability and usage (see sub-section 1.2.2). This research focuses on the usefulness rather than the usage and usability. The usefulness of tools and methods is the value that they add to decision processes. In most cases innovation in area planning is technologically characterised with limited attention to the context in which the new methods and techniques are used. For the users it is often unclear when, how and for what reason the new methods and techniques have to be used. In most cases the lack of attention to the use of methods and techniques leads to sceptics [Voogd, 1995].


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3.5 Reflection To enhance matching we need to design a process and suite of services. We argue that the opportunities and weaknesses in the current way of matching require more then a computer enabled service. The nature of the issues point out the relevance to also reconsider the decision processes. To design a process we scanned a number of process design approaches and selected the process-management approach for its ability to handle dynamic ill-structured problems in a multi-actor setting. To develop a suite of services we propose the spiral approach which supports incrementally development of a system. In chapter 4 we propose a new way of working for matching and in chapter 5 we describe concepts for a suite of services to support the process

Proposed way of working for matching

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4 Proposed way of working for matching In this chapter we propose a new way to go through a matching process which aims to enhance decision making compared to current process. Our sharpened view on matching, its opportunities and weaknesses formed the basis for this process-design. The process designed is based on three pillars: (1) framing decision making, (2) managing decision processes and (3) strategically plan decision making activities. We discuss a new way to approach decision making in section 4.1. To manage decision making and in the actor network we choose to apply the process-managerial design approach [de Bruijn et al., 1998] (see sub-section 3.3.2). The principles prescribed in the approach aim to guarantee progressive, open and substantial decision making where core values of parties involved are protected. In section 4.2 we applied the design principles on matching. In a dynamic and complex decision making process such as matching, a process executed like some sort of timetable with predetermined stations and fixed arrival times is impossible. We use the Strategic Choice Approach developed by the British Institute of Operational Research (IOR) to design a more flexible process. In section 4.3 we provide a general flow of activities with the strategy to efficiently go from all alternatives to feasible and most desired land-uses for lots. In sub-section 4.4 we reflect on the proposed matching process.

4.1 Frame decision making In this section we propose a framework to structure decision making processes. A complex and dynamic decision problem such as matching requires to be structured as much as possible. For that reason we look at matching in a different way: “The process of evaluating and comparing land-uses for a lot, from multiple perspectives, for a moment in time, based on multiple objectives (criteria, tasks and goals).” Using this framework we aim to get a grip on the choices and issues at hand. Therefore we make a spatial representation of all the substance in matching. In the spatial representation, lots and land-uses can be looked at as two axes in a matrix. A junction would be one of the alternative land-uses for a lot. In the highlighted block above we introduce the term objective in matching. Adding the objectives pursued in a matching process upon the matrix a cube is formed. The cube is illustrated in cube A of figure 4.1. We specifically use the term objective instead of aspect to indicate the pursued for a certain result. With the objectives the decision makers are able to come to a rationale behind evaluating land-uses for lots. The term ‘objective’ is often used in the literature as collection-term for mutual coherent terms such as: goal, target, task and criterion [Voogd, 1995]. In this approach we distinguish different types of objectives which are derived from the vocabulary used in the spatial planning research field. To clarify what we mean by objective we used the description introduced by Voogd [Voogd, 1977]: - main-goal: is an abstract expression of what is desirable and what to pursue. Example: the needs of a potential lessee must be satisfied as much as possible. - sub-goal: is an expression of pursue concrete related to an object that is of such an abstraction that cannot be quantified. Example: possible irritation of residents caused by new developments must be minimised.

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-

-


task is an expression of pursue concrete related to an object that can be quantified. Sometimes a task is to at least reach a certain threshold value. Example: the employment in the area must increase or the net present value must be 1.1. criterion: is a goal or task that officiate as judgement-aspect to evaluate options. Example: there must be nautical access.

Junction of an alternative with an objective

Evaluation of an alternatives on an objective

land-uses

Framework of lots, land-uses and objectives

lo ts

objectives

Cube A figure 4.1

Cube B

Cube C

Framing decision making into a ‘cube’

Decision making in the process should at least apply to one of the junctions in the matrix. of an alternative with an objective in the cube are. Junctions, illustrated in cube B in figure 4.2, are therefore potential items on the decision making agenda. In the multi-actor setting the junctions are looked at from many different perspectives. Each participant is biased by individual experience, knowledge and interests. We illustrate the ill-structured decision making when evaluating alternatives on an objective in cube C in figure 4.2. Within the PoR area planning is looked at as a finite process with a clear start and finish. Area plans are not maintained and dynamics cause errors in the underlying rationale (see section 2.4). The selection of uses for lots is based on the situation ‘at a moment in time’ and is only valid for a certain period. Area plans need to be maintained to handle the restricted tenability in time. We argue that a committee at the PoR is required to: - scans the Port and industrial zone for new area planning processes required, - check whether existing area plans are still valid. Lots, land-uses, objectives and perspectives in the same area would be different for each matching process; lots become occupied, different land-uses become relevant and objectives change. The cubes in figure 4.2 illustrate matching processes and the differences in shape over time illustrate dynamics.


Process B

Process C

land-uses

Process A

41{ TC \l 1 }

Matching processes in one area lo ts

objectives

Land-use selections

Tenability period

Lot A B C

Land-use X,Y,Z Y Z,Y

Lot A C

period a

Land-use Y L,Z

Lot A E F G

Land-use Y X,Y,Z ... K,L,M

period b

time figure 4.2

Maintain land-use selections in different matching processes

4.2 Manage the decision processes The process-managerial design approach prescribes four categories design-principles to manage the decision processes. Key in the process-managerial approach is the roles of a process-architect and process-manager. A process-architect makes a participatory design and makes process agreements with the parties involved. The process-architect uses the agreements to manage the process. A process-manager is responsible for managing the decision process designed by the process-architect. The process manager facilitates the communication between actors involved, stimulates cooperative behaviour, ensures decisions are made correctly and manages the decision processes. These principles guide a process-architect/manager (sub-section 4.2.1). We apply the following categories design-principles on matching: - create an open decision process (sub-section 4.2.1), - protect the position of parties involved (sub-section 4.2.2), - assure progress in the decision process (sub-section 4.2.2), - guarantee substantial land-use selection (sub-section 4.2.4). 4.2.1 Create an open decision process This section describes a way to ensure open decision making. The openness refers to the way actors are involved in the decision making process. The interests of actors should, where possible, be protected within the context of the process agreements [de Bruin et al., 1995]. Therefore we discuss a number of principles to ensure open decision processes. Making a well-considered participatory design for the area planning team is far from trivial. In a strategic participatory design several aspects need to be considered when attracting parties. A party who needs to be attracted to the decision process does not necessarily be a member in the area planning team. From the process-managerial approach [de Bruijn et al., 1998] the principles for attracting actors are:

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-


attract actors with blocking abilities, attract actors who add value, attract actors with interest in the outcome of the decision-process, attract actors that should be attracted based on moral-principles.

Additionally to the principles to attract actors we propose the next principles to create and open decision process: - direct or indirect participation, - prevent process disruption through authority asymmetry, - adjusting the team compilation, - transfer from content to process.

Attract actors with blocking abilities Involving actors with blocking abilities may prevent them from using it. At this moment the area-planning team consists only of employees of the PoR. Not every PoR actor with blocking abilities has to be attracted to prevent them from using their blocking abilities. In the end of an area planning trajectory the area-plan is presented to the decision makers. Some of the decision makers have blocking abilities through the CDDPD meetings. Process-architects should choose between involving actors with blocking abilities in the process or report the findings to them. It is not desirable that individual actors with blocking abilities frustrate the process. Frustration of the process may jeopardize area planning and the control over developments in the zone.

Attract actors who add value Actors who add value to the decision making must be attracted in the decision process. An actor may add knowledge, experience and access to information (substance) into the process. At the PoR various domain-experts are able to provide such value. Through DDO and RIV an area planning team has access to a tremendous amount of GIS-data present at the PoR. Skilled drawers at the DDO are able to design infrastructure and provides maps for the area planning team. For information, knowledge or experience necessary to make decisions which is not present at the PoR, external actors may be attracted. Decision making is done based on a variety of information and knowledge and therefore requires participants from different departments. In current area planning is the criticism on the set of feasible options in the workshop. A well considered representation of disciplines could prevent such an issue.

Attract actors with interest in the outcome of the decision-process In current matching some of the interests are explicit but others remain implicit or less explicit. The implicit objectives influence the decision making in the minds of the actors and no record exist of those considerations. A well considered representation of actors with interest by the process-architect or manager is essential to generate a plausible plan. A decision-process that does not consider all interests of the PoR could damage the validity of an area plan. All the interests of the PoR should be represented in a team. Authority asymmetry in the area planning team may negatively influence decision making. Lower ranks of authority may be outvoted by higher ranks causing instability in the representation of the interests of the PoR. The cumulative authority of the representation of an interest should be balanced with the interests of the PoR in general.


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Attract actors that should be attracted based on moral principles At this moment the area plan is mostly an internal PoR affair, no actors are yet involved based on moral grounds. In the future it could be necessary to include, for instance, habitant’s district-unions or lessees in area planning processes15 [de Wit, 2004]. The participant who represents this actor needs to be selected carefully. Actors who do not have managerial skills, or are used to act the opposing party may frustrate the process. Making these parties aware is a delicate matter and need to be well considered. Early participation if these parties on the other hand, may prevent expensive time consuming ex-post actions to satisfy the actors.

Direct or indirect participation A party involved could be represented directly or indirectly in the decision process. Indirect participation is done by a person who is represented in the decision processes on behalf of an actor. Practical issues should fund the consideration for direct or indirect participation. At this moment some of the actors do not participate directly but are represented indirectly. For example the needs of lessees are represented through Business Development Managers (see sub-section 1.2.2). Possible collaborative inefficiency in large teams and the value a party adds to the process must be weighed out in a participatory design.

Prevent process disruption through authority asymmetry In the compilation of an area planning team the different levels of authority should be taken into account. Participants should be convinced of their going through a fair process with a level playing field. It may be tempting for a passionate actor to send an authoritive person to make sure they are well-represented. Authority asymmetry may push decision making to a direction which is undesired for the general interests of the PoR.

Adjusting the team compilation Dynamics in the main objectives, subjects and decision items in a certain stage may change the previous considerations for the composition of an area planning team. For instance a shift towards a more content-analytic exercise makes the role of domain specialists more dominant. The process-architect may reconsider the team composition because of the changed mandate. Changing the team composition may disrupt the cohesion and trust in the existing group. The compilation of decision makers is radically changed in the workshops in the current way of area planning. In the workshop an incoherent group of about 20 managers and domain experts need to collaborate for 1 hour to select land-uses for lots. Many practical issues lie in bringing together the people and the uncertainty whether the selected land-uses can be motivated sufficiently. Ill motivated land-use selections are vulnerable to criticism. Only under certain conditions a workshop may be a suitable approach to solve problems. These conditions could be created by skilled facilitators with a clear decision agenda and comprehensive participatory design. In a stable decision setting decision makers are able to get used to the process, intentions of actors, etc. Repetitive meetings in a well-considered composition may be preferred above a single workshop. Firstly, it creates time to process new information 15

Interview with Pim de Wit see appendix H

44


and knowledge before a decision is made. Secondly, making complex decisions may require more than a single workshop.

Roles in an area planning team. A clear description of roles could help a process-architect to verify whether the principles concerning a participator design are successfully applied and adjust it when desired. A process-architect should consider the roles in an area planning team. “Spatial planning at main-ports is typically a multi-actor effort which involves multiple stakeholders with different objectives, perspectives, expectations and knowledge. Interdisciplinary teams are formed to solve specific issues to which different stakeholders provide input from their own field of experience. Furthermore, individual domain experts or separate expert teams make detailed studies of specific aspects.” [Chin et al., 2004] With pre-defined roles we provide a way to manage the participatory design. Throughout this thesis we use different ways to name entities in a process. An actor is an individual or group who is involved in the area planning process. A participant is an individual who is actively involved in area planning activities. Besides the relative distance the figure illustrates the many different roles participants may have in the process. We introduce 8 roles below: -

The process-architect does not act during the matching process itself. His role is to design a process which creates conditions in which decision making is more likely. Part of his task description is putting up the rules of the game, a participatory design and decision process. The actors involved need to be convinced that the processarchitect does not act according to his individual preferences but guards the interests of the PoR. An unbiased image makes the position of a process-architect much easier. That image makes it more likely that the process-architect enjoys trust from the actors involved. In cases where the neutral position is essential to successful decision making, an external person may be attracted. The disadvantage is that he may lack knowledge of the organisational setting. Without that knowledge it would be hard to quickly design a suitable process.

-

A process-manager should, like the process-architect, take a neutral position to the result. His role is to guide the process of decision making, guard over the rules of the game, organise and chair meetings, stimulate participants to collaborate and communicate to the decision environment. The principles in this chapter aim to guide the process-manager with this job description. One of the functions is to judge the balance of interests, knowledge and managerial capabilities represented in the team. Analogies can be made with the role of a facilitator in collaboration engineering and chairman in current area planning processes. Some of the tasks of a chairman entail: the rules of the game, organise and chair meetings, stimulate the participants to collaborate and communicate to the environment.

-

A decision-maker is an actor who holds part of the decision power in the process. Only decision makers are mandated to make choices and decisions. In the selection of decision makers the process-architect should consider the managerial qualities of potential participants. “In an area planning team we need people with managerial qualities.”16 For area planning it is necessary that decision makers are able to rise above their individual position in the process and accept and respect the interests

16

According to Cees Pons in 2004


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and perspectives of other decision makers. Decision makers who are only sensitive for their own domain specific subjects and force their vision again and again will eventually frustrate the process. -

An actor-concerned has interests in the area plan to be designed. An actor may find the area plan a way to reach a certain goal. The potential of revenue or loss for an actor caused by an area plan creates interest in the area planning process. In an ideal team configuration all the interests of the PoR are represented. A processarchitect should check the representation of interests in the team using explicit descriptions of the roles of the members. In a rational role description of an actor concerned, they act according to their own interest and express their preferences based on the objectives they have.

-

The role of domain-expert is to bring in knowledge, experience and sources of information. The domain-expert could be asked to give an advice on a contentanalytic subject in matching. The members in the team rely on domain experts to get informed or advised on specific items. A member of the area planning team in the role of domain-expert is ideally complete and objective in his advises to the decision makers. The cooperative sentiment in area planning stimulates experts to provide such advice. The combination of domain expert and decision maker may threat the completeness and objectiveness of the information and advices provided by the domain expert.

-

An analyst is a researcher who may inform or advise decision makers on additional information. An analyst is someone who has the ability to provide additional information and is not necessary a domain expert.

-

A designer has the skills and ability to illustrate geographical parts or infrastructural adjustments of an area plan. In current area planning a designer from DDO is a member of the area planning team.

-

One of the weaknesses identified in current area planning is the memory of the organisation. A minute-keeper records decisions and decision processes. The records provide an useful source of knowledge for: future area planning, recollection purposes for the decision makers and learning about area planning. The minutekeeper is responsible for recording: tasks, decisions and agreements.

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actors involved

participants members area planning team

domain-expert actor-concerned decision-maker

actor-concerned decision-maker

analyst

minute-keeper

process-manager process-architect

domain-expert actor-concerned decision-maker

figure 4.3 Relative distances of actors, participants and members involved in matching

In figure 4.3 we illustrate the relative distance of actors, participants and APT-members to decision making. For some studies or meetings additional participants may be attracted to bear the matter at hand. These individuals temporarily participate in the matching process to bring in specific knowledge or skills. In the outer circle we position the actor-network of matching. The actors involved participate directly through an ambassador or indirectly through a representative. Participants often have multiple roles in the process. They are for instance both domain expert and actor concerned.

Transfer from content to process A transfer to process can be useful to take away content related uncertainty due to vague, ambiguous, imprecise, noisy, or incomplete information. In a complex process such a matching it is infeasible to take away every uncertainty. The process manager should constantly weigh substantial decision making and progress in the process. “All decision making has a degree of uncertainty, ranging from a predictable (deterministic) situation to an uncertain situation.” [Malczewski, 1999] When uncertainty is part of the process, this uncertainty may in some cases be quantified and as such add another decision criteria to the evaluation process [Husdal, 1999]. Error in geographical information is another issue, keeping databases up to date is expensive and cumbersome. “Given that error occurs in spatial information (as in other information), then we know that it will have an effect on the outcome of any search or analysis of that information deriving values which are not ‘correct’. It is important to establish whether the number of incorrect outcomes in any particular situation is significant for the situation concerned. Data may not be ‘fit for use’ in the particular contexts, or it may be possible to generate analyses of the outcome so as to predict the probability of the outcome being correct given the database errors.” [Husdal, 1999] A data expert from, for instance, DDO could indicate whether a dataset is ‘fit for use’. Based on the indication, decision makers can choose between using that information with a certain error or investigate in taking away that error.


47{ TC \l 1 }

Example of a transformation into process An actor may expresses an ultimatum on a certain lot land-use combination in the beginning of matching despite many uncertainties of a successful development. There were many proposals and claims for developing that lot. At this moment in the process the actors are not able to come to a decision on how to develop a lot and the progress is threatened. Instead of forcing a decision, the process-manager proposes a trajectory to come to a decision on the development of the lot. The actors involved believe that the trajectory proposed is fair and agree on the trajectory. In the trajectory the actors learn about the interests of each other and the likelihood on successful development. The initially proposed land-use might be not the best for the interests of the PoR. 4.2.2 Assure progress in decision processes Decision processes in matching consume valuable resources from the PoR. In an intensive area planning process the occupancy of people involved is high. Progression is a goal on itself. Without progress the participants may become unwarranted and frustrate the process even more. Therefore, progress in a decision process is one of the success factors [de Bruijn et al., 1998]. The process manager should guarantee a certain progress in the process. We provide some principles to guide the process manager in that task. One of the incentives to gain progress is to stimulate cooperative behaviour. If the decision makers have a prospect on gain they are willing to cooperate even more. Strategically choosing decision items would keep decision makers interested. “The flow of information has swollen to such a flood that decision makers are in danger of drowning; extracting relevant data from the torrent is increasingly a daunting task.” [Etzioni, 1989] In complex issues in matching, selection of decision items and starting activities to acquire information is a decision process in itself. Area planners can sometimes be forced to decide on incomplete or uncertain information due to the lack of progress. A process in which all decision items are handled can be an inefficient operation because items might be, or become irrelevant. An option which is far more desirable compared to another is not competitive. If an option is not competitive based on the main objectives, decision makers might consider to put that option out of the selection. If an option is infeasible or uncompetitive based of items handled other items become irrelevant. Some information might, compared to others, be relatively easy, hard, time consuming or expensive to get. The PoR owns a tremendous amount of information; other information will have to be obtained or retrieved from third actors. A trade off should be made between putting effort in identifying potential knock-out items and drawing up a judgement instantly based on the present information. The choice items may be prioritised based on the relevance, potential impact and the easiness of acquiring the information and making the choice. The process manager must see that the key interests of actors are protected. Loosing actors because they feel trapped may threat the decision process. Central in preventing obstruction of the process is motivation. The relative fixed composition lays quite a burden to the process-manager responsible for motivating all relevant actors to participate throughout the process. The process-manager may point out to an actor why they should participate. For the PoR an actor may be motivated by showing the value they may add to the process instead of their individual interests.

48


The actors involved must be able to recognise their input in the decision process and decision making. Despite the individual sets of, sometimes conflicting, objectives a decision must sometimes be made. “Many land-use decision problems are sufficiently complex, controversial and non-routine in nature that their resolution requires not only knowledge, expertise and data drawn from several distinct domains, but also debate of multiple and often conflicting viewpoints, objectives and solution strategies.” [Feick et al., 2002] 4.2.3 Protect the core-values of parties involved The core-values of a party involved must be protected in the process. Parties must be able to judge whether it is a fair process and oversee the consequences of participating. “The impression that they will get hooked in to a trap should be avoided. This particularly applies to parties that are difficult to persuade to join a process. These parties should not be led to believe that their participation implies that they will get caught in a decision-making process, that the envisaged decision has in fact been taken already and that they partly justify it by their participation.” [de Bruijn et al., 1998] Decision makers often argue that they make rational decisions but they are also prone to involve emotion into decision making [Etzoni, 1989]. Another item is political-rational decision making (see section 3.3.1). To be executed the plan needs to be supported by senior management and division leaders. The objectives ranging from very clear to vague ones. We should take in consideration the role intuition and political-rationality has in decision making. We argue that decision makers only express some of the considerations and underlying arguments in decision processes. A decision maker may not be able (intuition) or may not choose (strategically-sensitive) not to express them. Based on the previous considerations we can distinguish explicit and implicit objectives. A loose coupling between evaluating land-uses on objectives and selecting or deselecting land-uses is required. The loose coupling respects the disability of decision makers to fully motivate their preferences. Secondly we argue that the process manager should stimulate participants to express as many objectives as possible. A selection of land-uses is more likely to be supported by the parties involved if the argumentation behind it is valid and clear to them. The objectives and judgement of alternatives on those objectives need to be made as explicit as possible. In the ideal situation the framework of objectives covers all possible arguments decision makers or domain specialist can express. 4.2.4 Guarantee substantial land-use selection The result of a process must be a substance land-use selection. The judgements of the individual decision makers on items are when possible porced into a decision. In this chapter we present a number of principles to guarantee substance land-use selection. From the content perspective the support aims to give decision makers insight into the variables and relations in (parts) of a system. We identified the complexity and extent of making well-considered plans for developing the Rotterdam port and industrial zone. The participants in a spatial-planning trajectory go through many interdependent multidimensional problems [Chin et al., 2004]. In this section we propose four principles to handle the complexity from a content perspective.


49{ TC \l 1 }

Objectivity versus subjectivity The objectives are variables in evaluating lot-use combinations at the PoR. In many cases the evaluation on multi-dimensional objectives is ill-structured and the implications for an area plan are ambiguous. This does not mean that for components a robust content-analytic evaluation can be made. So we propose a spectrum from objective to subjective decision items. When the coupling between content-analytic effort and a collective coherent evaluation is unambiguous we find the decision item relative objectively. In case of lose coupling we speak of a relative subjective decision item. Subjective decision items cannot purely be a rational endeavour that can be calculated and optimised by a computer [Verbraeck et al., 2005]. Example of a relative objective decision item The noise legislation evaluation of a container terminal on a lot is relatively objective. At the PoR the dimension dB(A)/m2 is an accepted scale for expressing noise. If the decision makers are able to agree on the nominal noise production of a container terminal and the noise budget, a relatively objective judgement is possible. For subjective decision items success is depends on their ability to get a coherent notion on what they are deciding and their ability to communicate on it to come to a certain consensus. Actors involved make a judgement, and debate deviation between judgements with colleague decision makers. Individuals set goals and try to implement them through decision processes. To come to a decision a package deal might be needed to solve possible impasses.

Isolate independent problems when possible The process manager may divide the decision items into relatively independent parts to handle the complexity of solving it at once. The complexity of matching will presumably increase in the future so it is imperative to cope with that complexity. The main objective of matching is to find feasible and most competitive options. A sub-problem is how well a lot-use combination scores on feasibility or desirability objectives. Example of a sub-problem Is it possible to host a deep-sea container terminal based on the current mooring facility of a lot or is it feasible to build the requisite mooring facility? One of the requirements is to cope with the complexity of multi-dimensional matching on multiple objectives. By means of dividing the main objective in sub-objectives the complexity is reduced but the amount of sub-problems to describe increases. The principle of dividing the evaluation of a lot land-use combination to handle the complexity creates another issue: handling the amount of sub-problems Example of the amount of sub-problems to handle Suppose a team has to match 9 lots with 24 optional land-uses based on 13 objectives. When all possible lot land-use combinations have to be evaluated on all objectives the area planning team has to handle 2808 sub-problems.

Use intuition and experience of the participants In current area planning the members are guided by their experience and intuition in the selection of relevant decisions to make. Ideally their intuition always guides the

50


decision makers successfully to key issues. Intuition and experience may be misused for individual interests. A decision based on the judgements of a limited number of experienced members could threat valid reasoning. The process manager must be alert on the threat, but exploits experience and intuition to get a focus on relevant decisions.

Manage level of detail and number of alternative The process must prevent making irrelevant or less relevant decisions. The process is characterised by a flow of many alternative land-uses for a lot to a selection of feasible and most desirable land-uses illustrated in figure 4.4. The puzzle-pieces represent the alternative land-uses for a lot. The top of the funnel is the start of matching, at this moment all options are open. The narrowing funnel represents the decreasing number of alternatives. Land-uses that are esteemed to be unfeasible or undesired become irrelevant for the rest of the process. Early reducing the alternatives would prevent doing irrelevant activities.

figure 4.4

nr. alternatives

time

time

level of detail

Increasing level of detail and decreasing number of relevant alternatives

Example of exploiting redundancy in a potential knock-out item A noise expert expects that the noise budget of lot B in the Noordwest-hoek case is not enough to host the noise production of a chemical plant. The area planning team decides to freeze the activities on the other items of that option before the noise item is handled. After a round of investigating the noise budget and noise production the area planning team decides that it is not feasible to host a chemical plant on lot B. The noise budget is funded by law and a noise barrier is too expensive. The intuition and experience (see previous sub-section) can guide the decision makers to set the focus on those items that would potentially knock-out an option. In the process the first selection of options should be made using potential knock-out items. If the decision makers decide that an option is not feasible or not competitive enough the sub-problems of that option become redundant. In a process where the knock-out items of options are identified in the beginning of the process redundancy can be exploited. Options without potential knock-out items are looked at in more detail.


51{ TC \l 1 }

Depending on the number of options that differ in the relative feasibility the team may decide to narrow the options even more.

From substantive variety to selection We discuss the importance of guiding the process from substantive variety to selection. “The greater the variety options discussed, the better the quality of a decision-making process. The quality of the decision-making process will suffer if a particular option is not included in the decision making.” [de Bruijn et al., 1998] In a decision process characterized by content-analytic components there is a threat of superfluous knowledge [de Bruijn et al., 1998]. In case of superfluous knowledge a lot of insight is generated without a clear value to the decision making. Superfluous knowledge is not only inefficiencient but may trigger irrelevant conflicts between decision makers on the new insight. In the process to a substantial valid selection of land-uses the number of items to evaluate need to be balanced with the value it adds to the result. For absolute certainty all possible lot-land-use combinations need to be evaluated on all objectives in the most detailed level. We argue that the level of detail relevant to make decision increases in the process. In figure 4.5 the increasing level of detail is illustrated. ”Old fashion decision making does not meet the needs of a world with too much information and too little time. So-called rational decision making, once the ideal, requires comprehensive knowledge of every facet of a problem, which is clearly impossible today. One of the most recent decision-making models, incrementalism, despairs of knowledge and instead concentrates on the smallest possible units of change-without any sense of grand design.” [Etzioni, 1989]

4.3 Strategically plan decision making activities In this section we propose a way to strategically plan decision making efforts for matching. The strategy behind the new way of working is to efficiently consider all options to come to a selection of feasible and most desired options. A universal chronological order of activities, applied like a timetable, is not possible for matching. The need and urgency of activities constantly change, forcing process managers to adjust their planning of activities. Roll-backs and roll-forwards are radical interventions, but sometimes necessary to cope with dynamics and uncertainty. According to the flow of activities the process manager is able to guide the area planning team to strategically plan their activities. We distinguish two phases that pursue different objectives instead of aspects. In subsection 4.3.1 we describe the choice to let one of the two categories prevail in a certain phase in the process. Each category requires another flow of activities and therefore two flows are proposed. Instead of quoting specific activities we land-use the concept of ‘modes of work’ introduced by Hickling [1985] to describe the two phases. In subsection 4.3.2 we adjust the concept specifically on matching. We use the modes of work to describe the ‘determine feasible land-uses’ phase in sub-section 4.3.3 and the ‘select and rank the most desired land-uses” phase in sub-section 4.3.4 . 4.3.1 Two phases that pursue different sets of objectives In current area planning one of the two categories of objectives prevail in a certain moment in the process. Despite the coherency between the feasibility and desirability of options we keep one of the two objective categories dominant. We propose two phases: the ‘determine feasible options’ and the ‘select and rank the most desired

52


options’ phase. The feasibility is determined by investigating the limitations and ability to overcome these limitations. The ‘select and rank the most desirable options’ phase aims to select options which are the most desirable and put them in order of preference. Deciding on the feasibility is relatively more structured then deciding on the desirability of options. In the current matrix (see appendix A) the feasibility aspects prevail compared to the desirability aspects. Feasibility and desirability objectives require different qualities and different ways of thinking from the members in a team. The prevailing feasibility objectives in the current matrix stress the content-analytic way of thinking in this phase. In a content-analytic exercise domain specialists have a relative important role. Decision making on the relative desirability of options require more managerial qualities from the members. For many desirability objectives the advantages and disadvantages must be weighed, based on fuzzy and ambiguous variables. Complementary to the two flows of activities, different participatory designs should be reconsidered to respect the principles described in sub-section 4.2.1.

options

time

Determine feasible options

Select and rank most desirable options

figure 4.5

Chronological positioning of the phases

Decision making concerning the feasibility of options is relatively more structured compared to issues to determine the relative desirability of options. Structured decision making that would potentially knock out land-uses, must be done as soon as possible. Processing knock-out items early in the process enables decision makers to focus their efforts on serious alternatives. Therefore we position the ‘determine feasible options’ phase before the ‘select and rank the most desired options’ phase. In figure 4.5 the funnel illustrates matching and the proposed chronological position of the two phases. 4.3.2 Modes of work used to describe flows of activities In this section we use the concept of ‘modes of work’ [Hickling, 1985] to describe the flows of work. The notion of ‘modes of work’ comes from the Strategic Choice Approach (SCA) for planning [Friend et al., 1969; Hickling, 1974]. The SCA is developed by the British Institute of Operational Research (IOR). The key principle of


53{ TC \l 1 }

this approach is that decisions are only taken when it is necessary to take them. The SCA addresses the importance of handling uncertainty. With the SCA the authors propose a flexible planning in which roll-backs or roll-forwards can be made [Voogd, 1995]. In figure 4.6 the SCA tailored to matching is illustrated.

Shaping

rt

Choosing

Scanning

Designing

figure 4.6

St a

h ni s Fi

Comparing

Tailored strategic choice approach

Despite the ability to handle uncertainty, we argue that not every uncertainty results in a roll-back or roll-forward. Recalling choices and decisions for every uncertainty jeopardizes the progress in a dynamic environment like the Rotterdam port and industrial zone. The planning of activities should enable roll-backs and roll-forwards but the choosing to deviate must be well-considered. A mode of work is a stadium in the planning trajectory with relatively coherent activities. We deviate from the original six modes of work and deduct the ‘doing’ mode of work because matching does not include execution of the plan.

Shaping “A complex and possibly ill-defined problem is structured as a set of ‘decision areas’ interconnected through decision links and a ‘problem focus’ is defined.”[Friend and Hickling, 1997] The shaping mode consists of planning the activities of the area planning team. Without clear consideration and prioritisation of activities, the process might become inefficient and cumbersome. Well-considered, shaping of the activities prevents area planners from doing redundant or relatively unimportant activities. Based on experience (see section 3.2) and intuition of the team the activities can be planned.

Scanning This working mode focuses on acquiring information to enable decision making. In this mode intellectual effort is put in several types of information acquisition activities to create more insight. Studies concerning noise budget allocation or technical feasibility of quay walls are performed in this mode. Some scanning activities are mono

54


disciplinary endeavours and others require interdisciplinary teams with input and interaction from different fields of knowledge. At this moment a wide variety of geographical data is present at DDO. Some of the spatial analysis on that data is available for PoR employees through a geographical information viewer called RIV (see sub-section 3.4.1). For more specific information additional spatial queries can be requested by one of the geographical analyst at DDO. For information that requires the interpretation skills of a domain specialist, advice might be requested by the decision makers. Example of the multidisciplinary scanning For the feasibility of a quay wall, the connection with commercial affairs is necessary to estimate whether it can be justified by the expected revenues for the PoR. This effort is a multidisciplinary effort involving actors designing the quay wall and commercial affairs.

Designing “Within each decision area a number of ‘decision options’, i.e. feasible alternative solutions, are identified. A number of them are mutually incompatible. This results in an ‘option graph’ from which ‘decision schemes’, i.e. feasible combinations of options, can be developed.” [Friend and Hickling, 1997] During current area planning various things have to be designed such as: infrastructure, land-uses, lots and evaluation. Designs in this context are, for instance, drawings of infrastructure and lot contours. For some objectives performance indicators, norm values and models can be determined.

Comparing “Comparison areas are formulated for the relative assessment of options for schemes. Through a process of such ‘advantage comparisons’, a working shortlist is produced that reflects a judgement of the consequences.” [Friend and Hickling, 1997] Comparing is the evaluation of the various options on multiple objectives. Comparing enables decision makers to make a choice between options. Comparing is considering and evaluating differences between alternatives and weighs them.

Choosing “Sources of doubt are expressed in the form of ‘uncertainty areas’, identifying exploratory options whereby some of these doubts might be addressed. The timing of decisions and actions results in action schemes and commitment packages reflecting incremental steps in a continuous process of decision making through time.” [Friend and Hickling, 1997] The actual decision making is done in this mode of work. This mode aims to go from many options to a selection of the most premising options. Individual members in an area planning team make choices related to the process and options considered. In the ideal situation, decisions are made by relevant participants who are mandated with the decision power to do so, and are able to make conscious, well-considered and well-informed choice [Voogd, 1995]. 4.3.3 Determine feasible options In this section we describe a rough planning of activities for the APT to determine which options are feasible. In figure 4.7 the process diagram of the ‘determine feasible options’ phase is illustrated. In this case the actor-activity diagramming technique


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wrongly suggests a strictly cyclic-chronological positioning of activities. The processes and choices in the diagram are explained below. The word feasible is used to stress the importance of the ability to overcome the limitations instead of just exploring the limitations. In the context of matching we distinguish technical, political and economical feasibility of options and adjustments.

Review feasibility objectives, lots and land-uses The first loop of activities is a preliminary reconsideration of the objectives, land-uses and lots according to the framework proposed in section 4.1. An update of elements is required due to dynamics and unique participatory settings. We argue that members should support the conditions to enter the decision-process. A preliminary reconsideration makes the members owners of the elements in their matching process. Example of need for change in elements in matching The members involved need to put in relevant changes in their domain or line of work. For instance a noise specialist who identifies a relevant change in the way noise budgets are determined. Another example is a Business Development Manager (MDM) who has a potential lessee for a lot. Through learning from previous area planning processes, a set of previously used objectives and land-uses becomes available. This set is reconsidered to exploit the second loop of learning. We propose a case in which the members are able to view the objectives, land-uses and lots considered. Based on the reviewed elements the APTmembers may have an idea of how they want to adjust the elements in matching. The members may find that in the feasibility stage: - his interests are not represented sufficiently in the objectives, - the set of lots considered is not correct, - the set of land-uses does not include the ones he has in mind, - the elements satisfy, and enjoy support from, him.

Choose elements A set of elements is chosen by the decision makers. The team enters the process when the set of elements satisfy the decision makers. Proposals for adjustments need to be motivated and based on the motivation the team chooses to adjust the set of elements. Elements that do not satisfy the APT have to go through a round of shaping, designing and choosing.

Design elements for matching The APT-members should be able to design elements for matching. Designing objectives, lots or land-uses would be, in many cases, far from trivial. For designing lots and land-uses it is necessary to provide relevant property information. Some objectives may be covered by a performance indicator. A performance indicator is only useful when the effect of a lot land-use combination on that performance indicator can be estimated. This effect can be esteemed if the underlying variables and relations are quantifiable and available. We propose a case which enables the APT to design a wide variety of elements.

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Determine feasible options APT-members Review feasiblity objectives, lots and uses (elements)

Legenda ABC

Activity

abc APT-members APT Scan for information for designed elements

Choose elements

Set of elements satisfy the APT?

APT-members no Shape activities

APT-members yes

Get informed and make a prelemenary judgements

Is the APT able to make a wellconsidered and informed choice?

Choice

abc?

APT-members Design elements for matching

APT-members Come up with advice on decision items

APT-members Design adjustments to overcome the limitations

APT-members Scan limitations of lot-use combinations

APT no Shape activities

no yes

APT Choose to change the status of options

Do all the options have the status: droppedout or selected?

yes Set of options esteemed to be feasible

figure 4.7

Flow of activities to determine feasible options


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Change the status of options For the feasibility the nature of limitations and adjustments are crucial variables. Limitations are either definite, avoidable (adjustments) or acceptable (commensurable). For lot land-use combination with limitations that are avoidable or acceptable the feasibility is cohesive with the desirability. Do the costs weigh up against the revenues of an option? The costs and revenues in this context are in a broad sense of the word and not just economical. For practical reasons we argue that the desirability side is elaborated on briefly in this phase. Decision making is possible when the decision makers are able to make a conscious, well-considered and well-informed decision whether an option is feasible. We formalise the decisions that can be made in this phase to: changing the status of an option. We propose a case in which the status of an option can be adjusted. We distinguish the next statuses: - options esteemed to be not feasible and not taken in consideration anymore (dropout), - options still in consideration but the feasibility is uncertain (conceivable), - feasible options (selection). In the beginning of this phase all the lot land-use combinations are conceivable due to the open character of the process. From the initial status the options are regrouped to either the drop-out status or selection status. To prevent double work only those changes that are not obvious based on judgement and advice recorded need to be motivated. To take away suspects of arbitrariness users of the area plan need the reason why an option is not considered. After deciding on the status of options some relevant decisions might be still impossible to make. The need for additional information or refined adjustments designs might push the process in the next cycle. When all relevant items are handled the selection of feasible options is complete.

Shape the activities In the second loop the actual feasibility study is performed. First the APT shapes the activities of the APT. Here the options, land-uses and objectives are explicit elements in matching creating a large set of potential problems to solve. Principles described in sub-section 4.2.4 provide a way to handle the complexity and the amount of problems to handle. We propose a case in which items are explicitly prioritised. Items with a relative high-priority are to be handles prior to items with relative low-priority. Secondly we propose a case in which personal tasks may be identified. These tasks are for instance: - a domain-expert who must come up with an advice on a domain specific issue, - decision makers who must come up with a preliminary judgement on a decision item, - an analyst who must come up with a spatial-analyses.

Scan limitations of lot land-use combinations Based on the actions and priorities the APT-members scan limitations of lot land-use combinations. Like the current way of area planning a domain specialist informs and advices the decision makers on certain items before a decision is made. In this case domain specialists communicate the newly acquired information and advice the decision makers. We propose that for some decision items a domain specialist may

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provide an esteemed effect on an objective. For some decision items the domain specialist may strengthen his advice with effects on a dimensioned performance indicator (dB(A)) or a qualitative indicator (++). Some items with a dimensioned performance indicator can automatically be generated. Decision making on decision items in which the assumptions of the analytic-rational approach proposed by Simon (see sub-section 3.3.1) hold may be partly automated. We propose a case in which computer enables services are able to calculate the effect on a performance indicator. At first the automatically generated effects need to be validated to check whether the assumptions of the model behind it hold. Models which sustainable provide accurate results gain trust from domain specialists and decision makers. We presume that after some time result of a trusted model are taken for granted. When results are taken for granted there is a risk of unnoticed dynamics that jeopardize the validity of the model. We argue that all models behind objectives have responsible experts that are sensitive for relevant dynamics that could threat the validity of that model. In case of relevant dynamics the expert responsible proposes changes when the elements in matching are revised.

Design adjustments to overcome the limitations To be able to determine the feasibility insight in the limitations alone is not sufficient. The ability to overcome these limitations requires a notion of the adjustments required. The decision makers need to design adjustments to determine whether a land-use is feasible for a certain lot. The design activities are globally described since we focus on matching. The results of scanning and designing are crucial but we consider the activities outside the scope of this research.

Get informed and make preliminary judgements Domain specialists inform and advice decision makers on the limitations and feasibility of adjustments. Present knowledge, acquired information and advices from domain experts enable decision makers to judge the feasibility of lot land-use combinations. We argue that individual judgements may be expressed using different types of indicators. We propose a case in which decision makers are individually able to motivate and indicate a judgement on a decision item. Indications are used as metainformation to enable an overview. Vernon J. Edwards recognises that many persons dislike the use of, for instance numerical, scoring, and the scoring technique should be approached as a framework for thinking, not as a decisional formula. The scoring may be uses as shorthand for substantive verbal descriptions of strengths, weaknesses, and deficiencies17. Some judgements on decision items are straightforward others ambiguous. Especially for ambiguous decision items judgement are likely to be different between the decision makers due to their unique perspectives. The judgement of estimated costs for an adjustment is ambiguous. One may find the costs relative high and others relative low depending on his personal perspective. Decision items with significant error between judgements of decision makers are potential items for debate. We propose a case which the process-manager is able to identify conflicting judgements.

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www.wifcon.com visited at the 12th of October 2004


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Automating transformation from effects on a performance indicator to judgements is hard to make. For automation decision makers have to formalise a relation between the effect on a performance indicator and an unambiguous and univocal judgement. The decision makers must commit themselves to a model. Like a model for automatically generate effects this model should gain enough trust before its results can be taken for granted. 4.3.4 Select and rank competitive options In this section we describe a general flow of activities for the APT to select and rank the most desirable options. In figure 4.8 the process diagram of the ‘select and rank the most desirable options’ phase is illustrated. In this case the actor-activity diagramming technique wrongly suggests a strictly cyclic-chronological positioning of activities. This item is dealt with in sub-section 4.3.2. The processes and choices in the diagram are explained below. In this phase we aim to select the most desirable options from the feasible options and rank them in order of preference. Competitive options have comparable relative preference based on explicit and implicit criteria.

Review evaluation model The first loop of activities is a preliminary reconsideration of the objectives. An update of the objectives is required due to a unique participatory settings and changes of the interests of the PoR. We argue that members should support the conditions in which to enter the process. A preliminary reconsideration makes the members owners of the elements in their matching process. Similar to the previous phase the first step is reviewing the objectives considered to determine how desirable a lot land-use combination is. The objectives form an evaluation model that consists of explicit objectives to compare options. The objectives should ideally cover all the possible arguments to prefer an option above another for the PoR. Adjustments of objectives need to be designed in the same way they are designed in the ‘determine feasible options phase’.

Reduce the number of options to consider For a lot that has many feasible land-uses seriously considering all the alternatives might threaten the progress. A pre-selection can be useful to quickly select the most promising options according to the intuition of the decision makers. A useful way to decrease the number of options is to let the individual decision makers choose the most promising 30% of the options18.

Shape the effort Based on the main objectives options that are unlikely to be the most desired are sieved out early in the process. If the pareto principle holds 20% of the objectives determine 80% of the relative desirability. In this phase judgements on individual items do not provide a way to compare options with each other. To be able to measure the relative desirability, a set of items within an objective need to be handled instead of an individual item. For shaping the activities it is a constant balance between the number of items to handle and the validity of excluding options. The underlying assumption in determining the relative importance of objectives is the commensurability between

18

According to Mariëlle den Hengst-Bruggeling in October 2004

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those objectives. If the commensurability assumption holds for the objectives the relative importance may help the decision makers to shape the process.

figure 4.8

Select and rank competitive options process diagram

“Orthodox decision theory focuses on finding the best solution to any decision problem. In doing so, the theory employs analytical tools and specific theoretical


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language rooted in the paradigm of substantive rationality using constrained optimisation. The optimising approach is based on the assumption that different objectives can be expressed with respect to a common denominator by means of trade-offs (complete commensurability) so that the loss in one objective can be evaluated against the gain in another. Thus the orthodox approach is firmly based on a single-criterion approach. However, most decision makers would agree that the norm is decision making in situations where a single criterion in not sufficient i.e. multiple criteria are needed. During the last two decades, further support has emerged for the view that a decision is a multi-dimensional concept [Bana e coste, 1990; Nijkamp et al., 1990; Paruccini, 1994]. One of the methods to make the relative importance of objectives explicit is pair wise comparison proposed by Saaty [Saaty, 1994]. For objectives without a common denominator weighing is impossible. Non commensurable objectives need to be considered if they potentially change the vision on the relative desirability of the options. Example of little commensurable desirability objective The image of the PoR as an organisation that stands for the liveableness of the Rotterdam port and industrial zone cannot be compensated by high revenues. Decision makers may for instance decide that a certain loss in image is not acceptable despite the prospect of higher revenues. Example of commensurable desirability objective Additional investment and expected revenues of a lot land-use combination have a common dominator. The economical attractiveness as a common dominator is the ratio between the investment costs and annual revenues. A negative judgement on the investment can be compensated with a prospect of relative high revenues.

Scan for relevant information Similar to the ‘determine feasible options’ phase additional information might be needed to make an informed choice. The existence of structured decision items is not likely but domain specialists may indicate the effect on performance indicators to strengthen their advice.

Select and rank most desired options In the ‘determine feasible options the regrouping of options is already described. In this phase three groups are distinguished: - options that are not feasible or competitive enough compared to other options (dropout), - options still in consideration but the feasibility is uncertain (conceivable), - feasible options that are still considered (selection). In this phase ordering the selection can be useful in cases of multiple options that are desirable. We propose a case in which options are ordered based on the preference of the decision makers. After reviewing and choosing desirable options additional information might be needed. More cycles of shaping, scanning and choosing might be possible to come to a final result on the desirability. The most desirable option with unhanded feasibility items requires activities to exercise uncertainty in that field as well.

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4.4 Reflection In this chapter we proposed a process for a new way of matching. To change the matching process we propose to look at it in a different way. We prefer to use the term objective instead of aspect to indicate the pursued for a certain result. Using objectives the decision makers are able to formulate a clear strategy and structure behind the evaluation process. We argued that the principles described in section 4.2 are essential to manage decision making processes in matching. Additionally to the design-principles we designed a new way of working. In the process we described a number of activities which could potentially be supported by a computer enables service. The merge between process and use of services is a crucial shackle for the aimed support. In the sub-sections 4.3.3 and 4.3.4 we described a general flow of activities in the process. In the description we proposed some cases for which we believe that they can potentially be supported by computer enabled services. In figure 4.9 an overview of the use-cases is provided. “A use case is a set of things that can happen tied together by a common user goal” [Booch et al., 2000]. Note that we only used the definition of use-cases and did not use the use-case diagramming technique.

process

Review set of objectives, lots or uses

Get Express informed on expected item effect domain expert

Assign priority to item

figure 4.9

Put down an advice on an item

Debate on item

Express judgement over an item

APT

process manager Identify potential debate items

Cases that can potentially be supported

Compare options

Express decision

Concepts for a suite to support matching

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5 Concepts for a suite to support matching We propose concepts for a suite of services that aims to support both process and substance in matching processes. The basic principle for us is that people make decisions and services support decision making. We propose a service that is based on the framework described in section 4.1. Decision making in matching, captured in the framework can be illustrated as a cube. In this section we propose a suite that is in fact a digitalised cube that we call the Matching Cube Suite (MCS). The base of the MCS is set out by explicitly defined lots, land-uses and objectives. With the MCS we aim to support the process and facilitate the decision makers to structurally reduce the complexity and degrees of freedom of decision making. “From the point of view of the decision maker, it is clear that, when a decision has been made the multi-dimensional problem, with a large number of possible solutions, has in fact been reduced to one solution. The role for decision support systems is facilitating the process of the necessary reductions.” [Bain et al., 1997] The decision support system in the context of this research is the DES (see sub-section 1.2.2). The MCS described in this section is one of the computer enabled services in the DES. In figure 5.1 we give an overview of cases and functionalities in the suite of services. This overview enables us to esteem the highly coherent cases and services separately without loosing the overall picture. The functions are described in sections 5.1 to 5.4. In section 5.5 we describe potential threats to a successful improvement of the decision process.

process

Review set of objectives, lots or uses

Get Express informed on expected item effect domain expert

Assign priority to item

Put down an advice on an item

Debate on item

APT

Compare options

Express decision

Calculate ranks of options

Automatically change the status of an option

process manager Express judgement

Identify potential debate items

Access option

evaluation matrix service

Access item Access priority layer

Calculate an effect

Slice through the evaluation matrix

View matching elements

Calculate judgement deviation

Access effect layer

Access a judgements layer

Access judgement deviation layer

Evaluation matrix

figure 5.1

Support matching process with the evaluation matrix service

Calculate a judgement

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5.1 View matching elements In this section we propose the view matching elements functionality. This functionality aims to provide an overview of the lots, land-uses and objectives considered in a matching process. Hierarchically structuring these elements enables the user to easily browse through these elements. Elements high in the hierarchy are more general compared to an element low in the hierarchy. A hierarchical structure enables the APT to structurally divide, when possible, objectives into sub-objectives. The artist impression in figure 5.2 provides an indication on how to view matching elements. Browsing through the tree enables the user to get an overview of the elements in matching. On the right side of the figure a digital representation of an objective is illustrated. For the service to view matching elements the DES-team already developed a prototype (see appendix O).

figure 5.2

Artist impression of a user interface to access the elements in matching

Land-uses and objectives can be reused for other matching processes. An area planning team may use sets of objectives and land-uses present in the MCS. Lots, land-uses and objectives considered in an area plan need to be designed. Since we focus on matching we elaborate on the objectives for matching more detailed. An objective design requires a description of that objective. Using sentences in overviews such as the tree view is not possible without threatening the overview. Therefore we propose to use shorthand. We use the format proposed by Roy Chin [Chin et al., 2004] to manage the versions of elements in the MCS.


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We distinguish objectives that are relevant for the feasibility, or desirability or both. The objective design includes which phase the objective is relevant to. An objective that is relevant for the feasibility and desirability should be defined twice to prevent indistinctness. Example of an objective that is relevant in both phases Road capacity that meets the minimum norm value for the feasibility is included in the selection. Due to the road capacity it could be extremely hard for a Business Development Manager to acquire a lessee in the use segment evaluated. If on of the objectives entail the easiness to acquire a lessee, road capacity might be relevant for both phases. In this case the objective needs to be defined twice. In the feasibility phase the minimum value is relevant and in the desirability phase it is the spectrum from the minimum value to the most desired value that is relevant. Some well-structured evaluation objectives may be covered by a performance indicator (PI). A PI is useful when the effect of an option on that PI can be determined or estimated. The effect on a PI is either qualitative or quantitative. Qualitative indicators express a general direction of the effect such as ‘negative’ or ‘very positive’. Quantitative effects require a dimensioned and measurable performance indicator. Examples of quantitative and qualitative indicators The error between noise production and noise budget is a quantitative effect indicator. The effect in case of a noise budget of 70 dB(a)/m2 and a noise production of 64dB(a)/m2 is –6 dB(a)/m2. To indicate the expected effect on the image of an organisation, a qualitative indicator could be used. The qualitative scale used is a spectrum of ++ (very positive) to - (very negative). Effects on measurable performance indicators which are well structured may be automated. The underlying values must have suitable types and formats to be able to calculate the effect on a PI. The suitability depends on the repeatability, consistency and logic of the comparing rules and the computer interpretability of the format and the type of the values. For automation the relation between goal-values and norm-values need to be formalised. Objectives without formalised relations require manual handling. In the MCS the users are able to express their judgements on items explicitly. ”One must keep in mind that, psychological scaling research suggests that individuals are generally able to reliably distinguish seven classifications, plus or minus two [Voogd, 1995]. Many types of scales are possible to use as shorthand for the considerations behind an item. Scales that can potentially be used are: -

numerical score (see figure 5.3), symbols (++/+/0/-/--), colour indication (red=infeasible or very undesirable-green=feasible or very desirable).

A judgement function can be continuous or discrete depending on the fuzziness of judgements. Decision makers sometimes need to arrive at a definite conclusion based on vague, ambiguous, imprecise, noisy, or missing information. We apply the concept of fuzzy logic to enable decision makers to express their fuzzy judgement in a precise

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indicator. “Fuzzy logic is a multivalued logic that allows for degrees (e.g. normal versus slow or fast) of set membership—a more practical way to deal with the issues you face in the real world. Unlike binary (yes or no) information, fuzzy logic emulates your ability to reason and make use of approximate data to find precise solutions.” 19 1 3

No preference Weakly preferable

5

Strong preferable

7

Demonstrated preferable

9

Absolutely preferable

figure 5.3

The alternatives are rated equally Experience and judgement slightly favours one alternative over another Experience and judgement strongly favours one alternative over another An alternative is strongly favoured and its dominance demonstrated in practice The evidence favouring one alternative over another is of the highest possible order of affirmation

Numerical nine point scale of relative preference [Saaty, 2004]

Items that have an unambiguous coupling between the effect on a measurable PI and a judgement may be automated. We propose to use a judgement function to be able to automatically generate a univocal judgement. In figure 5.4 we give two examples of judgement functions. In case of error between the judgement of a user and the judgement of automated comparing generates. Automated comparing requires a process to guard the validity of the automatic generated judgement. Based on the validation it should be possible to overrule the judgement of the automated comparison. Computer generated judgements and effects which are not trusted by the users must be validated.

figure 5.4

Two examples of judgement functions

5.2 Slice through the matching cube To access the content of the matching cube the users need to slice out an evaluation matrix. In this sub-section we introduce the evaluation matrix that provides several functionalities to the users. The rows in an evaluation matrix are lots or land-uses and the columns are the objectives of the evaluation model. In this chapter we focus on the

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www.seattlerobotics.org, visited at the 12th of October 2004


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evaluation of different land-uses for a lot. In figure 5.5 we provide an impression of a slice from the digital evaluation cube (evaluation matrix). The junctions in the matrix are items and in this case they represent item judgements. For the evaluation matrix, the DES-team already developed a prototype (see appendix O).

Matching Cube

Evaluation matrix Availability Physical fit Shape Surface

Lot A

Liveableness Safety Noise

Login: Erik Schalkwijk Road

Accessibility Rail Nautic

Sustainab Pipe

Selection Deep-sea container terminal Short-sea container terminal Distribution Empty depot Charcoal and ore Scrap iron Agri-bulk Building material and minerals

Considered Crude oil Oil products Chemicals Drop-out Activate layer Effect Priority

figure 5.5

Judgement

OK

Judgement deviation

Cancel

Artist impression of the evaluation matrix user interface

In a complex matching process the evaluation matrix enables the user to structurally reduce the enormous amount of information. We argue that the users need to aggregate the amount of information in such a way that a more holistic view is achieved. Psychologists argue that the human mind is incapable of handling the complexities that many important decisions entail. The human brain is able to handle at most eight facts at a time [Etzioni, 1989]. In theory the evaluation model enables the users to get a holistic view despite the cognitive limitations of the human brain.

Key to symbols Feasible

Move up

Likely to be feasible

Move down

Insecure to be feasible

Set status to selection

Unlikely to be feasible

Set status to considered

Infeasible

Set status to drop-out

No data Not relevant

figure 5.6

Key to symbols in the evaluation matrix

Different types of information may be presented in the junctions of an evaluation model. Each type is a certain layer in the evaluation matrix. To prevent distortion only one layer can be active at one time. In the next enumeration the optional layers of the evaluation matrix are introduced.

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-

The priority layer enables decision makers to structure their activities. Urgent items in the matrix can be prioritised. This is the only layer that allows adjustments in the matrix view.

-

The effect layer provides an overview of the effects of lot land-use combinations on the objectives.

-

The judgement layer provides an overview of indicated judgements of the users on items. In case of ambiguity the individual judgement are visualised and otherwise the ‘collective judgement’.

-

The judgement deviation layer enables the user to identify potential debate items. Ambiguous items with significant error between individual judgements are presented to the user.

The decisions of users are expressed through the status and order of options. Two functions in the evaluation matrix enable the user to organise option: - group option with the same status (Selection, Considered, Drop-out), - order the options based on the relative preference. In figure 5.6 the colours and symbols used in the evaluation matrix are illustrated. In this case a colour scale is used to indicate the judgement of user ‘Erik Schalkwijk’. Not every junction in the evaluation matrix requires attention from the area planners. Irrelevant items should be indicated to prevent irregularities, they are coloured grey. Items that do not have a value in a layer are coloured white. Furthermore some symbols are used in the evaluation matrix. On the buttons to change the status, the icons indicate the direction. The option with another status is regrouped to the right group. The buttons with arrows enable the users to order options. The judgements or effects that are automatically generated or overridden by a user need to be motivated. Options have the same status at the beginning of a matching process. From the considered category the feasible options are regrouped to the ‘selection’ and infeasible option to the ‘drop-out’ category. Changes which are not obvious based on the judgement and advice should be motivated. Integrally determining a preferred order is complex and sometimes impossible. Making an order of option on objectives without a common dominator is impossible. In an integral determined order of options the objectives are assumed to be commensurable. If this assumption holds the score one objective can be compensated by another. If the commensurability assumption does not hold the options cannot be ordered. In cases where the assumption does not hold, an order based on a subset of options can be considered. A way to order options is manually moving rows up and down.

5.3 Access item An item in the evaluation matrix is more then a priority, effect or judgement. An item entails much more, such as argumentation of an effect and considerations behind a judgement. We propose several functions to a user when he opens an item. In figure 5.7 we give an artist impression on the user interface of an item. The functionalities are described below the figure.


figure 5.7

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Artist impression of an item user interface

To make judgements and decisions property information is needed. The users need to view all kinds of properties to become well-informed. This function focuses on providing the users the right information in the right place. Many information formats require different viewers to present that information. The users may upload documents when the information formats is not supported. The human brain is sometimes able to compare completely different property types, formats and dimensions with each other. People compare an idea on property values instead of its value. The effect and judgement in an item should include the effect of adjustments. Adjustments may influence other objectives as well. An adjustment may cause profits for one and cost for another objective. For instance a rail connection for a lot may remove constraints for a coal terminal. But on the other hand it can be another cost driver for the economical-attractiveness. The adjustments should be considered when judging the related objective. Rough sketches on a paper map have been proven to be very useful and a similar service (other then the MCS) should be available in the studio. A computerised-marker function, operated with for instance a computer-mouse enables the user to sketch adjustments on a map. A domain expert may be consulted to give an advice on certain issues. Some advices can be expressed in the form of text. Therefore, we propose a function which supports recording and distributing advices. The prevailing communication channel between decision makers in current matching is attending meetings. A forum service may provide another way of communication on items in the evaluation model. We identified three advantages of a forum compared to

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meetings. First, in a computerized forum the discussion is recorded. Second, a user can choose a convenient moment in time to participate. Third, the user is able to discuss in a distributed asynchrony setting. Judgements and effects can be indicated depending on the ambiguity of an objective and authority of the user. In the figure the APT judgement box is enabled because ‘noise’ is relative straightforward objective.

5.4 Access option Access to an option in the evaluation matrix enables the user to discuss the overall idea of this option. Decisions on the feasibility and desirability of options are supported by the functions provided. In figure 5.8 an artist impression of the option interface is illustrated. The functions are described below. -

The users may use the forum to discuss the overall feasibility or desirability of options.

-

Users are able to perform certain actions depending on their authority level. The user may change the status of and order options.

-

Decisions that are not straightforward based on the items handled needs to be motivated. The motivation is a summary of considerations done to archive a decision. Furthermore, the motivation enables the users to add additional arguments which are not covered in the evaluation matrix.

-

To overcome limitations or to make an option more attractive adjustments are proposed. The list of adjustments enables to browse through the adjustments posted. The user is able to add additional adjustments which are not covered by the evaluation matrix.

figure 5.8

Artist impression of the option user interface


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5.5 Threats to the suite In this section we describe threats to the service proposed in this chapter. One of the threats is that the decision makers cling to the present objectives and land-uses in the beginning of the process instead of keeping options open. A set of objectives and landuses which is not maintained becomes obsolete due to changing participatory setting and dynamics in the zone. Especially automatically generated effects on performance indicators and judgement indicators are vulnerable. Users may interpret the outcome as the ‘real thing’ instead of an outcome of a simplified representation of a part of the system. The validity of the area plan is questionable if matching is based on obsolete elements and models. The indicators used as a metaphor for a judgement or effect only cover a part of the considerations. A narrow interpretation of that metaphor may create an incomplete view on the issues at hand. A lose coupling between the matter at hand and the judgement of the decision makers could result in wishful thinking that does not create a valid area plan. We do not aim to simplify complex decision making into a summation of indicators. It should support debates on the underlying argumentation instead of debating on which indicator to use. Qualitative effect indicators can be hard to understand by the decision makers and cause entanglement with judgements. Selecting 30% of the most promising options, to reduce the number of feasible options, may threat the progress and validity of the process. Decision makers select radical options instead of options which are a suitable compromise. The Evaluation Cube Service has limited ability to support an integral development of the area. Integral planning also includes for instance shared investments. The success of the approach is depending on the experienced support from the users. The service needs to be embedded in the PoR. We argue to embed the service conform the spiral approach. The spiral approach prescribes introducing the service incrementally. We propose to initially perform a case study to take away uncertainties whether we have enhanced decision making. In chapter 6 we describe a method to test the approach.

Test proposal for a new way of matching

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6 Test proposal for a new way of matching In this chapter we provide a first design to test and evaluate whether we have succeeded in enhancing matching at the PoR. Based on the weaknesses and opportunities described in section 2.4 we were able to focus on five requirements (section 3.2) to enhance matching. We have designed a process (chapter 4) and suite (chapter 5). In section 6.1 we describe the test objective. For the evaluation we propose to use a case study to test the presumed support of the new process and service. Testing the process and service in a real area planning trajectory is presumed to be infeasible. The rationale for this is twofold. Mismatch between area planning processes planned and the development of the Decision Enhancement Studio. The potential damage failure may cause to the decision making process or quality of an area plan. In section 6.2 we introduce case studies and propose an outline for a case study for the evaluation of process and service. The steps in the outline are explained in section 6.3 to 6.6.

6.1 Test objective The primary objective is to find an answer whether we succeeded in designing a process and suite of services that enhance matching (research hypothesis described in section 3.1). Since we focus on the five requirements our test objective is to obtain proof whether the designed process and suite contribute in meeting the requirements. To obtain that proof a number of questions need to be answered concerning the rationale supporting the designs. For the designed process we need to test whether the framework enables decision makers to structure complex decisions. Is the process manager able to manage decision processes according to the design-principles. Is the progress, openness and substance guaranteed in the decision making process. Furthermore is he able to strategically plan decision making activities to efficiently come to a selection of feasible and most desired land-uses for lots. The suite of computer enabled services aim to support decision makers in structuring decision making. Are they able to aggregate the pile of information and get an overview of the expected consequences and performance of alternatives and the opinions of the parties involved. Furthermore, does the suite support decision makers to save the process and rationale behind decisions in the long-term memory of the organisation. When the questions are answered and the rationale behind the process and suite is valid the speed and transparency of matching processes are improved. Area planners should be able to go through a transparent process which will produce land-use selection with a transparent and supported rationale. The area plans are maintained and saved in the long-term memory of the organisation.

6.2 Introduction to case studies To test and evaluate whether we have succeeded in our objective to find a way to enhance matching at the PoR we propose to perform a case study. A case study is a way of social science research which allows investigators to retain the holistic and meaningful characteristics of real-life events [Yin, 2003]. There are many situations in which case studies contribute to our knowledge of individual, group, organizational, social, political science, social work, community planning and business [Gilgun, 1994].

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A case study as a research strategy comprises an all-encompassing method covering the logic of design, data collection techniques, and specific approaches to data analysis. In this section we provide a plan to put up a single case study to retain qualitative evidence whether we have enhanced matching and discover additional requirements for the process and service. First an area planning case needs to be designed and validated by experts. The available resources and extent of the matching process limits the case study to a part of the process. The prototype should be prepared with the data available at the chosen part in the matching process. The prepared prototype enables us to instruct and train the participants. After the preparations the case study can actually be performed. During and after the case study data needs to be collected by a number of observers. When the data has been collected in has to be evaluated in order to obtain proof. The six steps proposed are illustrated in figure 6.1. In section 6.3 to 6.6 the steps have been described in more detail.

figure 6.1

Five steps to perform a case study

6.3 Design case Together with the PoR20 we designed a plot for a case. The test is centred around a fictitious but realistic area planning process. The process involves real participants from the PoR and focuses on the matching land-uses for a number of lots in an area. We came up with the idea to use existing area only positioned in the future to make sure participants are not biased by existing area plans. In a real area planning process the team would be familiar with basic characteristics of an area therefore we chosen an area in the zone. We called the case ‘Noordwest-hoek 2015’ with the ambition to create a realistic case. Case ‘Noordwest-hoek 2015’ is not ready-to-use yet but requires more detailed plot and data. Since it is not realistic to capture all possible information the participants may need we focus on those related to the basic plot. In reality area planners need to overcome incomplete and wrong information with several substantial uncertainties which should be in the case as well. Existing area plans provide useful information to come to realistic case design. We use lots, land-uses and objectives considered in the real Noordwest-hoek 2004 area plan. In section 6.3.1 we introduce the Noordwest-hoek 2015 case. In section 6.3.2 we 20

Priscilla Veenstra; Jan-Willem Weststrate and Cees Pons in November 2004


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provide a number of conflicting interests in the case. Future steps should entail more detailed data and information to support the case. 6.3.1 Case introduction of Noordwest-hoek 2015 It’s the year 2015 and a team of the PoR is responsible for revising the area plan made for the Noordwest-hoek in 2004 [Groen et al., 2004]. Many things changed in the Noordwest-hoek from 2004 to 2015. The main changes are illustrated in figure 6.2 and described in more detail in the following paragraphs.

A1

TransCon

Ma asm ond

RFP Dis Busin.P tribu ark tion Eur o A2 dep ot

P.

Euromax

Chemtech

figure 6.2

Europa weg

A nt

artic aw e

g

Yan gtz e

Lyondell - Bayer

B MOT

C hav e

n

Sea b re x

Impression of the Noordwest-hoek in the year 2015

The Maasvlakte-2 is build according to the plans of 2004 and the newly created area has been quite popular. A number of companies quickly established bringing in additional flows of goods. Companies such as; TransCon, a deep-sea container terminal and Chemtech, a chemical plant. On the outer contour of the Maasvlakte an infra-bundle is realized with a 2x2 lane road, 2 lane rails and a 10 meter wide pipestrip. After the contaminated mud-depot at the Papegaaienbek (lot C) was cleaned, it was reduced in size to improve nautical access of the Maasvlakte-2. The Papegaaienbek was used by the Maasvlakte 2 project to store and shape sea-wall basalt-blocks. A quay wall has been build to be able to deliver basalt-blocks from sea. The need for crude oil storage has been declining for some years. Due to declining need for storage capacity a number of crude oil tanks of the Maasvlakte Oil Terminal have been demolished. The area is retrieved clean and undeveloped by the PoR. The two mooring post of the MOT are replaced by one on the south-shore. The restructured mooring facilities improved the nautical access of the Maasvlakte-2 and generated room for nautical access on the Papegaaienbek. Euromax is operational and jumpstarted its operation. It has been successful in attracting additional flows of containers to Rotterdam. Euromax clamed the option on the south-east side of MOT to develop a barge terminal. The option on the west side has become less interesting to Euromax due to heavy competition and stalling growth in the container transhipment business. Euromax does not need additional quay wall

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and is willing to switch the option on lot A2 for a cheaper area such as lot B. Next to Euromax an empty depot has been successful in doing business with Euromax. A number of container related companies are established in vicinity to Euromax. A number of container-related companies on the business-park provide several services to, among others, Euromax. The park has been able to attracting businesscollection-buildings, maintenance companies and even a small restaurant. A distribution park is developed with a number of distribution centres. At first the park failed to attract lessees but due to its proximity to Euromax and the Rail Feeder Point it became crowded. All the lessees in the distribution park are customers of Euromax. The PoR has started a Rail Feeder Pont (RFP) next to the distribution park to provide indirect rail access to the companies nearby. Especially the distribution centre utilizes the services. The RFP isn’t running on full capacity yet, so additional flows of containers can be handled. After long negotiation period Seabrex opened its food terminal and cooled storage facilities in 2007. The terminal is located on the south side of the MOT. 6.3.2 Conflicting interests in the case There is a shortage of barge mooring facilities like the one on the south side of lot A1 and A2. A dry-bulk Business Development Manager has a potentially lessee who is interested in the lots. The potential lessee wants to develop a coal and ore terminal to profit from increasing coal and ore sales. Issuing the lots will generate significant revenues for the PoR but the mooring facilities will get lost. There is a potential conflict between the shortage of mooring facilities and potential revenues for the PoR. Despite potentially valuable nautical and rail access lots A1 and A2 do not have road access. Road access is necessary for commercial use of the lots. The APT needs to design a drive to create road access which will cause disturbance to rail traffic. If Euromax exchanges their option to lot B a road reconfiguration is required. The abilities for commercial use of lot C are limited due to the distance to facilities. Concepts for barge mooring harbour have been designed for the south side of lot C. The oil-regime, risk contours and wave disturbance makes it difficult to create a suitable barge mooring harbour. Commercial use of lot C requires the extension of the dune due to the view from Hoek van Holland. The road capacity for the whole area is dependant on the capacity of the A-15 and feeding roads. The A-15 is a 2x2 lane road on the outer contour of the Maasvlakte-2. In general the capacity of the road is sufficient. Occasionally delays occur due to disruption of the flow to and from the access-roads of the A-15. The Europaweg provides road access to Euromax, MOT and Seabrex. Regularly the road to the MOT and Seabrex is congested because of a queue of trucks to the Euromax drive. Additional traffic on that road will increase the delays during peak hours and cause more complaints of the existing companies. At this moment the road access of lot B and C is sometimes limited due to these capacity issues and are therefore less interesting for lessees which are sensitive to traffic delays. Because of prevailing south-west winds it is advisable to keep in mind the current dust and stench complaints from the Hoek van Holland. Fine-dust concentrations in Hoek van Holland fluctuate around de 40 milligram per m3. Because of the limited value for


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2010 the PoR was obligated to initiate an offensive against fine-dust production. Various agreements are made with established companies in the area to meet the regulations using exhaust filters on trucks, trains and ships. Land-uses that produce additional stench, coarse or fine-dust, measurements must be taken to meet regulation or keep the disturbance in acceptable proportions. The rail and RFP facilities may be exploited more efficient because it has not reached its maximum capacity yet. Additional flows of traffic may be attracted to create cluster advantages. The 2x2 lane A-15 is not fully used so activities that produce additional road traffic will make the A-15 more useful. Around Euromax many container related activities have generate mutual advantages. Euromax benefits from the empty depot and distribution centres in its vicinity and vis-àvis. The fringe of the Noordwest-hoek has great natural value. The ambition for the year 2020 is to create nature footsteps. One of the potential footsteps is lot C because of the connection to the green-strip. The green-strip is a strip of nature value throughout the port.

6.4 Validate case with experts The case needs to be validated by experts to check whether it is suitable. Depending on the judgement of these experts the case needs to be adjusted until it can be used. Based on the leading subjects involved we propose to attract the next domain expertise to validate the case: - a risk expert who can judge on the risk contours and oil regime in the area, - a noise-budget expert, - an expert in barge mooring facilities, - business development managers for the lessee setting, - an expert concerning environmental affairs, - an expert on infrastructural development.

6.5 Prepare prototype and participants Part of the case study focuses on testing a prototype of the computer enables services in the DES. The services include, among others, the services of the Matching Cube Suite (see chapter 5). The prototype has to be prepared with the data that would be expected in a real matching process. Information that one might for example think is: results from spatial analyses, advices from domain experts and decisions to drop out infeasible options. In a real matching process the participants would be familiar with the process and services in the DES. We need to instruct and train the participants in the new process and prototype of the DES. The participants should support the decisions already made and support the data and models used. The process-manager is an exclusive role is the process and needs special attention. The process manager guides the process through horizontal and vertical corrections [de Bruijn et al., 1998]. The process manager has an important role as a chairman in the meetings.

6.6 Perform and evaluate case study Collecting data to retain the desired characteristics of the new way of matching is done during a test day. In this day meetings and individual activities are performed by the

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participants in the way proposed in sub-section 4.2.1. The decision items at hand depend on the positioning of the case in time. It is infeasible to go through an entire matching process with all its cycles of collaborative and individual activities in the time window available for this case study. A strategic choice must be made to position the case in a certain moment phase in the matching trajectory to generate the most useful data. We argue to position the case in the end of the ‘determine feasible options’ phase and the start of the ‘select and rank most desirable options’ phase. In this position the most trivial decisions are already made and more detailed and complex considerations are at hand. The position enables us to test the process and service in both phases. For the case we a whole day (8 hours) to go through some cycles of collaborative and individual activities in the ‘determine feasible options’ and the ‘select and rank most desirable options’ phases. Between the two phases a plenary instruction is necessary for a, possible other, selection of participants.

Day planning We propose to do the case in one day although one day is relative long for a case study. We argue that it is necessary to have one day because we test both a new way of area planning and new services. In figure 6.3 we illustrate a planning for a day to perform the case study.

Phase

Setting

Time of day

Activity

16:45-18:00

16:00-16:45

15:15-16:00

15:00-15:15

13:30-14:15

12:45-13:30

12:00-12:45

11:15-12:00

10:30-11:15

10:15-10:30

9:30-10:15

9:00-9:30

Plenary

Introduction Domain experts informs decision makers Meeting Handle decision items Shape the activities Feasibility Plenary Coffee break Scan and design Individual Advice and inform Meeting Recondider the status of alternatives Plenary Lunch Reconsider objectives Meeting Rough selection of alternatives Shape the activities Scan and design Individual Desirability Advice and inform Review alternatives Coffee break Handle debate items Meeting Regroup and rank alternatives Individual Survey Discussion Plenary Cocktail

figure 6.3

Planning of the test-day

Methodology for data collection and evaluation Four basic ways of data collection are mentioned in literature: through observation, questionnaire, interviews, documents, and multi-media material [Creswell, 1994]. We propose to use a combination of data collection techniques. We believe that direct observations during the case and a survey and open interviews afterwards would enable us to collect the data required.


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From our perspective as researchers direct observations creates more understanding of the way the process evolves and services support it. Researchers in the field of collaboration engineering and decision enhancement services may look at the performed case from their own perspective. Multi-media material such as video enables to see it again or show it to other observers. With a survey we are able to collect data in a uniform way enabling comprehensive data analysis. Furthermore is an open ended interview commonly used in case studied [Yin, 2003]. In an open interview the researcher may retain facts and opinions. The observations, surveys and open ended interview we should be able to obtain evidence whether we succeeded in designing a process and suite which makes decision making more likely. Do the participants believe they are better informed and aware of the implications and effect of the choices they make. Does the new way of matching provide a useful support to the decision making in terms of: effective and efficient process and ability to make well-considered decisions.

Conclusions and recommendations

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7 Conclusions and recommendations The research performed, and described in the previous chapters, enabled us to answer our research question. Our research question was whether we are able to design a way to enhance matching at the port of Rotterdam. In section 7.1 we introduce basic information to assess the structure of our research. The conclusions are described in section 7.2. Furthermore we where able to make a number of recommendations for further research in section 7.3.

7.1 Introduction Area planning in a complex and dynamic environment like the Rotterdam port and its industrial zone (the zone) is far from trivial. Without area-planning the zone may develop in a way which is not in the best interests of the Port of Rotterdam (PoR) and its customers. A configuration where land-uses are placed in vicinity of each other may be physically, economically, or politically feasible or not and may lead to advantages and disadvantages. Our research focused on a part of the area planning process called ‘matching’ which is the process of evaluating and comparing potential land-uses for lots. In area planning processes a team of area planners is responsible for making area plans with limited time, labour and money available. Making a comprehensive area plan that deals with the complexity of the zone requires interdisciplinary teams that work together in processes which currently take 10 months on average. The PoR and Delft University of Technology (TU-Delft) recognised the need to enhance area planning to handle its increasing complexity. Since mid-2003 a combined PoR and TUDelft team is responsible for developing a Decision Enhancement Studio (DES) for the area-planning process at the PoR. This research is part of this DES-project and limited to matching. Our research objective was: “To design a way to enhance matching in the area-planning process at the PoR.” We used the inductive hypothetical research method to support our efforts in reaching our objective. We studied three reports on area plans, observed an area planning process and performed multiple interviews with experts in order to sharpen our view on the current way of matching in area planning. In the current way of matching at the PoR we identified the following opportunities and weaknesses: - long area planning processes, - incomplete record of the rationale and considerations behind area plans, - transparency and record of area planning processes, - unknown area plans, - obsolete area plans, - collaboration improvement, - excessive cognitive load for the area planners, - ambiguous status of an area plan. Within our research we aimed to enhance matching by exploiting the identified opportunities and strengthen the weaknesses. Initially we focused on developing computer enabled services to achieve our objective. Together with the PoR we came to the initial hypothesis that a suite of computer enabled services will enhance matching in area planning processes at the PoR. Limiting the solution on a suite of services would not enable us to fully exploit the opportunities and strengthen the weaknesses. While studying the opportunities and weaknesses we discovered that we needed to

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revisit the decision processes as well. Our sharpened research hypothesis became that a new designed process supported by a suite of computer enabled services will enhance matching in area planning at the PoR.

7.2 Conclusions In this section we look whether we have succeeded in reaching our objective to design a way to enhance matching in the area-planning process at the PoR. First we must discover what needs to be enhanced in the decision process. Therefore we described specific requirements based on the weaknesses and opportunities in the current way of matching. We focused on five requirements for a process-design and a suite of computer enabled services to reach our objective. We discuss these requirements after having presented the designed process and suite of services. The designed process is based on three pillars: (1) framing decision making to support handling complex decisions, (2) managing decision processes and (3) strategically plan decision making activities. -

We aim to structure complex decision making for decision makers with a framework of explicitly defined lots, land-uses and objectives. Using this framework we look at matching as the process of evaluating and comparing land-uses for lots based on multiple objectives (tasks, goals and criteria) pursued by the PoR. The evaluation process is done from multiple perspectives for a moment in time. In the left side of figure 7.1 we illustrate a framework for decision making in the matching process.

-

Ill-structured decision making in a network of dependent actors without unequivocal substantive solutions requires a process managerial approach [de Bruijn et al., 1998]. We recognise matching within these characteristics and therefore we applied the four categories design principles prescribed by this approach. The principles are used to manage the decision processes and aim to guarantee progressive, open and substantial decision making where core values of parties involved are protected.

-

A process manager who strategically plans the decision making activities must have the objective to efficiently go from a variety of alternatives to feasible and most desired alternatives. A universal chronological order of activities, applied as a timetable is not possible for matching. The Strategic Choice Approach (SCA) [Friend et al., 1969; Friends, 1974; Hickling, 1974] is a more flexible way to plan the activities of area planners. In general the flow of activities is: shaping, scanning, designing, comparing and choosing.

continuous in time Framework

figure 7.1

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A - + + B + - C - - ?

1 2 3 objectives Overview of expected consequences and performance

land-uses

land-uses

objectives

lo ts

land-uses


A B C

?

1 2 3 objectives Overview of decision makers judgments

Framework for decision making and slices from the matching cube

To support decision makers in the process, we propose concepts for a suite of computer enabled services especially for matching. The Matching Cube Suite (MCS) is based on the framework to capture the decision problems and explicitly entails the lots, land-uses and objectives considered in a matching process. It enables decision makers to get an overview of the expected consequences and performance of alternatives and the opinions of the parties involved. Furthermore, the suite provides services to record the motivation and argumentation behind decisions taken. In figure 7.1 we illustrate two layers of the MCS. The junctions of the three axes (lots, land-uses and objectives) are potential decision items: does the lot have a quay which facilitates a certain land-use? The consequences, performance and judgements of decision makers on certain alternatives may be aggregated by them through (performance) indicators. The MCS aims to support decision makers to structurally reduce the complexity and degrees of freedom of the decisions they need to make. In the following enumeration we substantiate why the process-design and suite of services contribute to meeting requirements (italic). -

Managing the process according to the principles concerning the speed of the decision process aims to reduce the duration of matching processes. Using the MCS in the process enables the decision makers to structure decision making according to the proposed framework. Intuition and experience guide decision makers to decisions that matter [Keen and Sol, 2005]. For well-structured decision making the MCS can automatically bring to light limitations, advantages or disadvantages. Since employees of the PoR make decisions, a soft coupling needs to be made between automation and choices. Finally the process manager has to strategically plan the activities to select feasible and most desirable alternatives.

-

Our framework allows decision makers to structure decision making along the three axes lots, land-uses and objectives. The framework and MCS aim to support decision makers to make a transparent and supported rationale behind land-use selections. An overview of expected consequences and performance of alternatives in the MCS allows choices to be made consciously and well-informed. A clear

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rationale behind land-use selections as a result of a fair process is more likely to gain support from the parties involved. -

Parties are more willing to commit themselves to a transparent decision making process [de Bruin et al., 1998]. The matching cube framework makes clear which objectives are pursued. Reframing objectives might be required to both enrich decision making and get parties involved in the process. Evaluating and comparing land-use selections based on these objectives provides more insight in the underlying rationale.

-

A more continuous approach to matching instead of a finite approach aims to prevent obsolete land-use selections. This requirement is related to the way area planning is organised at the PoR. We propose a committee at the PoR that will check whether land-use selections are still tenable. A transparent rationale behind land-use selections make it easier to identify whether the underlying assumptions still hold. Furthermore, decision makers are able to focus on the changed elements rather then all land-use selections in the area.

-

The participatory design should consider minute-keeping to record the process and decisions in the long-term memory of the organisation. Multiple services are provided to the decision makers to motivate and argument their choices and decisions.

A prototype of the suite has been demonstrated to employees of the Design and Drawing Office, the Commercial Division and several other departments. Concerning our prototype of the suite the 2004 final rapport of the DES-project concluded: “It was clear that the added value of having area planning instruments available can enhance the quality of the matching processes in the port.” [Verbraeck et al., 2005] Based on positive reactions at the PoR and the rationale behind the process designed we believe we are on the right track. “A future case study centred around a fictitious but realistic case will enable us to obtain proof whether the rational behind the proposed process and suite is valid. Preliminary to the case study we conclude that based on the rationale behind the designed process and suite we have been able to design a way to enhance matching in the area planning process at the PoR.”

7.3 Recommendations Our research did not only sharpen our view on matching but also on other area planning issues. We do some recommendations concerning further research that can be performed. Testing our new way of matching in the Noordwest-hoek 2015 case we may obtain proof in a specific area planning process. Every matching process is unique and has its own leading issues. Moving towards the east, area planning processes will encounter more conflicting uses due to residential and port-industrial land-use in the vicinity of each other. Test-cases located to the east will ‘stress-test’ the proposed way of matching. Therefore we advice the DES-team to incrementally move towards more complex cases and to enhance the decision processes based on additional requirements discovered along the way. We have specifically designed a process and suite of services for matching in area planning processes. We can think of several areas, in- and outside the PoR, where land-uses need to be evaluated and compared. We presume that our approach can be


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applied in more fields, for instance on matching in other types of spatial planning due to similarities with area planning. Even if we consider land use planning in urban settings we might find potential decision processes to apply our design to. We advise the SEgroup to research whether our process and suite can be applied in other spatial planning processes (urban, industrial). Since we have focussed on matching we considered land-use of multiple lots in an area relatively independent of each other. In area planning the land-uses of multiple lots need to be selected integrally to optimise spatial configuration. The concepts of the Evaluation Cube Service do not entail integral development of area. We recommend the DES-team to develop services to support designing and evaluating configurations of land-uses of multiple lots in an area. The ideas on the status of an area plan are not univocal throughout the PoR. Some employees at the PoR are unfamiliar with area plans despite the potential added value to them. We recommend the PoR to debate on the status of area plans and make involved employees more aware. We advice the PoR to make area plans the leading principle when developing an area. If for any reason someone wants to deviate from the prescribed land-uses in the area plan it has to be a well considered choice. Since our process design is made on an aggregated level we believe there are some decision making efforts in which collaboration engineering could provide support. We advise the DES-team to study the ability to apply collaboration engineering to enhance decision making in matching for the next development cycle.

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HOOGERWERF; A., Overheidsbeleid; 1985 HUSDAL, J.; Geographical Decision Making - Different approaches in IDRISI;1999 KEEN, P. and H. SOL; Decision Support New Generation; Book in preparation, Delft 2005 MACEACHREN, A.M.; Cartography and GIS: Extending collaborative tools to support virtual teams; 2000 MALCZEWSKI, J.; GIS and Multicriteria Decision Analysis; New York and Toronto 1999 NIJKAMP, P., P. RIETVELD and H. VOOGD ; Multicriteria Evaluation in Physical Planning; 1990 PARUCCINI, M.; Applying Multicriteria Aid for Decision to Environmental Management; 1994 SAATY, T.L.; Fundamentals of Decision Making and Priority Theory with the Analytic Hierarchy Process; 1994 SCHON, D. A..; The reflective practitioner : how professionals think in action. London, Temple Smith 1983 SCOT-MORGAN, P.; The Unwritten Rules of the Game; New York; McGraw Hill 1994 SIMON, H.A.; The Science of the Artificial; Cambridge, Mass., MIT Press 1969 SNELLEN, I. Th. M.; Beleidsontwerpen tussen bureaucratische ambacht en politiek bedrijf;1984 SOL, H.G., Simulation in Information Systems Development, Doctoral Dissertation, University of Groningen, 1982. TRIANTAPHYLLOU, E., and K. BAIG; The Impact of Aggregating Benefit and Cost Criteria in Four MCDA Methods; 2004 VAN TWIST, M.J.W., J. EDELENBOS, M. VAN DER BROEK; The courage to think in dilemma’s., in : Management en Organisatie 1998; Volume 52; No 5; pp. 7-23 VAN DER BLAAK, M., F. VAN RHEE, H. WEUSTENINK; P. VEENSTRA and J. DE GROOT; Gebiedsplan Europoort-Oost verdiepingsslag voormalig Kemira terrein; Port of Rotterdam 2004 VERBRAECK, A., R. CHIN, S.P.A. van HOUTEN, E. SCHALKWIJK, J. SMITS, P. VEENSTRA, J.W. WESTSTRATE, A decision enhancement studio for area planning in the Port of Rotterdam, Port Research Centre Rotterdam-Delft 2005 VOOGD, H.; Methodologie van ruimtelijke planning; Coutinho Bussum 1995 VOOGD, H.; Het gebruik van doelstellingen in de ruimtelijke planning; Delft 1977 WIERDA, F.W.; Developing Inter organisational Information Systems; Delft 1991 YIN, R.K.; Case Study Research: Design and Methods; Sage Publications, Thousand Oaks; California USA 1994.

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Terminology area-plan cognitive load co-siting

criterion: desirability development-plan feasibility goal-variable: group risk issuing area lot main-objective:

means: norm: port-plan restricted risk RoRo spatial-plan

spots plan soqumas sub-objective:

A spatial plan for lots in an area To what extent the mental processes of learning, memory and problem solving of the human brain are challenged. The concept is that companies are positioned in such a way that possible cluster advantages can be strengthened. Cluster advantages can be supplying neighbours with your feedstock, semi manufacture or residual product. Furthermore Co-siting is sharing facilities like fence security, offices and public utilities. The endless possibilities to create synergy have led to efficient and profitable business climate for all chemical industries active in the Rotterdam port and industrial zone. Expression objective or task that officiate as judgement-aspect to evaluate options. Example: there must be nautical access. The extent in which a certain development is preferred compared to the alternatives A spatial plan for a specific lot and land-use combination The ability to realise something and overcome physical, organisational and political limitations The empirical object relevant for a task or criterion. Example: noise production of a container terminal. The chance that a group of persons staying a year on the same spot gets a lethal accident causes by hazardous materials Let area to a lessee Piece of land available or used by a company Abstract expression of what is desirable and what to pursue. Example: the needs of a potential lessee must be satisfied as much as possible. That which should satisfy the objective. Example: build a Rail Feeder Point near the distribution-centre. Threshold value of a task that needs to be satisfied. Example: the noise production must be below the noise budget of 68 dB(a)/m2. Spatial plan for the Rotterdam port and industrial zone The chance that a person staying a year on the same spot gets a lethal accident causes by hazardous materials Roll-on/Roll-off, transport and transhipment of rolling stock (trucks) A systematic preparation of activities to develop an area according to a vision which optimises the availability, accessibility, liveableness, sustainability and commercial attractiveness, in a flexible way and in harmony with its external environment [van der Blaak et al., 2004]. Lot exceeding spatial plan for an area Information system for soil pollution owned by PoR Expression of pursue concrete related to an object that is of such an abstraction that cannot be quantified. Example: the annoyance to residents caused by new developments needs to be minimised.

IV

target-value: task: value: weight:

The value of the goal-variable pursued. Example: the net present value should be around 1.1. Expression of pursue concrete related to an object that can be quantified. Example: the employment in the area must increase Abstract expression for what is roughly desirable. Example: development in connection with its environment. De measure of importance between an objective (or task or criterion) and another objective. Example: revenue is 5 times as important as employment in the consideration of future development of area.

Appendices

1{ TC \l 1 }

appendix A Matrix Terrein karakteristie k

Bereikbaarheid

Leefbaarheid

duurzaamheid

Commercieel aantrekkelijk

Kavelgrootte

Zeevaart

Binnenvaart

Wegintensiteit

Spoor aansluiting

Distributieleidingen

Geluidkentallen

Stank / stof

24-uurs bedrijf

Clustering kansen

Aantal medewerkers

Investering kosten

Toegevoegde waarde

Containers en distributie Deepsea •

80 tot 140 ha

Ja

Laag

Nee

Nee

ja

Containers

8,5 per ha.

Middel

Hoog

Shortsea, barge terminal

6 tot 10 ha?

Ja

Hoog

Ja

Nee

67-69 dB(A) per m2 60-65 dB(A) per m2

Beperkt

•

Beperkt

werkdagen

Ja

8,5 per ha

Laag

Laag

•

Empty depot en repair

1 tot 3 ha

Kademuur 10m – 13m Kademuur Steigerdek 2m-5m Nee

Gewenst

Middel

Nee

Nee

Beperkt

werkdagen

Containers

6 - 6,5 per ha.

Hoog

Middel

Distributie • Droog massagoed Kolen en erts

5 tot 9 ha

Nee

Nee

Hoog

Ja

Nee

55-62 dB(A) per m2 60 dB(A)/m2

Nihil

werkdagen

Nee

8 – 19 per ha.

Middel

Laag

7 tot 55 ha

Boord/ Boord

Middel

nee

Nee

67 dB(A)/m2

Stof

ja

Chemie

2 – 5 per ha.

Laag

Laag

•

schroot Agribulk Bouwstoffen en • mineralen Nat Massagoed Ruwe olie •

1 tot 5 ha 2 tot 3 ha 2 tot 3 ha

Kademuur/ Steiger 10m – 18m Kademuur Nee Kademuur ponton

nee Nee ja

Laag Hoog Middel

Ja Nee Ja

ja

Nihil Nihil

Nee Nee Nee

Nee Containers Nee

1 per ha. 5 per ha 3 per ha

Middel

nee

70 dB(A)/m2 52 dB(A)/m2 80 dB(A)/m2

laag

Middel Middel Hoog

Ja

Laag

Gewenst

Ja

40 dB(A)/m2

Beperkt

Nee

Chemie

1 per ha.

Middel

Laag

•

Olie producten

7 tot 45 ha

Ja

Laag

ja

Ja

40 dB(A)/m2

Nee

Nee

Agribulk

1 per ha.

Middel

Laag

•

Chemicaliën

8 tot 44 ha

Ja

Laag

Gewenst

Ja

40 dB(A)/m2

Beperkt

Ja

Chemie

2 per ha.

Middel

Middel

nee

Hoog

Nee

ja

55 dB(A)/m2

Ja

Nee

Agribulk

Nee

Hoog

Gewenst

Nee

50 dB(A)/m2

Nihil

Nee

Geen

7 – 15 per ha.

Middel

Middel

Ja

Hoog

Gewenst

Nee

65 dB(A)/m2

Nihil

Nee

Geen

7 – 10 per ha.

Gering

Hoog

ja

Middel

nee

54 dB(A)/m2

Nee

Nee Nee

Agribulk

9 per ha 5 per ha

Laag

Middel Hoog

Ja

Laag

Ja

Ja

65 dB(A)/m2

Stank

Nee

Chemie

7 per ha.

Hoog

Laag

nee

Middel

Ja

Ja

63 dB(A)/m2

Stank

Ja

Chemie

7 per ha.

Hoog

Middel

Ja

Middel

Nee

Nee

50 dB(A)/m2

Mogelijk stank

Nee

Utilities

10 per ha

Middel

Laag?

ja Nee Kademuur Steiger 9m – 13m Nee Nee

Nee ja nee

Laag Hoog Middel

Nee Nee ja

Ja Nee Nee

54 dB(A)/m2 60 dB(A)/m2 65 dB(A)/m2

Stank Nihil Nihil

Nee Nee Nee

Chemie detail/groothandel Geen

3 per ha. 2 per ha 1 per ha

Hoog Gering Middel

Middel Laag? Middel

Gewenst Nee

Hoog Laag

Nee Nee

Nee Nee

56 dB(A)/m2 54 dB(A)/m2

Stof en stank Nee Nihil Ja

Geen Nee

3 per ha 1-2 per ha

Gering Gering

Hoog Hoog

Ja

ja

Laag

nee

ja

76 dB(A)/m2

Ja

Chemie

6-8 per ha

Laag

Laag

•

15 tot 35 ha

7 tot 20 ha

Plantaardige olien en vetten Stukgoed Roro

20 tot 22 ha

•

Conventioneel stukgoed en neobulk food • Industrie en dienstverlening raffinage

8 tot 18 ha

•

Chemische industrie

10 tot 30 ha

•

Fijn en specialty chemie (kleinschalig, inpandig) Utilities Detailhandel Maritieme industrie / metaalnijverheid

7 tot 11 ha

• • •

• •

2 tot 50 ha

13 tot 22 ha 2 tot 6 ha 1 tot 5 ha

Milieu-/recyclebedrijven 4 tot 13 ha 5 tot 32 ha Industriële dienstverlening 34 tot 40 ha Agri-industrie

Steiger 15m – 18m Steiger 10m – 18m Steiger 5m – 12m Nee

Ro-Ro steiger 10m – 11m Kademuur 2m – 8m Nee

Steigers 8m – 11m Steigers 15m – 18m Nee

Nee

Appendices

3{ TC \l 1 }

appendix B Desirable land-uses for the Noordwest-hoek

B arge moorings I nfrabundle Rail General f ac il ities Containers Di st ribution Temporarily let area Nature Naut ical servi ce/ barge moorings Serv ice area c onstruc tion MV 2 Neobulk

Appendices

5{ TC \l 1 }

appendix C Decision Support Suites and Studios [From the draft book “Decision Support New Generation” (DSNG), Keen & Sol, 2005, to appear] Decision Support is a long-established set of skills. Decision Support New Generation (DSNG) extends those skills to address a new generation of decision situations, enabled by a new generation of technology and a new generation of methods. DSNG is built on five principles: -

Target Decision Support to decisions that matter. The more complex and important the decision, the less likely executives and teams have been to rely on computer tools, for very valid reasons. DSNG changes that. Effective Decision Support combines three “U”s – the usefulness of tools and methods: the value that they add to decision processes; their usability: the mesh between people, process and technology; and their usage: their flexibility, their adaptability, and their suitability to the organizational, social and political context.

-

Help decision-makers visualize scenarios and alternatives: our adage is “If you cannot see it, you cannot get it.” It in this sense that DSNG helps them rehearse the future. The major difference between the technology base of traditional Decision Support and the base that DSNG draws on is the new generation set of tools for seeing it, such as multi-media interfaces, aids to visioning, and dynamic animations that enable insight, foresight and visual thinking and communication.

-

Provide interactive interfaces to information resources that enable action rather than just provide for reporting, analysis and “knowledge” management. The only purpose of gathering information is to use it effectively. In many ways, CRM (customer relationship management) and knowledge management are the data side of Decision Support. They represent a huge opportunity and one that has often been wasted because they have lacked decision-oriented interfaces to their data resources.

-

Embed “suites” of modelling, information and communication tools within an effective support process, via “studios” that help frame the decision-making situation, provide facilitative services and apply proven and adaptive “recipes” of successful DSNG in specified contexts. Effective decision-making rests on effective processes. The three “U”s of Decision Support demand carefully designed studios that build comfort, confidence, convenience and collaboration: usefulness, usability and use. Two out of three is not enough.

-

Develop DSNG capabilities within a Business Architecture. Most models and traditional decision support systems have been built bottom-up and case-by-case, with little attention to the dynamic organizational economic, financial and technical context in which they must come alive if they are to be more than technical artefacts. The business architecture for DSNG links enterprise strategy and vision to decision process methods and tools and vice versa. The technology architecture is a part of this: information resources must be coordinated for them to be enterprise platforms that any Decision Support studio and suite can draw on. But the technology architecture must set the business direction for DSNG, ensure appropriate incentives and governance rules – including decision rights and responsibilities. The Business Architecture forms the link from leadership and vision to decision.

‘

6

Appendices

appendix D Proposal Noordwest-hoek (Dutch) Datum: 3 mei 2004 Projectgroep: Gebiedsplan NW-hoek

Aanleiding Door de definitieve keuze van de Doorsteekvariant voor MV2, moet het oorspronkelijke inrichtingsplan voor de NW-hoek herzien worden. Door de toekomstige verbreding van de Yangtzehaven naar 600 meter en de verlegging hiervan naar het zuiden, wordt de indeling van het gebied ingrijpend gewijzigd. De kavels ten noorden van de Antarticaweg komen te vervallen. Het uitgeefbare terrein ten noorden van de Yangtzehaven wordt dieper. Met de vestiging van Euromax in de herziene plannen ontstaat ten noorden hiervan een strook grond (300 meter breed) dat momenteel geen bestemming heeft. De Papegaaiebek zal medio 2006 ontmanteld zijn. Het terrein dat hier beschikbaar komt moet een bestemming krijgen. Dit is grotendeels afhankelijk van een mogelijke afsnuiting van het gebied i.v.m. de nautische bereikbaarheid van de Yangtzehaven en MV2. De NW-hoek (MOT-schiereiland) zal met de doorsteekvariant een intergraal integraal gebied vormen het noordelijke deel van MV2. Dit geldt met name door de mogelijke doortrekking van Euromax containerterminal naar het westen en de daarboven vrijgekomen strook. Om de toekomstige invulling van de NW-hoek integraal en in samenhang met de omgeving te kunnen ontwikkelen, heeft het CD-DPD overleg gevraagd om voor dit gebied een gebiedsplan op te stellen.

Doelstelling Het opstellen van een gebiedsplan dat als instrument dient om het gebied van de NWhoek ten noorden van Euromax en de Papagaaiebek (indien niet afgesnoten of wanneer dit nog lang op zich laat wachten) zo optimaal mogelijk, flexibel en in harmonie met de omgeving te ontwikkelen. Hierbij zal een doorkijk gemaakt worden naar de toekomst voor wat betreft het gebied ten noorden van Euromax op MV2. Dit zal een lager detailniveau hebben dan het gedeelte van de NW-hoek. Het gebiedsplan geeft de mogelijkheden aan welke marktsegmenten het meest kansrijk zijn en wat de impact is van deze marktsegmenten op de commerciële aantrekkelijkheid, bereikbaarheid, leefbaarheid en duurzaamheid. Een financiële analyse is in dit plan niet opgenomen. Per potentiële klant moet in het uitgifteproces bekeken worden wat het mogelijke rendement is.

Resultaten Een gebiedsplan dat inzichtelijk en toepasbaar is met focus op de NW-hoek en de Papagaaiebek en relaties aangevend met MV2. Het eindproduct bestaat uit een inrichtingsplan met bijbehorend kaartmateriaal. Het gebiedsplan is het toetsingskader voor het opstellen van inrichtingsplannen en is de leidraad bij het beantwoorden van vragen van de commerciële afdelingen.

Appendices

7{ TC \l 1 }

Afbakening Het onderzoeksgebied bevindt zich ten noorden van de doorgetrokken Yangtzehaven. Het Beerkanaal vormt de oostgrens. Hierbij ligt de nadruk op de strook ten noorden van Euromax en de Papagaaiebek. Het nautische onderzoek en de discussies hierover vormen geen onderdeel van dit project. Het gedeelte ten noorden van Euromax op MV2 bevindt zich in het invloedsgebied, waarbij de relaties globaal zullen worden meegenomen, in verband met de te volgen MER-procedure. In de onderstaande tekening is het invloedsgebied met rood aangegeven en de focusgebieden met zwart omcirkeld. Als bijlage is ter verduidelijking een tekening van het projectgebied van MV2 opgenomen.

Betrokken partijen Divisies CD, DPD, RPA, Projectorganisatie MV2 en Strategie.

Belanghebbenden De divisies CD, DPD, Projectorganisatie MV2 en Stuurgroep Buitenruimte.

Krachtenanalyse: Het gebiedsplan kan strijdig zijn met de lopende projecten. Indien deze projecten onomkeerbaar zijn, worden ze bij het opstellen van het gebiedsplan meegenomen als een uitgangspunt. Gedurende de uitwerking van het gebiedsplan moet afstemming plaatsvinden met de lopende projecten en ambities voor het plangebied.

PROCES Stap 1: Inventariseren en beschrijven van de huidige situatie. Dit omvat: - reeds bestaande informatie inventariseren, - de terreinkarakteristieken zoals grootte en vorm, - de kenmerken aan de land- en waterzijde t.a.v. bereikbaarheid, - de ruimtelijke ordening binnen het plangebied, ‘

8

-

Appendices

de milieu- en natuuraspecten zoals bodem, geluid, stof en veiligheid in relatie tot duurzaamheid en leefbaarheid, de huidige bedrijvigheid, de bestaande planvorming en ambities.

Stap 2: Bepalen en vastleggen van uitgangspunten en randvoorwaarden, o.a. uit Havenplan 2020, voor MV2 geldt ook PKB. Deze worden bepaald vanuit de aspecten: - bereikbaarheid, - leefbaarheid, - duurzaamheid, - commerciële aantrekkelijkheid. Stap 3: Het inventariseren van de marktsegmenten welke goed passen binnen het plangebied. Stap 4: Een eerste verkenning naar de mogelijke terreinindelingen van het gebied ter voorbereiding op de workshop. Stap 5: Een workshop met als doel: - de belanghebbenden te informeren over de stappen 1 t/m 3 - een brainstorm waarbij de gewenste marktsegmenten worden afgestemd op de mogelijkheden van het gebied. Ik denk dat dit voor MV2 te ver gaat en dat je het moet houden bij een doorkijkje. Stap 6: Aan de hand van de resultaten van de stappen 1 t/m 4 wordt de gebiedsstudie op hoofdlijnen verder uitgewerkt. Hierbij ligt de nadruk op de verdeling van de relevante marktsegmenten over het plangebied. Dit resulteert in een (aantal) mogelijke terreinindeling(en). Stap 7: Een financiële onderbouwing op hoofdlijnen van de oplossingen waarbij een schatting wordt van kosten en baten. Stap 8: Het opstellen van een rapportage. Stap 9: Ter kennisname in betrokken MT’s. De besluitvorming in het CD/DPD–overleg en MT-MV2

Planning Doorlooptijd ca. 3 maanden, oplevering eind juni 2004.

Beslismomenten Plan van aanpak ter besluitvorming in: CD/DPD overleg MT-MV2

19 april 2004 19 april 2004

Rapport Gebiedsplan ter besluitvorming in: CD/DPD overleg 5 juli 2004 MT-MV2 overleg 5 juli 2004 Eventueel het raakvlakken overleg tussen DPD, Mv2 en CD. Deze is in oprichting.

Appendices

9{ TC \l 1 }

Tijdsbesteding Totaal 40 uur per persoon.

Financiën Aan dit project zijn geen kosten verbonden.

Deelnemers -

Jurjen Groen Cees Pons Jolien Paulides Peter Ketel Henk Voogt Etienne Budde Pim de Wit Rob Sibbes

CD/PM projectleider DPD/OI POMV2 DPD/MIL DPD/BI DPD/DDO STRAT/OHIC RPA

Overige betrokkenen CD/LOG en CD/IND voor expertise op het gebied van de marktsegmenten gevraagd.

Vergaderfrequentie 1 keer in de 2 weken.

Producten

:

Rapport Gebiedsplan NW-hoek.

Communicatie intern Alle werkgroepleden koppelen de voortgang en resultaten terug naar de eigen afdelingen.

Communicatie extern n.v.t.

‘

10

Appendices

appendix E Feasible land-uses in the Noordwest-hoek -

-

C

-

B

-

E

D2 D1

-

Containers voor barge, feeder en shortsea, gezien de geringe terreindiepte; Empty depot en repair; Distributie; Stukgoed; Milieu-/ recyclebedrijven; Algemene dienstverlening; Werkterrein Maasvlakte 2; Nautische ondersteunende diensten; Natuur. Empty depot en repair; Distributie; Utilities; Droge milieu-/ recyclebedrijven; Algemene dienstverlening; Nautisch ondersteunende diensten, mits nautisch ontsloten; Werkterrein Maasvlakte 2, mits nautisch ontsloten, anders slechts voor opslag; Natuur. Empty depot en repair; Distributie, rekening houdend met 10-6 contour; Utilities; Milieu-/ recyclebedrijven; Algemene dienstverlening, rekening houdend met 10-6 contour.

Empty depot en repair; Distributie; Utilities; Droge milieu-/ recyclebedrijven; Algemene dienstverlening; Natuur.

Appendices

11{ TC \l 1 }

A2 A1

F

‘

-

Empty depot en repair; Distributie; Utilities; Droge milieu-/ recyclebedrijven; Algemene dienstverlening; Werkterrein Maasvlakte 2 (als opslagterrein); Natuur.

-

Utilities; Algemene dienstverlening.

-

12

Appendices

appendix F Interview questions (Dutch) 1. Hoe zou u uw functie beschrijven? 2. Bent u met gebiedsplan studies betrokken? • Wat is uw beeld op de fasering voor het maken van een gebiedsplan? • Waar komt u binnen deze fasering in actie? • Wat neemt bij het maken van een gebiedsplan veel tijd in beslag? 3. Kunt u uw werk in relatie tot het proces van gebiedsplanning beschrijven? • Welke aspecten spelen, vanuit uw specialisme, een rol bij het maken van een gebiedsplan? • Welke aspecten zijn er voor u van doorslaggevend belang? • Kunt u specifieke kengetallen noemen? • Wat zijn de afhankelijkheden van andere disciplines die u bij het maken van een gebiedsplan heeft. 4. Hoe wordt de benodigde informatie verkregen en gepresenteerd? • Waarvoor wordt gebruik gemaakt van modellen en wat is handwerk? • Wordt er gebruik gemaakt van kaarten, tabellen en grafieken? • Is de informatie die gebruikt wordt in uw ogen voldoende? • Wat is beter • Heeft u problemen met de huidige informatievoorziening? • Nauwkeurigheid • Beschikbaarheid • Compleet 5. Hoe zou volgens u het proces worden verbeterd? • Welke ontwikkelingen binnen uw vakgebied kunnen van belang zijn voor gebiedsplanning? • Hoe kan in uw ogen de informatie beter worden gepresenteerd? • Welke aspecten missen nog in het huidige proces? • Wat kan er nog niet maar is wel nodig / wenselijk?

Appendices

13{ TC \l 1 }

appendix G Interview Cees Pons (Dutch) Interviewer: Geïnterviewde Datum: Tijd: Locatie:

Erik Schalkwijk Cees Pons 30 juli 2004 09:00 – 10:00 uur World Port Centre

1. Hoe zou u uw functie beschrijven? Ik ben projectleider bij de afdeling O&I, bij het team van Joop. Wij doen gebiedslogistieke ontwikkelingen. Binnen het team hou ik me bezig met gebiedsontwikkelingen voor bijvoorbeeld maasvlakte 2, en soms doe ik investeringsprojecten. Ik ben bezig op een hoger abstractieniveau dan specifieke investeringsprojecten. 2. Bent u met gebiedsplan studies betrokken? • Wat is uw beeld op de fasering voor het maken van een gebiedsplan? In het CD-DPD afstemmingsoverleg wordt in principe het initiatief genomen voor het maken van gebiedsplannen. Zij inventariseren voor welke gebieden een plan gemaakt moet worden en met welke prioriteit. Als er een plan moet worden gemaakt wordt er iemand aangewezen die de gebiedsplanning gaat trekken en er wordt een groep omheen geformeerd. De samenstelling van de groep wisselt wel eens maar over het algemeen zijn de ingrediënten O&I, CD (PM), Milieu soms aangevuld met iemand van beheer of RPA. Met de NW-hoek zijn we begonnen met een man of 7 en daar zat ook nog Pim de Wit bij van strategie. Ik heb toen tegen Jurjen gezegd dat het niet gaat werken, om iedereen hetzelfde beeld mee te geven het is niet supercomplex maar je moet er wel een eenzijdig beeld over weten te krijgen. Daarnaast moet er op afgevlakt detail besluiten worden genomen en niet op boutjes en moertjes niveau. Met de NWhoek hebben we op een gegeven moment gezegd om daar met drie mensen mee bezig te zijn en de rest er eens in de zoveel tijd erbij te betrekken. 3. Kunt u uw werk in relatie tot het proces van gebiedsplanning beschrijven? • Welke aspecten spelen, vanuit uw specialisme, een rol bij het maken van een gebiedsplan? Om het algemeen te houden is milieu toch behoorlijk bepalend, daar zitten de beperkingen en met name geluidsruimte. Daarnaast nog stank, stof, bodem en bestemmingsplan maar dat is minder dwingend. Externe veiligheid is er ook nog maar dat is in nog maar weinig gevallen echt bepalend geweest maar het kan een belangrijke rol spelen. Als je een locatie hebt met meer dan 50 werknemers dan geeft externe veiligheid beperkingen maar daar is de haven niet op ingericht. Grote bedrijven hebben natuurlijk wel kantoren maar die kun je ook wel anders plaatsen in een gebied. Het algemene doel bereikbaarheid kan grotendeels worden beschouwd als het is er of het is er niet en als het er is heeft het dan voldoende capaciteit. Een groot deel van het havengebied kan in principe ontsloten worden door spoor maar er zijn ook gebieden waarbij dat niet kan. De vraag is dan of je alsnog gaat investeren om spooraansluiting mogelijk te maken. Meestal is het niet mogelijk omdat er een fysieke barrière is want anders lag er waarschijnlijk allang een spoor. Bij de d’Arcyweg is een klein gebied waar geen spoor kan komen, nou ja het is wel mogelijk maar dan moet je tientallen miljoenen gaan investeren voor een spoortje van niets.

‘

14

Appendices

Er wordt wel ruimte gereserveerd maar of dat echt bewust gebeurd vraag ik me af. Voor de maasvlakte zijn er bijvoorbeeld profielen getekend, er ligt nu 2x2 weg maar er is ruimte voor 2x3 rijstroken. Dat is in het verleden ooit op tekening gezet maar waarom is nooit echt goed op papier gezet en heeft nu niet iedereen duidelijk op het netvlies. Een bijdehante ontwerper uit heeft dat in 1970 gewoon op papier gezet. Op dit moment wordt er nog steeds meer uit onderbuikgevoel gewerkt dan echt afgeleid uit groei van marktsegmenten en berekeningen van een toekomstig aantal vervoersbewegingen. 4. Hoe wordt de benodigde informatie verkregen en gepresenteerd? • Waarvoor wordt gebruik gemaakt van modellen en wat is handwerk? Er wordt nog te weinig gebruik gemaakt van verkeersmodellen. Voor de NW-hoek doen we dat bijvoorbeeld ook niet dat is ook meer iets van het is een vrij beperkt gebied, einde van het havengebied dus met een 1x2 weg moeten we wel uit de voeten kunnen. Voor het gebiedsplan voor de Hartelstrook was infrastructuur en ontsluiting Maasvlakte 2 gepland. De strook is 400 meter breed en was bedoeld voor weg, spoor, leidingen en binnenvaart. Hierbij komt binnenvaart te vervallen want die komt via de Yangtzehaven. De beschikbaar gekomen ruimte wordt waarschijnlijk uitbreiding distripark, empty depot of emplacement. Het ontwerp voor de C2 bocht is zeer complex omdat alle modaliteiten daar bij elkaar komen, een leuke puzzel voor de toekomst. Voor de capaciteit van deze bocht hebben we wel een rekenexercitie gedaan. • Is de informatie die gebruikt wordt in uw ogen voldoende? In de systematiek die we afgelopen jaar opgebouwd hebben worden alle relevante aspecten meegenomen. Die systematiek is niet vastgelegd maar is nog steeds in ontwikkeling. In de NW-hoek hebben we weer nieuwe ingrediënten toegepast. Maar na het aantal gebiedsplannen is het aantal aspecten wel grotendeels uitgekristaliseerd. Je kunt nog wel verder in detail gaan maar dan schiet je het doel voorbij. Om de doelstelling te realiseren is het zaak kernachtig te blijven, het aantal aspecten dat meegenomen wordt kan niet worden beperkt zonder schade aan de inhoud te veroorzaken. Alle aspecten die nu worden meegenomen zijn relevant. Dat er klanten gevestigd worden die niet in een plan passen dat is iets wat er uit moet slijten. We zijn pas een jaar bezig met het opstellen van een gebiedsplan en er zijn er tot nu toe twee gemaakt. De status van een gebiedsplan moet nog verder vormgegeven worden. Een gebiedsplan wordt over het algemeen heel positief ontvangen. Maar als je verschillende mensen gaat vragen wat nou de status van een gebiedsplan is krijg je hele verschillende antwoorden. Voor de één is het een bijbel voor het ontwikkelen van een gebied en voor de ander niet. 5. Hoe zou volgens u het proces worden verbeterd? • Welke ontwikkelingen binnen uw vakgebied kunnen van belang zijn voor gebiedsplanning? Ik denk dat het voor nu voldoende is maar daar komen ongetwijfeld nieuwe inzichten in. Daarnaast is misschien wet en regelgeving van invloed. Zaken als geluid of bodemverontreiniging speelde 30 jaar geleden ook niet en nu wel. In de toekomst wordt misschien CO2 productie meegenomen als aspect. • Hoe kan in uw ogen de informatie beter worden gepresenteerd? Ik denk dat het eerste gebiedsplan Hydro-Agri een toegankelijk rapport is maar ik kan me voorstellen dat de nieuwe gebiedsplannen steeds scherper worden. In de NW-hoek hebben we weer een hele slag gemaakt. Met name iemand die geen ervaring heeft in het gebied wordt meegenomen in het rapport als in een spannend jongensboek zodat duidelijk wordt hoe er tot de conclusies gekomen wordt. Als er tijdens het proces tot nieuwe inzichten gekomen wordt neem ik dat mee naar het opstellen van het volgende gebiedsplan. • Wat kan er nog niet maar is wel nodig / wenselijk?

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Wat in ieder geval nodig is en dan kom ik ook op het Visiemodel uit, is dat je dadelijk plannen hebt en die zijn op een bepaalde manier vastgesteld en hoe zorg je ervoor dat iedereen daarvan op de hoogte is en daarmee gaat werken. Daarnaast moet ervoor worden gezorgd dat het plan actueel blijft. Daarin moet toch veel verbeterd worden. Het is belangrijk om elk jaar of twee jaar een gebiedsplan af te stoffen en te actualiseren, bedrijfsnamen, organisaties en gebied verandert. Er zijn genoeg voorbeelden bij het havenbedrijf en bij andere bedrijven dat er veel energie wordt gestoken in een nieuw rapportje of naslagwerk met allerlei gegevens maar dan wordt het niet bijgehouden. De intentie is er wel om het bij te houden maar dat raakt door allerlei omstandigheden in het slop en je richt je weer op nieuwe zaken. Dit is natuurlijk doodzonde van de energie die erin is gestoken. Met een gebiedsplan moet dat worden voorkomen, en dat gaat ook gebeuren.

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appendix H Interview Pim de Wit (Dutch) Interviewer: Geïnterviewde Datum: Tijd: Locatie:

Erik Schalkwijk Pim de Wit 3 Augustus 2004 10:30 – 12:00 uur World Port Centre

Ik ben een beleidsadviseur dat houd in dat ik beleid formuleer die in beslissingen kunnen worden overgenomen. Dat beleid moet op zo’n manier worden geformuleerd dat het rekening houd met een stukje omgeving van het havengebied. En het beleid zegt ook iets over hoe intern gaan doen intern met zijn alle op een bepaald dossier. Ik ben mileukundige dat houd in dat ik beleid formulier op het gebied van milieu en natuur. Daarnaast doe ik nog verschillende klusjes, ik doe een aantal secretariaten waaronder die van de samenwerking met de TU-delft dat is heel erg leuk. Voor het bepalen van beleid is het noodzakelijk op je neus buiten de deur te durven steken om te weten te komen wat er in de omgeving van de haven speelt. Het is heel belangrijk om als havenbedrijf naar buiten te treden en ik vind dat het havenbedrijf nog erg in zichzelf gekeerd is. Aan de andere kant natuurlijk wel de uitstulpingen zoals de lobbyisten in Brussel. Het is heel belangrijk en daar zijn beleidsmedewerkers voor om te kijken wat er buiten het havenbedrijf gebeurt. Nu is natuur niet direct een corebusiness van het havenbedrijf maar ook op die vlakken is het heel belangrijk om te weten wat er speelt, op nationaal en regionaal niveau maar ook wat er in Brussel gebeurt. Als je beseft dat je op een heel groot industriegebied aan het werk bent wat ook wilt groeien moet je dus kansen en bedreigingen op tijd opzoeken. Er zijn verschillende instrumenten voor, ik noemde al het adviseren van beslissingnemers maar ook de neus buiten de deur willen steken door mee te doen met werkgroepen die buiten de organisatie lopen en daar kun je als NGO, lobbyist of dingen trekken. De wijze waarop wij op dit moment met Europese subsidies omgaan dat is heel actief, we hebben de pot met goud zien hangen. We hoeven het niet voor het geld te doen maar we hebben op die manier wel een netwerk opgebouwd. Als er contact met Brussel nodig is hebben we nu een lijstje paraat met contactpersonen. Als je stappen voor wilt blijven is dit heel belangrijk. Veel van het werk als beleidsadviseur word gedreven door wet en regelgeving, dat wordt in havens op verschillende wijzen geïnterpreteerd. Voor nieuwe wetgeving moet je een wakend oog hebben zodat je niet voor verrassingen komt te staan. In het verleden zijn we teveel verrast door nieuwe wetgeving waardoor het moeilijk inpasbaar was. Beslissingen voor grote containerterminals is belangrijk maar de wereldmarkt is zo fluïde als wat, je kunt wel mensen lokken maar soms denken wij dat we meer kunnen dan werkelijk is. Over het algemeen trekken wij een grote broek aan en dat moeten we ook blijven doen. Groei moet op zo’n manier worden gestuurd dat het duurzaam is. De NW-hoek is het eerste gebiedsplan waar ik aan meewerk. En ik door erbij te zitten kan ik mijn ideeën daar in kwijt, wat belangrijk is voor mijn portefeuille kan ik inbrengen.

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Eerst moet er een inventarisatie gemaakt worden per uitgeefbaar terrein. Alles wordt eerst heel ruimtelijk beschouwd, waar liggen beperking door bijvoorbeeld geluidscontour. Deze aanpak is best goed, er kunnen best wat dingen afgevinkt worden. Die exercitie die we met zijn allen hebben gemaakt als eerste een inventarisatie, wat zijn de mogelijkheden, wat past er wel wat past er niet, hoe groot is het. De afbakening is in eerste instantie ook erg belangrijk, voor de NW-hoek is er een hele duidelijke scheiding wat doen wij en wat doet MV-2. In de toekomst moet er toch worden bepaald wat je wel en niet gaat doen. Een deel van de noordkant wordt bijvoorbeeld beheerd door Rijkswaterstaat. Dan is het van belang te weten wat het beheer van Rijkswaterstaat is. Ook een belangrijk punt is te weten wat er in het verleden heeft afgespeeld. Naast ruimtelijke zaken moet er ook naar wet er regelgeving worden gekeken. Inventariseer waar je mee te maken hebt. Ik gebruik alleen het geluid en externe veiligheid in relatie met natuurwaarden. Binnenkort hebben we in deze regio een probleem met luchtverontreiniging. Er worden allemaal regels opgesteld en mag bijvoorbeeld maar een bepaalde hoeveelheid stof in de lucht zitten. Als je daar niet op gaat inspelen heb je een groot probleem. Co2 en stof worden steeds belangrijker. Vroeger keken we alleen naar hoe groot is een gebied en wat kunnen we ermee, daar is geluid heel hard overheen gegaan en nu moeten we anticiperen op nieuwe ontwikkelingen. We moeten een goed antwoord formuleren op nieuwe wetgeving. Over het algemeen willen we een kwaliteitshaven zijn, we willen kwaliteit bieden in onze infrastructuur maar ook in de leefomgeving. Dat is een duidelijke keuze maar het is niet makkelijk. Dat kan heel makkelijk op papier maar in de praktijk is dat heel lastig. Als je naar de kolommen kijkt, de een kijkt naar leefbaarheid de ander naar commerciële belangen maar op een gegeven moment moeten de kolommen op een één of andere manier gaan interacteren. Dat wordt op dit moment nog te weinig gedaan. Als ik iets vertel over de natuur in de haven staan een aantal mensen echt met hun oren te flapperen. De uitdaging zit juist in het samenbrengen van de verschillende belangen. Een gebiedsplan kan een hele leuke ondersteuning bieden aan het samenbrengen van de verschillende belangen. Daarbij kan bijvoorbeeld buitenruimte gecombineerd worden met goede afwatering van de weg door een berm met groen te creëren. Een ander groot voordeel kan zijn het maken van een reservering voor mogelijke spooraansluiting van andere kavels. Als daar geen rekening mee wordt gehouden kan dat later heel moeilijk inpasbaar zijn. In het havengebied loopt een soort corridor van transport maar ook van natuur. Heel leuk is te zien dat het dus te combineren valt. Het grootste risico is de versnippering van natuur. Omdat er voor de natuur nog niet echt een visie ligt zijn we zelf maar gaan tekenen. Wat je zou moeten doen om dat echt vorm te geven is bewust beheerbeleid van de natuurstrook realiseren. In Nederland hebben ecologische structuren van groot internationaal belang, de Hollandse duinenrij die is echt uniek in Europa. Een tweede is de rivier, de maasmond is een van de weinige ingangen voor zeevissen de rivier op. Het mooie is dat het allemaal te combineren. Nou zitten wij aan het einde van de rivier maar wij hebben heel veel invloed op wat er bovenstrooms gebeurd. Wij sluiten als havenbedrijf convenanten met bedrijven over vervuiling. Het opruimen van het vervuilde slip kost toch geld. ‘

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De gemeente heeft ecologische stapsteden gedefinieerd om die hoofdstructuur toch te behouden. En het havenbedrijf heeft toch de verantwoordelijkheid om de visie van de groot aandeelhouder om te zetten in de praktijk. De stapsteden zijn geaccordeerd door het management van het havenbedrijf en nu moet dat gewoon in de praktijk worden gebracht. Naast onze eigen wensen is er ook nog wetgeving, in 1992 is de habitat richtlijn opgesteld daarin staat dat Nederland gebieden moet aanwijzen als natuurgebied. Maar de gebieden moeten zich wel kwalificeren voor natuurgebied. Maar als er gebieden zijn die zich classificeren maar niet zijn aangemeld moet dat alsnog gebeuren. Bijvoorbeeld voor de Maasvlakte hadden we al gereserveerd maar dat werd niet geaccepteerd door de commissie. Als je een significant negatieve invloed heeft op zo’n leefgebied moet je daarvoor een soort habitattoets doen en als dat ook echt aantoont dat het negatieve invloed heeft moet je gaan mitigeren en de overblijvende schade mitigeren. Dit is het eerste project dat daarmee te maken heeft. Wij hebben een goed plan gemaakt om de schade te minimaliseren en te compenseren. We gaan bijvoorbeeld bij de brouwersdam een mooi natuurgebied realiseren om de schade te compenseren en daar is heel veel weerstand voor geweest. Er is heel veel weerstand tegen geweest maar zo werkt het wel.

Appendices

appendix I Interviewer: Geïnterviewde Datum: Tijd: Locatie:

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Interview Jasna de Groot (Dutch) Erik Schalkwijk (dutch) Jasna de Groot 30 juli 2004 10:30 – 11:30 uur World Port Centre

1. Hoe zou u uw functie beschrijven? Ik zit in de unit buitenruimte Ik ben daar senior beheerder en doe met name projecten. Een van de aandachtsgebieden is met name de flora- en faunawet, dus ontheffingsaanvragen maar ook monitorings plannen voor een gebied. Daarnaast heb ik inbreng in beheerplannen en het maken van beheerplannen voor het havengebied. • Wat zijn beheerplannen? Beheerplannen zijn we eigenlijk pas mee begonnen. Met name omdat flora en faunawet toch heel stringent is geworden. Je moet precies weten wat je in een gebied hebt zitten en op het moment dat je er bijzondere soorten hebt zitten, bijlage 4 soorten, dan moet je ontheffing aanvragen. Bijna alles is beschermd tenzij het algemeen voorkomende soorten zijn zoals konijnen. Voor de rest moet je ontheffing aanvragen. 2. Bent u met gebiedsplan studies betrokken? Ik ben betrokken geweest bij Europoort-Oost en op dit moment bij een gebiedsplan aan het maken voor een gebied bij de Markweg. • Wat is uw beeld op de fasering voor het maken van een gebiedsplan? Wat ik tot nu toe heb meegemaakt is dat iedereen nog een beetje zoekende is naar welk abstractieniveau je een gebiedsplan zou moeten beschrijven. Soms gaat het om hele kleine invullingen en moet je dan niet direct een inrichtingsplan maken. En bij andere zoals het Europoort-Oost gebied dat is een heel groot gebied daar wil je ook flexibiliteit houden in je ruimtelijke ontwikkelingen. Het is een beetje de vraag op welk niveau je moet inzoomen, moet je wel of niet infrastructuur varianten gaan bedenken over hoe je het gebied wilt gaan ontsluiten als je verschillende kavelgroottes uitgegeven zouden worden? Kun je de kavels bepalen die je zou kunnen uitgeven, dat is waar we bij Europoort-Oost mee bezig zijn geweest. Niet in alle ontwikkelingen kun je van tevoren voorzien want er zijn een aantal sporen waar het de vraag is hoe die gaan ontwikkelen. Bijvoorbeeld het gebruik van chemische reststoffen, het kan heel snel gaan maar ook afvlakken en dat je er niets meer van hoort. De prognoses van ontwikkeling in de marktsegmenten komen van CD. • Wat neemt bij het maken van een gebiedsplan veel tijd in beslag? Omdat er niet echt een format is, kost met name het zoeken van een detailniveau waarop je gaat beschrijven veel tijd. Ga je het op basis van functionaliteit beschrijven of niet. Waar wij als beheerders naar willen streven is dat je op basis van functionaliteit zoals bereikbaarheid en veiligheid een object beschrijven. Bijvoorbeeld een weg gezien als modaliteit bestaat uit een aantal objecten en daarvan wil je de bereikbaarheid garanderen. Bij beheer zijn we aan het zoeken naar hoe je die bereikbaarheid kan garanderen en aan welke technische eisen je moet voldoen. Deze manier van beschrijven is nu in ontwikkeling. Het is iedere keer balanceren tussen wat je in een gebiedsplan schrijft. Je ziet nu ook al dat bij een gebiedsplan voor de Markweg dit is een heel klein stukje waar je al veel gerichter kan kijken welke natuurwaarde zou je daar misschien kunnen compenseren dan bij Europoort-Oost. Bij Europoort-Oost is de ‘

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schaal heel anders waardoor het gewoon niet aan de orde is geweest. Het hangt van de schaalgrootte af welke aspecten meespelen en in welk detailniveau. • Wordt er voor alle modaliteiten een bereikbaarheidsprofiel gemaakt? Daar zijn we nu mee bezig en dat komt onder andere terug in het ERP wat op dit moment gemaakt wordt. Daaruit komt ook naar voren als je een beschrijving wilt maken op het hele hoge niveau moet je eerst afdalen naar objectniveau want dan weet wat de kritische elementen zijn die bereikbaarheid bepalen. Bijvoorbeeld voor kademuren is er al een IV-kademuren waarin de kademuren worden omschreven. En voor wegen is er nu ook een beleidsadvies wegen en voor groen zijn we nu bezig om op basis van beelden te beschrijven. Voor wegen wordt er voor elk object bewust gekozen op welk niveau het moet worden onderhouden en daar wordt gewoon een prijskaartje aan gehangen. 3. Kunt u uw werk in relatie tot het proces van gebiedsplanning beschrijven? • Welke aspecten spelen, vanuit uw specialisme, een rol bij het maken van een gebiedsplan? Met name advies en informatievoorziening over natuur maar ook over de kwaliteit van de objecten zoals de staat van kademuren en wegen en wordt er binnenkort onderhoud gepleegd. Bijvoorbeeld bij het Europoort-Oost gebied geef je aan welke natuurwaarden er op dit moment zijn geconstateerd, of er ontheffing aangevraagd moet worden, hoeveel tijd daarvoor nodig is en of er eventueel aanvullend onderzoek nodig is. Voor wegen wordt de kwaliteit aangegeven bijvoorbeeld goed of slecht en staat voor groot onderhoud op de planning. Voor gebiedsplanning is informatie over bijvoorbeeld het herstructureren van een gloednieuwe weg zodat je dat meeneemt in het groot onderhoud. Hiervoor geeft de CROW normering de technische staat van de weg weer. Natuurlijk speelt ook de technische staat van de kademuren een rol. Voor welke belasting en diepgang is de kademuur gedimensioneerd en is dit door ouderdom aangetast? • Welke aspecten zijn er voor u van doorslaggevend belang? Steeds vaker wordt duidelijk dat je de eventuele aanvraag voor ontheffing door de natuurwaarden moet meenemen. Op het moment dat je het gaat ontwikkelen dan moet je daar een visie op hebben. Ga je direct een ontheffing aanvragen met het risico dat op het moment dat je het echt nodig hebt er weer andere soorten worden gevonden dus dan moet je daarvoor weer opnieuw ontheffing aanvragen. Als het nu goed gaat lopen dan duurt de ontheffingsaanvraag normaal gesproken 8 weken dus dat is te overzien. In het verleden zijn er projecten geweest die media aandacht hebben gekregen bijvoorbeeld de rijksweg in limburg daar is een project stopgezet omdat er een zeldzame diersoort is gevonden. Daar hebben ze niet goed onderzocht welke diersoorten er zitten en dat ze dus ook geen maatregelen hebben getroffen om die soorten te beschermen of te compenseren. Op het moment dat je een ontheffing hebt is er niets aan de hand. Het probleem is dat niet iedereen daarvan op de hoogte is. Als je het gewoon meeneemt dan is het geen probleem maar op het moment dat je in uitvoering gaat en je hebt er geen rekening mee gehouden dan loop je bij de aanwezigheid van een zeldzame diersoort tegen problemen op. Het komt weinig voor maar als wegen in slechte staat van onderhoud verkeren en er is onderhoud gepland voor volgend jaar dan moet dat eventueel worden uitgesteld als er een gebiedsplan wordt gemaakt. Ik kan niet oordelen of dat van doorslaggevend belang is. Wat er af en toe niet goed wordt gedaan is dat er bij kademuren te makkelijk

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een schip wordt aangemeerd of een bedrijf wordt neergezet wat dieper water nodig heeft. Er wordt dan gezegd dan graven we wel een stukje uit maar het komt voor dat de kademuur daar helemaal niet op is gebouwd. Dit zou in een gebiedsplan goed naar voren moeten komen. • Wat zijn de afhankelijkheden van andere disciplines die u bij het maken van een gebiedsplan heeft. Je moet het gewoon samen doen en beslissen of je iets wel of niet van doorslaggevend belang vind. Waar wij als beheer vanuit gaan dat de functionaliteit van de haven voorop staat en dat vinden ze bij het ministerie van landbouw natuur en voedselkwaliteit (LNV) ook. Bij een ontheffingsaanvraag wordt ook meegenomen dat het opgespoten terrein is. Bij Euromax was er spraken van een bijlage 4 soort, dat is dus een beschermd diersoort, en daar is uiteindelijk ook ontheffing voor is gekregen. Daarvoor moet je garanderen dat je een gunstige staat van instandhouding waarborgt maar het is niet zo dat het echt een ontwikkeling kan tegengaan. Je moet ervoor zorgen dat de informatie over de eventuele aanwezigheid van zeldzame soorten compleet is en niet dat er een natuurbelangenorganisatie kan komen met nieuwe informatie. Bijvoorbeeld bij de zandhagedis moet je kunnen aantonen dat je onderzoek gedaan hebt en dat deze soort niet is gevonden. Je moet kunnen aantonen dat het niet een leefgebied is want er is sprake van omgekeerde bewijslast. Je moet kunnen aantonen dat die soorten er niet zitten. 4. Hoe wordt de benodigde informatie verkregen en gepresenteerd? We geven gebieden aan waar potentieel zeldzame soorten voorkomen de zogenaamde terreinscan, die laten we door bureau standsnatuur onderzoeken en die geven dan aan of het waarschijnlijk is of die soorten voorkomen. Met name de zeer beschermde soorten waarvoor een zwaardere ontheffingsprocedure moet worden doorlopen, laten we door hun monitoren. Als bijvoorbeeld de zandhagedis twee jaar niet wordt gevonden blijven we daar wel op zoeken en dan kun je aantonen dat het niet een leefgebied is. Deze informatie is voor een gebiedsplan voldoende. • Wordt er gebruik gemaakt van kaarten, tabellen en grafieken? De inventarisatie van de gebieden met een mogelijke aanwezigheid van zeldzame soorten wordt aangegeven in een kaart. In deze kaart staat of het onwaarschijnlijk, mogelijk of zeer waarschijnlijk is dat er beschermde soorten voorkomen en of er dus ontheffing moet worden aangevraagd. Deze kaart kan goed gebruikt worden voor gebiedsplanning. De flora en fauna wet wordt komende jaar wat minder streng. Voor algemeen voorkomende soorten hoef je dan geen ontheffing meer voor aan te vragen, dat is een hele vooruitgang. De wijze van presenteren in een kaart is voor ons heel overzichtelijk maar ik weet niet of dit voor gebruik door andere geschikt is. Misschien wordt het in combinatie met andere lagen heel onduidelijk. Tot nu toe hebben we het voornamelijk gehad over natuurwaarde maar daarnaast speelt ook beeldkwaliteit van het groen. In het regieboek is aangegeven hoe de haven eruit zou moeten zien. Voor beeldkwaliteit groen willen we beelden opstellen voor buitenruimte. Voor wegen willen we bijvoorbeeld profielen maken waarin ook een reservering is voor berm of bomen. Op dit moment komt het nog vaak voor dat er direct naast de weg een hek van een huurder staat. Dat is niet wenselijk in verband met de kwaliteit van de buitenruimte maar ook voor de afwatering van de wegen. Tijdens het maken van een gebiedsplan kun je dan als beheer concreet profielen voorstellen. Het kan zo zijn dat er om dringende redenen van de profielen wordt afgeweken maar dan heb je in ieder geval iets om neer te leggen. ‘

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Jammer genoeg zit er nog niet in elk gebiedsplan een beheerparagraaf. De beheerkosten kun je pas bepalen als je precies de invulling weet. • Is de informatievoorziening op dit moment voldoende? Nee, waar we naar toe moeten is dat beheerhandboek. Omdat we daar nu nog mee bezig zijn word het in objecten beschreven en iedereen maakt zijn eigen beleid en eigenlijk willen we naar een integraal beleid. Hierin zou dan op een gebied niveau willen bepalen hoe je het zou willen onderhouden. 5. Hoe zou volgens u het proces worden verbeterd? • Welke ontwikkelingen binnen uw vakgebied kunnen van belang zijn voor gebiedsplanning? Op zich niet, het accent ligt altijd bij CD en daarbij gaat O&I bepalen welke infrastructurele varianten er mogelijk zijn en welke beperkingen zijn er. Wij zitten wel in het projectteam maar de rol van beheer is niet altijd duidelijk omdat soms het schaalniveau te ver van ons afstaat.

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appendix J Interview Harry Smit (Dutch) Interviewer: Geïnterviewde Datum: Tijd: Locatie:

Erik Schalkwijk Harry Smit 28 juli 2004 09:00 – 9:45 uur World Port Centre

1. Hoe zou u uw functie beschrijven? Ik ben sinds 8 jaar betrokken bij de achterlandverbindingen A15 en het spoor. Ik heb meegedaan aan de projecten havenspoorlijn en iets van 6 projecten op de A15 tot aan Barendrecht. Aan het trace nota MER A15 die loopt nog steeds. Want inmiddels zijn al die projecten afgelopen en het havenspoorlijn is net geopend. Op dit moment zijn er nog maar 2 a 3 projecten op de A15, dus de megaprojecten zijn er wel vanaf. Wij organiseren doen we niet zelf dat is Prorail en Rijkswaterstaat maar wij participeren omdat wij te maken hebben met belangen van huurders en we hebben kabels en leidingen. Wij kunnen wel wat faciliteren en wij spelen in menig proces een intermediaire rol. Huurders en andere belanghebbenden vinden het erg prettig dat ze niet direct zaken doen met het rijk maar dat er toch iemand tussenzit die misschien met meer warme gevoelens kijkt naar hun belangen. Bij het rijk is het gelijk van wat is uw titel en wat is uw recht. 2. Bent u met gebiedsplan studies betrokken? Zijdelings, ik heb nooit echt een gebiedsplan studie gedaan. Via mijn collega’s fungeer ik wel eens als vraagbaak. Je bent er toch vanuit infrastructuur erbij betrokken. Nou ik heb redelijk wat ervaring en wordt dus wel eens bij betrokken maar ik zit niet in die teams en heb er ook nooit ingezeten. Wij zitten in een soort denktank waarin wij nadenken over hoe een gebiedsplan moet worden opgezet. Met name Jan Willem houdt zich hiermee bezig en ik heb daarvan de producten gezien waardoor ik wel een idee heb. • Wat is uw beeld op de fasering voor het maken van een gebiedsplan? Er zit een discrepantie tussen een gebiedsplan waarin je kijkt wat de meest geschikte commerciële activiteit die daar plaats zou kunnen vinden gezien de omstandigheden, randvoorwaarden en ontsluitingsmogelijkheden en het feit dat er ineens een klant komt die zegt dat ie een specifiek terrein wilt hebben. Dit heb ik onlangs gezien bij een palmoliefabriek. Er word soms een gebiedsplan doorkruist omdat een klant zich gewoon op een bepaalde locatie wilt vestigen. Dat geeft dan ook gelijk de relativiteit weer van het geheel. Het enige wat je dan kunt zeggen is dan past dat segment was absoluut niet benoemd in het gebiedsplan en vervolgens komt het er toch. En dan heb je het gebiedsplan als onderlegger om te kijken van wat zijn nou echte onmogelijkheden en waar krijgt ie echt last van. Het is dan geen sturingsinstrument meer. Ik denk dat het voor een gebiedsplan heel goed is om een beeld vormt van wat zijn de potentie. Als dat bij CD dan beklijft en ze vinden het belangrijk genoeg en nogmaals het is echt een commercieel belang en als er een andere klant komt dan men vanuit het gebiedsplan heeft voorzien dan kun je mooie verhalen gaan hebben over hoe we het faseren in de tijd en hoe gaan we het gebied indelen maar dan denk ik dat je eerst nog even met CD aan de tafel moet om te bepalen wat dit nou voor sturingsinstrument is. Is het nou leuk om te hebben of gaan we er echt wat mee doen. ‘

24

Appendices

De hamvraag is moet dit een leidend sturingsinstrument zijn of is het een aardige onderlegger. En persoonlijk vind ik dat het nooit zo zou zijn dat een gebiedsplan leidend zou zijn voor uitgifteproces. Dit volgt uit de praktijk, als je de Maasvlakte 2 heb ontworpen voor containers en voor petrochemie en chemie en er komt een ministerie dat zegt we willen daar graag een kerncentrale, dan komt daar een kerncentrale. Dus bij het uitgifteproces zijn in sommige gevallen ook politieke, macht en commerciële belangen betrokken. Hier kun je nooit helemaal op participeren. Als je het toch zou moeten faseren denk ik dat de milieu voorwaarden toch wel erg leidend zijn. En dan met name de geluid contouren dat is toch wel het allerbelangrijkste. Je zou het natuurlijk op die manier prioriteiten kunnen stellen. Er zijn natuurlijk meer aspecten te benoemen waar je echt niet omheen kunt omdat het bijvoorbeeld is vastgesteld in Brussel. Daarnaast zijn er nog zaken die je zou willen of handig zou zijn. Maar echt de keiharde randvoorwaarden en dan is het toch echt met name vanuit milieu en niet vanuit modaliteiten. Dat zou toch met enige nadruk in een gebiedsplan moeten zitten. Het zit er wel in maar in de vorm hier kunt u echt niet omheen en daarna afzwakkend in van het lijkt ons beter dan zit er niet in. Het verhaal van de kerncentrale, het maakt geen lawaai, stof is ook geen probleem, een externe veiligheids probleem waarschijnlijk maar zo op hoofdcriteria kun je vrij snel iets zeggen. Ik denk dat CD dit verwacht of wilt hebben en niet van hebben we geen rekening mee gehouden kan niet. De impact van een nieuwe invulling wordt wel eens overtrokken, er ligt minimaal 2x2 rijstroken naar het oosten.Er komt een havenspoorlijk waar in potentie om de 6 minuten een trein overheen kan. Wat zijn de grote verkeersgeneratoren dat is toch de containervervoer. Daar is in alle plannen wel rekening mee gehouden. Even er vanaf gezien dat er geen geld voor is wordt er dus in de plannen wel rekening mee gehouden. Verder zijn de gebiedsontsluitingswegen en als daar een rijstrook bij moet dan gebeurd dat gewoon. Hierbij wordt gebruik gemaakt van prognoses. Een grove prognose is bijvoorbeeld voor 2020 en de horizon wordt weer verbreed. Voor Maasvlakte 2 ga je uit van 60% containers en 40% petrochemie want meer weten we toch niet. Dat genereert ongeveer zoveel met de kengetallen, Maurits van Schuylenburg is daar mee bezig, wat zijn dan de problemen in 2020. Bij de Maasvlakte is een zone gereserveerd voor een vervoerbundel. Er wordt dus wel ruimte gereserveerd waarbij er gewerkt wordt van grof naar fijn. Je wilt niet de ontwikkelingen in de weg staan daar hou je dus wel rekening mee. • Wat neemt bij het maken van een gebiedsplan veel tijd in beslag? Daar heb ik geen beeld van. 3. Kunt u uw werk in relatie tot het proces van gebiedsplanning beschrijven? • Welke aspecten spelen, vanuit uw specialisme, een rol bij het maken van een gebiedsplan? Op macro niveau heb je natuurlijk de achterlandverbindingen daarbij ga je vanuit dat ongeacht de ontwikkelingen er voldoende capaciteit beschikbaar is voor de binnenvaart, weg en spoor luchtvaart doen we effe niet aan kabels en leidingen hebben we ook stroken voor dus dat kan allemaal aangelegd worden. In potentie hebben we het geregeld. We hebben alleen één klem en dat is de achterlandverbinding A15 want daar zit nog een heel lastig klempunt en is er bovendien nog niet geen geld voor de verbreding. De viesie is er de plannen zijn er en vervolgens hebben we een staat die te weinig geld beschikbaar heeft. En vervolgens gaan we naar een soort medium niveau bijvoorbeeld de Maasvlakte of de Europoort en

Appendices

25{ TC \l 1 }

dan moet er wel een heleboel gebeuren wil een weg van 2x1 ineens niet geschikt meer zijn en dan moet het ineens 2x2 worden ofzo. Die stap is nog nergens in de haven nodig geweest. De minimum capaciteit van 2x1 dan kan er best wel heel veel op. Op lagere niveaus spelen de capaciteitsproblemen naar mijn beleving niet. Op microniveau spelen meer zaken als veiligheid vluchtwegen maar het is nog nooit voorgekomen dat we in 2x1 situatie onvoldoende achten. Met betrekking tot veiligheid gaan we ervan uit dat ze veilig zijn ontworpen daarvoor hebben wij consultants voor. Het is niet zo dat er ineens een ongelijkvloerse kruising komt maar dat los je op met voorwaarschuwingsborden of desnoods met stoplichten. De echte grote investeringen en grote ruimte vretende zaken zitten echt op de centrale transportbundel. Mijn accent ligt nu op wegen en spoor maar ik heb ook het een en ander met leidingen en kabels te maken gehad hierbij spelen ook ruimtelijke reserveringen en een inventarisatie van knelpunten. Een belangrijk knelpunt is bijvoorbeeld de Calandtunnel en als je bewust bent van de knelpunten en er is een project probeer je weer ruimte te creëren. 4. Hoe wordt de benodigde informatie verkregen en gepresenteerd? Van de leidingen hebben we door het hele gebied heen tekeningen we weten exact welke leiding waar ligt. Het is bekend waar de knelpunten zijn. Naast leidingen tussen fabrieken gaat een groot deel van deze leidingen naar het achterland en daarbij zijn plaatsen waar er nog maar drie leidingen bij kunnen. Als het echt niet meer past is dubbel ruimtegebruik ook nog mogelijk natuurlijk. Het nadeel hiervan is het veiligheidsaspect bij steeds strengere regelgeving en cumuleren van risico’s. In de toekomst kunnen hierdoor kantoren of woongebieden binnen kritische risicocontouren komen en daar hebben wij direct mee te maken. In de toekomst zal er met domino effecten rekening worden gehouden. Doormidden van diverse kanalen worden wij op de hoogte gesteld van problemen in de infrastructuur. Wij hebben onder andere inspecteurs rondlopen die deze informatie verzamelen. Monitoren van het wegverkeer wordt gedaan door DS&V, dat is intensiteit versus capaciteit en kruispuntveiligheid. Er wordt niet constant gemeten maar er wordt een jaarreeks gemaakt en dat wordt geëxtrapoleerd. • Is de informatie die gebruikt wordt in uw ogen voldoende? Ja • Heeft u problemen met de huidige informatievoorziening? Het monitorings progamma dat zijn we net aan het starten zodat gegevens over het hele havengebied bekend zijn. De kruispuntproblematiek wordt al wel goed bijgehouden. Er is een behoefte aan informatie over verkeers intensiteit. Op dit moment is het voornamelijk kwalitatief en er kan dus geen antwoord worden gegeven op de vraag wat de intensiteit is op een bepaalde weg en hoelang kan die weg nog mee. 5. Hoe zou volgens u het proces worden verbeterd? • Welke ontwikkelingen binnen uw vakgebied kunnen van belang zijn voor gebiedsplanning? Niet anders dan de bestaande zaken. MV-2 speelt natuurlijke een grote rol. • Hoe kan in uw ogen de informatie beter worden gepresenteerd? Wat we al besproken hebben over meer detail over de verkeers intensiteiten en restcapaciteit. Waar kun je werkzaamheden aan de weg uitvoeren en waar heb je via een andere weg voldoende capaciteit. Opmerkingen: ‘

26

Appendices

Je kunt proberen een volledig model maken maar als je iets wilt maken wat voor het havenbedrijf werkt moet je ervoor zorgen dat er draagvlak is. Hoe moet je het model maken zodat niet alleen de techneuten het leuk vinden maar dat je ook daarmee de commercie daarmee een lol doet. Dan zou je toch een duidelijke selectie moeten maken in de belangrijkste factoren. Het mooiste is als je een labtop mee kunt nemen waarmee je eenvoudig de beschikbare kavels kunt laten zien met de belangrijkste kenmerken van die kavel.

Appendices

27{ TC \l 1 }

appendix K Interview Eric van Andel (Dutch) Interviewer: Geïnterviewde Datum: Tijd: Locatie:

Erik Schalkwijk Eric van Andel 28 juli 2004 09:00 – 9:45 uur World Port Centre

1. Hoe zou u uw functie beschrijven? Ik ben in principe adviseur milieu, dat is vrij breed. Ik heb overal een beetje verstand van en van externe veiligheid iets meer. 2. Bent u met gebiedsplan studies betrokken? Ja, ik ben bij meerdere gebiedsplan studies betrokken geweest, onder andere bij de Hydro-Agri en Europoort-Oost. In principe wordt er bij gebiedsplan heel standaard rijtje met milieu aspecten afgehandeld en daarbij hoort ook een stukje externe veiligheid. • Wat is uw beeld op de fasering voor het maken van een gebiedsplan? Ik heb niet één, twee, drie een beeld van de fasering. Ik heb namelijk nog nooit zelf een gebiedsplan studie getrokken. Het groter geheel heb ik nog nooit van a tot z helemaal doorlopen. In het algemeen is de vraag, we zijn daar en daar mee bezig kun je wat advies geven met betrekking tot externe veiligheid. Hoe de fasering bij een compleet gebiedsplan is heb ik wel gelezen maar nog nooit zelf doorlopen. • Waar komt u binnen deze fasering in actie? Het is voornamelijk in het stukje gegevens leveren van hoe ziet het eruit. Het verzamelen van deze gegevens gebeurt in het voortraject. Als alle benodigde informatie voor het maken van een gebiedsplan beschikbaar is word alles verwerkt in een matrix met plussen en minnen en hier worden dan conclusies aan verbonden. Voor de externe veiligheid gerelateerde aspecten ben ik zowel bij het verzamelen van informatie als het maken van conclusies bij het proces betrokken. • Wat neemt bij het maken van een gebiedsplan veel tijd in beslag? Het verkrijgen van gegevens neemt veel tijd in beslag. 3. Kunt u uw werk in relatie tot het proces van gebiedsplanning beschrijven? Ik gebruik resultaten uit de onderzoeken dat is gebaseerd op ‘het paarse boek’. Het paarse boek is een handleiding voor het maken van een risico analyse en bied daarvoor een rekenmethodiek. Gebruikmakend van deze rekenmethodiek kunnen plaatsgebonden risicocontouren worden afgeleid. Deze risicocontouren gebruik ik voor het maken van een advies voor een gebiedsplan. Stel een bepaald scenario dat er in de omgeving een bepaald aantal doden kunnen vallen met een bepaalde kans. Daar zit een bepaalde oriënterende waarde aan die niet overschreden mag worden. Je zorgt er eigenlijk voor dat de groepsrisicocontour zover mogelijk van bijvoorbeeld woongebieden of grote concentraties mensen zoals hotels en kantoren afligt. • Welke aspecten spelen, vanuit uw specialisme, een rol bij het maken van een gebiedsplan? De risicocontouren worden bepaald door het mogelijk falen van installaties en de effecten daarvan. Met deze gegevens wordt de plaatsgebonden risicocontour bepaald. Er zijn een aantal soorten installaties maatgevend veelal gerelateerd aan de producten zoals ammoniak en chloor. ‘

28

Appendices

• Welke aspecten zijn er voor u van doorslaggevend belang? De risicocontour, leidend scenario, groepsrisicocurve en het eventueel overschrijden van de oriënterende waarde. • Wat zijn de afhankelijkheden van andere disciplines die u bij het maken van een gebiedsplan heeft. Er zijn op zich weinig afhankelijkheden in het is vaak zo dat het qua externe veiligheid niet kan dan kan het gewoon niet, dat geld ook voor lucht, geluid en stank. Er zijn altijd maatregelen te nemen om de externe veiligheid te verbeteren maar dat kost centen. In principe kun je alles zo veilig mogelijk maken. Absoluut veilig dat bestaat niet maar je kunt het wel veiliger maken dan de installaties ontworpen worden alleen kost dat vaak heel veel geld. Hoeveel ga je investeren om de contouren en de groepsrisico curve zo klein mogelijk te krijgen. Dat is op een gegeven moment de key issue voor de bedrijven. Een voorbeeld waarbij mogelijk maatregelen getroffen worden tegen onveilige situatie is bij de chloor fabriek van Akzo-Nobel. Daarbij waren er plannen voor het aanleggen van een scheidingsmuur om de omliggende kantoren te beschermen tegen onsnappende gassen. Huntsman heeft een installatie waar ze bij de fabricage het uiterst gevaarlijk fosgeen nodig hebben. Fosgeen moet op de locatie zelf geproduceerd worden en een belangrijk aspect bij het ontwerpen van de vaten was het verkleinen van de risicocontouren. Uiteindelijk is er besloten twee kleine vaten te installeren wat veiliger is dan één grote. Het is eigenlijk een tweetrapsraket je hebt een stukje interne veiligheid dat noemen ze arbeidsveiligheid en als dat een probleem is dan heb je vaak ook een probleem met externe veiligheid. Als je alles maar binnen de poort kunt houden of liever zelfs op een heel beperkt stukje dan heeft dat ook direct gevolg aan je externe veiligheid. Ze hebben dus ook een stukje eigen verantwoordelijkheid voor hun eigen medewerkers. Vanuit het havenbedrijf wordt ook steeds meer op de externe veiligheid gekeken bij het inpassen van een nieuwe klant wordt er bijvoorbeeld geadviseerd niet binnen de 10-6 contour van de omliggende bedrijven een kantoor te bouwen. Het wordt niet in een contract vastgelegd maar wordt vaak tijdens de onderhandelingen en adviezen wel door de klant opgepikt. 4. Hoe wordt de benodigde informatie verkregen en gepresenteerd? Vroegen kregen we de informatie via de vergunningaanvragen en de groepsrisico curven zijn in een map opgeborgen. Af en toe moet ik wel weten of ik nog je juiste gegevens heb en dan neem ik contact op met de DCMR. De DCMR is namens provincie en de gemeente Rotterdam bevoegd gezag op dit gebied, het is een milieudienst. Een nieuw te vestigen bedrijf moet een wet milieubeheer vergunning aanvragen, zeker bedrijven met een bepaalde hoeveelheid gevaarlijke stoffen die moeten een veiligheidsrapportage opstellen en daar komen op een gegeven moment de risicocurven en de groepsrisicocurven uit. Gegevens worden dus deels door de bedrijven zelf en deels door de DCMR verstrekt. Het havenbedrijf haalt alleen de informatie naar zich toe maar doet zelf geen externe veiligheid onderzoek. Vanuit het BRZO (Besluit Risico Zware Ongevallen) zijn sommige organisaties veiligheid rapportage (VR) plichtig, deze zijn voor het havenbedrijf toegankelijk. • Waarvoor wordt gebruik gemaakt van modellen en wat is handwerk? De DCMR maakt gebruik van modellen. • Wordt er gebruik gemaakt van kaarten, tabellen en grafieken? De risicocontour is ingetekend in een kaart en de groepsrisicocurve is een grafiek.

Appendices

29{ TC \l 1 }

• Is de informatie die gebruikt wordt in uw ogen voldoende? De risicocontouren, groepsrisicocurve en het scenario ten grondslag bij het bepalen hiervan is voldoende om een advies te doen bij gebiedsplanning. Het scenario kan zijn op basis van een brand, toxische wolk of ontploffing. • Heeft u problemen met de huidige informatievoorziening? Nee het gaat op zich redelijk soepel Ik ken een aantal mensen bij de DCMR en als ik bel dan faxen ze het meteen. Er kan bedrijfsgevoelige informatie in een VR zitten maar bij het deel wat ik nodig heb is dat geen probleem. De informatie is op dit moment opgeslagen in een map waarin voor elk bedrijf een risicocontour en groepsrisicocurve beschikbaar is. Het is in de toekomst wel de bedoeling dat deze informatie digitaal wordt ontsloten. Naast het gebruiken van de informatie in de huidige situatie worden de gegevens gebruikt voor het inpassen van nieuwe bedrijven. Daarvoor wordt de risicocontour gebruikt van een bestaand bedrijf en ingepast in de mogelijke locatie van het nieuwe bedrijf. Over het algemeen geeft dit een goede schatting van de toekomstige risicocontour. 5. Hoe zou volgens u het proces worden verbeterd? In ieder geval door de informatie dus digitaal te ontsluiten. Daarmee zijn we bezig in het IMV-traject (Intergraal Milieu en Veiligheid traject). Daar willen we alle gegevens over bedrijven gaan ontsluiten. Er zijn ook landelijke ontwikkelingen om alle contouren en dergelijke per provincie te gaan opslaan, de zogenaamde risicoatlassen. De beschikbare gegevens is nog erg beperkt omdat bedrijven bang zijn voor het mogelijk gebruik bij terroristische aanslagen. Bij de digitale ontsluiting zal de presentatie van de risicocontouren en groepsrisicocurve goed mogelijk zijn maar de achterliggende scenario zal toch tekstueel beschikbaar moeten zijn. Het weergeven van een risicocontour bij een specifiek scenario is moeilijk te realiseren. Dit zal dat handmatig ingevoerd moeten worden. Het zou wel goed zijn als dit wel zou kunnen want ik gebruik het met regelmaat. • Welke aspecten missen nog in het huidige proces? Een VR is erg uitgebreid en naar mijn mening is dat voldoende. • Wat kan er nog niet maar is wel nodig / wenselijk? De digitale ontsluiting waarmee de informatie snel kan worden gedistribueerd.

‘

30

appendix L Current area planning process

Appendices

Appendices

appendix M RIV background layers

‘

31{ TC \l 1 }

32

Appendices

appendix N RIV-architecture (Dutch)

RIV-Systeem (Systeemarchitectuur) RPA/Verkeersmanagement SCHEEPVAART ARAMIS QORRIDOR CZ LOKATIES

I&M/Milieu MILIEU-METINGEN SOQUMAS

DHK

I&M/OTA-tekenaars INFRASTRUCTURELE ONTWERPEN EDMOTA

I&M/OTA-muteerders

S57-OBJECTEN SECURITYLOCATIES OLIESCHERMEN PROJECTGRENZEN

COREN ATTIC

I&M/ONTWERP & TEKENAFDELING

KORKAD

RIV-SYSTEEM RUIMTELIJKE GEGEVENS

KORVKR

AUTOCAD

ICT/corporate TURN-AROUND-TIJDEN

RPA/verkeersmanagement LIGPLAATSEN RIV-VIEWER

DATAWAREHOUSE

I&M/Beheer Infrastructuur BESTEMMINGSPLANNEN

RIBS DATABASE

FAC/Beheer Water&Bodem

HIBS

PLAN

LODINGEN DTM

DGDIALOG

FME

BAGGERDESK

I&M/OTA-Kartografie KAARTEN DIGISYS

DOLOMIET

18

ENC-DESIGNER I&M/BI LEIDINGEN IVL

e-provincies: RIV

EXTERNE GEGEVENS HYDROGRAFISCHE DIENST KONINKLIJKE MARINE

KADASTER GEMEENTEWERKEN

4 november 2004

Appendices

appendix O

33{ TC \l 1 }

Prototype of the Matching Cube Suite

Selected Selected area area

Critical Critical aspects aspects for for the the selected selected area area

Information Information industry industry type type

Characteristics Characteristics of of the the industry industry type, type, for for 11 aspect aspect

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A PROCESS DESIGN AND TOOL-SUITE TO ENHANCE MATCHING IN THE PORT OF ROTTERDAM

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